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2026/2027  KAN-CEMAV1009U  Brand Strategy & Business Processes

English Title
Brand Strategy & Business Processes

Course information
Language English
Course ECTS 7.5 ECTS
Type Elective
Level Full Degree Master
Duration One Quarter
Start time of the course First Quarter
Timetable Course schedule will be posted at calendar.cbs.dk
Max. participants 150
Study board
Study Board for Markets & Innovation
Programme Cand.merc. - Økonomisk Markedsføring (EMF)
Course coordinator
  • Richard Gyrd-Jones - Department of Marketing (Marketing)
Main academic disciplines
  • Marketing
  • Strategy
Teaching methods
  • Blended learning
Last updated on 27-01-2026

Relevant links
Learning objectives
This course develops students’ ability to define and develop the strategic relevance of brands and branding in relation to key organizational processes in order to drive company growth and profitability. At the end of the course, students should be able to:
  • Identify and define key internal and external assets and capabilities that underpin the brand and discuss how they contribute to the development of the brand
  • Identify and describe strategic issues for a chosen organization that the brand can help address
  • Critically discuss the role the brand plays in relation to key business processes using relevant models and concepts
  • Identify key management constraints to implementing a consistent branding perspective across the organisation and suggest strategies for ameliorating them
  • Identify key stakeholders inside and outside the organization and their contribution to the achievement of strategic brand objectives
  • Discuss how to manage relationships with key stakeholders inside and outside the organization to ensure their positive engagement
  • Critically assess the centrality of brand in a fluid economic, social and organsaiiotnal context.
  • Argue for how brands are affected by and should engage in societal issues
Examination
Brand Strategy & Business Processes:
Exam ECTS 7,5
Examination form Oral exam based on written product

In order to participate in the oral exam, the written product must be handed in before the oral exam; by the set deadline. The grade is based on an overall assessment of the written product and the individual oral performance, see also the rules about examination forms in the programme regulations.
Individual or group exam Oral group exam based on written group product
Number of people in the group 2-4
Size of written product Max. 10 pages
The Written product is max. 5 pages if it is written individually, the students who wants to write alone do not have to apply for dispensation
Assignment type Synopsis
Release of assignment The Assignment is released in Digital Exam (DE) at exam start
Duration
Written product to be submitted on specified date and time.
15 min. per student, including examiners' discussion of grade, and informing plus explaining the grade
Grading scale 7-point grading scale
Examiner(s) Internal examiner and second internal examiner
Exam period Autumn
Make-up exam/re-exam Written sit-in exam
Assignment type: Written assignment
Duration: 4 hours
Aids:Closed book: no aids
Description of the exam procedure

The exam assignment is built up around a group synopsis based on cases of the students' choice. The grade is based on an overall assessment of the written product and the individual oral performance. 
Course content, structure and pedagogical approach

"Brand Strategy and Business Processes," delves into the strategic dimensions of branding from a business process perspective. Brands, when harnessed effectively, have the power to drive organizational and market transformations by providing a shared purpose and meaning across diverse stakeholders. This course emphasizes the need for brand leadership at the strategic level, wherein brand managers must possess a profound understanding of innovation and change processes, as well as brand leadership skills.

 

Students will explore the intricate relationship between innovation, change processes, and the role of branding in steering these transformations to enhance business development. Key foundational concepts, such as innovation and change processes, defining the brand platform, corporate brand identity, and managing relationships with strategic stakeholders, will be explored. Real-world case studies will then be analyzed, fostering the development of analytical, critical, and creative skills essential for driving business growth through branding.
Research-based teaching
CBS’ programmes and teaching are research-based. The following types of research-based knowledge and research-like activities are included in this course:
Research-based knowledge
  • Classic and basic theory
  • New theory
  • Teacher’s own research
  • Models
Research-like activities
  • Development of research questions
  • Discussion, critical reflection, modelling
Description of the teaching methods
The course uses blended learning to combine online material and activities, with in-class discussions and group discussions. Blended learning (the mix of online and offline platforms) creates a strong leaning environment for students.

The course consists of online materials, case discussions, industry expert presentations and in-class discussions. The class intends to be highly interactive with a corresponding expectation that students engage in these interactions.

Leaning is facilitated using cased-based teaching where core concepts and their application are explored through the use of these cases. Cases will be taken from a variety of contexts so that students explore brand strategy in the context of start-ups, SME's and LO's.
Feedback during the teaching period
The course is built up in such a way that there is continual feedback to the students in the in-class activities. Students are encouraged to work in groups between lectures to disucss readings and key concepts and bring questions they have to the lectures.
Student workload
Lectures 30 hours
Preparation for the workshops 36 hours
Readings and preparation for the exam 140 hours
Further Information

Part of Minor in Excellence in Brand Strategy & Analytics

Expected literature

Aaker, D. (2007). Innovation: Brand it or lose it. California Management Review, 50(1), 8-24

 

Aaker, D., & Aaker, J. L. (2016). What are your signature stories? California Management Review, 58(3), 49-65.

 

Aoki, K., Obeng, E., Borders, A. L., & Lester, D. H. (2019). Can brand experience increase customer contribution: How to create effective sustainable touchpoints with customers?. Journal of Global Scholars of Marketing Science, 29(1), 51-62.

 

Ayuso, S., Rodriguez, M. A., & Ricart, J. E. (2006). Responsible competitiveness at the ‘‘micro’’level of the firm: Using stakeholder dialogue as a source for new ideas: A dynamic capability underlying sustainable innovation. Corporate Governance, 6(4), 475-490.

 

Beverland, M. B., Napoli, J., & Farrelly, F. (2010). Can all brands innovate in the same way? A typology of brand position and innovation effort. Journal of Product Innovation Management, 27(1), 33-48.

 

Brodie, R. J., Benson-Rea, M., & Medlin, C. J. (2017). Branding as a dynamic capability: Strategic advantage from integrating meanings with identification. Marketing Theory, 17(2), 183-199. 

 

Christiansen, J. K., Varnes, C. J., Hollensen, B., & Blomberg, B. C. (2009). Co-constructing the brand and the product. International Journal of Innovation Management, 13(03), 319-348.

 

Gyrd-Jones, R. I., & Kornum, N. (2013). Managing the co-created brand: Value and cultural complementarity in online and offline multi‐stakeholder ecosystems. Journal of business research, 66(9), 1484-1493

 

Hatch, M. J., & Schultz, M. (2009). Of bricks and brands: From corporate to enterprise branding. Organizational Dynamics, 38(2), 117-130

 

Keller, K. L. (2014). Designing and implementing brand architecture strategies. Journal of Brand Management, 21(9), 702-715.

 

Koch, C. H., & Gyrd-Jones, R. I. (2019). Corporate brand positioning in complex industrial firms: Introducing a dynamic, process approach to positioning. Industrial Marketing Management, 81, 40-53.

 

Iglesias, O., Ind, N., & Alfaro, M. (2013). The organic view of the brand: A brand value co-creation model. Journal of Brand Management, 20(8), 670-688 

 

Iglesias, O., & Ind, N. (2020). Towards a theory of conscientious corporate brand co-creation: the next key challenge in brand management. Journal of Brand Management, 1-11.

 

Muzellec, L., & Lambkin, M. C. (2009). Corporate branding and brand architecture: a conceptual framework. Marketing Theory, 9(1), 39-54.

 

Ramaswamy, V. (2020). Leading the experience ecosystem revolution: innovating offerings as interactive platforms. Strategy & Leadership.48(3), 3-9. 

 

Smith, K., & Wintrob, M. (2013). Brand storytelling: a framework for activation. Design management review, 24(1), 36-41.

 

Swaminathan, V., Sorescu, A., Steenkamp, J.-B. E. M., O’Guinn, T. C. G., & Schmitt, B. (2020). Branding in a hyperconnected world: Refocusing theories and rethinking boundaries. Journal of Marketing, 84(2), 1-23.

 

Törmälä, M., & Gyrd-Jones, R. I. (2017). Development of new B2B venture corporate brand identity: A narrative performance approach. Industrial Marketing Management, 65, 76-85.  

 

Urde, M. (2013). The corporate brand identity matrix. Journal of Brand Management, 20(9), 742-761.

 

Urde, M., Greyser, S. A., & Balmer, J. M. (2007). Corporate brands with a heritage. Journal of Brand Management, 15(1), 4-19.

 

Vredenburg, J., Kapitan, S., Spry, A., & Kemper, J. A. (2020). Brands taking a stand: Authentic brand activism or woke washing? Journal of public policy & marketing, 39(4), 444-460. 
Last updated on 27-01-2026