Product and Brand Management Academic Year: PGP 2010- 2012 Course Code: MK Course Credit: 3 Total Marks: 100

Sector FMCG

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This is paper is of utility for students of any specialisation, as Brand knowledge and what goes into it would help them respect the brand for which they would be working.

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1. INTRODUCTION TO THE MODULE 1.1 Course Overview

Products / Brands are a companys most precious assets. CEOs & financial directors have now realized that the value of brands is a concept distinct from the net income of the company. This explains the paradox that even though a company is making a loss; it is bought for a very high price because of its well-known brands. By paying a high price for a company with brands, the financial analyst is acquiring near certain future cash flows as the brands remove the risk. The value of a brand comes from its ability to gain an exclusive, positive and prominent meaning in the minds of a large number of consumers. True brands stand for forceful value(s) and make them proprietary to their names. They pack unique values which customers in the target group want. Brands are etched in consumers mind they signify what they stand for and what they dont stand for; what to expect from them and what not to expect from them. It is their existence in perceptual space which makes them successfully ward off threats from clones who try to replicate them. Products can be cloned but not brands. From the strategists point of view, brands are a tool of monopoly creation in competitive arena in a legitimate manner. Brands are new business warriors. They destroy competition and strike where the source of wealth is. Brands drive corporate performance. When role of other conventional assets is getting marginalised in winning marketing war, marketers look up to brands for making their bottomlines black. Students will be introduced to various topics which are critical to brand management like the Concept of Brand Equity, Measurement of Brand Equity, Brand Extensions, and Leveraging secondary brand associations. 1.2 Learning Outcomes: The objective of the course is to help students to: o o o o Understand the correlation between product management & brand management Appreciate the importance of having strong brands Design branding strategies Building brand equities & measuring them

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2. 2.1

INTRODUCTION TO THE TUTORS Area Chair Prof. Sujit Sengupta IILM, Lodhi Road campus # 9811076737 sujit.sengupta@iilm.edu Module Leader: Ms. Monica Mor Cabin no.: 82 IILM, Gurgaon campus # 9899700361 monica.mor@iilm.edu Course Tutors http://www.iilm.edu/faculty/profiles/anju-gulla.html http://www.iilm.edu/faculty/profiles/anil-vashisht.html http://www.iilm.edu/faculty/profiles/surbhi-goyal.html http://iilm.edu/faculty/profiles/monica-mor.html

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2.3

Anju Gulla Anil Vashishth Surabhi Goyal Monica Mor

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MODULE OVERVIEW

Session Topic 1 Introduction to Product Management 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 Developing Product Strategy Introduction to Brand Management Guest session on Brand building Rules of Brand Management Brand identity Brand challenges & opportunities Service brands & Luxury brands Basics about Brand Equity Customer Based Brand Equity & its measurement Different measures of Brand Equity Measuring & Interpreting Brand Equity Measurement Brand Positioning Case Discussions Choosing Brand Elements Leveraging secondary Brand Associations Designing Marketing Programs I Product Strategy Pricing strategy Designing Marketing Programs II Channel Strategy Communication Strategy Designing and Implementing Branding Strategies Brand Hierarchy Brand Extensions Guest Session on Branding strategies

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19 20 21 22

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Case Discussions Managing brand overtime

4 MODULE PREREQUISITES An understanding of basics of Marketing is critical, especially the concept of 7Ps which is applied extensively in Product & Brand Management. Also, students need to revise their concepts on Marketing Planning & Strategy (MPS). 5 MODULE READINGS 5.1 Main Texts Product Management: Donald R.Lehmann and Russel.S, Product Management, Tata McGraw Hill Brand Management: Kevin Lane Keller (KLK), Strategic Brand Management Pearson Education.

5.2 References Kapferer Noel Jean (KNJ), Strategic Brand Management Sengupta S., Brand Positioning Verma, Harsh, Brand Management 5.3 Journals Journal of Brand Management Journal of Product and Brand Management Journal of Marketing Journal of consumer marketing 5.4 Video Brands that made India, CNN IBN; 1 hour duration (from IILM Library)

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6 SESSION PLAN 6.1 Introduction to Product Management: Marketing Organizations Market focused organisation Functionally focused organisations The role of product management spans many activities from strategic to tactical and varies based on the organizational structure of the company. Product management can be a function separate on its own or a member of marketing or engineering. Product management often serves an inter-disciplinary role, bridging gaps within the company between teams of different expertise, most notably between engineering-oriented teams and business-oriented teams. For example product managers often translate business objectives set for a product by Marketing or Sales into engineering requirements. Conversely they may work to explain the capabilities and limitations of the finished product back to Marketing and Sales. Questions for discussion: What are the different levels of products for say the hotel industry and what are the various strategies that can be followed at each level? Essential Reading: Lehmann & Winer; Chapter-1 Learning Outcome: An overview of Product management is essential before we get into the details of how they are marketed. This sets the base for further analysis related to brand management. 6.2. Developing Product Strategy In this session we delve into the importance of Product Lifecycle management, New product development, and technology adoption cycles. Look at the diagram below:

Essential Reading: KNJ, Chapter-1 Additional Reading: Case: Bausch & Lomb The case talks about the company Bausch & Lomb, which has used different strategies in different countries of Europe, Asia, North America and Latin America. B & L divides its

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products into 3 different categories of vision care, the pharmaceutical segment & surgical equipment segment. Students need to study beyond the details given in the case and analyse the kind of product development strategy that is followed by this company. Learning Outcome: An understanding of Product positioning and diversification is critical to getting the whole picture of Marketing Strategy. 6.3. Introduction to Brand Management: What is a brand? There are definitions aplenty for this term but whats critical is the implication that end customers attach to the brand. Organisations have realised that one of their most valuable assets is the brand names associated with their products & services. A strong brand has an ability to simplify decision making, reduce risk and set expectations. We will in this session look into what is brand promise and how does it get converted into brand knowledge. For this we will place emphasis on understanding psychological principles at the individual &/or at organisational level in order to make better decisions about brands. Video Session: Brands that made India, CNBC production Essential Reading: Case: Harley Davidson We start Brand Management with a look into worlds one of the most iconic brands Harley Davidson. The case talks about the rise of this brand in the perception of its followers, and its eventual transformation into one of the best marketed brands, with a very intelligent extension of brand into various merchandises. Learning Outcome: Students look at the video talking about iconic Indian brands and then participate in a case discussion on Harley Davidson. This would give them an insight into one of the most popular brands in India and abroad. 6.4 Guest session Learning Outcome: Before getting into learning about nuances of Brand management, a session with someone form the corporate on brand building and its importance would facilitate better learning. 6.5. Rules of Brand management Branding, which is now considered indispensable, is the terminal phase of a process that involves the companys resources and all of its functions. There are certain rules that organisations follow and treat them as thumb rules for success: rules like; brand is a long term vision; constantly renewing brand difference; Brand is a living memory; brand is a contract,etc Questions for discussion: Analyse certain historical brands like DoorDarshan and trace the rules that were followed or not followed, and yet the brand and its content is a living memory. Essential Reading: KNJ, Chapter-2

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Learning Outcome: Getting to appreciate the rules of brand management sets a foundation for deeper understanding of brand development. 6.6. Brand identity Few brands actually know who they are, what they stand for and what makes them unique. Brand identity may be a recent notion, but many researchers have already delved into the organisational identity of companies. The Brand Identity Prism is a tool which helps to elucidate the 6 facets of identity. Also everything can be branded, and this is essential from the point of view of organisations that have to incorporate branding in their strategies. Essential Reading: KNJ, Chapter-3; Additional Reading: KLK Chapter1, pp 24-48 Learning Outcome: The brand identity dimensions can be organised around 4 perspectives: brand as a product, as an organisation, as a person and as a symbol. Understanding what is Brand identity is essential to understanding brand management. 6.7. Brand challenges & Opportunities Brand management has become more difficult than ever. Changing market dynamics, changing customer preferences have a direct impact on branding activities. Customers have become more savvy and demanding. What they want from a product or a service has changed. More than that emerging competitor have changed the industry scenario with proliferation more products/services and therefore brands. Then again there is a gradual increase in costs and there is now greater accountability for every organisations. Over time more and more challenges are thrown up and with challenges come opportunities. This session will bring the students face to face with such scenarios and they should be able to come out with solutions at the end of the session. Questions for discussion: In the mobile instrument industry for instance, what kind of challenges are brands like Micromax & Karbonn throwing for established brands like Nokia and Samsung? Essential Reading: KLK, Chapter 1, pp 52-63 Additional Reading: Article: Brands Looking for partners in a buyers market; Learning Outcome: Students are made aware about a number of branding challenges and opportunities faced by present-day marketing managers. 6.8. Service brands & Luxury brands In this session we will look into the difference between product brands & service brands. We will analyse the intricacies involved in promoting services with branding as a promotional tool. For example banks which are renowned have to live up to their brand image with add on services and customer relationship tools. In India especially a new segment has emerged for the upper class echelons, who are looking at luxury products & services. These brands have an iconic backing, are often

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endorsed by celebrities and are charging premium prices from their clients. Brand management of luxury products is an expensive affair and calls for high level of customer engagement. Essential Reading: Cases for discussion 1. Vertu Mobile phones: Luxury Redefined Vertu designs and manufactures luxury mobile phones in the same vein as luxury watch manufacturers like Rolex, IWC and Patek Philippe. The most expensive model it has ever made is the Signature Cobra, at 213,000 (~$310,000); the most expensive regular model is the Signature Diamond at 55,000 (~$83,000). One of the services acquired with a Vertu mobile is a year's free concierge service called "Vertu Concierge", operated by a number of providers worldwide. This case looks into how this Brand has been promoted and what is the type of response it has been receiving. 2. Singapore Airlines: Flying High Singapore Airlines is one of the strongest brand names in Asia. Established since 1947 it has managed to outperform many other airlines primarily due to its outstanding services. Though the cabin crew of this airline comprises both male & female employees, it has used its air-hostesses as the brand ambassador for their services. This case looks into how a service organisation has conducted various activities under the purview of brand management. Learning Outcome: Through the case discussions students will appreciate how a company from the luxury segment and another from the services sector have weaved their strategies around their branding and what are the similarities in the two that can be derived. 6.9. Basics about Brand Equity Brand equity refers to the marketing effects or outcomes that accrue to a product with its brand name compared with those that would accrue if the same product did not have the brand name. And at the root of these marketing effects is consumers knowledge. In other words, consumers' knowledge about a brand makes manufacturers/advertisers respond differently or adopt appropriately adept measures for the marketing of the brand. The study of brand equity is increasingly popular as some marketing researchers have concluded that brands are one of the most valuable assets that a company has. Brand equity is one of the factors which can increase the financial value of a brand to the brand owner, although not the only one. Questions for discussion: What causes brand equity to exist? How do marketers create it? Essential Reading: KLK Ch 1, pp 59-60; Ch 2, pp 71-81 Learning Outcome: In this session we will more formally examine the brand equity concept and introduce students to Customer based brand equity 6.10. Customer Based Brand Equity The CBBE model incorporates theoretical advances in understanding & influencing consumer behaviour. Technically it looks at brand building as a sequence of steps, each of

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which is contingent on successfully achieving the objectives of the previous one. The Blueprint for this pyramid is as shown below:

Essential Reading: KLK, Chapter-2, pp 81-106 Learning Outcome: Customer-based brand equity occurs when the consumer has a high level of awareness and familiarity with the brand and holds some strong, favourable and unique brand associations in memory. This session will help students to create a CBBE pyramid for brands. 6.11. Measures of Brand Equity There are quite a few methods of calculation of financial value of Brand equity. Some of them are Cost Based like Historical costs & Replacement costs. Then theres Price based methods like Market share equalisation method & Brand indifference method. The underlying understanding is that Brand Equity is not just a qualitative evaluation of any brands goodwill but it can be quantified using various methods. These calculations are a direct reflection on how viable the brand is and; what can be inferred is the Brands contribution in revenues generated for the organisation. Essential Reading: Scanned pages 62-77, Brand management; Moorthi YLR Learning Outcome: Students will be able to not only calculate, but more importantly understand the value of brand equity once the numerical data is presented before them. 6.12. Measuring & Interpreting Brand Equity Measurement Senior managers often struggle with questions like: How strong is our brand? How can we ensure that our marketing activities create value? How do we measure that value? The brand value chain is a measure by which marketers can trace the value creation process for their brands. Essential reading: KLK Chapter 8, pp 338 354 Learning Outcome: In continuation to the previous session, session 12 takes students further into the importance of a system that helps establish brand equity management.

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6.13. Brand Positioning Positioning means identifying & establishing points of parity and points of difference to establish the right brand identity & brand image. Unique and meaningful PODs provide a competitive advantage and generate reasons for consumers to buy a particular brand. On the other hand POPs create brand associations which create familiarity with customers. In this session we would also be looking at Positioning guidelines and delving into concepts like Competitive frame of reference and Brand mantras. Questions for discussion: With its huge product portfolio try to analyse how Pepsico and Coca Cola have tried to reach out effectively into the minds of their customers? Essential Reading: KLK, Chapter-3, pp 132 153 Learning Outcome: This session reviews how to identify and establish core brand associations and a brand mantra, and also how to do brand audit. 6.14. Case discussions 1. Haagen Daz Ice creams The philosophy of Haagen Daz is simple: find the purest and finest ingredients in the world and craft them into the best ice cream, sorbet & frozen yoghurt available. It is the way of doing business that is as demanding as it is uncommon, and it is the reason why the brand has epitomised fine ice cream for half a century. This case looks into how this world class brand repositioned itself to ensure a broader customer reach. 2. Airtel Positioning & Repositioning Bharti airtel limited is a leading global telecommunications company with operations in 19 countries across Asia and Africa. The company offers mobile voice & data services, fixed line, high speed broadband, IPTV, DTH, turnkey telecom solutions for enterprises and national & international long distance services to carriers. bharti airtel has been ranked among the six best performing technology companies in the world by business week. bharti airtel had 200 million customers across its operations. This case looks into the frequent brand repositioning that Airtel has undertaken, and whether it has been beneficial to the company or not. 6.15. Choosing Brand Elements Brand elements sometimes called Brand identities, are those tradmarkable devices that serve to identify & differentiate the brand. The main ones are brand names, URLs, logos, symbols, characters, spokespeople, slogans, jingles, packages & signages. Brand elements should be chosen to enhance brand awareness. The test of the brand-building ability of brand elements is what consumers would think or feel about the product if they knew not only its brand element but other associated aspects like logo, symbols, etc. A brand element that provides a positive contribution to brand equity conveys or implies certain valued associations or responses.

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Questions for discussion: Having read about the various brand elements, try to fathom the creativity involved in Vodafones (erstwhile Hutch) brand building strategy and their innovative use of varied brand elements? Essential Reading: KLK, Chapter-4, pp 162 - 187 Learning Outcome: This session will look into how marketers choose brand elements to build brand equity. 6.16. Leveraging secondary brand associations Brands may be linked to other entities that have their own knowledge structures in the minds of consumers. Because of these linkages, consumers may assume or infer that some of the associations & responses that characterise the other entities may also be true for the brand. The brand borrows some knowledge and perhaps some brand equity from other entities. This indirect approach to building brand equity is leveraging secondary brand knowledge for the brand. The various entities could be other companies, countries, channels of distribution, spokespersons, events, etc. Questions for discussion: A lot of companies are using celebrity endorsement as one of the tools to get closer to customers and to generate high brand recall. Do you think there could certain drawbacks in this strategy? Essential Reading: KLK, Chapter-7, pp 302 -332 Learning Outcome: This session looks into the different means by which we can use Secondary brand knowledge for brand development. 6.17. Designing Marketing Programs I (Product & Pricing Strategy) The product itself is the primary influence on what consumers experience with a brand, what they hear about a brand from others, and what the firm can tell customers about the brand. Invariably at the heart of a great brand is a great product. Pricing is one of the most flexible tools within a marketing mix and is oft used to push brands keeping in mind the target market and the inventory stock. There are various strategies that are followed when it comes to pricing, and it has to be blended such that brand dilution does not happen. Questions for discussion: What would be the kind of marketing programme a luxury brand would follow in India in an effort to keep its exclusivity and yet reach the desired target market (while not falling for the great Indian Middle Class trap)? Essential Reading: KLK, Chapter-5, pp 207 211 & 222 - 225 Learning Outcome: This session considers how marketing activities in general and Product & Pricing strategies in particular build brand equity. 6.18. Designing Marketing Programs II (Channel & Promotion Strategy) The manner by which a product is sold or distributed can have a profound impact on the resulting equity and ultimate sales success of a brand. Channel strategy includes the

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design and management of intermediaries such as wholesalers, distributors, brokers and retailers. Although advertising and other communication options can play different roles in the marketing programme, one important purpose they all serve is to contribute to brand equity. How much and what kind of communications are necessary, especially when the main aim is to connect the points-of-parity and points-of-disparity and generate a positive association in the minds of customers? Definitely communication is all pervasive in creating a brand feeling in the minds and hearts of people. Questions for discussion: Analyse the way Hindi film industry has started spending crores in promotional strategies. Do you think it has a positive impact on movie ticket sales or all it does is create unnecessary hype? Essential Reading: KLK, Chapter-5, pp 233 237 & 252 - 255 Learning Outcome: This session considers how marketing activities in general and Distribution & Promotion strategies in particular build brand equity. 6.19. Designing and Implementing Branding Strategies The branding strategy or Brand Architecture, for a firm tells marketers which brand names, logos, symbols, and so forth to apply to which new & existing products/services. We often distinguish branding strategies by whether a firm is or should be employing an umbrella corporate or family brand for all its products (as a Branded House), or a collection of individual brands all with different names (as a House of Brands).

Questions for discussion: Look at the Brand matrix given above and draw this for Pepsico. Essential Reading: KLK, Chapter-11, pp 455 - 475 Case Discussion: Tanishq- the turnaround story Tanishq is a prominent jewellery brand of India. It pioneered the concept of branded jewellery and ornaments in India. It is a division of Titan Industries Limited, a company promoted by the Tata Group, one of India's largest conglomerates. This case talks about the measures taken by Tanishq to make it the successful brand that it is. It focuses on how the company shifted its focus across different segments of customers to increase its market share.

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Learning Outcome: This session will give an insight into characterisation & formulation of branding strategies by defining various relationships among brands & products. 6.20. Brand Hierarchy Brand hierarchy is a useful means of graphically portraying a firms branding strategy by displaying the number and nature of common & distinctive brand elements across the firms products, revealing the explicit ordering of brand elements. Its based on the realisation that we can brand a product in different ways depending on how many new and existing brand elements we use and how we combine them for any one product. We construct hierarchies to represent how products are nested with other products because of their common brand elements.

Questions for discussion: Look at the Brand Hierachy template given above and draw this for HUL. Essential Reading: KLK, Chapter-11, pp 468 - 494 Learning Outcome: Designing the Brand hierarchy is very vital for proper implementation of branding strategies. It therefore becomes essential to understand how to combine brands from different levels of hierarchy. 6.21. Brand Extensions In this session we shall discuss some of the basic issues about brand extensions and outlining their advantages & disadvantages. A brand extension occurs when a firm uses an established brand name to introduce a new product. There would be sub-brands, family brands, parent brands, etc.. Questions for discussion: For the Brand Hierarchy sketched out for HUL, analyse the different product lines where brand extensions have been used, and their advantages and disadvantages. Essential Reading: KLK, Chapter-12, pp 512 - 544 Case Discussion: Maggi Nestles Problem Child Maggi is a Nestl brand of instant soups, stocks, bouillon cubes, ketchups, sauces, seasonings and instant noodles. The original company came into existence in 1872 in

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Switzerland, when Julius Maggi took over his father's mill. It quickly became a pioneer of industrial food production, aiming at improving the nutritional intake of worker families This case looks into the innumerable extensions that have been done with brand Maggi and their positive and negative implications. Learning Outcome: This session will enable students to analyse basic issues about brand extensions and their advantages & disadvantages. 6.22. Guest session on Branding strategies Learning Outcome: A practical insight into Branding strategies will help students to understand the implications of their classroom learnings. 6.23. Case Discussions 1. Makeover of Britannia Britannia is the story of one of Indias most famous and trustworthy brands. Britannia Industries Limited is an Indian company based in Kolkata that is famous for its Britannia and Tiger brands of biscuit, which are popular throughout the country. Britannia has an estimated 38% market share. Despite its popularity the company has time and again indulged in a quite a few brand building exercises. This case focuses on importance of brand elements for this brand. 2. Cielo a car in trouble This is a case that looks at the other side of the picture - often neglected in classrooms the story of Failure of brands. This case does just that and looks into why the Korean brand did not do well. Learning Outcome: A look into the two sides of a coin success for Britannia and failure for Cielo, gives an insight into the two extremities of brand building. 6.24. Managing Brand Over time One of the obvious challenges in managing brands is the many changes in the marketing environment in recent years. The marketing environment will continue to evolve and change, often in very significant ways. Shifts in consumer behaviour, competitive strategies, government regulations and other aspects of the marketing environment can profoundly affect the fortunes of a brand. Questions for discussion: Look at the Automobile sector and study how they have modified their strategies as they moved from the developed countries to emerging nations like the BRIC countries. Essential Reading: KLK, Chapter-13 Learning Outcome: This session looks into the dynamic aspect of brand management, like reinforcing brand meanings and adjusting to changing marketing programmes.

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7 Assessments Plan Case Analysis Project report Final Assessment 25% 25% 50%

7.1 Case Analysis Case analysis in this module would require the students to thoroughly read the case and identify the Situational Problems. The solution of the case would involve designing a suitable analysis for solving the problems identified in the case. The cases will be analysed in pre-decided groups by students, and the analysis will be presented in class. Feedback on the same will be provided by the instructor after the presentation of analysis. Assuming that in a class of 60-75 there are 10 groups, each group gets a different case to analyse. The case presentation would last 20 minutes followed by 10 minutes of discussion on the case. Every student is encouraged to read all cases and to participate in discussions.

7.1.1 CASE ASSESSMENT RUBRICS S No 1 2 3 Criteria Content of the case being presented (group marks) The quality of PPT slides prepared (group marks) The quality of delivery of student (individual marks) Marks 10 7 8

For a group/student to get marks/grades the following rubrics have to be followed by the faculty concerned very stringently: S No 1 Criteria Content of the case being presented (group marks) The content is very valid, clearly understood by the assessor the words & terms used are true to , management and the subject concerned, and the language used is correct The content is valid, clearly understood by the assessor , the words & terms used may be slightly improper and inadequate, and the language is correct The content is valid, clearly understood by the assessor , the words & terms used may be slightly inadequate but the language is proper The content is valid, understood by the assessor but , management terms are not used properly, language is improper Marks 9-10 Grade Excellent

6-8

Very Good

3-5

Good

1-2

Average

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Irrelevant content 2 The quality of PPT slides prepared (group marks) The ppt prepared has proper background, few text on each slide, visible to the audience, no spelling errors The ppt prepared has proper background, visible to the audience, text heavy, no spelling errors The ppt prepared has a background that blocks text visibility, slides are text heavy, no spelling errors The ppt prepared has a background that blocks text visibility, slides are text heavy, spelling errors No clarity in the ppt slides The quality of delivery of student (individual marks) The student is professionally attired & composed, has clear diction, does not read out from ppt slides, can tackle interjections The student is professionally attired & composed, is unable to speak fluently, does not read out from ppt slides, can tackle interjections The student is professionally attired & composed, is unable to speak fluently, reads out from ppt slides, can tackle interjections The student is professionally attired, is unable to speak fluently, reads out from ppt slides, can tackle interjections The student is not professionally attired, is unable to speak fluently, reads out from ppt slides, cant tackle interjections

0 Marks 6-7 4-5 2-3 1 0 Marks 7-8

Unsatisfactor y Grades Excellent Very Good Good Average Unsatisfactor y Grades Excellent

3

5-6

Very Good

3-4

Good

1-2

Average

0

Unsatisfactor y

7.2 Project Report The groups formed in the class have to also work towards a project prepared on word document. Students have to choose one brand from work on Brand Analysis while trying to study the life cycle of their chosen brand. They would have to do a historical analysis and find information on why their chosen brand has done well overtime and what strategies the companies have followed to keep their brand alive and kicking. Students are also encouraged to do a comparative analysis with a similar product brand which would have captured the fascination of public rather swiftly. They are also encouraged to do primary research to gauge public opinion. Marking would be to the group as a whole. Projects have to be emailed at the mentioned email id of concerned faculty members by the 22nd session. Possible Project Topics (for an organisation that has brand equity built in the minds of customer): Bajaj Automobile; SBI Banks; Nokia; ITC; Sony. The list is indicative. Project Outline:

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Objective Method used for study Executive summary Introduction Identification of brand related issues Proposed strategy / Plan Value proposition Brand Equity Measurement Creating the CBBE Pyramid Key issues in brand valuation Conclusion

The report should be around 3000 words, in Trebuchet MS font, font size 11, 1.5 space between lines, justified with normal margins, page numbers at the bottom of the page, with foot notes if required. All headings & sub-headings should be in Upper case. There should be a cover page clearly stating the name of Institute, the topic of the report, followed by the name and registration number of the student. 7.2.1 REPORT ASSESSMENT RUBRICS S No 1 2 Criteria Content of the report submitted The presentation of the report Marks 15 10

For a student to get marks/grades the following rubrics have to be followed by the faculty concerned very stringently: S No 1 Criteria Content of the report submitted The content is very valid, clearly understood by the assessor the words & terms used are true to , management and the subject concerned, and the language used is correct The content is valid, clearly understood by the assessor , the words & terms used may be slightly improper and inadequate, and the language is correct The content is valid, clearly understood by the assessor , the words & terms used may be slightly inadequate and the language is improper The content is valid, understood by the assessor but , management terms are not used properly, language is improper Irrelevant content The presentation of the report The report is presented in proper format as mentioned Marks 13-15 Grade Excellent

9-12

Very Good

5-8

Good

1-4

Average

0 Marks 9-10

2

Unsatisfactor y Grades Excellent

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above, and covers all aspects mentioned by assessor without any spelling and language errors The report is presented in proper format as mentioned above, and covers all aspects mentioned by assessor with spelling and language errors The report is presented in proper format as mentioned above, and covers few aspects mentioned by assessor without spelling and language errors The report is presented in proper format as mentioned above, and covers few aspects mentioned by assessor with spelling and language errors The report is presented with few aspects missing and is wrongly put together 7.3 Final Assessment The Final Assessment would be of 50 marks. 7.3.1 FINAL ASSESSMENT RUBRICS Criteria for assessing every Question attempted The content is very valid, clearly understood by the assessor the words & terms used are true to , management and the subject concerned, and the language used is correct The content is valid, clearly understood by the assessor , the words & terms used may be slightly improper and inadequate, and the language is correct The content is valid, clearly understood by the assessor , the words & terms used may be slightly inadequate and the language is improper The content is valid, understood by the assessor but , management terms are not used properly, language is improper Content of answer may not be really relevant to the question attempted Marks >80%

7-8

Very Good

5-6

Good

3-4

Average

1-2

Unsatisfactor y

Grade Excellent

70 79%

Very Good

50-69%

Good

40 49%

Average

< 40%

Unsatisfactor y

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8 LEARNING MAP 8.1 CURRICULUM MAP: Product & Brand Management Programme Learning Outcomes L4 L5 L6 L7 * * * *

Module PBM

L1

L2 *

L3 *

L8

L9

L1: An understanding of organizations, their external context and their management. L2: An awareness of current issues in business & management which is informed by research & practice in the field. L3: An understanding of appropriate techniques sufficient to allow investigation into relevant business & management issues. L4: The ability to acquire & analyze data and information. L5: The ability to apply relevant knowledge to practical situation. L6: The ability to work & lead effectively in a team based environment. L7: An improvement in both oral & written communication skills. L8: Be cognizant of the impact of their individual & corporate actions on society and recognize ethical business practices. L9: Be sensitive to the social economic and environmental responsibilities of business. 8.2 TEACHING MAP: Product & Brand Management TEACHING MAP Module PBM T1 T2 * T3 * T4 * T5 * T6

T1: Lectures T2: Seminars/Tutorials T3: Projects & Presentation T4: Case Discussion T5: Guest Lectures/Industrial Visits T6: Lab Sessions 8.3 ASSESSMENT MAP: Product & Brand Management ASSESSMENT MAP Module PBM A1 * A2 * A3 A4 * A5 *

A1- Individual assignment/case study A2- Group assignment/ project/business plan A3- Open book examinations/ case study A4- Closed book examinations

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A5- Group Presentations

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