Search results

Notes how the value of developing corporate identity (CI), as a means of encouraging an organization's key stakeholders to perceive the corporate entity in a clear and positive way, has been receiving increased attention in the last decade. To date much of the practitioner and academic attention has been focused on the communication function between an organization and its customers (primarily). In order that managers and academics are able to realize more of the potential that CI offers organizations, it is necessary to consider the role and impact CI can have on strategic management. Reviews the literature and considers the concepts of corporate identity, image, reputation and personality. Determines the linkages between these concepts and argues that image research studies should not just be oriented to improving images and communications but that this information can also have a central role to play in the strategic development of an organization. To do this presents a framework, referred to as a corporate identity management process (CIMP). Provides an illustration which shows how an understanding of stakeholder images can be used, via the CIMP, to reveal opportunities for developing sustainable competitve advantage.

Recent environmental trends are forcing senior managers to give greater import to corporate identity and corporate communications. They are discovering that conventional methods of redressing identity problems are becoming progressively less effective because, in our opinion, the traditional focus has viewed corporate identity and corporate communication as functional rather than as strategic. We suggest a much broadened view that looks at corporate communication as a three‐part system process – primary, secondary and tertiary. In many companies these three are out of balance. Primary communication should present a positive image of the company and set the stage for a strong reputation. Secondary communication should be designed to support and reinforce primary communication. Tertiary communication should be positive and result in a superior reputation if the other two stages of corporate communication are properly conceived. The authors postulate that senior managers who implement this can invest their organisation with a competitive advantage.

Provides an introduction to corporate identity management; gives an overview of the private banking sector both in the UK and overseas and, using a case study focusing on the private bankers Adam and Co., describes the elements forming that bank’s corporate identity. These elements were history; key incidents; and service quality. The latter was found to be the most likely contributor to that bank’s identity. Argues that bank managers, in addition to asking the questions What is our business?, and what is our image? , should ask, What is our identity?

THE Report of the Committee on Libraries, which was issued by the University Grants Committee in the summer of 1967, had for long been called the Parry Report after its Chairman, Dr. Thomas Parry, formerly Librarian of the National Library of Wales and at the time the Principal of University College of Wales in Aberystwyth. When it was first set up in June 1963 the terms of reference were as follows: