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Brändikokemuksen kehittäminen Programmes: Palveluliiketoiminnan johtamisen ja kehittämisen | Brand Experience Development Liiketoiminnan uudistamisen ja johtamisen | EXP4HM103-3005 Aviation and Tourism Business | Leading Business Transformation Specialisation: Elämystalous ja palveluiden kehittäminen 25.10. + 1.11. + 8.11. + 15.11. + 22.11. + 29.11. + 13.12.2022 Page 1 of 4 Assignment 2 – individual or pairs activity – SERVICE BRAND EXPERIENCE DEVELOPMENT PROGRAMME (SBEDP) Nowadays, brands play an indispensable role in the strategy of any kind of organization and are increasingly regarded as valuable assets and sources of differentiation, especially for service organizations. Equally, brand experience has been gaining increased importance in all types of organizations, networks, cities, destinations, and nations, as managers consider it vital in building long-term customer-brand relationships and experiences. Competing through brand experiences provides almost infinite opportunities for keeping brands relevant. In addition to the world’s most valuable brands, many other organizations are starting to appreciate the importance of brand experience, but knowing how to start, to structure, and then to lead brand experience-building initiatives is something many find very hard to do. In this project, you are asked to do the following three (3) parts: A) Brand Analysis Task description: Make a brand analysis by describing the processes of a service brand of your choice (e.g. the company you work for). • Do NOT focus on brand identity, but instead, analyse how the company attempts to develop and sustain a brand/brands. • Use suitable methods of acquiring information. o For example, an interview is likely to be the fastest and most informative way to perform this part of the project. The questions in Annex 1 (Moilanen 2008, 233) may be used as an interview outline for a theme-interview with individual/individuals responsible of brand management in your case company. But, make sure you improve the interview. • For example, add questions related to: o Keller’s (2000, 5)1 ten attributes of the world’s strongest brands, o Lee, Knight and Kim’s (2008)2 conceptual framework of brand analysis, o Aaker’s (1996, 59)3 strategic brand analysis, o Urde (2013)4 CBIM framework, Brakus, et al. (2009)5 Four-Factor Model of Brand Experience, or any other way you deem relevant. 1 Keller, K. L. (2000). The brand report card. Harvard Business Review, 78(1), pp. 147-157. 2 Lee, M. Y., Knight, D., & Kim, Y. K. (2008). Brand analysis of a US global brand in comparison with domestic brands in Mexico, Korea, and Japan. Journal of Product & Brand Management, 17(3), pp. 163-174. 3 Aaker, D. A. (1996). Building Strong Brands. New York: The Free Press. 4 Urde, M. (2013). The corporate brand identity matrix. Journal of Brand Management, 20(9), 742-761. 5 Brakus, J. J., Schmitt, B. H., & Zarantonello, L. (2009). Brand experience: What is it? How is it measured? Does it affect loyalty? Journal of Marketing, 73(3), 52- 68. Programmes: Palveluliiketoiminnan johtamisen ja kehittämisen | Brand Experience Development Liiketoiminnan uudistamisen ja johtamisen | EXP4HM103-3005 Aviation and Tourism Business | Leading Business Transformation Specialisation: Elämystalous ja palveluiden kehittäminen 25.10. + 1.11. + 8.11. + 15.11. + 22.11. + 29.11. + 13.12.2022 Page 2 of 4 B) Service Brand Experience Development Programme Background: During the course sessions, you have developed a model for Service Brand Experience Development (SBED). The model is based on the leading academic and managerial literature, lectures given during the sessions and the practical understanding of you and your colleagues. Furthermore, you have prepared a Brand Analysis for a service company of your choice (i.e. part A of this learning activity). Task description: Building on your previous ‘Brand Analysis’ (present day process) and the jointly-created, in class, Model for Service Brand Experience Development6 (ideal process), your task is: (1) to present and describe (with sources) your (theoretical) model, and then (2) create a Service Brand Experience Development Programme (SBEDP) for the company you have analysed. The aim of the SBEDP is to provide well-justified development suggestions for the target company. • In short, write a report that starts with your ‘Brand Analysis’ (part-A of this project), and then continue by presenting your proposed development programme (part-B of this learning activity). At the end, you present the part-C (see below). C) Brand Experience campaign/activation Task description: Now that you have the SBEDP ready, it is time to focus on the brand experience and plan how the service company will bring the brand alive. The emphasis of the brand experience campaign/activation should be on the immersion of the customer in the brand stage and brand story experience across multiple platforms and formats (transmedia branding) whilst appealing to all senses (sensory branding). • In other words, design an interactive Brand Experience campaign/activation that engage the customers in an innovative way. o Then, as brand experience campaigns/activations require organizing a lot of moving parts, write a step-by-step 2 pages plan for how the company will implement the campaign, and measure the brand experience. "May the Force be with you" – Obi-Wan Kenobi 6 Often the word development is replaced by ‘creation’ and/or ‘building’ Programmes: Palveluliiketoiminnan johtamisen ja kehittämisen | Brand Experience Development Liiketoiminnan uudistamisen ja johtamisen | EXP4HM103-3005 Aviation and Tourism Business | Leading Business Transformation Specialisation: Elämystalous ja palveluiden kehittäminen 25.10. + 1.11. + 8.11. + 15.11. + 22.11. + 29.11. + 13.12.2022 Page 3 of 4 ... Deadline: › this learning activity report is due on Monday, 19.12.2022 by 23:59 (UTC+02:00), and should be submitted in Moodle. Weight: › this learning activity represents 70% of the final grade of the course Brand Experience Development, EXP4HM103-3005. Language: › this learning activity should be done in English, however, answers in Finnish are also accepted. Guidelines: › this learning activity MUST be typewritten and MUST comply with the Haaga-Helia’s guidelines for writing reports (reports format). Resources: › any resources students may deem relevant. Time: › in average it takes students 10 hours to write 1.000 words (~4 pages), and it takes 3 hours to read 10 pages - quick survey, reading and making notes. Assessment: › this learning activity will be marked (0-70), where 30 = minimum to pass. Repetitions: › there is no opportunity to repeat this learning activity. Learning Levels: › the outcome of the learning activity should attempt to show evidence of mid- and high-levels of Bloom’s taxonomy of learning. Competences: › this learning activity provides students the opportunity to develop several generic and subject-specific competences, i.e. a combination of knowledge, skills and attitudes (KSAs) related to Experience Economy and Designing Services. Plagiarism: › the files submitted by the students are sent automatically to Ouriginal and the documents are matched against three central source areas; the Internet, published material and the Ouriginal Archive build from previously submitted documents. Ouriginal then determines whether plagiarism has occurred. For more information about what plagiarism is, visit the Finnish Advisory Board on Research Integrity (TENK) site, and read their guide, Responsible conduct of research and procedures for handling allegations of misconduct in Finland (in English starts on page 28). Retention of Originals: › students must be able to produce a copy of all work submitted if so requested. Copies should be retained until after the release of final results. Feedback: › the facilitators will do his utmost to provide students with clear, constructive and timely feedback during and after the completion of learning activity. Further information: › for further information, please contact Dr. Mário Passos A. at
[email protected] https://www.ouriginal.com/higher-education/ http://www.tenk.fi/en http://www.tenk.fi/sites/tenk.fi/files/HTK_ohje_2012.pdf mailto:
[email protected] Programmes: Palveluliiketoiminnan johtamisen ja kehittämisen | Brand Experience Development Liiketoiminnan uudistamisen ja johtamisen | EXP4HM103-3005 Aviation and Tourism Business | Leading Business Transformation Specialisation: Elämystalous ja palveluiden kehittäminen 25.10. + 1.11. + 8.11. + 15.11. + 22.11. + 29.11. + 13.12.2022 Page 4 of 4 ANNEX 1 (Moilanen 2008, 233)7 INTERVIEW OUTLINE Intro 1) How would you describe the core meaning of the XXX brand? 2) For how long has the XXX brand been a subject for conscious development? For how long have you personally been involved in the planning and management of the brand? Planning 3) Please describe the process of brand planning. (Through what kind of process was it originally developed? What kind of planning processes are used today in ‘fine tuning’ the brand?) 4) Who were/are the participants of brand planning / decision making body? (individuals/organizational positions/their roles) 5) What kind of challenges/problematic issues have you been confronted with while planning the XXX brand? 6) Could the present brand planning process be improved? What would the ‘ideal’ be like? Implementation 7) Please describe the process of executing the brand plans. a. How were/are the brand plans put into practice? b. Who implements the brand plans i.e. put the plans into practice?) c. How service quality is used in the implementation of the brand? 8) What kind of challenges/problematic issues have you confronted in the implementation of the XXX brand plan? 9) Could the present brand implementation process be improved? What would the ‘ideal’ be like? Monitoring 10) How is the performance of the XXX brand monitored? 11) Could the present brand performance monitoring system be improved? Performance 12) How successful do you consider the XXX brand is in comparison to competitor brands? 13) Which brands do you consider as being the best ones in the _____ (e.g. hotel) market? 14) What is a ‘good’ _____ (e.g. hotel) brand? What differentiates a ‘good’ brand from ‘bad’ brand? 15) How should the performance of a brand be measured? What indicators should or could be used in evaluating one’s own performance or to compare with competitors’ performance. Core competences 16) What are the core competences required in developing and maintaining a successful brand? What are the cornerstones of success when developing a brand? (Process/activities? Organization? Skills/knowledge? Resources? Other?) Other 17) There are a number of varying definitions for ‘a brand’. How would you define the concept of a brand? What is meant by it? 7 Moilanen, T. (2008). Network brand management: Study of competencies of place branding ski destinations. Helsinki School of Economics – HSE Print, Helsinki. ANNEX 1 (Moilanen 2008, 233)6F interview outline Intro Planning Implementation Monitoring Performance Core competences