Corporate Marketing

Week 3: 3ID Test Framework The AC

Dr. Rachael Maxwell

www.bradford.ac.uk/management

Session Overview
Defining Corporate Identity Six types of Corporate Identity in the AC3ID Test Framework How should the six types of Corporate Identity fit together? The Importance of Alignment

Defining Corporate Identity

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Defining Corporate Identity

Albert and Whetten (1985) identify three criteria:
Central: Features that are somehow seen as defining the essence of the organisation Enduring: Features that exhibit some degree of sameness or continuity over time Distinctive: Features that distinguish the organisation from others with which it may be compared

But what does this really mean?

Introduction to Balmer and Greysers AC3ID Test Framework

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Five Key Themes from the Literature

Five minute task: On the sheet in front of you there are five groups of words and concepts. The words or concepts in each group are related by a common theme. Please consider what you think is the common theme in each group.
(You may find it helpful to consult with the person sitting next to you.)

Five Types of Corporate Identity

Actual Identity The actual attributes of the organisation. Communicated Identity The attributes and values communicated to organizational stakeholders. Conceived Identity Stakeholders perceptions of organisation, including Image and Reputation.

Ideal Identity The optimal positioning of the organisation within its market in a particular timeframe.

Desired Identity Senior managers vision for the organisation, often informed by personality and ego.

*The six identity type, Covenanted Identity, was added later

How should the Six Types of Corporate Identity relate to one another?

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The Scenario
You have just been hired as the Head of Corporate Marketing for a global media production company, Media Inc. The CEO is concerned about the companys negative image and he wants you to help the company develop its Corporate Brand. What should you do?

1. Uncover Media Incs Actual Identity

A strong corporate brand must be rooted in the Actual Identity of the organisation Encompasses multiple factors
Structure and leadership Business activities Organisational culture and values

Therefore, you might begin by asking employees what Media Inc is really like.......

Putting the Pieces Together

Attributes of Media Incs Actual Identity

Presence on every continent Track record of global hits Lots of creative people and a creative vibe around the building Alot of money is invested in employees Fashionable company to work for Getting bigger every year Exciting, fun, trendy, and creative Can be a bit bitchy Not everyone is treated and valued equally Is a large employer in the media industry Programmes are made solely because they make money Financially astute and therefore financially secure Almost all senior roles are held by men or women without children or families Values controversial, off-the-wall ideas Can make programmes no other company can make Prepared to take risks, learn from mistakes Hard working because success is worth putting time in for

Attributes of Media Incs Actual Identity (continued)

Entrepreneurial Meritocracy Makes programming that courts media controversy Youthful in terms of ideas, fresh thinking Established Respected within the industry Groundbreaking creativity Stressful and demanding Always pushing barriers and taking risks Commercial Very clever and eloquent people who are not afraid to speak out Does not suffer fools Best creative talent in the business Rewards ruthlessness and ambition No place for weakness Boys club Best place to work in the business

Putting the Pieces Together

2. Communicate Media Incs Actual Identity

Three Minute Task

Media Inc has three key stakeholder groups: 1. Viewing public 2. Employees 3. Regulators In pairs, consider which attributes of Media Incs Actual Identity should (or should not be) communicated to each of these stakeholder groups.

Putting the Pieces Together

3. Monitor Media Incs Conceived Identity

Corporate communications shape stakeholder perceptions of the organisation
Controllable communications
Advertising, sponsorship, PR, etc.

Non-controllable communications
Word-of-mouth, media commentary, etc.

Due to non-controllable communications, Conceived Identity is not always predictable

You should monitor Media Incs Conceived Identity

4. Develop Media Incs Covenanted Identity

Covenanted Identity is synonymous with the Corporate Brand
Distillation of key attributes Purposefully communicated to key stakeholders Forms the basis for stakeholder expectations May be seen as a promise or Covenant

More precise than Conceived Identity Should appeal to multiple stakeholder groups

Putting the Pieces Together

5. Analyze Media Incs Ideal Identity

Events in the business environment may change the way that Media Inc needs to position its Brand

Therefore, the companys Ideal Identity may change over time Examples?
What if the companys Ideal Identity is not consistent with its Actual Identity?

Putting the Pieces Together

6. Consider Media Incs Desired Identity

Desired Identity may not be identical to Ideal Identity
Personality and ego of the CEO Personal agendas of other managers These factors may override rational analysis

If you want to keep your job as Head of Corporate Marketing, it is a good idea to consider the companys Desired Identity!

Putting the Pieces Together

The Importance of Alignment

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The Importance of Alignment

In reality, the relationship between the six types of identity is rarely so straight forward Later in the course we will look at these relationships in more detail However, the crux of the AC3ID Test is that all six identities must be in alignment

Possible Exam Question

Part 1: List and briefly describe the six types of Corporate Identity included in Balmer and Greysers AC3ID Test Framework Part 2: Describe a situation in which two or more of an organisations identities were misaligned with one another. (Please do not choose an organisation that we have discussed in class.) Explain which identities were misaligned, how this situation came about, and what the company did or could have done to correct the situation.