Learning mechanisms for designing corporate identity in the banking industry

Abstract

Purpose

The traditional approach to building a corporate identity relies on a managerial advertising view and is conducted mainly by external consultancy companies. The aim of this study is to introduce a different approach to building a corporate identity that is based on an effective learning mechanism focused on internal stakeholders.

Design/methodology/approach

In‐depth interviews with senior bank management were conducted to determine the way in which a new corporate identity was designed and implemented. In addition, written documentation relating to the process of managing the identity was examined as a case study of a subsidiary of an Israeli bank.

Findings

The case demonstrates that designing an effective learning mechanism based on internal stakeholders' participation is crucial for the assimilation of a new corporate identity. It has also meaningful impact on increasing profitability and improving satisfaction both among workers and clients.

Practical implications

On the basis of this case study, a practical framework of designing and implementing a corporate identity is presented, based on learning objectives and a learning mechanism. This conceptual framework can serve managers interested in adopting a systemic and holistic approach to building a sustainable corporate identity as well as researchers who may use the framework for the study of companies who are in the process of changing their identity.

Originality/value

The study provides an important insight to the process of designing of corporate identity in the banking industry and better understanding of learning mechanisms that foster its assimilation.

Citation

Mitki, Y., Herstein, R. and Jaffe, E.D. (2007), "Learning mechanisms for designing corporate identity in the banking industry", International Journal of Bank Marketing, Vol. 25 No. 7, pp. 452-468. https://doi.org/10.1108/02652320710832612