Corporate identity

A corporate identity or corporate image is the manner which a corporation, firm or business presents themselves to the public (such as customers and investors as well as employees). Corporate visual identity management involves the planned maintenance, assessment and development of a corporate visual identity as well as associated tools and support, anticipating developments both inside and outside the organization, and engaging employees in applying it, with the objective of contributing to employees' identification with and appreciation of the organization as well as recognition and appreciation among external stakeholders. A corporate identity or corporate image is the manner which a corporation, firm or business presents themselves to the public (such as customers and investors as well as employees). Corporate identity is a primary goal of the corporate communications, for the purpose to maintain and build the identity to accord with and facilitate the corporate business objectives. The corporate identity is typically visualized by way of branding and the use of trademarks,but it can also include things like product design, advertising, public relations etc.. . In general, this amounts to a corporate title, logo (logotype and/or logogram) and supporting devices commonly assembled within a set of corporate guidelines. These guidelines govern how the identity is applied and usually include approved colour palettes, typefaces, page layouts, fonts, and others. Corporate identity is the set of multi-sensory elements that marketers employ to communicate a visual statement about the brand to consumers. These multi-sensory elements include but are not limited to company name, logo, slogan, buildings, décor, uniforms, company colours and in some cases, even the physical appearance of customer facing employees. Corporate Identity is either weak or strong; to understand this concept, it is beneficial to consider exactly what constitutes a strong corporate identity. Consonance, in the context of marketing, is a unified message offered to consumers from all fronts of the organisation (Laurie & Mortimer, 2011). In the context of corporate identity, consonance is the alignment of all touch points. For example, Apple has strong brand consonance because at every point at which the consumer interacts with the brand, a consistent message is conveyed. This is seen in Apple TV advertisements, the Apple Store design, the physical presentation of customer facing Apple employees and the actual products, such as the iPhone, iPad and MacBook laptops. Every Apple touch point is communicating a unified message: From the advertising of the brand to the product packaging, the message sent to consumers is 'we are simple, sophisticated, fun and user friendly'. Brand consonance solidifies corporate identity and encourages brand acceptance, on the grounds that when a consumer is exposed to a consistent message multiple times across the entirety of a brand, the message is easier to trust and the existence of the brand is easier to accept. Strong brand consonance is imperative to achieving strong corporate identity. Strong consonance, and in turn, strong corporate identity can be achieved through the implementation and integration of integrated marketing communications (IMC). IMC is a collective of concepts and communications processes that seek to establish clarity and consistency in the positioning of a brand in the mind of consumers. As espoused by Holm (cited in Laurie & Mortimer, 2011), at its ultimate stage, IMC is implemented at a corporate level and consolidates all aspects of the organisation; this initiates brand consonance which in turn inspires strong corporate identity. To appreciate this idea with heavier mental weight it is important to regard the different levels of IMC integration. The communication-based model, advanced by Duncan and Moriarty (as cited in Laurie & Mortimer, 2011) contends that there are three levels of IMC integration; Duncan and Moriarty affirm that the lowest level of IMC integration is level one where IMC decisions are made by marketing communication level message sources. These sources include personal sales, advertising, sales promotion, direct marketing, public relations, packaging and events departments. The stake holders concerned at this stage are consumers, local communities, media and interest groups (Duncan and Moriarty, 1998 as cited in Laurie & Mortimer, 2011). At the second stage of IMC integration Duncan and Moriarty (as cited in Laurie & Mortimer, 2011) establish that level one integration departments still have decision making power but are now guided by marketing level message sources. At stage two integration the message sources are those departments in which product mix, price mix, marketing communication and distribution mix are settled; appropriately, stakeholders at this stage of integration are distributors, suppliers and competition (Duncan and Moriarty, 1998 as cited in Laurie & Mortimer, 2011). It should also be noted that it is at this stage of integration that consumers interact with the organisation (Duncan and Moriarty, 1998 as cited in Laurie & Mortimer, 2011). Moving forward, the last stage Duncan and Moriarty's Communication Based Model (as cited in Laurie and Mortimer, 2011) is stage three where message sources are at the corporate level of the organisation; these message sources include administration, manufacturing operations, marketing, finance, human resources and legal departments. The stake holders at this level of IMC integration are employees, investors, financial community, government and regulators (Duncan and Moriarty, 1998 as cited in Laurie & Mortimer, 2011). At the final stages of IMC integration, IMC decisions are made not only by corporate level departments but also by departments classed in stages one and two. It is the inclusion of all organisational departments by which a horizontal, non linear method of communication with consumers is achieved. By unifying all fronts of the marketing firm, communications are synchronised to achieve consistency, consonance and ultimately strong corporate identity. In a recent monograph on Chinese corporate identity (Routledge, 2006), Peter Peverelli, proposes a new definition of corporate identity, based on the general organization theory proposed in his earlier work, in particular Peverelli (2000). This definition regards identity as a result of social interaction: