4. Identity, Image, and Reputation

A) Summary of the textbook and in class

1. What are Identity and Image ?
A company’s identity is the visual manifestation of the company’s reality as conveyed through the organization’s name, logo, motto, products, services, buildings stationery, uniforms, and all other tangible pieces of evidence created by the organization and communicated to a variety of constituencies. Image is a reflection of an organization’s identity. It is the organization as seen from the viewpoint of its constituencies. Thus, to understand identity and image is to know what the organization is really about and where it is headed. Certainly, the products and services, the people, the buildings and the names and symbols are a part of this reality.

2. Differentiating Organizations through Identity and Image
An organization’s identity and image might be the only difference that people can use to distinguish one company from the next. Yet consumers make distinctions about such homogeneous products all the time based on what the company’s image is all about rather than the product itself. As products become much the same all over the world, consumers are increasingly making distinctions based on notions other than the product itself, thereby making image and identity even more powerful differentiators.

3. Shaping Identity
There are some of the things that contribute positively to corporate identity: an inspirational corporate vision, careful corporate branding (with a focus on names and logos); and, importantly, consistent self-presentation.


● A Vision that inspires
Most central to corporate identity is the vision that encompasses the company’s core values, philosophies, standards and goals. Corporate vision is a common thread that all employees, and ideally all other constituencies as well, can relate to.

● Names and Logos
A company’s value can be significantly influenced by the success of its corporate branding strategy. Branding and strategic brand management are critical components of identity management
Companies often institute name changes either to signal identity changes or to make either identities better reflect their realities. Logos are another important component of corporate identity –perhaps even more important than names because of their visual nature and their increasing prevalence across many types of media.

● Putting It All Together : Consistency Is Key
An organization’s vision should manifest itself consistently across all its identity elements, from logos and mottos to employee behavior.

4. Identity Management Action
The dual nature of identity and image – embodied in physical objects yet inextricably tied to perceptions – creates a special dilemma for decision makers.
Here is a method that has been successfully used by many organizations to manage the identity process.

Step 1: Conduct an Identity Audit
To begin, an organization needs to assess the current reality. To avoid superficial input and objectively respond to these questions, consultants from the hundreds of “identity firms” conduct in-depth interviews with top managers and those working in areas most affected by any planned changes. They review company literature, advertising, stationery, products and services, and facilities. They also research perceptions among the most important constituencies, including employees, analysts, and customers. Companies trying to change their image are particularly difficult to audit because the vision that top executives have of what the company will be is so different from what the reality currently is.

Step 2: Set Identity Objectives
Having clear goals is essential to the identity process. These goals should be set by senior management and must explain how each consistency should react to specific identity proposals. It is extremely important, however, that emphasis be placed on constituency response rather than company action. Most managers –particularly senior managers- are internally focused and thus have great difficulty in getting the kind of perspective necessary to see things from the viewpoint of constituents. In addition, change for the sake of change, or change to meet some kind of standardization worldwide, is not the kind of objective that is objective that is likely to meet with success. Usually, such arbitrary changes are the result of a CEO’s wanting to leave his or her mark on the organization rather than a necessary step in the evolution of the company’s image

Step 3: Develop Designs and Names
Once the identity audit is complete and clear objectives have been established, the next phase in the identity process is the actual design.
Companies also should ensure that logos continue to reflect accurately the company’s reality, and should consider modifications if they do not. The process of designing a new look or logo is an artistic one, but despite contracting professionals to develop designs, many company executives get very involved in the process, often relying on their, many company executives get very involved in the process, often relying on their own instincts rather than the work of someone who spent his or her entire career thinking about design solutions. Obviously, there has to be a balance between the professional opinion of a designer and a manager’s own instincts. In the end, strong leadership must be exerted to effect the change, no matter what it is, for it to succeed.

Step 4: Develop Prototypes
Once the final design is selected and approved by everyone involved, consultants develop models using the new symbols or name. At times, negative reactions from constituents can be so strong that proposals have to be abandoned and work started all over again. To prevent this failure, a diversity of people and viewpoints should be involved in the entire identity process. In either approach, everyone has to be informed about the project and involved in it from the beginning: the more people involved in the process from its inception, the less work necessary to sell the idea after much hard work has already taken place.

Step 5: Launch and Communicate
Sometimes such publicity is a positive event, as it can create excitement and a sense of anticipation. As additional communication tools, corporations might want to use advertising, webcasts, or video news releases and satellite links.

Step 6: Implement the Program
Usually, the best approach to ensure consistency across all uses for a new identity program is to develop identity standards. Implementing an identity program is a communication process involving lots of interpersonal savvy and a coordinated approach to dealing with many constituencies.

5. Image : In the Eye of the Beholder
An organization’s image is a function of how constituencies perceive the organization based upon all the messages it sends out through names and logos, and through self-presentations, including expressions of its corporate vision.
Constituencies often have certain perceptions about an organization before they even begin to interact with it. After interacting with an organization, the constituencies may have a different image of it than they did before. The credibility that a company acquires through the repeated application of consistently excellent behavior will determine its image in the minds of constituents in a much more profound way than a one-shot corporate advertising campaign.

6. Building a Solid Reputation
The foundation of a solid reputation exists when an organization’s identity and its image are aligned. Reputation differs from image because it is built up over time and is not simply a perception at a given point in time. It differs from identity because it is a product of both internal and external constituencies, whereas identity is constructed by internal constituencies.
Additionally, reputation is based on the perceptions of all constituencies.

● Why reputation matters
The intangible entity of reputation is undoubtedly a source of competitive advantage. Companies with strong, positive reputation can attract and retain the best talent, as well as loyal customers and business partners, all of which contribute positively to growth and commercial success.
Reputation also can help companies to weather crises more effectively. The changing environment for business has implications for reputation. The proliferation of media and information, the demand for increased transparency, and the increasing attention paid to social responsibility all speak for a greater focus on the part of organizations on building and maintaining strong reputations.

● Measuring and Managing Reputation
In assessing its reputation, an organization must examine the perceptions of all its constituencies.
Employees can be a good starting point, as they need to understand the company’s vision and values and conduct themselves in every customer interaction with those in mind.
Customer perceptions of an organization also must align with the organization’s identity, vision, and values.

● Corporate Philanthropy and Social Responsibility
Every organization today needs to consider corporate philanthropy and social responsibility when thinking about its own reputation. Corporate philanthropy and social responsibility programs should be consistent with a company’s vision to be perceived as credible, rather than as simply “check-the-box” activities or attempts to burnish a tarnished image.
In the changing environment for business, corporate philanthropy and social responsibility are gaining visibility and importance in the eyes of many constituencies.

B) My viewpoint and Experiences at work
As we studied above, the name or logos of companies can be changed as the environment changes and the organization’s roles change to meet to customers’ needs. However, we sometimes see that only the top of management wants to mark something for his or her periods. As a result, usually, changing the name or logo of organizations does not impress to their employees, internal customers, which does not influence on improving firm’s image or not contribute to increase sales. However, outdated thought for long time should be changed in order to reflect on changing environments because the objectives of a organization is not always constant much as the organization begin its operation. In light of my experience, I have worked over 20 years only one office. At that time, my company’s log represents the view of supplier. However, it is not any more useful image to the customers today. Thus, the chairman of the board of directors decided to change the logo to fit the changing environment which customers would be respectful. As a result, the employees also should change their mind to adapt the changing environment.

References:
1. http://www.smallbusinessnotes.com/operating/marketing/image.html
2. http://findarticles.com/p/articles/mi_m4070/is_n136/ai_21001397