Brändikokemuksen kehittäminen
Programmes: Palveluliiketoiminnan johtamisen ja kehittämisen | Brand Experience Development
Liiketoiminnan uudistamisen ja johtamisen | EXP4HM XXXXXXXXXX
Aviation and Tourism Business | Leading Business Transformation
Specialisation: Elämystalous ja palveluiden kehittäminen XXXXXXXXXX XXXXXXXXXX XXXXXXXXXX.2022
Page 1 of 4
Assignment 2
– individual or pairs activity –
SERVICE BRAND EXPERIENCE DEVELOPMENT PROGRAMME (SBEDP)
Nowadays,
ands 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,
and 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-
and relationships and experiences. Competing through
and
experiences provides almost infinite opportunities for keeping
ands relevant. In addition to
the world’s most valuable
ands, many other organizations are starting to appreciate the
importance of
and experience, but knowing how to start, to structure, and then to lead
and
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
and analysis by describing the processes of a service
and of your
choice (e.g. the company you work for).
• Do NOT focus on
and identity, but instead, analyse how the company attempts to
develop and sustain a
and
ands.
• 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
and
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
ands,
o Lee, Knight and Kim’s XXXXXXXXXXconceptual framework of
and analysis,
o Aaker’s (1996, 59)3 strategic
and analysis,
o Urde XXXXXXXXXXCBIM framework, Brakus, et al XXXXXXXXXXFour-Factor
Model of Brand Experience, or any other way you deem relevant.
1 Keller, K. L XXXXXXXXXXThe
and report card. Harvard Business Review, 78(1), pp XXXXXXXXXX.
2 Lee, M. Y., Knight, D., & Kim, Y. K XXXXXXXXXXBrand analysis of a US global
and in comparison with domestic
ands in Mexico, Korea, and Japan. Journal of
Product & Brand Management, 17(3), pp XXXXXXXXXX.
3 Aaker, D. A XXXXXXXXXXBuilding Strong Brands. New York: The Free Press.
4 Urde, M XXXXXXXXXXThe corporate
and identity matrix. Journal of Brand Management, 20(9), XXXXXXXXXX.
5 Brakus, J. J., Schmitt, B. H., & Zarantonello, L XXXXXXXXXXBrand 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 | EXP4HM XXXXXXXXXX
Aviation and Tourism Business | Leading Business Transformation
Specialisation: Elämystalous ja palveluiden kehittäminen XXXXXXXXXX XXXXXXXXXX XXXXXXXXXX.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
and
experience and plan how the service company will
ing the
and alive. The emphasis of the
and experience campaign/activation should be on the immersion of the customer in the
and
stage and
and story experience across multiple platforms and formats (transmedia
anding) whilst appealing to all senses (sensory
anding).
• In other words, design an interactive Brand Experience campaign/activation that engage
the customers in an innovative way.
o Then, as
and 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
and 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 | EXP4HM XXXXXXXXXX
Aviation and Tourism Business | Leading Business Transformation
Specialisation: Elämystalous ja palveluiden kehittäminen XXXXXXXXXX XXXXXXXXXX XXXXXXXXXX.2022
Page 3 of 4
...
Deadline:
› this learning activity report is due on Monday, XXXXXXXXXXby 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, EXP4HM XXXXXXXXXX.
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 occu
ed. 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 XXXXXXXXXX
https:
www.ouriginal.com/higher-education
http:
www.tenk.fi/en
http:
www.tenk.fi/sites/tenk.fi/files/HTK_ohje_2012.pdf
mailto: XXXXXXXXXX
Programmes: Palveluliiketoiminnan johtamisen ja kehittämisen | Brand Experience Development
Liiketoiminnan uudistamisen ja johtamisen | EXP4HM XXXXXXXXXX
Aviation and Tourism Business | Leading Business Transformation
Specialisation: Elämystalous ja palveluiden kehittäminen XXXXXXXXXX XXXXXXXXXX XXXXXXXXXX.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
and?
2) For how long has the XXX
and been a subject for conscious development? For how long have you personally been
involved in the planning and management of the
and?
Planning
3) Please describe the process of
and planning. (Through what kind of process was it originally developed? What kind of
planning processes are used today in ‘fine tuning’ the
and?)
4) Who were/are the participants of
and planning / decision making body? (individuals/organizational positions/their
oles)
5) What kind of challenges/problematic issues have you been confronted with while planning the XXX
and?
6) Could the present
and planning process be improved? What would the ‘ideal’ be like?
Implementation
7) Please describe the process of executing the
and plans.
a. How were/are the
and plans put into practice?
. Who implements the
and plans i.e. put the plans into practice?)
c. How service quality is used in the implementation of the
and?
8) What kind of challenges/problematic issues have you confronted in the implementation of the XXX
and plan?
9) Could the present
and implementation process be improved? What would the ‘ideal’ be like?
Monitoring
10) How is the performance of the XXX
and monitored?
11) Could the present
and performance monitoring system be improved?
Performance
12) How successful do you consider the XXX
and is in comparison to competitor
ands?
13) Which
ands do you consider as being the best ones in the _____ (e.g. hotel) market?
14) What is a ‘good’ _____ (e.g. hotel)
and? What differentiates a ‘good’
and from ‘bad’
and?
15) How should the performance of a
and 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
and? What are the
cornerstones of success when developing a
and? (Process/activities? Organization? Skills/knowledge? Resources?
Other?)
Other
17) There are a number of varying definitions for ‘a
and’. How would you define the concept of a
and? What is meant by
it?
7 Moilanen, T XXXXXXXXXXNetwork
and management: Study of competencies of place
anding ski destinations. Helsinki School of Economics
– HSE Print, Helsinki.
ANNEX 1 (Moilanen 2008, 233)6F
interview outline
Intro
Planning
Implementation
Monitoring
Performance
Core competences