Image of the company
|Image of the company|
Corporate image is a set of ideas about company existing in the immediate environment, mainly in the customers mind, including a set of positive associations evoked upon hearing or seeing the name of the logo. The image does not necessarily coincide with reality, it can be a subjective image of the company or its services.
The function of image for customers is:
- Reduce the risk of purchasing,
- Build confidence in the company,
- Diversification in businesses and products,
- Impact on the decision to choose the products.
The image is therefore a way to receive the identity of the company. It can be:
- The same as identity, when a company is perceived by the environment exactly as it wants to be seen,
- Other than identity, differences between the identity and the image can be caused by:
Corporate image can be positive, neutral or negative (bad, hurts the reputation of the company). The global image of the company is very important in the case of a complex and extensive business, with a network of sales offices or service points located in different countries.
The rules for creating the corporate image
When building the image managers should respect the following principles:
- Do not start from scratch,
- Do not limit itself to analysis,
- Appreciate the importance of each bit of information about the company,
- Monitor the competitors,
- As soon as possible begin communicating with the environment,
- Establish a clear, precisely defined and realistic objectives of communication,
- Develop your own style: recognizable, interesting, flexible,
- Involve all employees in creating company's image,
- Measure the results of company's image in the environment.
- Dowling, G. R. (1993). Developing your company image into a corporate asset. Long range planning, 26(2), 101-109.
- Shee, P. S. B., & Abratt, R. (1989). A new approach to the corporate image management process. Journal of marketing management, 5(1), 63-76.
- Barich, H., & Kotler, P. (1991). A framework for marketing image management. Sloan management review, 32(2), 94-104.