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Last Years Assignment 1

Assignment Brief and sample paper

BUSM 3411Brand Development & Corporate Identity

Assignment 1

Semester 1 2008/09

IntroductionFor a specific organisation of your choice and using appropriate branding and

corporate identity models

1. Look at the definitions of Corporate Identity and Branding and explain how

they apply to the organisation.

2. Analyse how models of corporate identity management may help the

organisation to develop a competitive advantage.

The report should be in the format of a formal academic essay, limited to a

maximum of 1000 words typed in 1,5 line spacing on one side only of single

sheets of A4 using 12 pt size type with normal margins.


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Assessment criteriaIn addition to the general points that apply to all assessed work in the subject

area of Business Management which are available in the BusinessManagement Handbook, the following specific criteria will be used for thiswork:

1. It will be assessed to what extent you have succeeded in addressingthe two specific issues outlined above.

2. Clear demonstration of how brand and corporate identity contribute tocompetitive advantage.

3. Correct use of written English and of references / bibliography (usingHarvard referencing).

Sample Paper

Marks and Spencer is one of the UK's most iconic high street retailers, selling

clothing, home products and high quality food (M&S 2008a). Despite a range of sub-

brands, including Per Una, Autograph and Blue Harbour, the essay will consider how

Marks and Spencer's own identity and its corporate brand can enhance the organisation's

competitive advantage.

According to the views of Abratt et al (2003, p.839), corporate identity is the

'embodiment of the organisation', reflecting the company's core values, its philosophy and

overriding strategy. Analysing the mission statement of Marks and Spencer therefore

provides an opportunity to explore what the organisation is really about. The company

defines its activities as being driven by a desire 'to make aspirational quality accessible to

everyone' (M&S 2008a). The ethos of Marks and Spencer is subsequently based on

these notions of high quality and good value. Examining the organisation's set of

core values merely reinforces this. Guided by principles of 'quality, value, service,

innovation and trust' (M&S 2008a), Marks and Spencer's strategies should reflect these

core beliefs. Whilst the elements of 'service' and 'trust' suggest a strongly customer-

orientated company, the focus on 'innovation' alludes to a spirit of creativity and

originality. Whilst this analysis may reflect the reality of the organisation and the way it

sees itself, if Marks and Spencer is to ~/ achieve a competitive advantage, this same

vision must be shared by its stakeholders.


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With brands acting as identifying devices (de Chematony and McDonald

2003, p.33), the concept of branding is about differentiating a product or service. At a

corporate level, it requires positioning the organisation to create 'strong, favourable and

unique associations' in the minds of its stakeholders (Keller et al 2008, p.522). Referring

to these definitions, brands are based on our perceptions, rather than reality. In the case of

Marks and Spencer, this relates to the unique associations we hold about the organisation;

for instance images of tradition, reliability, trust, conservatism and quality. Corporate

identity management will therefore involve linking the perception of the organisation with

the reality and achieving consistency between the two.

Gray and Balmer (1998 cited Karaosmanoglu and Melewar 2006, p.197),

higWight the importance of corporate communication, viewing this as the 'nexus' between

a company's identity and its image. By analysing the communication activities of Marks

and Spencer, an area which encompasses symbolism, marketing communications and

behaviour (Dolphin 1999, pAS), this model provides a framework for managing the

organisation's corporate identity and achieving a sustainable basis on which to compete.

As branding is used to identify a product or service, symbols are a strong visual

source of differentiation. The Marks and Spencer logo is simple and memorable. Using

the corporate name in an abbreviated form, 'M&S' is easily recognisable, whilst the

typography and colour combination of green and black conveys modernity and quality.

The company slogan also creates strong associations. The phrase 'Your M&S', evokes a

sense of individuality and the notion of a close relationship between Marks and Spencer

and its customers. This reinforces the company's desired positioning by enhancing its core

value of 'trust', whilst the concept of individuality acts as a point of difference between

Marks and Spencer and other retailers. Managing these brand elements is an important

way of building brand equity. Although the memorability of the company logo has helped

establish brand awareness, making the company easy to recognise, the slogan reinforces

the meaning of the corporate brand. Moving to the next level of the customer-based brand

equity model (Keller et a12008, pp.57-8), the personable message suggests a sincere brand

personality and positive, emotional values. Consistent with the mission statement and the

desire of Marks and Spencer to make its products 'accessible to everyone' (M&S 2008a),

this creates a sense of personal attachment with the company. By ultimately focusing on


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brand resonance and the psychological bond between consumers and the brand (Keller et

al 2008, p.70), Marks and Spencer has the potential to increase brand equity and achieve a

competitive advantage through greater customer loyalty.

Combining these visual elements with marketing communications can help Marks

and Spencer explicitly build on these associations and align the image of the company

with its desired positioning. Focusing largely on television advertising and the use of print

media, recent brand campaigns have been colourful, lively and engaging, whilst utilising

British celebrities. Although Marks and Spencer may have been perceived as a traditional

and conservative retailer, its marketing communications reflect a desire to rejuvenate the

corporate image. The, creative nature of the advertisements not only supports the

company's belief in innovation and reinforces this association, but appeals to the hearts of

consumers. In relation to the customer-based brand equity model, this evokes feelings of

fun and excitement. By generating positive responses and a sense of engagement with the

brand, consumer behaviour can be favourably affected (Keller et al 2008, p.70).

As Marks and Spencer views the notion of 'trust' as key to its identity, this

openness must be reflected in the company's corporate behaviour. Marks and Spencer is

proactive in the field of social responsibility. 'Marks and Start' was a programme launched

in 2004, providing work experience to the homeless, disabled and young unemployed,

whilst 'Plan A' is currently helping the business to grow in a sustainable manner (M&S

2008b) . By communicating these activities, Marks and Spencer can elicit favourable

associations and judgements from the corporate brand, therefore enhancing the

consistency and credibility of its message. The company's strong focus on social

responsibility acts as a point of difference for consumers, allowing Marks and Spencer to

achieve a competitive advantage based on its ethical reputation. However corporate

identity management is not only concerned with the perception of the consumer, but inportraying the image of the company to its various stakeholders (Abratt et a12003, p.837).

By displaying a concern for ethical issues, Marks and Spencer can engender loyalty from

its staff. According to Grant (2007, p.26), as many employees gain a sense of pride

working for a socially responsible organisation, this can positively affect service quality

and levels of satisfaction. Marks and Spencer can therefore gain a differential advantage

through this product augmentation. With employees committed to Marks and Spencer's

values, they can become brand" ambassadors, embodying the unique characteristics the

organisation wants to convey.


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By achieving a sense of consistency between the ethos of Marks and Spencer and

the image the company wishes to portray, competitive advantage can become a reality.

Through careful co-ordination of the organisation's communication activities, Marks and

Spencer's identity can be translated into a positive image, and as defIned by Keller et al

(2008, p.522), one that will evoke 'strong, favourable and unique

associations' in the minds of its stakeholders.


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REFERENCES

Textbooks

DE CHERNATONY, L. AND MCDONALD, M., 2003. Creating Powerful Brands. 3rd

Ed. Oxford: Butterworth-Heinemann.

DOLPHIN, R. R., 1999. The Fundamentals of Corporate Communication. Oxford:

Butterworth-Heinemann.

GRANT, J., 2007. The Green Marketing Manifesto. West Sussex: John Wiley and Sons

Ltd.

KELLER, K. L., APERIA, T. AND GEORGSON, M., 2008. Strategic Brand

Management: A European Perspective. Harlow: Pearson Education Limited.

Journal Articles

ABRATT, R., BICK, G. AND JACOBSEN, M., 2003. The Corporate Identity

Management Process Revisited.Journal of Marketing Management, 19(7/8),835-85:

KARAOSMANOGLU, E. AND MELEW AR, T. C., 2006. Corporate communications,

identity and image: A research agenda.Journal of Brand Management, 14(1/2), 196-206.

Websites

M&S (2008a). About us [online]. Marks and Spencer pIc. Available from:

http://corporate.rnarksandspencer.com/aboutus

[Accessed 20 October 2008]

M&S (2008b). How we do business [online]. Marks and Spencer pIc. Available from:

http://comorate.marksandspencer.com/howwedobusiness

[Accessed 22 October 2008]
http://comorate.marksandspencer.com/howwedobusinesshttp://comorate.marksandspencer.com/howwedobusiness

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