Corporate identity

Corporate identity

Corporate identity – shorthistory Efforts to establish „corporatebehaviour“ – fromancienttimes (states, governments, armies – efforst to establishuniformpolicywithin the institutionthatwaspresented by certain style. Idea ofcorporate image – beginningof 20th century „In order to succeed in business the companieshave to express theiruniquecharacter, differences and contrastingelementsdistinguishingthemfrom the competition“. 50s-60s – corporate design in full thanks to designer companies in US (Landor) and UK (Henrion). At thattimealsocorporate design ofothercompanieswasbeingdevelopped (IBM, Shell, Lufthansa, BMW etc.) First – visual identity, laterotherfactorswereadded

Corporate identity – whatitis? A corporate identity is the overall image of a corporation or firm or business in the minds of diverse publics, such as customers and investors and employees. It is a primary task: to maintain and build this identity to accord with and facilitate the attainment of business objectives. It is usually visibly manifested by way of branding and the use of trademarks. Corporate identity comes into being when there is a common ownership of an organizational philosophy that is manifest in a distinct corporate culture. Corporate identity helps organizations to answer questions like “who are we?” and “where are we going?” Corporate identity also allows consumers to denote their sense of belonging with particular human aggregates or groups.

Corporate identity – whatitis?

Corporate identity – whatitis? A corporate identity is the overall image of a corporation or firm or business in the minds of diverse publics, such as customers and investors and employees. It is a primary task: to maintain and build this identity to accord with and facilitate the attainment of business objectives. It is usually visibly manifested by way of branding and the use of trademarks. Corporate identity comes into being when there is a common ownership of an organizational philosophy that is manifest in a distinct corporate culture. Corporate identity helps organizations to answer questions like “who are we?” and “where are we going?” Corporate identity also allows consumers to denote their sense of belonging with particular human aggregates or groups.

Corporate identity – whatitis? • Corporate identity is often viewed as being composed of three parts: • Corporate design (logos, uniforms, corporate colours etc.) • Corporate communication (advertising, public relations, information, etc.) • Corporate behavior (internal values, norms, etc.)

Corporate identity – whatitis? Corporate identity Philosophyof the company Products Corporate design Corporatecommunications Corporateculture Corporate image

Corporatephilosophy

Corporatephilosophy The philosophy of business considers the fundamental principles that underlie the formation and operation of a business enterprise; the nature and purpose of a business, for example, is it primarily property or a social institution; its role in society; and the moral obligations that pertain to it. Corporate personality Starting point for creating the corporate philosopy. For the company to have specific personality, it has to have eight characteristic features. Unusual form- appearance Own style Realisation of unusual activities/acts in different way CP is independent Uniformity of words and acts Clear, logic and constant management Rich in ideas an material values Its value is based on motivated and capable employees.

Corporatephilosophy We believe quality and design should be affordable to many. The LAMPAN table lamp was designed using the five elements of “democratic design” - form, function, quality, sustainability and a low price. So instead of thinking outside the box, we got rid of it

Corporate design A corporate design is the official graphical design of the logo and name of a company or institution used on letterheads, envelopes, forms, folders, brochures, etc. The house style is created in such a way that all the elements are arranged in a distinctive design and pattern.This includes dictating what ink pantones should be used in the coloring, and what typefaces.

Corporate design – visual identity Four functions of corporate visual identity can be distinguished. visibility and „recognizability". For virtually all profit and non-profit organisations, it is of vital importance that people know that the organization exists and remember its name and core business at the right time. corporate visual identity symbolizes an organization for external stakeholders, and, hence, contributes to its image and reputation.

Corporate design – visual identity 3. Itexpresses the structure of an organization to its external stakeholders, visualising its coherence as well as the relationships between divisions or units (single brands, differentbrandsforindiv. parts, differentbrandsvisuallyconnected to eachother).

Corporate design – visual identity 4. Internal function of corporate visual identity relates to employees' identification with the organization as a whole and/or the specific departments they work for (depending on the corporate visual strategy in this respect). Identification appears to be crucial for employees,and corporate visual identity probably plays a symbolic role in creating such identification.

Corporate design A wordmark, word mark or logotype is usually a distinct text-only typographic treatment of the name of a company, institution, or product name used for purposes of identification and branding. The organization name is incorporated as a simple graphic treatment to create a clear, visually memorable identity. The representation of the word becomes a visual symbol of the organization or product. In the United States and European Union, a wordmark may be registered, making it a protected intellectual property.

Corporate design A logo (abbr. of logotype, from Greek: logos - word, idea + typos - imprint, picture) is a graphic mark or emblem commonly used by commercial enterprises, organizations and even individuals to aid and promote instant public recognition. Logos are either purely graphic (symbols/icons) or are composed of a word, letterorcombinationofabovementioned.

Corporate design Logo design is an important area of graphic design, and one of the most difficult to perfect. The logo (ideogram) is the image embodying an organization. Because logos are meant to represent companies' brands or corporate identities and foster their immediate customer recognition, it is counterproductive to frequently redesign logos. Color is a key element in logo design and plays an important role in brand differentiation. The importance of color in this context is due to the mechanics of human visual perception wherein color and contrast play critical roles in visual detail detection. In addition, we tend to acquire various color connotations and color associations through social and cultural conditioning, and these play a role in how we decipher and evaluate logo color.

Corporate design - logo While color - is considered important to brand recognition and logo design, it shouldn't conflict with logo functionality, and it needs to be remembered that color connotations and associations are not consistent across all social and cultural groups (white in Japan x white in Europe) For example, in the United States, red, white, and blue are often used in logos for companies that want to project patriotic feelings but other countries will have different sets of colors that evoke national pride. Similarly, diverse industry sectors tend to favour different color palettes: Fast food industry: strong, saturated colors

Corporate design Banking, insurance, technology companies: less saturated, more sombre colors. http://www.famouslogos.net/att-logo/

Corporate design Design manual The protection of visual identity is probably one of the most important issues when it comes to developing concepts in which corporateidentity (CI) is used. Both in web design and in print – corporateidentity manuals are supposed to give designers precise guidelines on how logotypes, colors and typography should be used. Goal: to promote the visual identity in the most convenient, consistent and efficient way and make sure no mistakes are done. E.g. the logotype remains readable and the whitespace around the logo gives it the space it needs to breathe and be effective – throughout various projects. http://www.prodiss.cz/download/corporate_design_manual.pdf

Corporatecommunications Oneof the keyfactorsthathelp the company to survive on the market. • Corporatecommunicationtypes: • Public relations ( dialog of the companywith the public using direct and indirectforms/channels. • Corporateadvertising– advertisements in media and othertypesof marketing communications – messagefortargetgroups (has to complywithvisual identity of the company) • Promotionofstandpoints– the companyusesopportunities to express itsview on varioussocial, economic, politicalissues • Public speeches – representativesof the companiesgivelecturesorspeeches (socialevents, politicalevents) • Human relations - communications the aimofwhichis to support education, promotionofcompanyvalues, spreadinggeneralcompanyinformation to attractpeople (bestemployer) • Investor relations - annualmeetingsofshareholders, documentsforshareholders, business reports…

Corporatecommunications Oneof the keyfactorsthathelp the company to survive on the market. • Corporatecommunicationtypes: • Government relations: lobbing – efforts to pushthrough the interestsof the company/ind. Sector (where the implementationofcompanyplansdepends on politicaldecisions…. Lobbying – taxi lines • University relations –scientific and researchcapacity, source ofnewemployees • Industry relations – communicationfocused on business partners, industry and governmentetc. • Minority relations: relate to communities and minorities (necessity to dealwith the problemsofminorities)

Corporateculture Organizational culture is the behavior of humans who are part of an organization and the meanings that the people attach to their actions. Culture includes the organization values, visions, norms, working language, systems, symbols, beliefs and habits. It is also the pattern of such collective behaviors and assumptions that are taught to new organizational members as a way of perceiving, and even thinking and feeling. Organizational culture affects the way people and groups interact with each other, with clients, and with stakeholders.

Corporateculture • Daniel Denison’s model (1990) asserts that organizational culture can be described by four general dimensions – Mission, Adaptability, Involvement and Consistency. Each of these general dimensions is further described by the following three sub-dimensions: • Mission - Strategic Direction and Intent, Goals and Objectives and Vision • Adaptability - Creating Change, Customer Focus and Organizational Learning • Involvement - Empowerment, Team Orientation and Capability Development • Consistency - Core Values, Agreement, Coordination/Integration

Corporateculture Deal and Kennedy (1982) - a model of culture that is based on 4 different types of organizations. They each focus on how quickly the organization receives feedback, the way members are rewarded, and the level of risks taken: Work-hard, play-hard culture: This has rapid feedback/reward and low risk resulting in: Stress coming from quantity of work rather than uncertainty. High-speed action leading to high-speed recreation. Examples: Restaurants, software companies. Tough-guy macho culture: This has rapid feedback/reward and high risk, resulting in the following: Stress coming from high risk and potential loss/gain of reward. Focus on the present rather than the longer-term future. Examples: police, surgeons, sports.

Corporateculture Process culture: This has slow feedback/reward and low risk, resulting in the following: Low stress, plodding work, comfort and security. Stress that comes from internal politics and stupidity of the system. Development of bureaucracies and other ways of maintaining the status quo. Focus on security of the past and of the future. Examples: banks, insurance companies Bet-the-company culture: This has slow feedback/reward and high risk, resulting in the following: Stress coming from high risk and delay before knowing if actions have paid off. The long view is taken, but then much work is put into making sure things happen as planned. Examples: aircraft manufacturers, oil companies.

Corporateculture • Factors and elements • Gerry Johnson (1988) identifieda number of elements that can be used to describe or influence organizational culture: • The paradigm: What the organization is about, what it does, its mission, its values. • Control systems: The processes in place to monitor what is going on. Vast rulebooks • Organizational structures: Reporting lines, hierarchies, and the way that work flows through the business. • Power structures: Who makes the decisions, how widely spread is power, and on what is power based? • Symbols: These include organizational logos and designs, but also extend to symbols of power such as parking spaces and executive washrooms. • Rituals and routines: Management meetings, board reports and so on may become more habitual than necessary. • Stories and myths: build up about people and events, and convey a message about what is valued within the organization (integrity, HS)

Corporateculture • Stronganddweakculture • Strong culture - staff respond to stimulus because of their alignment to organizational values. Strongcultures help firms operate like well-oiled machines, engaging in outstanding execution with only minor adjustments to existing procedures as needed. • Weakculture- little alignment with organizational values, and control must be exercised through extensive procedures and bureaucracy. • Benefitsofdeveloping strong and productive cultures: • Better aligning the company towards achieving its vision, mission, and goals • High employee motivation and loyalty • Increased team cohesiveness among the company's various departments and divisions • Promoting consistency and encouraging coordination and control within the company • Shaping employee behavior at work, enabling the organization to be more efficient • Where culture is strong, people do things because they believe it is the right thing to do.

Corporateculture Healthycompanyculture • Organizations should strive for what is considered a "healthy" organizational culture in order to increase productivity, growth, efficiency and reduce counterproductive behavior and turnover of employees. • A variety of characteristics describe a healthy culture, including: • Acceptance and appreciation for diversity • Regard for and fair treatment of each employee as well as respect for each employee’s contribution to the company • Employee pride and enthusiasm for the organization and the work performed • Equal opportunity for each employee to realize their full potential within the company • Strong communication with all employees regarding policies and company issues • Strong company leaders with a strong sense of direction and purpose • Ability to compete in industry innovation and customer service, as well as price • Lower than average turnover rates (perpetuated by a healthy culture) • Investment in learning, training, and employee knowledge

Corporate identity