Developing a corporate image model

Abstract

A survey of current literature and corporate identity manuals may create the impression that corporate identity consists solely of visual identity cues. In this paper the view is explored that corporate identity consists of both visual and behavioural cues. Most corporations strive towards a positive corporate image. This can be attained only by taking into account also such aspects as customer service and employee behaviour, and not just creating attractive buildings, uniforms, logos and slogans. An analysis of selected literature and the results of four independent studies are reported to support the proposal of a Corporate Image Model that needs further research and refinement.

Impacts of a Thai cause‐related marketing program on corporate image

“…Recent studies have investigated factors enhancing corporate image (Chattananon et al , 2004; Gotsi and Wilson, 2001; Martinez and Pina, 2005; Melewar et al , 2001). Moreover, prior studies in emerging markets like Thailand (Chattananon et al , 2004), Malaysia (Melewar and Saunders, 2000; Melewar et al , 2001) and South Africa (Abratt and Mofokeng, 2001; Daffey and Abratt, 2002; Van Heerden, 1999; Van Heerden and Puth, 1995) have been explored. Virtually all frameworks proposed for corporate image indicate that a company has multiple audiences or constituencies such as customers, employees, shareholders, the business community and government (Balmer and Gray, 2000; Barich and Kotler, 1991; Fombrun, 1996; Stuart, 1999).…”

The exploration of corporate image sustainability: A Netnography study

“…Lee et al, 2020;Singh et al, 2020). Some of the warning signs include high employee turnover, loss of significant customers, decreased share value, and poor relationships with vendors or government officials (Hallier Willi et al, 2014;van Heerden, 1999). If the image problem is unresolved, a company may find that many of its business costs increase dramatically, including product development costs, sales support, employee salaries, and shareholder dividends (AW Rahman et al, 2018;Singh et al, 2020).…”

“…In any business, managers need to recognize the importance of creating and maintaining a strong image. It should be based on developing good corporate policies, not controlling the damage caused by lousy company policies (Alam & Noor, 2020;van Heerden, 1999;van Riel & Balmer, 1997). Past research has recommended that business owners and managers take the following steps to enhance their corporate image: focus on the company's long-term reputation; necessary action on substantive policies; demands candor in all business dealings, and upholds stakeholders' right to know.…”

Corporate identity

“…Corporate identity requires consistency across visible and invisible forms of communication to represent the company (Balmer, 2001;Gioia et al, 2000;Markwick and Fill, 1997;Olins, 1989;Simoes et al, 2005;Van Heerden, 1999;Van Riel and Balmer, 1997). Corporate identity should be embedded throughout the organisation to clearly articulate the company's philosophy and mission and its organisational values (Baker and Balmer, 1997;Balmer, , 2008Dowling, 1994;He and Mukherjee, 2008;Olins, 1995;Pondar, 2005;Simoes et al, 2005).…”