Identity, Image and Reputation

Identity, Image, and Reputation:

When you see the Golden Arches of McDonald's, what do you think? The Golden Arches represent the identity of McDonald's. On the other hand, a small child, as one kind of constituent thinks “Happy Meal” or Ronald McDonald himself. Then, a health conscious adult, as another kind of constituent thinks one fast food restaurant to stay away from. Another kind of constituent, an entrepreneur might think a successful franchise opportunity.

Image:

A company’s image is a function of how constituencies perceive the company. As the example above, the three different constituents thought differently of McDonalds. Companies want a positive image.

Identity:

The company’s identity needs to stay consistent. A company can establish consistency with the use of their name, logo, motto, products, services, buildings, brands, symbols, uniforms, or self-presentations. Some local identities are IUP, Blairsville-Saltsburg High School’s mascot, the bobcat, and S&T Bank. Other known company’s identities are the “Golden Arches”, “Can’t Just Eat One”, Wal-Mart employees wear navy blue shirts with khaki pants as a uniform, FedEx and Nissan’s “Zoom Zoom”. Further in this Blog, I will address a successful method used by other organizations to manage their identity process.

Reputation:

When identity and image are aligned, a company has the foundation to build strong reputation. Over time a business’s objective is to build a positive reputation that the constituency will extend to others. If the image is powerfully negative and the identity is confusing, the reputation will be weak. In turn, the constituency would go elsewhere unless the company can turn them around.

Method to Manage the Identity Process:

According to Argenti, an organization should devise a program to analysis and be proactive with the management of the identity process. The following six steps a method to do so.

Step 1: Conduct an identity audit

Step 2: Set identity objectives

Step 3: Develop designs and names

Step 4: Develop prototypes

Step 5; Launch and communicate

Step 6: Implement the program

Muzak:

The case study in Argenti’s chapter four is a good example of this process. When Muzak did an identity audit, the results showed that they did not have cohesiveness within their brand and communications was completely fragmented through out. Plainly, Muzak was not consistent with the company’s identity, branding and logo. Muzak was well known for their development of the “elevator music,” but the various segments of Muzak individually began to change the identity on their own; leaving Muzak with a faded identity. Muzak needed to change their vision, select a new brand and make the representation be an accurate reflection of Muzak’s reality not the company’s history. They accomplished this by the created “elegant simplicity” logo of the circled M. Also, they began portraying the business as an “art” changing the historical science concept of business. Finally, they choose to portray the emotional and creative power of music to their constituency.

Muzak used advertising techniques, webcasts, video news releases and satellite links to reveal the change. Then, the design and roll out of the new “capabilities book” brochure provided consistency among the company and its franchises. The constituency responded to this and other print media such as the specific segment brochures, along with simple teaser postcards in a very positive way. Sales representatives began to use new multi software sales presentations. Muzak began to illustrate and building a new reputation as the business’s services and products as an art instead of the lengthy reputation that the business was of science. Muzak moved their headquarters to the east coast into the new “dynamic energy and innovative” designed building; it was easier to instill the new identity system.

Overall, Muzak changing its identity positively revitalized the slumping business. Several short-term benefits occurred at Muzak with the facilitating the company’s overall strategy in the identity system. One, the subtle, elegant logo will offer consistency of the company to its constituency. Two, the franchisees and salespeople, who were against the new marketing tool, the brochures, quickly found that the uniformity of the brochures had a positive impact. Three, the change provides a visual foundation for Muzak to build the future.

In the long-term, the change will help Muzak continue to be consistent and be aligned in their image, identity and reputation with the reality of the business. A strong reputation will mature with time where employees, consumers and the general public will express pride and commitment to the business. If Muzak is describing themselves as “expertise” in “audio imaging,” and as “audio architects” to skillfully capture the mood and energy of another’s company visual identity through imagery then changing their own identity to be consistent throughout their identity system can only be helpful both short-term and long-term.

Personally, I can only think of one short-term and long-term harmful benefit combined that may occur at Muzak. The decision to not change the name may always associate the company to the “elevator music.” On the other hand, this action may just keep a bit of history alive, which is not a bad thing.

Muzak is describing themselves as “expertise” in “audio imaging,” and as “audio architects” to skillfully capture the mood and energy of another’s company visual identity through imagery then changing their identity must be consistent throughout their company; whereas the stakeholders, employees and franchisees must use the same branding to compete in the global business environment. And like, their consumers need an identity in which they can identify Muzak as the perception that is align with truly what Muzak business is all about. The franchisees are an extension of the parent company. Muzak definitely should educate the franchisees on the new identity system. Muzak may also create and implement a standards manual to assist the management of the identity.

Conclusion:

Image, identity and reputation is irreplaceable when it comes to business, especially in the forceful aggressive global markets and the changing environment of business, corporate philanthropy and social responsibly visibility. The Muzak case study is a good example of what a company can do using a process for building or rebuilding a company’s image, identity and reputation.

I think there was no need to place any links in this self explanatory Blog.