Do My Liberty MRKT 670 Course for Me

The opening week covers Keller's first chapter and a website, and brings the checklist, introductions and the first 75-point discussion.

Week two reads chapters two and three, with the faith paper, worth 50, and the audit proposal, worth 50.

Week three reads chapters four and five, with Discussion 2 and Case Study 1, worth 100.

Week four reads chapters six and seven, with the midterm.

Week five reads chapters eight to ten, with Discussion 3.

Week six reads chapters eleven and thirteen, with Case Study 2, worth 100.

Week seven reads chapter twelve, with Discussion 4 and the brand audit, worth 200.

Week eight reads chapters fourteen and fifteen, with the final exam.

Week one runs Monday to Friday, and later weeks follow the usual schedule.

Each week also carries a short presentation.

The brand is agreed in week one, and the proposal sets out the plan for the inventory and the exploratory.

The inventory gathers the brand's elements, product line, pricing, distribution and communications from its website, reports, advertising and stores, and lays them out in tables.

For the exploratory, you receive a short set of questions on what customers think of the brand. Once you send the answers from a handful of customers, they are analyzed with published reviews and social media comments to show the brand's real associations.

The report compares the two sides, names gaps between what the company intends and what customers perceive, and recommends specific actions.

Case studies answer each question in order, with Keller's frameworks and scholarly sources.

Discussion threads use a real brand to make the week's point, with two scholarly references and Scripture, and replies extend classmates' arguments.

You post and submit everything yourself.

Customer questions are short and open, such as what three words come to mind for the brand and when they last chose a rival, so the answers reveal real associations.

Case answers apply the right framework to each question: positioning cases use points of parity and difference, architecture cases use the brand-product matrix, revitalization cases weigh reinforcing against repositioning.

The faith paper draws a careful link, for instance between a brand's promise and the biblical call to let your yes be yes.

Every paper carries a title page, APA headings and a reference list.

Social media comments are sampled from a few months of posts, not cherry-picked, so the exploratory reflects the range of opinion.

Inventory findings flag inconsistencies, such as a premium price sitting beside discount-store distribution.

Brand equity measurement, where a case asks for it, compares customer mindset measures, such as awareness and preference, with market outcomes like price premium and share.

Extension questions weigh fit between the parent brand and the new category, and the risk of diluting the parent's meaning.

Global branding questions consider whether a brand should standardize or localize, using a company that has done each.

Brand architecture answers sketch the brand's portfolio in a simple diagram, showing master brands, sub-brands and endorsed brands.

The audit's closing recommendations set short-term and long-term actions, such as tightening a slogan now and rethinking a sub-brand over two years.

Discussion threads on brand elements test a real logo or slogan against Keller's criteria.

Every source is checked for a DOI and complete details.

MRKT 670 coursework is done by a brand strategist who has run audits and positioning projects.

They know Keller's frameworks and the research behind them.

They read customer data and turn it into recommendations.

A second reviewer checks each paper before release.

The same writer stays with your course.

Several have managed brands in consumer goods or retail.

They write recommendations a brand team could act on.

They handle the faith dimension thoughtfully.

Their case answers use Keller's terminology exactly, which graders look for.

Several have taught branding courses, which keeps explanations clear.

They write audits that read like agency deliverables.

One strategist stays with you all term.

They have helped companies choose between extending a brand and launching a new one.

They read customer data with care, separating a loud minority from the typical view.

Their case answers draw on real brand histories.

The audit needs real customer insight.

Case studies run two thousand words each.

Week two pairs the faith paper with the proposal.

Every post needs two scholarly sources and Scripture.

Exams fall in weeks four and eight.

The customer side of the audit needs responses from real people, which take time to gather.

Measuring brand equity in weeks five's chapters introduces methods many students have not met.

Brand architecture questions, such as when to use a house of brands, are subtle and easy to oversimplify.

Keeping the audit inside the template while still saying something original takes skill.

The proposal's five scholarly sources are due only a week after the course opens.

Replies need their own scholarly sources and Scripture, which doubles the research in discussion weeks.

The audit's ten sources must include five from marketing journals, which narrows the search.

Week seven pairs the audit with a discussion, the busiest writing week of the course.

The midterm in week four comes the week after the first case study.

Scripture must connect to branding naturally, not as an afterthought.

The faith paper and proposal arrive before week two ends.

Case studies arrive before weeks three and six end, and the audit before week seven ends.

Main posts come at the start of their weeks; replies follow classmates.

Each item is priced separately, with the audit the largest.

A full order in week one lowers the total.

The customer questions for the audit arrive with the proposal, so you can gather answers in good time.

Late joiners send any graded items, and the rest follows them.

Payment follows each piece on delivery.

Each date leaves you time to review before submitting.

Single items can be ordered for busy weeks.

Every item can be dropped before you agree.

Late joiners are priced from the next item still due.