Corporate Communications: Convention, Complexity and by Dr. Lars Thoger Christensen, Ms Mette Morsing, George Cheney

By Dr. Lars Thoger Christensen, Ms Mette Morsing, George Cheney

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Today, IMC has a vision of nourishing relationships with a growing range of audiences. Among leading scholars we find IMC defined as “the philosophy and practice of carefully coordinating a brand’s sundry marketing communications elements” (Shimp, 2003: 6) or “a process for planning, executing, and monitoring brand messages that create customer relationships” (Duncan, 2005: 17). While IMC proponents regard the brand as the natural locus for coordinating communications and as the quintessence of integrated marketing communications, (Schultz and Kitchen, 2000), they often further this idea to thinking of the corporation as a brand thus extending the logic to the whole organization (Schultz and Schultz, 2004).

In retrospect, we can see how Mobil’s change in communication strategy helped to usher in a new era in strategic corporate communications, where organizations of many types would spend more time and money on participating in economic, political and cultural discourses. With attempts at issues management, there is inevitably identity management as well. That is, the organization speaking is setting the stage for a more favourable impression of itself while trying to shape a more favourable treatment of an issue.

Today such design manuals are used both in public, private, and third sector organizations. They often prescribe in minute detail the correct use of corporate symbols and insignia and may include even buildings, vehicles, letterheads, logos, signs, uniforms, packaging, etc (Olins, 1989). Still, the integration associated with corporate design is a fairly simple exercise involving invention, implementation and regulation. In some cases, however, the desire to express the organization consistently through a logo and other design features takes on an aura of significance not unlike that of national and religious symbols.

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