Corporate Identity Tony Spaeth

Identityworks: Tools - Components of identity 1
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Overview > Components Of Identity > Corporate Identity Process > Corporate Brand Platforms > Decision Trees > Naming > Guidelines And Standards Manuals > Implementation Checklist >
Corporate Identity Components

The Spaeth Model
Identity is fact... the effective sum of the facts that can be used, in the minds of various audiences, to distinguish a given entity from all others. To manage identity is to manage these facts.
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In thirty years work with CEOs, we've learned there are just three core aspects of the leadership responsibility we need to focus on: 1. Destination, short for who we are and where we're going (includes vision, positioning, corporate purpose and mission statements) 2. Culture and personality How we must behave to get there 3. Composition How best to express our defining components, to help get there.
Situation factors are other possible facts about the company (real or merely perceived) which can serve in the minds of key audiences as identifying factors. HQ location for example (Kansas Citybased Hallmark...). Sometimes they're even stronger than the name and logo; examples are Transamerica's tower
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(architecture), and Bill Gates (management). These situation factors including products, brands, and subsidiaries must be understood in analysis and planning; like all other identity tools they can be reshaped, changed, spun and leveraged.
Third, there are the verbal and visual Identity System elements we more directly manipulate... names, theme lines, logos, signature systems, association models and other verbal or visual tools.
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The presence of a leader is signaled by an identity system visibly managed to express the institution's defining destination, culture and composition.
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T H E C O R P O R AT E I D E N T I T Y P R O C E S S
Start PROPOSAL PHASE
Tony Spaeth / Identity spaeth@identityworks.com
CORPORAT E ACTIVITY
Recognition of need to review identity
Go Decision
CONS ULTANT ACTIVITY
First meeting Credentials and procedures Statement of problem
Second meeting? Review plan & estimate Establish team
Written program plan, timetable & fee estimate
INPUTS
Internal Change Change of Vision/Positioning Reorganization Acquisition / merger Product line change Marketing strategy change
Environmental change Technological Societal Regulatory
Phase One A N A LY S I S A N D P L A N N I N G
CORPORAT E ACTIVITY
Go Decision Designate internal contacts
Plan Approval
Presentation of Identity Plan Findings, conclusions, recommendations CONS ULTANT ACTIVITY
IDENTITY PLAN Current identity assessment Visual messages Verbal messages Nomenclature system & elements Name & logo Identities of components Signatures & association system Situation Factors assessment Industry definition Geography/Nationality Size & Ranking History & Ownership Management Competitors Units & Competences Brands Leadership Intentions Destination Vision, Mission, Position Culture Character, Personality Composition Organizing concept, Components, Relationships Identity Platform Positioning Purpose Mission Composition Culture Personality Creative Direction As required Naming Plan Logo Design criteria Association models Nomenclature system
INPUTS Communications Materials audit Print Signs Other media Literature Review Press articles Analyst reports Business plans Marketing plans Executive Interviews Corporate mgmt. Line managers Corporate staff Distributors Agencies External Interviews Customers Industry press Analysts Regulators Unions Image Research Review existing data New research? (added Phase)
Phase Two NAMING AND LOGO DESIGN
CORPORAT E ACTIVITY
Plan Approval Identity Platform Naming Plan (?) Design criteria
Name selection & clearance
Logo decision and design approvals
Second-cut selections and availability search CONS ULTANT ACTIVITY
Directional design review
Design recommendations
Naming Phase (if required) Master List Generation First-cut selections & screening
Logo Design Design exploration Application studies
Refinement of selected directions Application demonstrations Color studies Visual System elements
INPUTS
Intellectual property counsel
(if appropriate) Audience testing of candidate logos
(Possible) name evaluation research
Phase Three I M P L E M E N TAT I O N P L A N N I N G A N D A P P L I C AT I O N S D E S I G N
CORPORAT E ACTIVITY Logo design approval Applications Design Approvals
Application design recommendations CONS ULTANT ACTIVITY
(if required) Final logo design refinement
Implementation Planning Applications design checklist Timetable and budgeting Preliminary announcement planning
Applications Design (see Checklist) Stationery & Forms Web sites PR / IR communications HR communications Facilities signs Vehicles Marketing applications
Supervise prototype production/printing
INPUTS Technical input from Advertising and PR counsel Facilities management Purchasing Supplier input (e.g. signage)
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Phase Four I M P L E M E N TAT I O N A N D A D M I N I S T R AT I O N
CORPORAT E ACTIVITY
Applications Design Approvals
Identity launch Implement internal & external communications
Ongoing Identity Management Formalize identity management, measurement and policy oversight Contract signage, other implementation; brief suppliers & agencies
CONS ULTANT ACTIVITY Identity Standards & Guidelines Write and design: Web site with templates Printed manual(s) Printed voice employee guide Provide ongoing counsel Technical support Adaptation to change
Announcement preparation Review launch plan Write & design materials
Supervise printing & fabrication
INPUTS
Public Relations counsel
Corporate Advertising agency
Implementation providers Signs Print materials, etc.
Environmental change Technological Societal Regulatory
Internal Change Change of Vision/Positioning Reorganization Acquisition / merger Product line change Marketing strategy change
Identityworks: Tools - Corporate brand platforms 11
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Home > Tools > Corporate Brand Platforms
Corporate Brand Platforms

A Corporate Brand Platform is an actionable articulation of management intentions in six parts.
The "Components" tool groups these intentions under three headings... the vision or defining destination, desired culture, and communicated composition. In practice, it helps to break the 'vision' piece into three elements (positioning, purpose and mission) and to add a 'personality' statement to the 'culture' piece. Thus there are six expressions of the leadership intentions I have found most useful to specify, for the purpose of planning, designing and managing the corporate brand: 1. Positioning > What we hope to "be" in our audiences' minds, compared to other companies 2. Purpose > What we are in business to do 3. Mission > Beyond the economics, why it is worth doing 4. Composition > How we are best seen to be structured to achieve our purpose
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Culture > The distinctive shared behaviors that best support our common purpose and mission
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6. Personality > Our chosen style and manner
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Not all companies, its true, can usefully articulate all six statements. Their units, perhaps, may share no meaningful common purpose, mission or culture. To that extent, however, the corporate brand is by definition weaker; the units themselves may constitute the stronger and more relevant brands. Time after time, this six-part construct has been proven to be effective as an identity planning tool. (See Celera, Dow Jones, Flowserve, and Commonfund examples.) proceed to Positioning >
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Identityworks: Tools - Corporate brand platforms - Positioning 13
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Home > Tools > Corporate Brand Platforms > Positioning
Corporate Brand Platforms: POSITIONING

"Positioning" provides a short, specific, definitive statement of the unique position the company hopes to earn, relative to other companies, in the minds of its audiences.
The statement should cover three bases industry, geographic scope, and ranking. Industry definition can be conventional or creative; for Dow Jones a business knowledge category was created in which it could credibly lead. Geography establishes the regional, national or global scope of the companys leadership aspirations. Ranking establishes a comparative position to which the entity aspires, within its chosen industry and geography usually "the leading," premier, preferred, or one of the leaders. The ideal positioning statement is aspirational as well as defining, thus a "goal;" it must be earned, every day. The positioning statement provides the necessary one-line press release (and cocktail party) company definition. It is often the basis for a tag line. Examples I have worked with include:
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Dow Jones The worlds preferred source of business knowledge"
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Eastman Chemical The worlds preferred chemical company. Malden Mills Innovative fabrics, engineered for performance and beauty. Celera Genomics "The definitive resource for human genome knowledge and its medical application." Flowserve "The world's premier provider of industrial flow management services." proceed to Purpose >
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Identityworks: Tools - Corporate brand platforms - Purpose 15
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Home > Tools > Corporate Brand Platforms > Purpose
Corporate Brand Platforms: CORPORATE PURPOSE

The corporate purpose statement expresses the companys functional reason-for-being what it does, makes or provides every day.
The purpose is never merely to make money. To make this clear, it helps to add the thought that by doing this well, we will provide exceptional returns to our employees and shareholders. The purpose statement provides a continuing focus for corporate decisions, as well as communications. Examples: Dow Jones Our corporate purpose is to comprehend the business of the world. By sharing that comprehension as universally as we can, helping people everywhere to understand the business in their lives, we will provide an exceptional return to our shareholders." Flowserve "We are in business to provide industrial customers with the world's most effective, efficient, durable and reliable flow management capabilities." proceed to Mission >
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Identityworks: Tools - Corporate brand platforms - Mission 16
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Home > Tools > Corporate Brand Platforms > Mission
Corporate Brand Platforms: CORPORATE MISSION, OR SOUL

If Purpose is what we do, Mission is why, beyond economics, it is worth doing. So defined, they are quite different. Separating the "what" from the "why" makes it easier to perceive (and write) them.
In every great company, leaders and employees are motivated, beyond earnings and dividends, by the belief that in achieving its daily purpose the company in some way makes the world (or its part of the world) a better place. The Mission statement expresses this contribution. The sense that a companys contribution is uniquely meaningful to human society is the most durable driver of management, employee, customer and even investor loyalty. It is as close as you can get to a corporate soul. A credible, compelling Mission statement is seldom easy to articulate, but always worth the effort. As a rule, Mission statements are written primarily for internal audiences. Examples: Dow Jones "We are motivated by the conviction that the free flow of business knowledge is fundamental to free markets, and free people." Celera Genomics By helping the world fully know the human genome, we will contribute health and well-being to human life in current and future
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generations." proceed to Composition >
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Identityworks: Tools - Corporate brand platforms - Composition 17
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Home > Tools > Corporate Brand Platforms > Composition
Corporate Brand Platforms: COMMUNICATED CORPORATE COMPOSITION

What are the defining principal parts, and how do they relate to one another to achieve the corporate purpose? Recognizing many audiences need to understand the companys basic composition, this statement explains the company in terms of its organizing concept and/or its components.
More precisely, the question is to best support our positioning, how do we want people to understand our composition? It is really communicated composition that matters, which may differ from legal, reporting or accounting structure. The Composition statement provides the strategic platform for unit branding and naming, the unit signature system, product endorsement, and other such aspects of sub-corporate identity. A useful Composition statement may emphasize convergence in the parent brand, as in the Dow Jones illustration. Most often, it will simply list four or five basic areas of competence that support the overall purpose. Or it may anticipate evolving specializations, as in the Celera Genomics instance. These examples: Dow Jones "Although historically we are formed of strong, freestanding businesses, today convergence and coherence are more important to us than division. Our purpose is best served by an open flow of ideas, skills, people and information throughout Dow Jones."
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Celera Genomics Today we are one team, wholly focused on decoding the genome. As we learn more, we expect to divide into more specialized teams, each
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Identityworks: Tools - Corporate brand platforms - Culture 18
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Home > Tools > Corporate Brand Platforms > Culture
Corporate Brand Platforms: CORPORATE CULTURE

The Culture statement identifies any specific, distinctive behaviors which actually help characterize (and differentiate) the corporate brand, and which its leaders believe to be helpful if not critical in achievement of the corporate purpose. Considerations include how the company culture relates to those of its industry, national base, and owners/founders.
In some companies, in reality the stronger culture is at the division or subsidiary level. When this is intentional, the Composition statement (and the corporate brand) would reflect its supportive role. When it is not, there is leadership work to be done. To be of any help, the Culture statement must go beyond boilerplate, parity expressions of quality and the like. Examples: Dow Jones "Our most fundamental passion is for the integrity, accuracy and relevance of the information we provide. This Dow Jones value crosses all unit lines." Celera Genomics We are at home in the cultures of pharmacology and medical care, of information technology, and entrepreneurial commerce. We contain all these but above them we are scientists, driven by the need to know and understand."
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Commonfund "Our corporate culture easily, indeed proudly captures the aggressively competitive, performance-driven values of finance, in service to our educational mission."
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Identityworks: Tools - Corporate brand platforms personality 19
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Home > Tools > Corporate Brand Platforms > Personality
Corporate Brand Platforms: CORPORATE PERSONALITY

Culture identifies fundamental behavioral values. Personality, in contrast, identifies preferred style and manner.
The Personality statement is especially useful in forming a consistent corporate voice and visual design. It can also drive logo design. This is particularly clear in the Dow Jones example, where the instinct to design a "bronze plaque" kind of logo was strong but wrong, and had to be directly confronted.
Dow Jones "We are not a bronze plaque. Our defining personality is dynamic, fast-moving, real-time. We are innovators. Celera Genomics We are proudly aggressive, and impatient... focused by our purpose, and driven by our mission.
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Identityworks: Tools - Decision trees 20
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Home > Tools > Decision Trees
Naming & Branding Decision Trees

The general case (PDF): Alpha Corporation Decision Tree
Great companies love creative entrepreneurial managers. Naturally, creative managers love to give a creative name to anything they make or manage, and its own logo too if they can. This can be healthy, creating new brand wealth. But unless it is controlled, it is also a recipe for brand chaos, confused customers, lowered quality impressions, excessive marketing budgets and ultimately a diminished corporate brand. Should a proposed business (product, service or unit) be descriptively named under the corporate brand? Does it need a descriptive name with a creative twist, just distinctive enough to claim a "TM" designation? Or should it stand more freely under its own unique proprietary name, registered , perhaps distanced from the parent? The best answer is almost always a question of optimum balance, between the product or unit's legitimate business interests and the corporation's strategic and communications interests. It is futile to attack such questions as merely a "logo cop," acting on self-directed principle. You need the support of clear, unarguable policy that everyone from product manager to CEO understands and accepts. The Decision Tree is a magical tool that makes this almost easy. Fortunately, to get a good fix on the best strategic branding balance in any given business situation, there are only four or five questions that need to be asked. I think these following four question are universal... applicable in all industries. (In a multi-brand company, a fifth question can help... is the proposed offering best thought of an extension of an existing brand family? See Engelhard example, below.) And each question, as it happens, has three possible answers.
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Question 1: Is the business [product, service, whatever] fully controlled by our management?
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Yes (proceed to question 2 ),
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No (can't use our brand! save for required legal disclosure, in small print) -- Or it's a cooperative or joint venture, under contract, in which case a separate set of brand policy guidelines [not discussed here] comes into play. Question 2: Is management committed, long term, to this initiative? Yes... Not yet (for example it's a learning experience or market test) No (a rare answer... applies to one-time opportunity businesses) Question 3: How do we think this business will impact our master brand? It will reinforce our current brand image It will help to expand our brand in desired directions Its effect on our master brand will be neutral, possibly even negative. (And as a practical matter 'neutral' is also negative, to the extent that any further stretching of the master brand will tend to dilute it.) Question 4: Only then, ask how the corporate or master brand will impact the proposed business. Again there are three choices... Positive. The master brand will help launch/establish/support the business. Positive if secondary. It will help, but only if it's in a secondary role as sponsor, as ultimate parent and endorser; the business needs to feature its own 'flag.' Neutral or negative impact. The master brand is not an asset for the proposed product or business
And that's it. With these four questions, you can construct your own "Branding and Naming Decision Tree." Each situation, each "branch," will lead to a logical and understandable approved signature type... that is, the kind of name (and visual presence) that makes strategic sense for the offering, and its verbal and/or visual association to the parent brand. (Although there are some twenty-four possible branches, there may be only a handful of signature options, six or seven at most. Engelhard, below, offers five options.)
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Why is this "tree" approach effective, in gaining support for (often) an ultimately tougher branding discipline? I think it clarifies the issue of balance, between corporate and business-level perspectives. The two 'impact' questions -- impact of the brand and impact on the brand -- are fair and reasonable. They make room for legitimate business marketing initiatives, while reminding everyone of the equally legitimate corporate reputation interests in the business's success.
A real-world example (PDF):
Engelhard Decision Tree
In 2001 and 2002 Michael Williams, Senior Manager Business Communications, led a comprehensive re-thinking and redesign of the diversified Engelhard identity, to refocus it on a more unified vision of a "surface and materials science company." He was supported by my friends and associates at BrandLogic. In 2003, with a clearer, stronger Engelhard brand in place, Mike was ready to tackle the messy nomenclature heritage of the corporation's uncontrolled creativity..."several hundred product trademarks that weren't supported with marketing resources and didn't support the idea of building equity in the Engelhard brand." The process of constructing and explaining a new decision-tree process won broad management and employee support for clearing out this underbrush, and brought order and discipline to naming-branding decisions.
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Identityworks: Tools - Naming 23
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Home > Tools > Naming
Our Naming Services

For many reasons but especially product proliferation, global marketing and the Web, the naming of products and companies is increasingly difficult. Yet because of the cost and clutter of communications, the importance of an effective name is more critical than ever. Brainstorming and good luck are no longer a prudent alternative to disciplined, experienced professional naming services.
Our process increases the chances of success. It is predicated on especially rigorous, disciplined planning, on the development of very large quantities of options, on creative collaboration with experienced intellectual property counsel, and on full client involvement in all key judgements. Tony Spaeth has personally directed naming programs like: Alacra, formerly Portal B and its parent, Data Downlink Corporation Celera Genomics, the DNA decoding company Chartway Technologies, formerly Sage Systems (software) Flowserve, the merger of BW/IP and Durco industrial pump companies
DETAILS:
1. Process > 2. Planning > 3. Generation > 4. Selection > 5. Time & Costs >
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Footstar, the corporate parent of Footaction and Kmart shoe operations
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Identityworks: Tools - Naming 24
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Identrus, the consortium of world banks providing identity trust for ecommerce. Inrange Technologies, formerly General Signals Networks division Pentegra, formerly Financial Institutions Retirement Fund Primis Custom Publishing Services, a McGraw-Hill business Provis, repositioning a medical peer review organization Scirex, a new leader in pharmaceutical clinical trials management In earlier tenures, at NWAyer Spaeth found and proposed the name Absolut for a new vodka brand and at the firm Anspach Grossman Portugal, directed naming of the Optima card among many other brands and companies.
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Identityworks: Tools - Naming - Process 25
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Home > Tools > Naming > Process
Our Naming Services NAMING PROCESS OVERVIEW

Little is proprietary in the overall nature and sequence of naming steps: 1. 2. 3. 4. 5. 6. 7. 8. Fact-finding Naming Plan Generation of master list of candidate names First cut selections, by consultant Second cut selections, with client Preliminary legal-availability search Triage and short list selection Linguistic evaluation Comprehensive searches Oral/aural evaluation
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9. 10.
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11. 12. 13. 14.
Graphic demonstration and evaluation Market research evaluation (when appropriate) Final legal risk evaluation Name decision
Any naming activity must in some way incorporate these steps. Our confidence of a successful result derives from our quantitative push for diversity and creativity in generation, and especially from the thoroughness of our planning discipline. proceed to Planning >
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Identityworks: Tools - Naming - Planning 27
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Home > Tools > Naming > Planning
Our Naming Services THE PLANNING COMPONENT

The Naming Plan channels creative efforts in the most promising, constructive directions. (Sometimes, however, the most important function of the Naming Plan is to enforce greater clarity in the underlying business proposition.) Our naming plans have nine sections: 1. Objects First, what are the primary and secondary "objects of the name?" That is, defined in terms of the noun it designates, what are we primarily naming? (This is not always self evident, and can be the key to breakthroughs in positioning as well as in naming.) 2. Users Next, who are the priority users of the name, the occasions of use, and the needs and feelings of the users on those occasions? This discipline puts us in the mind of the customer, not the namer. 3. Media In what special media must the name function, and with what implications? 4. Nomenclature What other language, or nomenclature, will surround the name? Nomenclature can include language such as a generic descriptor, a companion product, corporate and brand endorsement, principal business unit names or other subcomponent names, and slogans or theme lines. Understand or create these and naming becomes easier.
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Function Functional considerations are legal availability (category, geography), distinctiveness, phonetics, linguistic attributes, brevity, and required
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communicative functionality. 6. Image
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What tone, or style should the name convey? Image and personality criteria should come from a clear understanding of the product, brand or institutional personality, as articulated in the identity platform. They can be rich sources of solution ideas. 7. Type There are many kinds of names. The naming plan indicates which types are most likely to meet the functional and image criteria, to help focus creative effort. The universe of name types includes preexisting names, real words capable of use in a different way, and coined or created inventions:
Proper PersonPlace
Dictionary Descriptive Imagistic Arbitrary Imported
Created Real-sounding Combination Acronym Alphanumeric Abstract
8.
Content Can the name do its essential job (which is merely to designate) and also convey some kind of information? The category or industry, perhaps? Geography? Size? A distinctive attribute? If so, what kinds of information are potentially most useful? This list can be a rich source of naming ideas.
9.
Directions The naming plan ends with a starting list of directional naming ideas. These help to give our name-generating team (which includes the client) their work assignments. After approval of the naming plan, name generation begins.
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Identityworks: Tools - Naming - Generation 29
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Home > Tools > Naming > Generation
Our Naming Services MASTERLIST GENERATION

As a general rule, name generation hasn't even begun until 300 candidates have been generated, and we occasionally are more comfortable with 1,000. Master lists for some of our programs have exceeded 2,000 candidate names. Quantity serves several purposes. It helps to force creativity in ever expanding directions, in turn stimulating new ideas; it demonstrates that this has been done; it provides a backup resource should a restart become necessary. The exception, when quantity is less important than precision, is the business situation in which a non-proprietary descriptive name best meets the criteria. Name generation techniques can include: Individual creativity of experienced namers, on staff and recruited on assignment. Group creativity, when budget permits, applying our "Synectics" brainstorming training. Search of our proprietary archive of many thousand name ideas from previous programs, coded by direction. Computerized name generation, using proprietary as well as published software.
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Sometimes, a client employee contest.
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Contests are tricky. With or without a contest, clients are urged to contribute candidates throughout the process. (Normally no record is kept of contributors; pride of authorship belongs to the process, rather than the idea generator.) proceed to Selection >
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Identityworks: Tools - Naming - Selection 31
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Home > Tools > Naming > Selection
Our Naming Services SELECTION, SCREENING AND CLEARANCE

The client receives our suggested first cut list, along with the backup candidates and the two combined, the alphabetized master list. We often categorize the candidates in the first cut list by naming direction. With client participation, we then jointly select from 20 to as many as 40 potentially viable solutions (the quantity depending on the legal profile of the category), for preliminary availability screening. Clients are responsible, with counsel, for all legal judgments. Often, however, to minimize time and costs this first screening step is performed for our client by a leading specialist counsel experienced in working with us R. J. Heher, of the San Francisco firm of Fenwick & West, and overseas associates as required. Jointly we craft a legal search strategy to balance search costs and time requirements. In triage fashion, candidates are identified as probably, possibly, and probably not available, and a "short list" selected from the first two categories. In addition to full legal search, the short list is then evaluated for linguistic safety, phonetic clarity and graphic potential, to assist in final name recommendations. We make every effort to present at least two and preferably three final, available options for client selection. Consumer or other-audience research can be an invaluable assistance in intermediate and final screening of name candidates for products and services. In the naming of companies, as a practical matter consumer research is less often of value; better decisions are likely to be made on the
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basis of the technical and strategic merits of the candidate names than on the basis of audience reaction. We encourage focus groups or similar research when the name is primarily for marketing use. We can assist as desired in research design, sourcing, direction and interpretation.
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Identityworks: Tools - Naming - Time and costs 32
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Home > Tools > Naming > Time & Costs
Our Naming Services TIME & COST CONSIDERATIONS

The naming process can take as little as five weeks (assuming availability of the necessary participants and prompt decisions). Eight to ten weeks should be sufficient in most cases, excluding market research. This includes preliminary legal search, which today can be a 24-hour proposition, and a round of comprehensive U.S. final and international preliminary search. Full international search requires additional time. Professional service fees must vary, of course, in proportion to the required complexity of the fact finding and planning phase, category conditions, the economic and strategic load that the name must carry, and client decision and approvals process requirements. We have provided naming services ranging from $12,000 to $40,000 (legal costs not included). We are pleased to provide more specific estimates, together with professional references, on request.
This section on naming can be downloaded and printed using Adobe Acrobat Reader software. Click here for the PDF file: Tony_Spaeth_Naming.pdf
(Download Adobe Acrobat Reader) proceed to Contact Page >
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Corporate Identity Implementation Checklist

Tony Spaeth / Identity Stationery and Administrative Letterheads + Envelopes Standard Personalized Monarch Business Cards (Regular & Executive) Fax Cover Sheet Mailing Labels Large Envelopes Forms - e.g., Purchase Orders Bills / Invoices Checks for Accounts Payable for Payroll Note Pads Visitor Badge Binders Presentation Slide Formats Web Sites Internet Intranet Extranet PR / IR Communications News Release Press Kit Folder Stock Certificate Dividend Check Annual / Quarterly Report Signatures Institutional Ad Signatures HR Communications Recruitment Material Formats / Signatures Benefit Booklet Format Employee Publication Mastheads Recruitment ad format Facilities Signs External Primary Signs (Monument or Bldg. Mounted) Entrance / Door Sign Exterior Directional Interior Directional Vehicles Cars Vans Trucks Marketing / Sales Print Ad Signature Electronic Presentation Formats [Powerpoint etc.] Marcomm Signatures (Brochures, Direct Mail, etc.) Product Identification Product Literature Formats / Signatures Broadcast / Video Signature Identity Guidelines Graphic Standards manual, printed or Web-based Electronic Templates Logo Sheets and Color Chips Visual 'Voice' Brochure Identity Introduction Launch Brochure Video Gifts Internal (Hats, Shirts, Ties, Pins, etc.) Gifts External (Lucite Blocks, Pens, etc.) Corporate Unit Unit
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Corporate Identity Tony Spaeth

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Identityworks: Tools - Components of identity 1

Home > Tools > Components Of Identity

Corporate Identity Components

Identityworks: Tools - Components of identity 2

Identityworks: Tools - Components of identity 3

Identityworks: Tools - Components of identity 4

Identityworks: Tools - Components of identity 5

(c) Tony Spaeth / Identity

Tony Spaeth / Identity spaeth@identityworks.com

Recognition of need to review identity

CONS ULTANT ACTIVITY

First meeting Credentials and procedures Statement of problem

Second meeting? Review plan & estimate Establish team

Written program plan, timetable & fee estimate

Environmental change Technological Societal Regulatory

Tony Spaeth / Identity spaeth@identityworks.com

Go Decision Designate internal contacts

Presentation of Identity Plan Findings, conclusions, recommendations CONS ULTANT ACTIVITY

Tony Spaeth / Identity spaeth@identityworks.com

Plan Approval Identity Platform Naming Plan (?) Design criteria

Name selection & clearance

Logo decision and design approvals

Second-cut selections and availability search CONS ULTANT ACTIVITY

Directional design review

Logo Design Design exploration Application studies

Intellectual property counsel

(if appropriate) Audience testing of candidate logos

(Possible) name evaluation research

Tony Spaeth / Identity spaeth@identityworks.com

CORPORAT E ACTIVITY Logo design approval Applications Design Approvals

Application design recommendations CONS ULTANT ACTIVITY

(if required) Final logo design refinement

Supervise prototype production/printing

Tony Spaeth / Identity spaeth@identityworks.com

Applications Design Approvals

Identity launch Implement internal & external communications

Announcement preparation Review launch plan Write & design materials

Supervise printing & fabrication

Public Relations counsel

Corporate Advertising agency

Implementation providers Signs Print materials, etc.

Environmental change Technological Societal Regulatory

Identityworks: Tools - Corporate brand platforms 11

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Corporate Brand Platforms

Identityworks: Tools - Corporate brand platforms 12

(c) Tony Spaeth / Identity

Identityworks: Tools - Corporate brand platforms - Positioning 13

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Corporate Brand Platforms: POSITIONING

Dow Jones The worlds preferred source of business knowledge"

Identityworks: Tools - Corporate brand platforms - Positioning 14

(c) Tony Spaeth / Identity

Identityworks: Tools - Corporate brand platforms - Purpose 15

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Corporate Brand Platforms: CORPORATE PURPOSE

Identityworks: Tools - Corporate brand platforms - Mission 16

Home > Tools > Corporate Brand Platforms > Mission

Corporate Brand Platforms: CORPORATE MISSION, OR SOUL

generations." proceed to Composition >

Identityworks: Tools - Corporate brand platforms - Composition 17

Home > Tools > Corporate Brand Platforms > Composition

Corporate Brand Platforms: COMMUNICATED CORPORATE COMPOSITION