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Confusion surrounding “corporate identity” persists in business and design practice though a great deal has been written about the subject since the 1970s. “Corporate identity” and “corporate image” continue to be used interchangeably. When business executives and designers mention these terms, more often than not they mean the visual schemes devised to “portray” organisations – visual identities, visual identification systems, logotypes and symbols – each of which has a distinct meaning. Changes, over time, have seen corporate identity termed the “corporate brand”; currently, “brand identity” and “brand architecture” are receiving considerable attention. A British Standard defines most of these terms but is broadly ignored. When practitioners and their clients appear to be unconcerned about the core terms of their trade, it is not surprising that implemented solutions fail to deliver their promise. Suspicions are bound to arise about the relevance of corporate identity and its potential impact on performance over the long term. Nevertheless, statements heralding the demise of corporate identity are premature. Thinking on the way corporate identities are projected seems to be stuck in the “pre‐Internet” era. For example, corporate Web sites could be very powerful vehicles for such identities, yet many sites demonstrate little progress from promotional literature. This paper explores factors that are likely to shape the projection of identities in the next 20‐50 years, not least the “personalisation” of identity akin to the “mass customisation” that has been promoted in manufacturing.

The idea of the design consultant as somebody who comes into the board room and makes bright suggestions about the colour of the vehicles and the typeface on the stationery is more than a little outdated — if indeed it was ever valid. Today's design consultant must have a knowledge of his client's business in order to be able to advise on design as an integral part of marketing policy.

A consultant offers a high‐level, overall skill — and, at least in theory, an impartial judgement. The value of the advice he gives is, of course, governed by the extent of his expertise — but also by the precision with which it can be focused on the needs of his client. As a facilities manager it could well fall to you to make an evaluation of that level of expertise and its applicability to the needs of your company. Could you?

This paper aims to examine the prospect for international investment disputes in the aftermath of the COVID-19 pandemic due to measures implemented by the Australian government to tackle the pandemic.

Doctrinal research. Contains qualitative analysis.

This paper finds that claims based on the protections in the International Investment Agreements (IIAs) signed by Australia are unlikely to succeed and that Australia’s COVID-19 measures can be justified as necessary measures under the general and security exception clauses included in more recent IIAs and under customary international law.

In the context of the COVID-19 pandemic, scholars have written papers apprehending possible claims by international investors against emergency measures adopted by host countries to face the pandemic which might also have damaged the interest of the foreign investors. The existing literature is too vague and general. To the best of the authors’ knowledge, this is the first paper that draws some specific conclusions in this regard applicable to the COVID-19 regulatory measures taken by Australia. While the existing literature projects the possibility of such investor claims, this paper argues that at least no such claim would succeed against the COVID-19 measures taken by Australia.

To build a conceptual framework for the development of branding strategy from the pint of view of a Western firm entering a market in a developing economy.

An extensive literature review brings together two research streams, market entry and branding strategy, with particular reference to corporate branding versus product branding.

The choice of branding strategy is determined in the conditions under study by five antecedent factors and three moderating variables, which are expressed as a visual model and eight propositions.

In a rapidly developing world, this framework and the literature review from which it is derived offer applicable marketing intelligence to planners of branding strategies for international markets. The eight propositions suggest fruitful directions for further academic research.

Draws together two streams within the marketing literature in an original way, and offers a framework for the conceptualisation of an important element of marketing strategy in challenging market conditions.

Corporate marketing is a marketing and management paradigm which synthesises practical and theoretical insights from corporate image and reputation, corporate identity, corporate communications and corporate branding, among other corporate‐level constructs. The purpose of this paper is to explain the nature and relevance of corporate marketing and to detail the antecedents of the territory.

Via the adoption of a quadrivium; a traditional classical approach to the acquisition of knowledge, the paper shows how organisations can be faced by Apocalyptical scenarios through a failure to accord sufficient attention to one or more dimensions of the corporate marketing mix; explains why the emergence of corporate level constructs such as corporate image, identity, branding communications and reputation represents, both individually and collectively, the Advent of corporate marketing; details the various integrative initiatives in corporate design, corporate communications and identity studies which, together with the incremental augmentation of the marketing philosophy, find their natural dénouement in the Epiphany of corporate marketing; and describes the 6Cs of the corporate marketing mix and reflects on possible future directions in organisational marketing.

The paper reveals the efficacy of adopting an organisation‐wide corporate marketing philosophy to management decision makers and scholars.

Drawing on the marketing/management theory of identity alignment policy the paper accords attention to each dimension of the corporate marketing mix and ensures that they are in meaningful as well as in dynamic alignment.

The practical utility of corporate marketing is explicated by making reference to case vignettes, and various marketing and non‐marketing literatures.

Explores the implications of Midland Bank’s attempts in the mid‐1980s to adopt an endorsed corporate identity strategy and to brand its personal financial services. Sets out the reasons why banks have traditionally applied monolithic identity systems and eschewed explicit branding, and presents Midland’s reasons for challenging that paradigm ‐ chiefly the nature of its group structure and its desire to segment its personal market more effectively. While the Midland approach was not a commercial success, it provides some general lessons which help to inform corporate identity theory in general and financial sector identity and branding theory in particular. These include the need for identity to be contingent on strategy, the importance of “soft” as well as “hard” identity features, the conflicts between different identity systems (e.g. firm‐specific versus industry‐generic) and the problems of applying branding theory to products which are in essence no more than contracts.