Corporate Identity Essay

Explained by Balmer and Soenen (1999). The world(prenominal) incarnate Identity Group (ICIG), therefore, came up with a statement of embodied individuation, The Strathclyde Statement, to describe it. Please refer to Appendix B for the ICIG statement. A grossness between all tastes to define corporal identity operator operator, as well as, The Strathclyde Statement, indicates its characteristics which argon concluded to be 1. Collective. 2. Central. 3. Enduring. 4. Identifying of integrated. 5. Manageable. 6. Manifested by corporal-level strategy (vision and burster). 7. Affecting embodied outdoor(a)ize and affected by bodied prototype. Can be a line of competitive adforefronttage. In spite all the variations in defining the concept, a clearer mental picture of what embodied identity is emerges after studying its constructs and dimensions. This will be explored in the next section. corporal identity The complex body get around What meant by building is the comp a ngiotensin-converting enzyments that constitute the integrated identity. Regardless(prenominal) of the difference in categorizations, researchers switch much in common when it comes to studying the construct of corporeal identity than they had in its definition. Different opinions were offered of the construct of merged identity.From a orporate intercourse paradigm, Birkigt & Stadler (1986) in (Balmer, 1998) hit introduced somatic identity unify that focuses on the means by which somatic identity is communicated. Their mix includes corporate disposition, conduct, communion, and symbolism. Birkigt & Stadler mix has been given a legal deal of attention by many authors (van Riel, 1995 Balmer, 1998 van Rekom, 1997). chat is considered an alpha factor in shaping corporate identity, where it is stated that messages are communicated through and through and through demeanour of organization members (Balmer & van Riel, 1997).In 1995, Schmidts mix was introduced it adds ext ernal environmental factors and also includes corporate culture to the corporate identity mix. It is constitute of corporate culture, corporate conduct, market condition and strategies, product and services, and communicating innovation. Melewar Karaosmangolu (2006) show a seven dimensions construct for corporate identity that is very sympathetic to Schmidts mix. These are corporate culture, corporate behaviour, and corporate intercourse, corporate structure, corporate strategy, corporate design, and industry identity.Balmer and Soenen (1999) have proposed a corporate identity mix that is composed of three of the human senses these are soul, heed, and utter, see figure 1. The mind is the vision and philosophy, strategy, products and services, corporate performance, brand architecture, and corporate ownership, the soul consists of value, cultures, employee affinity, and home(a) renders, and the contribution consists of the corporate undisciplined communication, controlle d communication, symbolism, personnel and corporate behaviour, and indirect (external/ third party) communication. body-build 1 1 Corporate Identity Mix adopt from (Balmer & Soenen, 1999) Corporate culture Corporate culture was devoted proper attention since the early stages in expanding the corporate identity concept beyond the visual identity (Baker & Balmer, 1997 regard as & Schultz, 1997 Stuart, 1999 Dowling, 1986 Markwick & Fill, 1997 Stuart, 1999 Melewar & Karaosmangolu, 2006). Culture epitomises the consensus within a company about how activities should be accomplished and is conceived as a result of a groups shared experience and learning with respect to atters of external adaptation and internal integration (Schein, 1985) in (Melewar & Karaosmangolu, 2006). It is therefore, represented in the shared values and beliefs among corporate members and also includes corporate philosophy, mission, and subcultures (Melewar & Karaosmangolu, 2006).Baker & Balmer (1997) consid er culture as the or so grievous element in the corporate identity mix. However, in their write up for corporate identity mix, Balmer & Soenen (1999) consider culture as a distinct concept from values but they place both of them in the soulfulness category in their organically inspired categorization. All researchers in the report state that corporate culture is an important factor in influencing corporate identity.Dowling (1986) puts corporate culture on the same ontological level as corporate identity and argues that culture, identity, and image are related components of a opposement that defines organizations, while Markwick & Fill (1997) consider corporate culture as part of corporate personality, which directly influence the corporate identity. Bernstein (1984) considers corporate personality as the total characteristics that generate corporate identity. Abratt and Shee (1989) agree to the ame opinion and consider these characteristics as the totality of behavioural an d intellectual characteristics of the corporate.Melewar & Karaosmangolu (2006) found that culture is commonly communicated to s pileholders through employees behaviour. Therefore, culture weed be considered as a context in which employees behaviour is formulated (Stuart, 1999). Corporate Behaviour Many commentators enkindle that the actions of a corporation are a fundamental element of its identity (Balmer & van Riel, 1997 Hatch & Schultz, 1997 Kiriakidou & Millward, 2000 Topalian, 1984 Olins, 1995).While Balmer & Soenen (1998) consider behaviour as part of the voice in their categorization, Melewar & Jenkins (2002) gives more attention to the behaviour as exposit by the body language. Behaviour is one of the most important aspects in corporate identity since corporate identity is rooted in the behaviour of its members (Balmer & van Riel, 1997). This wideness comes from the fact that behaviour can be an important media to communicate messages to disparate stakeholders (Melewa r & Jenkins, 2002). Olins (1995) contends that everything that corporate does or ay communicates.Therefore, it is important to align employees behaviour totality or the corporate behaviour with the values, philosophies and communication to effectively give way toward building the targeted identity. avant-garde Rekom (1997) argues that actions that are deliberate are more important than spontaneous ones. Markwick & Fill (1997) argues that the visual cues can be misleading they assert on other cues such as behaviour, communication, and values to understand corporate identity. It is important, then, to indicate that corporate behaviour has to e managed and aligned with the messages communicated by corporate to enforce its identity.Management behaviour is an important aspect of behaviour since the spring are more exposed to stakeholders. Hatch and Schultz (1997) argue that identity and image are influenced by the management behaviour. Melewar & Jenkins (2002) argue that management b ehaviour should be consistent with the values and vision of the organization not to create muddiness or communicate faulty messages. Van Rekom (1997) emphasizes the importance of centrality in corporate identity and suggests that employees efforts and behaviour should collaborate owards confirming the organization goals and objectives.Communication and design The purpose of creating a favourable corporate identity is to project a positive image to stakeholders and consequently a good character for the organization. Corporate identity has to be communicated in order to be able to take this advantage. Therefore, all communication medias have to be aligned and organize in order to create a consistent corporate identity. Van Riel (1995) considers succession in communicating corporate identity as a factor to measure the effectiveness of corporate communication.Controlled Communication Ind (1992) describes corporate communication theory as the process which translates corporate identi ty into image. Where Ind include uncontrolled communication in his definition, van Riel (1995) distinguishes between controlled and uncontrolled communication in his definition of corporate communication as an instrument of management by means of which all consciously used forms of internal and external communication theory are harmonized as effectively and efficiently as possible, so as to create a favourable basis for relationships upon which the company is helpless.Controlled communication can be classified to include management communication, market communication, and organizational communication which are controlled type of communication (van Riel, 1995). Management communication is vital in communicating the corporate objectives and goals to employees (Melewar & Jenkins, 2002). It is defined as an attempt to communicate the vision and mission of the company in order to arrive at a favourable image and ultimately a good reputation amongst its internal and external stakehold ers (Olins, 1989).Marketing ommunication is generally associated with the 4Ps of product, price, place and promotion, and is aimed at documentation the sales of an organisations products or services. Marketing communication include, advertising, existence relation activities and direct marketing. Van Riel (1995) puts organizational communication as the one with stakeholders that has an interdependent relationship with the organization this includes internal and external stakeholders. Uncontrolled Communication Cornelissen (2000) contends that perceived corporate identity is formed by controlled and uncontrolled communication.Olins (1995) and Balmer (1995) agree on that everything the organization does or say communicates. Uncontrolled communication commonly occurs by organizations members dealing with external stakeholders (Moingeon & Ramanantsoa, 1997). It can be concluded that uncontrolled communication mainly occurs through behaviour therefore, behaviour of corporate members should be aligned with corporate philosophies, values and strategies as mentioned earlier. Melewar & Karaosmangolu (2006) suggest that the corporate members commitment to the corporate values and goals will reduce the damaging uncontrolled communication.A dynamic interrelationship between culture and communication (controlled and uncontrolled) can be concluded from the earlier argument. Corporate culture is usually communicated through employees behaviour (uncontrolled communication) (Melewar & Karaosmangolu, 2006). Corporate Design Corporate design is consisted of the organisations name, slogan, logotype and symbol, colour and typography (Melewar & Saunders, 1998). Bernstein (1986) and Dowling (1986) consider the messages communicated through the symbol have more value than the symbol itself.Therefore, it is the communication done by the ymbol that makes the visual identity important to corporate identity. Melewar and Saunders (1998) attest on the importance of visual identity of corporation in influencing purchase decisions by consumers cod to the rapid change in technology. The visual manifestation of corporate identity can communicate the corporate values and support the other forms of communication (Baker & Balmer, 1997). Melewar & Karaosmangolu (2006) also found that the slogan has powerful effect on stakeholders knowledges of the organizations. anatomical structure Corporate structure is fundamental component of corporate identity (Olins, 1986 Melewar & Karaosmangolu, 2006). check off structure Organizations develop branding strategies in order to distinguish itself from competitors (Melewar & Karaosmangolu, 2006). Olins (1986) have introduced three different brand structures 1 . Monolithic structure in this structure, the corporate uses consistent design and name. 2. Endorsed structure where the names and designs of the subsidiaries are associated with the grow corporate. 3.Branded structure indicates that the design and name of the parent company is less exposed to customers and different products have separate brands. Organisational Structure Organizational structure refers to the hierarchy in the organization, lines of reporting and communication. The degree autonomy of the managers is determined by the degree of centralization within the organizations structure. The more modify the structure is, the more autonomy managers have, (Melewar & Karaosmangolu, 2006) which may lead to the emergence of in the raw brand structure (Olins, 1986). outline All literature reviewed has made a link between corporate identity and strategy. There are different views on the relationship between corporate identity and trategy. The first view indicates that strategy provides a context to encapsulate corporate identity (Markwick & Fill, 1997 Stuart, 1999). The back up view argues that as corporate identity encapsulates corporate values and mission and vision, it makes a reference point for the corporate strategy (Balmer & Greyser, 2009).He (2006) suggests a dynamic interrelationship between corporate identity and strategy which can be bidirectional. He (2006) suggests that corporate identity and strategy should have a big enough gap to allow change and enough concretion to maintain onsistency. Melewar & Karaosmangolu (2006) have highlighted two strategy types that are Differentiation Strategy Differentiation strategy is the aspect of the corporate strategy that focus on the corporate strength and competitive advantage which is think to the basic identity of the corporate (Melewar & Karaosmangolu, 2006).Positioning strategy Positioning strategy which is, according to Melewar & Karaosmangolu (2006), linked to the desired identity for the corporate. Corporate identity management Several mouldings were introduced by academics to manage corporate identity. In the following sections, some of these simulations are described and analysed. Kennedy (1977) Kennedys model has focused on the creation of a positive corporate im age (See Figure 2). She has realised the ability to influence corporate image through behavioural projections of the company.Kennedy has realised that based on the reality behaviour, or as per her wording policies operating within the company, an enduring and square-shouldered positive image can be obtained. In this model, Kennedy has acknowledged the importance of the effect of employees perception of the corporate n their behaviour and consequently on the projection of the corporate image to other stakeholders. In other separate of her article she declares the importance of employees in the process of company image formation. as well, there was no mentioning of visual identity of the corporate, as we know it is part of the corporate identity mix. Although her model hasnt handled corporate identity in its unused shape, her model was a starting point for several further models. Kennedys model main contribution was her awareness of the ability to influence corporate image based on corporate reality and behaviour. Figure 1 2 Kennedy model for managing corporate image Adopted from Stuart (1999) Dowling (1986) As seen in Figure 3, Dowling has elaborate on the role of communication in forming image of the corporate.Dowling considered that interpersonal communication represents the images of the firm held by these groups, and that mass media communication represents the companys perception of itself. His argument is in contrast with the later literature reviewed which distinguishes between corporate identity, which communication is part of, and the corporate image that can be influenced by communication. Van Riel (1995) suggests that corporate communication should be consistent with corporate strategy, corporate identity, and corporate image.Figure 1 3 Dowling model for managing corporate image Adopted from Stuart (1999) In the conception of corporate culture, Dowling has dealt with culture as a clincher where he placed it at the same level with identity (H atch & Schultz, 1997). However, Hatch and Schultz didnt share the same opinion with Dowling where they have considered culture as a context of identity rather than being a determinant. Also Dowlings model were criticised for his underestimation of the role f management communication in influencing employees behaviour and internal images.Abratt (1989) Abratts model has introduced the concept of corporate personality. He argued that from the corporate personality, corporate philosophies can be developed, where the latter include values and culture of the corporate. The strategy was also included in the corporate personality in the model as showed in Figure 4. However, Abratt has defined corporate identity as an assembly of visual clues-physical and behavioural by which an auditory modality can recognise a company and distinguish it from others and hich can be used to represent or symbolise the company (Abratt & Shee, 1989).