Course overview
Strategic brand management turns a name, identity and customer promise into preference, price resilience and sustained demand. Senior marketers must make difficult choices: which audiences matter most, what the brand should stand for, where differentiation is credible, how product brands relate to a corporate brand, and which investments build measurable equity. Poorly defined positioning, inconsistent touchpoints and weak governance create customer confusion, erode margins and waste communications spend.
This course develops the analytical and decision-making skills required to set and manage brand strategy. Participants diagnose brand equity, identify customer needs and category entry points, develop positioning, design brand architectures and define a clear brand promise. They apply established models including Keller's Customer-Based Brand Equity framework, Aaker's Brand Identity System and Jobs to Be Done. The course also addresses brand experience, communications planning, premium pricing, performance measurement, governance, local adaptation and reputation risk.
Teaching combines concise instructor briefings with sector-based case work, facilitated group analysis, brand decision simulations and structured peer review. Participants work with realistic situations from financial services, consumer goods, public services, technology and B2B markets. They leave with a completed strategic brand management toolkit: an evidence-based brand diagnosis, positioning statement, architecture recommendation, measurement scorecard and 90-day action plan that can be adapted for their own organisation.
The course suits experienced marketing, communications, product, customer experience and commercial professionals responsible for brand choices, portfolio direction or market growth. It is particularly relevant where a brand must maintain trust, justify a price premium, recover relevance or coordinate multiple products, markets and partners.