Marketing Corporate Image: The Company as Your Number One Product (2nd edition)

Citation

Shoemaker, C. (2000), "Marketing Corporate Image: The Company as Your Number One Product (2nd edition)", Journal of Consumer Marketing, Vol. 17 No. 5, pp. 455-466. https://doi.org/10.1108/jcm.2000.17.5.455.3

Organizations actively work to build a strong, favorable image in the mind of their publics. We see corporate identity advertisements by companies seeking more public recognition. General Electric, with its focus on the benefits provided by its products, uses the tag line, “We bring good things to life”. Wendy’s Dave Thomas uses his visibility, and dramatic leader Phil Knight of Nike says, “Just do it”. These companies, along with universities, museums and performing arts organizations, all lay plans to boost their public image to compete more successfully for audiences and funds.

The authors take us through a history of corporate advertising and conclude that the 1990s is the “image” decade. This becomes particularly important considering the number of corporate mergers, acquisitions, takeovers, etc. that have become a part of the changing corporate landscape throughout the world. As companies change faces and identities the CEO must be concerned with maintaining or creating its image.

The authors tell us that a company’s image is the most powerful arrow in its marketing quiver. Consumer perceptions and attitudes are formed about a company before customers actually purchase a product or service from that company. It is this positive positioning in the minds of consumers by the company that represents a powerful influence on building brand equity and consumer choice.

Identity and image are actually different. Identity comprises the ways that a company aims to identify or position itself or its products. Image is the way the public perceives the company or its products. Corporate image can take on a life of its own, as evidenced by Nike’s challenge in maintaining its appeal to the fickle youth market.

The authors discuss the “mission” of image advertising:

1. 1.

   (1) build public awareness and a favorable position;

2. 2.

   (2) pre‐sell its target markets;

3. 3.

   (3) assist in managing crisis situations as necessary;

4. 4.

   (4) attract and hold good employees.

Image advertising is really corporate “branding”; it really is a declaration of:

1. 1.

   (1) who we are;

2. 2.

   (2) what we believe;

3. 3.

   (3) what we stand for; and

4. 4.

   (4) why consumers should trust us.

If a company has a good, positive image its products are much easier to sell. This image or corporate “branding” should be the responsibility of the CEO or senior management. Their support is required to ensure commitment, reconcile any internal conflicts and provide adequate financial support.

The selected “image” must be worked into advertisements and media that convey a story, a mood, or a claim – something distinctive that separates the company from its rivals. It delivers emotional power that is conveyed through every available communication vehicle. The image must make consumers understand who you are and what you expect to be. This “image” can be amplified by strong symbols. The company can choose a symbol such as an apple (Apple Computer), or a doughboy (Pillsbury). It can be built around a famous person such as Michael Jordan. A company can choose a color identifier such as pink (Owens‐Corning Fiberglass) or red (Campbell’s Soup). For example, Chrysler wants its customers to enjoy the driving experience by designing cars and trucks that make them fun to drive. As David Ogilvy said, the creativity necessary to convey the image must be “plain‐spoken”, rooted in products and capabilities and, above all, interesting. Operationally, this is interpreted as answering the questions:

1. 1.

   (1) Who you are talking to?

2. 2.

   (2) What do you say to them (regarding salient/determinate attributes)?

3. 3.

   (3) How do you say it?

The authors suggest that Du Pont’s corporate strategy has sustained great success due to three things:

1. 1.

   (1) it carefully identifies the things people really care about;

2. 2.

   (2) its products connect with major public issues; and

3. 3.

   (3) it builds emotion into its advertising (e.g. Bill Demby playing basketball with “replacement legs” made of Du Pont materials).

The authors point to the fact that companies that practice corporate advertising outperform those which do not in every measurable area. They offer seven qualities of a successful image campaign:

1. 1.

   (1) Simplicity – focus on a single important idea that can be developed over time and presented in a variety of creative ways.

2. 2.

   (2) Uniqueness – the theme that a company uses to differentiate itself from competition.

3. 3.

   (3) Appropriateness – brings attention to the company and its qualities.

4. 4.

   (4) Continuity – because corporate advertising requires high visibility.

5. 5.

   (5) Relevance – hits home with the company’s target audiences.

6. 6.

   (6) Foresight – reach your target before they can form a negative perception/attitude about your company or products.

7. 7.

   (7) Credibility – advertising claims must match reality.

The authors advise that a company’s target audiences must be carefully selected. They suggest four of the most important targets to be:

1. 1.

   (1) business leaders;

2. 2.

   (2) activists;

3. 3.

   (3) the financial community; and

4. 4.

   (4) Government leaders.

Gregory and Wiechmann conclude the book by providing five appendices that connect practicality and theory. They discuss corporate‐image‐building strategy via interviews and discussions with GE, Xerox and Kodak.

Anyone who is responsible for developing and executing corporate “image” will find this book both interesting and a useful guide. Those of us who grew up in marketing know only too well that the trite statement – perception is reality – is both rational and relevant in the consumer market. Image is formulated and executed at the top of the organization. It establishes the culture of the organization and positions it to compete for the future.