Center on Global Brand Leadership Case Series

Software giant SAP, historically a company strong on product development and weak on marketing, in 2000 was fighting the perception it was a late-comer to the Internet. As it rolled out a new Internet-suite of products, its image problem was compounded by a confusing approach to its brand, marked by numerous taglines, 9,000 web pages without a consistent feel, and a variety of logos. Realizing the need for a dramatic change, the company hired former Sony marketing executive Martin Homlish to overhaul its branding efforts. In this two-part case students consider SAP's marketing materials as well as data on brand value, market share, and financials from SAP and its competitors to analyze the challenges and opportunities in creating a unified brand.

Case id: 090518