This document discusses how corporate identity can help companies pull together by clearly defining who they are, what they do, and where they are going. It provides examples of companies that Altura, a corporate identity firm, has worked with to develop new corporate identities. These include rebranding efforts during acquisitions, strategic repositioning, and management buyouts. Altura takes companies through a process of developing new visions, values, and visual identities to help navigate change and transform how customers see their businesses.
Waterford Crystal and Corporate Social ResponsibilityAlan Bruce
Article originally published by ICFAI University India (Institute of Chartered Financial Analysts of India) in 2004 on in-company learning strategies and corporate social responsibility initiatives developed by ULS for Waterford Wedgewood group (Waterford Crustal) in Ireland.
Eibarko Juan San Martin Udal Liburutegia: zeintzuk garen, gaur egungo egoera, nora nahi dugun joan
Biblioteca Municipal Juan San Martín de Eibar: quiénes somos, situación actual, a dónde queremos ir
Waterford Crystal and Corporate Social ResponsibilityAlan Bruce
Article originally published by ICFAI University India (Institute of Chartered Financial Analysts of India) in 2004 on in-company learning strategies and corporate social responsibility initiatives developed by ULS for Waterford Wedgewood group (Waterford Crustal) in Ireland.
Eibarko Juan San Martin Udal Liburutegia: zeintzuk garen, gaur egungo egoera, nora nahi dugun joan
Biblioteca Municipal Juan San Martín de Eibar: quiénes somos, situación actual, a dónde queremos ir
An introduction to Global Image Management.Peter Leonard
Global Image Management (GLIMMA) is an award-winning specialist in all aspects of brand management from strategy and design, right through to implementation and compliance. Through the world's largest network of 400+ international branding experts, we offer global coverage that spans 200+ countries.
www.glimma.com
Leading Innovation and Change Best Practice Case Study Cl.docxcroysierkathey
Leading Innovation and Change: Best Practice Case Study
Client - a company synonymous with the term innovation. Since its inception, the company
founders have instilled a belief in unique product creation, including life altering product
innovations such as the light bulb envelope, TV tube, and optical waveguides. This concept of
innovation has been deemed one of the company's most essential quality programs, bridging
functional groups within the organization, renewing itself through continued time and iterations.
For the client, innovation not only challenges traditional ways to thinking, but has become a key
impetus to drive change. Innovation converts ideas into opportunities.
The client began its journey with the realization that the rate of new product development would
be insufficient to maintain company profitability in the future. In the late 1970's and early 1980's
there was a cycle of small pockets of promising technological advances, defensive moves, and
diminishing returns. Previously the company's innovation processes had been defined only within
the areas of research, product development, and engineering. The client began by analyzing past
innovations and the successes and failures associated with each, and benchmarking their own
best practices and lessons learned.
The client has defined innovative effectiveness as: requiring an understanding of overall
corporate and business strategies; developing organizational roadmaps based on customers, the
market, competitors, strengths and weaknesses, and resources; ability to evaluate, prioritize, and
select projects; and executing the selected project well. The key elements of innovation
intervention are: an innovation task force, composed of key innovators; the utilization of company
history as a resource for innovation; a focus on strengths and resources in a project of paramount
importance, referred to as "flexible critical mass;" and a two-and-a-half-day innovation conference
for 200 company leaders which focuses on reintroducing the innovation process.
Through the work conducted by the task force, not only were successes analyzed, but so were
areas in which the organization had fallen short over the years. By improving innovation by 10%
per year, costs could be cut in half, and doubling that rate would be equivocal to doubling the
RD&E spending level. This success would come down to the restoration of simple fundamentals:
- An environment and culture of energy and enthusiasm
- Entrepreneurial behavior at all levels
- The right people in the right places
- Sound business and technological strategies
- Improved processes for nurturing ideas
- Organizational mechanisms that could support the organization's drive for results.
Critical success factors also emerged from the client’s innovation conference, focusing on:
training programs at all levels within the company which would become a part of project reviews
and the deployment of empl ...
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How to successfully manage concurrent M&A and business transformation activities. A viewpoint paper on how to handle complexity to ensure business success and the achievement of synergies.
Managing such a complex environment requires successfully adopting a multivendor enterprise governance framework. This paper examines some of the key considerations for implementing such a framework and delivering the value that shareholders and business end users are looking for.
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3. The goal is clear
• Define, visually express and communicate:
who you are,
what you do,
how you do it,
where you are going,
why you are different.
4. Corporate identity can help you:
• Support a complete turnaround strategy
• Rejuvenate and get everyone to pull together
• Increase cross selling opportunities
• Add value to the company and up the share price
• Integrate newly acquire companies
• Change culture following acquisition
• Integrate acquired companies quickly
• Respond to competitive pressures and market change
• Prepare for social change in the future
5. Why companies use us
• Our clients are undergoing change such as:
• growth through acquisition, de-merger, culture change or new
product and service development.
• our corporate and brand identity techniques help to make
change positive.
• by a powerful combination of strategy and visual expression,
• we help clients navigate through the challenges of change and
transform the way that customers and other stakeholders see
their businesses
• we help clients minimise threats & maximise new opportunities.
6. Who we work for
• mainly B2B businesses
• aerospace, industry, manufacturing, building supplies
engineering, finance, service sectors
• young specialists like Umeco plc
• global names like Sodexo & Saint-Gobain
• mix of national, global & start ups
• proven record of managing and implementing identity
programmes for world leading companies.
7. The difference we make
• how you look, feel & behave and communicate to all
stakeholders is made consistent
• we look at every point of contact with your audiences:
• from stationery to literature
• from websites to advertising to presentations
• from displays to signage to livery
• from packaging to products
8. Stages of work
• The basic stages of an identity programme are:
• Stage 1: Investigation, analysis & recommendations
• Stage 2: Developing the identity - vision • values • architecture •
design
• Stage 3: Launch and introduction – communicating the vision •
values • the identity
• Stage 4: Implementation – making it happen
• Stage 5: Ongoing communications
9. Fees
Activity Daily rate
Strategy £1,500.00
Corporate design £1,000.00
General design £850.00
All bought in costs are subject to the industry standard
handling charge of 17.5%.
Market research and all other outside agency costs
will be quoted on a project basis.
10. • BPB plc
• identity not keeping pace with the strategy
• portfolio full of disparate brands
• global identity developed
11. • Post acquisition by Saint-Gobain
• Regional brand strategy
• Future: one global brand Gyproc
12. Umeco plc
The old disparate
brand identity:
group
divisions
subsidiary companies
services
Umeco plc
Case study
13. Communicating strategy
In the words of the
Chief Executive, the new brand
identity which we created “is a
really finely judged way of saying
that what we do is about
Innovation and stretching
performance. But there’s a
restraint in it too - nothing
flamboyant. I believe it’s superb.
Unmistakable. World class”
Umeco plc
Case study
14. Communicating strategy
There is now a unifying theme for
the group as a whole, focusing on
Umeco and its 3 divisions, but
Allowing the flexibility to retain
existing brand names. The
divisions carry the divisional
descriptor and the subsidiary
companies carry the group and
divisional descriptor - raising the
profile of the group.
Umeco plc
Case study
15. Communicating strategy
The unified group brand identity.
Only one subsidiary, for
commercial reasons, has retained
their existing brand colours.
Umeco plc
Case study
16. Communicating strategy
The rollout of the identity was
fast-track - we designed an
online guidelines manual and
downloads site for instant access
to logotypes, artwork and
templates.
“These have proved to be
enormously practical tools that
have helped the companies
make the transition with
minimum pain”.
Umeco plc
Case study
17. Communicating strategy
In addition to the guidelines and
downloads we also provided
support in the form of a hotline
for the initial implementation
stage, as well as designing
brochures, advertisements,
website, presentations and
other materials for the launch.
Umeco plc
Case study
18. Strategic repositioning
of a division
Soon after the introduction of the
new group brand identity Umeco
sold it’s Repair and Overhaul
division to focus on supply-chain
management and advanced
composite materials. This led to a
review of the components division
which specialised in supply-chain
management.
Umeco plc
Case study
19. Strategic repositioning
of a division
By creating many different options
for service branding including the
name of the division and the
service brands we were able to
contribute to the strategic thinking
process. The result led to a
restructuring of the companies in
the Umeco Components division
into one global brand, Pattonair,
with three distinct service brands.
Umeco plc
Case study
21. • Map Airports investment in Copenhagen & Brussels
• airports bought by Ontario Teachers’ pension plan,
• name and identity created for launch at point of completion
• of acquisition
22. • aerospace and defence sector
• new: management, vision and strategy
• new values, name and identity
23. • BBA Aviation plc
• Demerger of non-core business
• New name and brand identity
24. • a Sodexo/Labco joint venture company
• joint venture corporate brand positioning
• new name and brand identity
25. • a Sodexo company
• brand repositioning
• new name and brand identity
26. • international business
• international corporate identity
27. • Danish brand now part of Hunter Douglas
• blind manufacturer
• brand repositioning