Online ISSN 2345-0037. ORGANIZATIONS AND MARKETS IN EMERGING ECONOMIES, 2016, VOL. 7, No.

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CORPORATE IDENTITY:
DEVELOPING MEANS FOR SUSTAINABLE
COMPETITIVE ADVANTAGE
IN INDIAN CONTEXT TOWARDS MODEL
DEVELOPMENT
Varsha Jain*
MICA

Niriksha Paul
Wipro Technologies

Ganesh B.E.
MICA

Dhruvinkumar Chauhan
MICA

Abstract. Corporate identity is a dynamic and premeditated asset integral to gaining competitive
advantage in the market. It spans both the internal and external functions of the organisations. It
is a variable that needs to be studied cohesively. However, the literature on corporate identity has
studied the various elements in a non integrated manner. This needs to be replaced by a comprehensive
understanding of the processes and nuances of corporate identity, which can help the organisations in
developing sustainable competitive advantage. Additionally, this study focuses on digital media and
tech savvy individuals from an emerging market: India. In order to achieve this objective, we interviewed
70 respondents from 20 companies and their consumers. Thus, we identified that corporate identity
deals with strategic, emotional and social dimensions. This helped us develop a comprehensive model.
Further, corporate identity was seen as a benchmark related to corporate challenges and expectations.
Lastly, digital media need to work as a bonding platform among the stakeholders to ensure this.
Key words: corporate identity, sustainable competitive advantage, digital bonding platform, internal
and external stakeholder, India

* Corresponding author: MICA, Shela, Ahmedabad 380058, India, phone: +91-9879394222, email:
varsha@micamail.in

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Acknowledgement
We would like to thank the anonymous reviewers and the editor who have helped us in
enhancing the quality of the paper from its first draft of submission. We appreciate their
guidance, help, support, views, thoughts and efforts in making this paper more robust
and effective.

1. INTRODUCTION
Corporate identity helps grab the attention of various internal and external stakehold-
ers since this element acts as a key differentiator. This element also forges deeper rela-
tionships between the organization and stakeholders (Hea & Mukherjee, 2009). The
concept of corporate identity is widely accepted as an operative and premeditated tool
for gaining a competitive advantage in the market (Schmidt, 1995). Despite this, the
concept of corporate identity has been narrowly conceived from a one sided consumers
perspective devoid of its broad implications in the minds of the internal stakeholders
(Dortok, 2006). These stakeholders forge a trust based relationship that helps establish
a corporate identity and strong brand. This contributes to forming a befitting image of
the company in the minds of the consumers (Dortok, 2006).
Due to this, practitioners in emerging countries also need a robust understanding of
corporate identity (Miller, 1990). One of the primary reasons for this is a series of multi-
axial changes seen in these countries (Sharma & Shruti, 2015). The first among these
changes is the imperative necessity for companies to align their products, services and
operations with the dynamic requirements of stakeholders (Mitu, 2015). With this as a
background, the next level of complexity of corporate identity in emerging countries is
the ceaseless search for renewed development and engagement (Walker, 2010a; Mitu,
2015). These changes have made corporate identity de rigueur for the development of a
powerful corporate reputation (Albassami, Alqahtani & Saleh, 2015). Further, there is
a growing consensus among scholars that corporate identity is a key lever in converting
core competencies into financial well being and strength (Hur, Kim & Woo, 2014). As
a foil to this capability, corporate identity can affect the company quite seriously if not
recognized and used efficiently (Kim et al., 2011; Albassami, Alqahtani & Saleh, 2015).
This foil is strengthened manifold in emerging nations where the practical and re-
flective dimensions of corporate identity (Pruzan, 2001; Kumar, 2015) have to be dealt
with in an increasingly complex socio-politico-economic environment. Chief among
those complexities are infrastructure, provision of skilled manpower, prevention of
brain-drain and commitment to de-licensing and deregulation, which have all played
an important role in developing corporate identity (The Economic Times, 2014). At an
even larger operative level, the focus of most emerging nations is of a service orientation
where the core of the company is simultaneously built in conjunction with stakeholders
(Suomi, 2015). Such an exercise in nations like China, India and Malaysia is made more
complicated by the external political risks, systemic risks, domestic political risks and

8
social instability risks (Political & Economic Risk Consultancy Ltd., 2011). Despite
such pressing needs, there have been no studies that understand the meaning of corpo-
rate identity in the non western context, primarily the emerging markets. Prior research
has been carried out by prominent researchers in the field of corporate image, corpo-
rate image formation process, measurement of corporate image, corporate identity vs.
corporate image (Stuart, 1999). Thus, the paucity of theoretical knowledge about cor-
porate identity (and more so in the context of emerging nations) dilutes the usage and
understanding of this concept. An additional gap that this study wishes to fill is that of
the role of digital media in corporate identity formation. Digital media is the context in
which the organisations need to develop and project their identities. This need spans
all the stakeholders, especially those who are tech-savvy. These individuals verify and
validate the content of the traditional media through digital platforms. Therefore, it is
imperative that traditional and digital media be incorporated in the strategic planning
of many organizations to develop a strong corporate identity (Dumeresque, 2013).
This identity can be conveyed through the vision, mission and corporate culture. Thus,
forging a trust-based relationship is made possible, which in turn promotes nurturing
a strong corporate identity. The image can be developed by providing experience. The
experience could include the practical implementation of the companys identity (Mel-
war & Karaosmanoglu, 2006). This is especially important for an emerging market such
as India, where people live in a semi-communal set up (Schultz & Jain, 2014). This is
magnified in the digital context (Dover, Kopp & Croft, 1995). Thus, the meaning of
corporate identity has to be studied (Markwick & Fill, 1997; Balmer, 2001; Cornelis-
sen, Haslam & Balmer, 2007; Olutayo, Otubanjo & Melewar, 2007) contextually vis a
vis digital platforms. In light of this, our study aims to provide an operational definition
and to explicate the processes and nuances of the development of corporate identity for
strengthening the relationship among the stakeholders.
Therefore, the objectives of the study are to define an operational, nuanced, com-
prehensive and synthesised definition and concept of corporate identity. The research
also explores the potential of corporate identity in differentiating organizations existing
within the Indian ecosystem with internal and external stakeholders in the digital con-
text. In order to achieve these objectives, we now have to gain a thorough understand-
ing of the literature of corporate identity and its varied perspectives.

2. LITERATURE REVIEW
2.1 Corporate Identity: Organizations Perspective
Corporate identity is the emotional and visual representation of how an organization
would like to represent itself to the masses while defining its purpose as an organiza-
tion (Zinkhan et al., 2001). This importance of corporate identity is derived from its
potential to echo the values, aspirations and corporate ethos of an organization. These
elements provide the organization a sense of individuality and uniqueness (Hatch &

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Schultz, 1997). Thus, corporate identity has gained considerable importance in the
field of marketing (Perez & Rodriguez del Bosque, 2014). Hence, it is implied that an
organizations identity is an imperative element in the transmission of the fundamental
values and unique assets of the organization to diverse stakeholders (Kodeih, 2013).
Further, corporate identity encompasses the features, characteristics and traits of an
organization that are assumed to be vital, distinct and beneficial in the long term (Hea
& Mukherjee, 2009). One of the most effective ways of achieving this is the mission
statement of the organisation (Leuthesser & Kohli, 1997). The mission statement can
often be the very foundation of building corporate identity. Conversely, the mission
statement can be a reflection of the desired corporate identity that the company wants
to develop. These thoughts are further extended to the digital platforms, and new ter-
minologies can be used to develop an identity based on an intended image and reputa-
tion. This development will not be possible without a deep understanding of culture,
organisational dynamics and communications. These three elements form the basis of
the genesis of corporate identity, especially so from a companys perspective. After un-
derstanding the companys views about corporate identity, let us now comprehend the
same from the consumers perspective.

2.2 Corporate Identity: Consumers Perspective

According to Hea and Mukherjee (2009), corporate identity is the essence of a compa-
ny (Albert et al., 2000) that helps align the perceived economic, social and associative
value of an organization with its consumers. These elements are integrated with the vi-
sion and mission statements of the organizations. This becomes the central theme that
is evaluated by the consumers. The reason for the same is that it has cognitive, affective
and behavioural consequences in the form of images seen and identifications made by
the consumers (Dutton, & Dukerich, 1991). This process of identity building leads to
the formation of positive or negative sentiments in the minds of the consumers. To un-
derstand the same and larger related phenomena and concepts, there are some existing
models that attempt to explicate the knowledge related to establishing and managing
the identity. They do so by offering various perspectives and decoding the true essence
of the concept.

2.3 Corporate Identity Framework Models

Researchers have worked incessantly for the last three decades to expand the field of
corporate identity. In line with this, the study of corporate identity can be classified
into: identity exposition era (1978-79), the identity reiteration era (1985-1999), and
brand adherent era (2000-2014) (Balmer & Burghausen, 2015). The first era aimed at
corporate identity and personality. This further emphasised on heroic and technocratic
identity. The second era aimed at designs and aesthetics that helped in developing strat-
egies for corporate identities. The third era focused on corporate brands rather than on
identities (Balmer & Burghausen, 2015). The eras span the evolution of the field and

10
provide industry practitioners and academicians theoretical frameworks to increase the
conceptual and empirical clarity of corporate identity (Stuart, 1999). One of the first
frameworks was that of Abratt (1989). This pioneering work developed a sequential
three-stage model of corporate image where corporate personality led to the develop-
ment of corporate identity culminating in the final stage of corporate image. This model
also developed and displayed a feedback route from corporate image to corporate per-
sonality. After the development of this image, corporate identity metrics for measure-
ment were conceptualised. More specifically, the spider web method was discovered to
understand the organizations preferred identity (Bernstein & Audley, 1985). This was
a pragmatic tool that used focus group discussions with top managers, communication
managers and representatives of the companys business units where these participants
describe their organization in general terms first. Consequently, this is followed by spe-
cific discussions about concrete characteristics of the company. Finally, the participants
rate eight characteristics that they had selected as the top characteristics of the company
on a scale of one to ten. This will result in a large amount of attributes (ten per person on
average). During the next stage of the Spiderweb method, participants have to choose
again, individually, the eight most important characteristics. The final attributes that
have the highest aggregated average score are the ideal attributes that will strengthen the
corporate identity of the company. Further, the construct of preferred corporate identi-
ty is examined by the laddering technique (van Rekom, 1997). This process originated
the idea of a bottom-up approach. Thus, organizations realized that corporate identity
could also affect their image (Westcott & Alessandri, 2001). These thoughts facilitated
the development of multi-disciplinary approaches for developing corporate identity. In
line with this, seven dimensions that developed corporate identity were found com-
munication, design, culture, behaviour, structure, industry identity and corporate strat-
egy (Melwar & Karaosmanoglu, 2006). More importantly, it was identified that these
elements facilitated the organizations in creating a competitive edge and developing
uniqueness in the market. Continuing in this line, there have been studies that have
expanded the understanding of corporate identity. Staub et al. (2015) have developed
a scale to study the relationship between soft and hard corporate identity and product
innovation and sustainable corporate performance. Danciu (2013) studied the role of
strategies in developing corporate sustainability and its place in corporate identity de-
velopment. Fatma et al. (2015) have extensively studied the role of CSR (Corporate
Social Responsibility) in the development of a strong corporate reputation with trust
as an intermediate variable. Abratt and Kleyn (2012) have studied the positive relation-
ship between stake holders, their expectations, accumulated perceptions and corporate
reputation. Hsu (2011) and Lange et al. (2010) have studied the relationship between
the companys reputation and product evaluation and the buffering and defensive role
of a positive corporate reputation and non positive consumer perception (Fatma et
al., 2015). Thus we may safely conclude that the third era, with a dominant focus on
the movement from corporate identity to corporate brands and their reputations, has

11
shown why we may very well be operating in an identity and reputation economy.

2.4 Corporate Identity and Sustainable Competitive Advantage

Sustainable competitive advantage is a long-term addition to the company. It is de-
rived by implementing values. These values help in creating strategies that enhance the
uniqueness of the organisation and in optimally using the internal strengths and ex-
ploiting external opportunities. This can be best done by avoiding external threats and
minimising the internal weaknesses (Chen et al., 2009). These processes may take a
longer time as they create sustainable competitive advantage. Thus, it has to remain, by
nature, a premeditated strategy for companies (Madadipouya, 2015). This is because
strong identities can be utilized as a forte in competitive markets. The organization
gains advantages by utilizing its core competencies. These elements reflect the compa-
nys promise of quality, enhance the organizations credibility, give the consumers a rea-
son to believe in the companys brand and encourage brand loyalty (Hea & Mukherjee,
2009). This identity, once established, continues to improve and flourish. It makes the
consumers more willing to pay for a product as its credibility is enhanced. This willing-
ness can be enhanced by the communication strategies used by the organisation. Com-
panies convey their intentions of building a robust corporate identity through various
communication strategies. They may be internal or external. External strategies include
the use of advertising, public relations and marketing. These strategies help consum-
mate business deals (Gummeson, 1999). Internal strategies are primarily for the inter-
nal stakeholders, i.e., employees who are the spokespeople of the organization. They
increase the moments of truth and brand promise (Dortok, 2006). These dimensions
help corporate identity to maintain and foster trust among the stakeholders. Hence, it
is essential for both the organization and the employees to work in tandem with the
shared brand values and imbibe them in their hearts and minds. Further, organizations
look for several ways to connect with their employees and other stakeholders.

2.5 Corporate Identity and India

The development of corporate identity in India is not only important but also impera-
tive (Sharma & Jain, 2011). There are many reasons for this: first, India is the worlds
third largest economy (purchasing power parity, PPP) and the 11th largest on the ba-
sis of nominal gross domestic product (GDP). Second, India has the second fastest
growing services sector with a compound annual growth rate (CAGR) of 9% (IBEF,
2014). Third, this growth was further enhanced by the Government of India as they
commenced on new pro-development initiatives which catapulted the growth of the
Indian Industry (The Economic Times, 2014). Fourth, India became the third most
attractive destination (after China and the US) for FDI (Foreign Direct Investment)
in the world. Lastly, de-licensing and deregulation have facilitated and solidified the
need for developing a strong corporate identity in the country. Further, this need was
enhanced by the external stakeholders who have increased the level of competiveness in
the market (Melewar & Saunders, 1999). This is because external stakeholders such as

12
buyers, foreign companies and consumers have become more dynamic in their under-
standing of brands and products (Sharma & Jain, 2011). Further, buyers have multiple
options and enjoy higher bargaining power. This has happened due to the dramatic in-
crease in the number of foreign organisations in the country. They provided numer-
ous alternatives to the consumers. These alternatives increased the expectations among
the consumers about high quality and professionalism. Further, in such a competitive
and cluttered market, creating transparency and generating novel innovative ideas for
engaging a companys stakeholders became imperative (Balmer & Burghausen, 2015).
This is because a strong brand identity and image can affect the mindset of the stake-
holders (Gray & Balmer, 1998). Further, this approach may foster strategic alliances
with its stakeholders. Therefore, a strong communication initiative linking corporate
branding and the expectations of consumers is imperative to earn trust and credibility.
This creates opportunities for an organization to develop and express its uniqueness in
the market by forging relationships with its numerous stakeholders. This relationship
develops a robust corporate identity (Miller, 1990). However, many Indian companies
are yet to re-enforce their corporate identities strongly in the market. There are only
a few organizations such as HUL (Hindustan Unilever Limited) and P&G (Proctor
and Gamble), which are of foreign origin but operating in India that have developed
a strong identity in the Indian market (Venkateswaran, 2011). Added to this, Indian
industry practitioners are also ambiguous about this concept ( Jeyavelu, 2007). They
have lesser understanding about this element. Thus, it is imperative to define the con-
cept of corporate identity for comprehending the nuances of this element. This would
lead to better communication approaches that could integrate the internal and external
stakeholders. These approaches can be further digitized to expedite the entire process.
Unfortunately, the literature on corporate identity focuses on the functional aspects,
definitions and processes of corporate identity formation from a traditional perspective
(Markwick & Fill, 1997; Balmer, 2001; Cornelissen, Haslam & Balmer, 2007; Olutayo
Otubanjo & Melewar, 2007).

3. RESEARCH METHODOLOGY
This study employed a qualitative approach to address the research objectives that were
exploratory in nature. The metro cities of India such as Delhi, Mumbai and Bangalore
have greater corporate concentration. Due to this fact there are more corporate head-
quarters in these cities than in any other (Gnanasambandam, C. et al., 2012). There-
fore, the research was conducted in the metro cities of India such as Delhi, Mumbai and
Bangalore as multiple organizations have their head quarters in these cities. The profes-
sionals working in these companies are closely involved in creating and developing the
corporate identity which is closely associated with the objectives of the present study.
Thus, the main qualitative approach used was an in-depth interview. This method
involved the respondents in a more personal setting that helped them unlock their sub-
conscious mind and express their emotions (Pawle & Cooper, 2006). These associa-

13
tions could not have been surfaced through a survey method or a closed-ended quan-
titative study (Forlearn, 2015). In-depth interviews provided meaningful insights by
engaging in one-on-one conversations with the respondents (Malhotra & Dash, 2011).
Therefore, this method helped to understand the basic nuances of corporate identity
from the perspective of various stakeholders.

3.1 Sampling
The study intended to establish the respondents perception and understanding about
the core elements of corporate identity. It also examined the relationship of sustainable
competitive advantage and the role of digital media in developing corporate identity.
Thus, a progressive research approach was used. A total of 70 in-depth interviews were
conducted with industry practitioners and consumers. The professionals were recruit-
ed from various industries to generate a comprehensive understanding about corporate
identity. It should be noted that a majority of the respondents was from marketing.
This was closely followed by the professionals from senior management. The reason
for this predilection was to first achieve emic contextualisation. This form of contextu-
alisation was to ensure that our empirical findings and theoretical developments were
reflexively and iteratively developed (Emmel, 2013). This reflexivity and iteration were
firmly established by ensuring that data richness and adequacy (Maxwell, 2013) were
maintained. In order to do so, we selected nominal representatives from various fields
such as banks, FMCG (Fast Moving Consumer Goods) firms and so on. We adminis-
tered our interview protocol on this nominal collection.
Based on the morphological extensions that the responses offered, we restructured
our interview protocol (Marshall & Rossman, 2011). This restructuring was further
modified and validated when we administered our protocol to the marketing profes-
sionals and members of senior management. Finally, we were able to decide that there
was full frame stabilisation and theoretical saturation after administering the protocol
with our large corpus of media professionals. We had selected these representatives as
they were closest to the strategic context of corporate identity and reputation.
It must be noted that the HR (Human Resource) professionals were chosen as they
would provide us emic data about the dimensions of conduct and values that were de-
veloped by our study. The respondents from senior management and the management
interns created a perfectly balanced contextual contrast and supplement as the senior
managers were the source of policy level guidelines and ratification of suggestions and
choices offered by people in the company. The interns in the study were the other end
of this contrast as they would be the first to witness, experience and be affected by cul-
tural transformations in the organisation. They would also be the ones to bear the brunt
of existent negative cultural ethos in the organisation. Table 1 illustrates the details of
the 20 industries that were selected for the study. It provides the details of profession-
als from different departments whom we had interviewed. The table also illustrates the
cities where the interviews were undertaken. The respondents were primarily based in
the metro cities such as Delhi, Mumbai and Bangalore. We also found that majority of

14
the companies had their head offices in these cities. Therefore, the data is more skewed
towards these metro cities. The interviews were conducted for one hour to capture all
the nuances of the respondents views. This was done with their prior permission.

TABLE 1. Sampling Companies, Respondents and Geographical Area

Industries Number of Professional Number of Cities Number of
companies persons Individuals
Banks 2 Marketing 12 Delhi 20
FMCG firms 2 HR 4 Mumbai 23
Oil Companies 2 Senior Management 12 Bangalore 20
FMCD firms 2 Directors 4 Pune 4
IT Companies 2 Graduate Trainees 8 Ahmedabad 3
Conglomerates 2 Media and 8
Advertising
Agencies
Insurance 2 Consumers 22
companies
Retail Companies 2
Marketing 4
Consultancies

3.2 Protocol
The protocol of the present study was developed after thoroughly reviewing the litera-
ture related to corporate identity (Markwick & Fill, 1997; Balmer, 2001; Cornelissen,
Haslam & Balmer, 2007; Olutayo Otubanjo & Melewar, 2007). Thus, it had four phases
for the corporate entities and agencies and three phases for the consumers. The first
phase explored the respondents understanding of different terminologies in the field
of corporate identity, sustainable competitive advantage and digital media and their
linkage patterns. The second stage introduced the objectives of the study. The third
stage unravelled the respondents opinions with regard to measurement techniques,
challenges faced and expectations. The fourth stage (only for corporate and agencies)
explored existing strategies, possible modifications and future opportunities in the field
of corporate identity. A discussion guide helped carry out in-depth interviews with the
said 70 respondents. The guide included questions for context setting, exploring mean-
ings of terminologies, questions directed towards the objectives, reasons for belief, mea-
surement indicators, expectations and challenges, current corporate identity strategies
used by companies and the potential growth of the field of corporate identity in India.
Indepth interviews with the consumers provided the researcher with an insight into
the preference, the differentiating factors and the consumers need gap. The employees
helped decipher the essence of corporate identity in an organization. They are always
connected with the consumers and play a leading role in the branding approaches. They
also provided briefs to the agencies while communicating about the campaigns related

15
to the organizations corporate identity. These insights from different stakeholders were
developed for further analyses.

3.3 Logic of the Instrument, Trajectory of Category and Theme Development

Content and thematic analysis was undertaken to analyse the data. Particularly, we fol-
lowed the interpretivist approach to maximise the extraction of rich and situated data
(Flick, 2009; Goldkuhl, 2012). These methods were used because the investigation was
oriented towards identifying perceptions and beliefs (Milena, Dainora & Alin, 2015).
These perceptions and beliefs were studied using three successive and wide phases: ini-
tial design, in-course extension and full frame development (Flick, 2009). Initial design
refers to the linking of deductive and inductive rationality to understand the nuances
of corporate branding. Similarly, in-course extension refers to the choice, merger and
operationalization of the respondents views. Lastly, full frame development refers to
the confluence, nexus building and separation of data collected from the respondents
(Flick, 2009). Thus, the major categories that were developed after analysing corporate
identity were: meaning of corporate identity, elements of corporate identity, bench-
marks for corporate identity and use of digital media in managing corporate identity.
Before commencing with the next section that discusses these categories, there is an
important dimension that needs to be discussed. This discussion refers to the means
by which we ensured that the categories and themes developed from our study had
a pracademic elevation. This elevation is defined in terms of being boundary span-
ners (Walker, 2010b) whose actions ensure that a deep engagement with theory and
practice leads to enriched solutions to practical corporate and everyday issues (Posner,
2009; Walker, 2010b). To achieve this, our study followed the abductive approach of
reasoning which requires a constant coordination between theory, respondents obser-
vations and additional theoretical input.
In this light, our abductive trajectory commenced with Melewar (2003)
categorisation: corporate communication, corporate design, corporate culture,
behaviour, corporate structure, industry identity and corporate strategy. The first phase
helped us define corporate identity, observations of the different digital media and
social media platforms. This phase led us to realise that corporate communication in
Melewars (2003) categorisation needed to be premised on social media and digital
media platforms. In the second phase, the respondents were specifically asked about
the central, structural and supporting dimensions of corporate identity. Here we asked
meta-structural questions regarding culture, also expectations of internal and external
stakeholders. By this stage, we had realised that corporate design in the dimensions
mentioned above was not a significant dimension for the respondents. Their focus
was more on the dimension of behaviour and digital media usage. Before entering into
the discussion, we realised that the observations though rich were not theoretically
generalisable. Thus, we commenced stage three by seeking the right theoretical
substantiation to make it generalisable. Thus, we entered the subsequent stage with the
view of developing metrics for assessment of corporate identity. Finally, our frame was

16
stabilised when we realised that stage three had not offered new insights but supported
phases one and two. As a structural finalisation, the in-depth interviews with the
consumers provided us with insights that quite well matched with the observations of
industry professionals. The consumers offered certain insights that were not offered by
the industry professionals.

4. RESULTS
The major categories that were developed after analysing corporate identity were:
meaning of corporate identity, benchmarks for corporate identity, corporate identity
and sustainable competitive advantage and use of digital media in managing corporate
identity. The evidence for these categories is provided in Table 2. The findings illustrate
how they had an impact on the overall corporate identity management of an organiza-
tion. In the subsequent sections each category and theme is explained in detail.

TABLE 2. Content, Category and Thematic Representation of Results

Categories Themes (Second First Order Codes (Generated from Respondents
Order Codes) Quotes)
Meaning of Strategic Dimensions Mindset, take away, clarity, vision, successful, culture,
Corporate practices and ambitions
Identity Social and Emotional Face of company, self awareness, first look, acceptability,
Elements value, premium, company stands for, reaching out to
masses, reliable, credible, translation in work, in spirits
Elements of Identity focused Cor- Tone of communication, tone of identity, mind of people,
Corporate porate Communication internal and external communication, reflection of
Identity for all stakeholders identity
Visual and Reflexive Pictographic, reflection of products, consistency, reflects
Corporate Design companys vision, origin of the company
Habit and Value based Market needs, routine, adopted by employees, ability to
Corporate Culture attract and retain people, resonate the values, reasons to
believe
Employees translate Behaviour with employees, training for operational level
into Corporate
Behaviour
Monolithic Branding Other facets of company, parent group, internal and
Corporate Structure external communication with appropriate definition,
umbrella strategy, enhance credibility, subsidiary brands
Competitive Industry Relevant, industry demands, innovation, reinventing,
Identity sustainability, volatile market
Long-term and Stand out, business promises delivery, long-term
Proactive Corporate outlooks for present and future, reaction to market
Strategy quickly, hiring policies, manufacture and perceived image

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Benchmark Measuring the success Regular tracking, competitive analysis and advancement,
of Corporate of Corporate Identity success, effectiveness and profit
Identity with profitability
Challenges faced in Internal stakeholders, organizations needs, experience
establishing Corporate and expertise, weak spot, clarity, establishment
Identity versus
expectations
Challenges of using Variations in stakeholders usage, aligning, monopolizing,
premature Digital premature stage
media
Expectations from Representation of values, presentation on digital
value-based and media, expression of firms, present approach and future
experienced Corporate perspectives
Identity activities
Corporate Means of long Basic survival tactic, value to stakeholders, present image
Identity and term Sustainable and usage
Sustainable Competitive Advantage
Competitive
Advantage
Use of Interactive two way Immense potential to communicate, PR, website as a
Digital communications primary tool , reflects potential employees, customers
media in and investors, high reach, wider audience, recent
managing Relationship building Prioritize, indispensible, futuristic, customer interactions,
Corporate with stakeholders brands communications, digital usage
Identity

4.1. Meaning of Corporate Identity in India

The present study has identified this category after interviewing different respondents
from various industries. The nuances of the responses were so deep and rich that they
led to the development of two further sub categories: strategic dimensions, and social
and emotional elements. The respondents stated that corporate identity is closely
associated with strategic, social and emotional elements. In the strategic dimensions,
the respondents primarily focused on the alignment of the vision, ambitions and long-
term aspirations of the organization, robust product portfolio, innovative research and
development, aggressive marketing and sales strategies with the corporate identity of
the organisation. These help in establishing the corporate identity as an independent
strategic business unit. This can be achieved by implanting and developing the frame
of corporate identity in the minds of the consumers. A respondent said, It helps put up
a face for the company. This settles in the minds of the customer. The corporate identity must
essentially connect with the target group instantly. A strong corporate identity along with a
robust portfolio guarantees success for an organization in the long run (56 years, Delhi-
FMCG Company).

18
 The respondents further observed that this implanting was required to culminate in
the desired impression they want the consumers to have of them. This was supported
by some of the respondents who stated that this impression needs to be clear in order
to ensure a successful communication exercise. Finally, the respondents also expressed
the idea that some of the companies had created this alignment which ensured their
success. Moving further, the second theme of the category was social and emotional
elements. Respondents felt that the meaning of corporate identity in India needs to
be well connected with the feelings and thoughts of the stakeholders. This can be en-
hanced by increasing the sensory elements that can add value to the lives of the stake-
holders. A respondent said, It is how customers identify you with something that could add
value to their lives. (54 years, Mumbai Oil and Natural Gas Company).
However, this process may differ from company to company based on the corpo-
rate identity and stakeholders. Thus a respondent stated,For example, a lot of companies
choose to stand for something. Shell chooses to stand for safety, whereas a company like a
Google believes in constantly reinventing itself through disruption. This is reflected in their
changing doodles (54 years, Mumbai Oil and Natural Gas Company).
The respondents observed that this theme was directly related to both the facade
of the company and an inward directed perception of themselves. Further, other re-
spondents stated that the corporate identity was a very profitable touch point for the
company which when in alignment would help the company charge a good premium
on its products. Finally, other respondents clarified that the corporate identity of the
company was the very value that the company stood for which translated into the work
and spirit that the company stood for. To summarise, the present study identified that
the meaning of corporate identity has three elements: strategic, emotional and social.
The strategic element deals with the visions, ambitions and aspirations of the organisa-
tions. The emotional and social elements are more symbolic and hedonic in nature.
These intangible elements personify the organization in the minds of the stakeholders.
They also portray a clear picture of the organization over a longer time period. Based on
the insights of the respondents, here is our first proposition:
Proposition 1: Meaning of corporate identity is comprised of strategic, social and
emotional elements.

4.2 Elements of Corporate Identity

The second category that emerged was elements of corporate identity. Due to the
importance of this category, several themes emerged from it. The first theme to emerge
was identity focused corporate communications. For example, a respondent stated that,
The tone of the communication sets the tone of the identity. It helps communicate your
identity to your stakeholders. Thereby pruning your customers into the agenda set by the
organization (35 years, Mumbai Marketing Consultancy).
Here, the respondents basically reported that this element was related to the
pitching of the corporate message and helped internalise this message in the minds
of both the internal and external stakeholders. Further, they felt that this theme was

19
the means of expressing the identity of the company. From this larger perspective, the
respondents moved to a more nuanced level of comprehension where they helped us
develop the theme of visual and reflexive corporate design. Our study identified that
corporate design is not restricted to visual identities such as logo, tag line or colour.
It also includes secondary elements like architecture, landscaping and packaging. A
respondent said, To be in the market, both the primary and secondary visual identities are
of utmost importance. Such identities must be easy to be deciphered by the audience.
Further, a respondent said, Cholamandalam General Insurance Company was ini-
tially addressed by its entire name. This caused a lot of confusion and mispronunciations
between our customers especially those in the west. The logo later was changed to Chola MS
which helped bring more clarity. The infrastructure the location, accessibility and office
space matters. Placement of the office space in a commercial posh complex reflects well on a
serious company (52 years, Mumbai Insurance company). Some respondents opined
that this depiction needs to be consistent and that an effective depiction could be the
point of genesis of effective designs. This theme is primarily related to the pictorial com-
prehension and depiction of the products and services that the company offers to its
consumers. They pique the visual interest through a narrative of elements that make up
the essence of the organization. This approach may communicate about its business to
potential clients and prospects. The next theme to be developed was that of habit and
value-based corporate culture.
This theme was explicated by the respondents as the retention of people by creating
repeated enforcement of the values that the company stood for. They also said that the
company needed to create resonance with the people by showing them the reasons for
staying with the company.
Thus a respondent said, The founders persona, the rich history of the company,
values, mission, team work, transparency and bilateral communications. The culture is the
softer aspects of corporate identity. Wherein, they are the intangibles that make an identity
(43 years, Delhi Conglomerate Company).
From the earlier wider based external perspective, the respondents moved their fo-
cus to a more internal and narrow orientation. This shift resulted in the development of
the theme of how employees translate into corporate behaviour.
This behaviour was substantiated by a respondent who stated, For a quirky brand
like ours, our communication is funky and fun and totally in line with what the brand stands
for. This is evident even in their internal communications. The lack of the use of the word Re-
gards in their mails and the prominent utilization of the word Cheers as a salutation is a
small element but adds to the larger picture of instilling a more relaxed and less stringent work
environment that is integral to running the business (27 years, Delhi, retail company).
Another responded stated, Customers are important assets to the company; how the
employees talk and behave with these customers are clear reflections of what the company
stands for (29 years, Delhi Bank).
Therefore, many respondents stated that the values ingrained from the culture have
translated into the way employees work in their given environment. A respondent
echoed similar sentiments while saying:

20
 Every morning before work commences, we as a family pray at our respective worksta-
tions and chant our magic words We can, We will and We must. This gives us the motivation
to perform with the highest quality standards (54 years, Delhi FMCG company).
As a part of this theme, the respondents quite emphatically suggested that the com-
pany culture should be very careful about the way reportees and juniors are treated by
superiors. This was because the way the next level of personnel is treated is how they
will treat their customers. Finally, they also said that this culture should ensure that
there is a uniform and well implemented code of dealing with reportees and juniors.
The present study identified new variables such as habit and value that make an impact
on the overall culture of the organization. The respondents unanimously agreed that
the corporate culture in their respective companies was majorly a by-product of the
value system and routine activities.
After this stage, we were able to develop the next theme which was monolithic
branding corporate structure. Respondents clearly indicated that this theme was divid-
ed into two categories: brand structure and organizational structure. In brand structure,
businesses involve themselves in branding strategies for differentiation and competitive
advantage. Organisational structure accompanies the hierarchal structure that has strin-
gent communication and lines of reporting. The organisational structure is inevitably
related to brand structure. The present study specifically defines the corporate structure
as a tangible component of the identity when supplemented by a branding structure de-
pending on the marketplace. Some respondents argued that a brand structure working
in tandem with an organizational structure helps develop a positive corporate identity
in their organization.
A majority of respondents stressed the significance of the branded structure. A re-
spondent said, Despite The Murugappa group being in so many facets in life nobody knew
the parent group. Their first job was to define the group internally and externally through a
blanket communication, i.e. a monolithic branding structure. Where they say I bet weve met.
You know me but you just dont know that you know me (27 years, Mumbai Agency).
The respondents give strict warnings against this as the company would lose out on
maximising the opportunities of leveraging the trust element in the individual brands.
This would happen if the company does not clearly state that the sub brands actually be-
long to them. Many companies have products that are almost ubiquitous but not associ-
ated with the parent brand. Thus, the respondents feel that monolithic branding should
be replaced by umbrella and participative branding where the sub brands are associated
with the mother brand. From this, the respondents moved to a market oriented percep-
tion in the form of the theme, competitive industry identity. We see a higher impact of
the industry identity in particular industries in our present study. A respondent reiter-
ates this point: For a company like Shell, where safety is of utmost priority due to the nature
of the job, all communications involve our employees, using them as our brand ambassadors
(56 years, Mumbai Oil and Natural Gas company).
Many respondents believed that the identity of each company is highly affected by
the industry in which they are involved. Another respondent expressed, You are com-

21
peting everyday every minute; it is how relevant you are to the changing market. It affects if
you have defined yourself viz a viz the industry as per the industry demands. Many com-
panies tend to flounder or relax in different market situations (27 years, Delhi Retail
industry).
In general, the respondents from the oil and natural gas companies, retail compa-
nies and banks felt that the industrys identity had the most impact on the consumers
directly in comparison to other B2B (business to business) companies.
The present study identified that corporate strategy could have a massive impact on
identity. This is particularly so in the long run as the market is reactive and proactive. A
respondent stated, Corporate Identity is the foundation on which the corporate strategy is
developed. Once you know what you stand for you can deliver your business promises. From
a long-term outlook, you can decide as to where you are and where you want to be in the long
run (34 years, Bangalore IT firm).
Hence, a strategy when made keeping in mind the long-term goals with a proactive
approach may be considered a subsection of corporate identity. Here, the respondents
felt that the competition existing in the market had made the traits of relevance and in-
novation imperative for corporate survival. They suggested that the corporate identity
of the company was closely related to conforming to industry standards to help survive
in a volatile market. In line with this, the respondents also highlighted a theme that
had a very different orientation, long term and proactive corporate strategy. Here,
the respondents saw strategy as the optimal combination of corporate self-awareness,
a vision of the future and perfect alignment of the vision with the actual functioning of
the company. Further, the respondents also suggested that this strategy influenced the
hiring policies and team formation within the company.

4.3. Benchmark of Corporate Identity

The respondents helped conceptualize the category which supplemented the overall
findings that had emerged earlier. This category was also rich in its scope and expan-
sions. This richness and expansion gave a start to the theme of measuring the success of
corporate identity with profitability. This theme was related to auditing the performance
of the company. The auditing was believed to be extremely important as a long term and
long sustained practice. It was based on measuring the profitability of the company. The
interviewees unanimously agreed that companies must be regularly tracked on various
parameters. In an interview, a respondent highlighted the questions a company must
ask itself on a regular basis, What do consumers think of the company? Where are we as a
business at this point of time viz a viz competitors? What does our brand stand for according
to consumers? (54 years, Mumbai Marketing consultancy).
When asked of the measurability of success derived through corporate identity, a re-
spondent answered, Measurable success comes from profitability. The best companies out-
perform the stock market by a factor of 12, i.e. 12 times the market and what was consistent
in these companies was the prevalence of a strong identity (48 years, Bangalore Insurance
company).

22
 Historically, corporate identity has always been an intangible asset in the
organization. However, the present study identifies that the success of a corporate
identity of an organization is primarily measured by looking at the long-term profits
gained by it. The next theme emerging from the category was that of challenges faced
in establishing corporate identity versus expectations. The respondents indicated that
this theme was directly related to the acute degree of awareness the company needs to
have about its own position in the minds of the consumers. Further, the respondents
also indicated that this acute degree of awareness should allow them to identify weak
spots that can be rectified. A respondent said, Firms need experience and expertise in
utilizing the corporate identity to pinpoint a weak spot which is not easy to find (40 years,
Delhi Conglomerate).
Finally, they stated that with experience, the company could understand how the
identity can be used to create clarity. For example, a respondent said, Keeping up with
the expectations of internal stakeholders as to where and how the organization needs to be
(28 years, Mumbai Marketing consultancy).
The next theme that evolved was that of the challenges of using digital media whose
potential has not yet been fully harnessed. Here, the respondents said that there were
both possibilities and limitations that the company needed to capitalise on or reduce
respectively. The respondents felt that one of the most effective means of achieving this
objective is ensuring there is no dissonance between the companys goals and the larger
goals of the consumers. This can be achieved by transitioning from the traditional me-
dia to the digital media. The transition from the use of traditional media to digital media
has been observed in Indian corporate identity building activities. The present study
identifies the paucity of experience in the utilization of the media for such activities that
has sprung up major challenges. Some of these have been clearly expressed and reiter-
ated by the respondents (Dover, Kopp, & Croft, 1995).
For example, a respondent said, Not all our stakeholders are on the same level of digital
evolution. The greatest challenge is identifying the greater good of the pool of audience, align-
ing it and monopolizing on it (25 years, Mumbai Retail company).
Another respondent opined similarly, A lot of companies in India are not digital me-
dia savvy yet. Posting a new picture on Facebook does not help engage your consumers. People
do not know how best to utilize the digital media (25 years, Mumbai Consumer).
Overcoming technological ignorance with respect to media allows the company to
harness the powers of the media to build a sustainable competitive advantage in the
long run. This is an imperative for future developments.
The final theme that emerged was expectations from value based and experienced
corporate identity activities. This theme represented the expectations that consumers
often have from the brands.
This was substantiated by a respondent, Expectations can be fulfilled only through the
product. However, the final nudge may be attributed to a well-established corporate identity
(30 years, Mumbai Consumer).
While opening themselves up to mental linkages, consumers expect a certain value
addition to their lives when interacting with the company. The respondents agreed that

23
many a times, companies fail to deliver an experience to the consumers. Thus, a respon-
dent said, We expect a set of experiences which may be identified through their corporate
identity (45 years, Mumbai Consumer).
This expectation shapes the identity of the company and is based on a time scale
that needs to be kept in mind. However, respondents stated that corporate businesses
expect to provide a representation of the value addition provided to their consumers
through a graphical representation being the corporate identity.
Further, the consumers also feel that their expectations should form the basis of
the corporate identity of the company. They also stated that the way the companies
used digital media was a part of the signature that constituted the corporate identity
of the firm. To summarise, the present study identified that the key elements of corpo-
rate identity were corporate communication, social and reflexive visual design, habit
and value based corporate culture, employee behaviour, monolithic branding corporate
structure, competitive industry identity and proactive corporate strategy. Additionally,
we found that there are different benchmarks of corporate identity. These benchmarks
are related to profitability, challenges, expectations and usage of digital media. Based on
these findings, here is our second research proposition:
Proposition 2a: Corporate communication, visual and reflexive design, habit and
value based corporate culture, employee behaviour, monolithic branding corporate
structure, competitive industry identity and proactive corporate strategy lead to the
formation of a strong corporate identity.
Proposition 2b: Challenges and expectations, usage of digital media and corporate
activities lead to the development of a strong corporate identity.

4.4. Corporate Identity and Sustainable Competitive Advantage

The next category that the respondents allowed us to realise was corporate identity
and sustainable competitive advantage. The majority of the respondents indicated that
a change in the corporate identities of most players within the industry has been ob-
served over the last five to ten years. Senior management, along with consultation of
external agents, has initiated such activities owing to the growing need for differentia-
tion in the market. Urgency is seen in the implementation of a long-term strategic plan
which is favoured over short-term tactical ideas.
For many of the respondents, a strong identity and robust product portfolio guar-
antees success for an organization when in alignment with strong sales and effective
marketing strategy.
Using such strategic activities, companies hope to develop recognition in the mar-
ket. Recognition provides a long-term advantage that could be reaped over the years.
This, according to many interviewees, is the basic tenet of every enterprise.
The present study identifies sustainable competitive advantage as the basic survival
tactic to provide value to stakeholders through the use of corporate identity. A respon-
dent strongly believed, Your competitive advantage USP must figure strongly in your

24
identity. Most things that gave you competitive advantage in the past are redundant now. It
boils down to intangibles that you can provide (45 years, Delhi Insurance Company).
This category allowed us to realise an important theme related to a long-term ori-
entation with regard to the companys identity and delivery. The theme that was de-
veloped was means of long-term sustainable competitive advantage. Here, the respon-
dents strongly felt that the competitive advantage was at the heart and core of almost
all organisations and that this core would need to be strengthened by aligning it with
digital media and strategy. They also stated that this long-term identity is also defined
as what the company is. To summarise, we were able to realise that a strong corporate
identity when treated as a long-term strategy can be highly proactive. This pro-activity
is also inclusive as it allows for different verticals such as sales, marketing and digital
branding to be brought in a single alignment.

4.5. Use of Digital media in Managing Corporate Identity

The comprehensive nature of the protocol allowed us to bring to the surface another
category integral to the formation of corporate identity. This category acted as a segue
of digital media and corporate identity. Yet, many still have to come to terms with the
full potential of the medium. Not many can completely comprehend how to harness its
power and sustain control over it. Grasping the art of utilizing the digital media tools
and crafting a meaningful digital footprint can create significant corporate value. The
shift in the use of digital media for corporate branding activities has been seen as a wel-
come approach. This sentiment is reflected in the interview with a respondent, A newer
platform must represent more than what a traditional platform would showcase of a business.
Reasons why digital media is a big prospect in corporate identity. Digital media is the most
effective way in recent times to reach your target audience. Organizations encourage a two
way dialogue between their stakeholders and the company (54 years, Mumbai Market-
ing consultancy).
Furthermore, an interviewee stressed the aesthetic benefits derived from the use of
digital media, Advertising, PR or social initiatives always looked like marketing, on the
other hand digital media makes the intent feel more real (32 years, Delhi Bank).
Technology savvy stakeholders now use the digital media to seek and gather infor-
mation regarding organizations before and after transacting with them. We see consum-
ers interacting digitally with firms. At such times, the websites become the first inter-
face of recognition between the stakeholder and the organization. The consumer later
moves on to social media networking platforms, blog sites and other employer related
websites to reaffirm their information. A respondent said, Websites are at present being
used as corporate brochures but in the future through more investments and planned efforts
using robust content strategies corporations can benefit by getting their act together. Prospec-
tive employees can now learn more about the organization at the click of a button, whereas
consumers and investors are reaffirmed with the level of transparency maintained by the or-
ganization (32 years, Mumbai Consumer).

25
 It is essential for firms to connect on a personal level while fulfilling the need gap
observed in their respective target audiences through digital media. Successful drivers
of corporate identity on digital media must be those that are insightful, emotionally
intelligent and intuitive, able to communicate a vision, harness internal knowledge and
cooperation. These elements are necessary in delivering a strong corporate identity
through excellence in digital credibility. The people in the corporate sector must be
adept at adopting digital evolution, cross-cultural shifts and territorial limitations.
This segue was achieved by the development of a theme: interactive two way
communications. This theme basically referred to the digital media as a means by which
the company was able to connect to the past and the future of the consumers. They also
stated that the companys external facade was the website that needs to be developed in
order to ensure that the company has a favourable presentation. They went even further
and stated that the digital platforms are the first point of contact. They are also the most
comprehensive mode of maintaining contact both with the existing and prospective
consumers. The final theme that was developed was that of building relationship with
stakeholders.
On this subject the respondents firmly indicated that the company needs to priori-
tise the consumers needs. It is essential to make sure that the digital media should be
in place as they are the media of the future. Thus, we were able to cull that digital media
and platforms are not just packets for displaying information. Rather, they are powerful
and almost limitless opportunities to communicate with internal and external stake-
holders. Finally, it should be used as a platform that can facilitate the bonding of these
stakeholders. This means that for a strong corporate identity, digital platforms need to
be treated as a bonding platform. Here is the third proposition of our study:
Proposition 3a: Digital media need to have an interactive two-way communica-
tion.
Proposition 3b: Digital media can build relationships with the stakeholders and
strengthen the organizations corporate identity.
To summarise the results, in India appreciation of corporate identity is at a nascent
stage. The literature review displays a disconnection between academia and the indus-
try processes. The respondents claim that the academics are still stuck in theories that
seem to be out-dated, whereas the industry has evolved. People with ideas have gone
ahead and forged a path but, unfortunately, such ideas are yet to become commonplace
amongst practitioners.

5. DISCUSSION
Our study has been able to significantly contribute to the literature on corporate
identity by proposing a highly comprehensive and sequential model (Figure 1) that
analyses and processes the varied and complex elements that need to be understood to
develop a robust corporate identity. Further, this model greatly helps in schematising
and framing corporate identity in terms of five categories and their relevant subthemes.

26
 Long-term

FIGURE 1. Comprehensive Understanding of Corporate Identity

with its Key Elements and Processes

These categories and themes are recursive and reflexive. They have emerged from the
directions and insights provided by the respondents from India. This model is developed
exclusively from the insights of the various stakeholders from India.
They are also highly comprehensive in their explicatory power as they accommodate
the strategic, social, cultural and organisational dimensions of corporate identity.
Further, the model is highly contemporary because it focuses on how these dimensions
can be capitalised on in the digital context. These dimensions are related to identity
focus, corporate communication, corporate design, habit and value based corporate
culture, employees transition into corporate behaviour, monolithic branding corporate
structure, competitive industry identity, long-term and proactive corporate identity.
We also found that the benchmark of corporate identity is related to the measurement
of profitability, challenges versus expectations, nascent usage of digital media, value and
experience based activities, long-term competitive advantage. This was substantiated
by the use of digital media as it allows for a two way communication and facilitation of
relationship building.
The major elements that we identified are exclusively specific to India. The deeper
level nuances in each broad categories such as at the strategic level of the meaning of
the corporate identity should be clearly synchronized with vision and culture. This
synchronisation can change the mindset of all the stakeholders.

27
 Social and emotional elements are associated with acceptability, value, uniqueness,
credibility and engagement in work with high spirits. Subsequently, elements of
corporate identity, primarily communication, should change the mindset of people
by possessing appropriate tone and appealing visuals. Moreover, the elements should
be historic and consistent. The corporate culture is also associated with values, reason
to buy and market needs. More so, employees corporate behaviour can translate the
identity with proper training. Corporate structure originates from the parent company
and uses umbrella branding. Corporate strategies are long-term bases, unique, adaptable
and action oriented. The success of corporate identity is measured on a regular basis by
profit and effectiveness. Challenges that firms face are associated with identifying the
weaknesses, usage and alignment of digital media as it is still at a nascent stage, and
providing value to the stakeholders. Lastly, digital media also provide opportunities to
the firms to strengthen their relationship with the customers by increasing interactivity.
This opportunity will be used by the companies as a PR (Public Relations) tool to
strengthen the corporate identity in the subsequent years.
In the corporate identity literature, definitions were provided from an organisational
and consumer perspective. Recent studies have shown that organisations portray their
core values and unique assets to different stakeholders through corporate identity
(Kodeih, 2013). From a consumer-centred perspective, corporate identity is associated
with the integration of the social and economic elements of the organisation (Albert et
al., 2000). More importantly, there were disconnected frameworks to study corporate
identity. Thus, none of them comprehensively and sequentially studied all the elements
identified by our model in unison. They studied specific elements such as corporate
image and human personality (Newman, 1953), ideal corporate image (Swanson,
1957), communication (Abratt, 1989), actual, communicated, ideal and desired
corporate identity (Balmer & Soenen, 1997). Further, isolated studies on sustainable
competitive advantage and identity were studied in terms of internal and external
opportunities (Chen et al., 2009), the moment of truth and brand promise (Dortok,
2006), the lack of studies regarding the maintenance and utilisation of corporate images
in terms of capitalising on them (Dumersque, 2013).
Additionally, concept papers and articles helped us realise that various stakeholders
use digital platforms to connect with the organisations. But there have been no empirical
studies that have considered the use of media in developing corporate identity. The
present study has found that digital media can significantly affect the development
and sustenance of corporate identity as they are interactive and have the potential
to strengthen the relation between the organisation and the stakeholders. This will
be possible only when the platform is considered by the stakeholders as a bonding
platform. The present study has very interesting possibilities as it has discovered the
nuances of corporate identity in emerging nations such as India where stakeholders
widely use digital platforms.

28
6. IMPLICATIONS
Our study has framed a revised corporate identity categorisation. Through this
categorisation, the senior management of companies can create an effective corporate
identity strategy for their organization. Further, the comprehensive model that has
been developed by the present study can be used to manage their corporate identity
and project a desired image to the various stakeholders. More specifically, marketing
managers can extend their focus to building relationships with individual stakeholders
by providing emotional and social value. This is a change from the general process
of building an identity premised on highlighting only ones own USPs (Unique
Selling Propositions). The latter may be a rational and functional approach. But our
study has shown that there are emotional, hedonic and symbolic elements that any
communication exercise would need to possess. This insight was not generated earlier
and thus unavailable for the practitioners through earlier studies. Thus, they could not
use the same concepts when they were developing corporate identity strategies.
We were able to show that the human resource management of the organisation
plays an integral role in the creation of corporate identity. This is because the employees
behaviour has a significant impact on the stakeholders mindset, which eventually affects
the corporate identity. Therefore, appropriate training and induction based on culture
need to be provided to the employees to ensure that they understand the essence of
corporate identity. Organizations must first chart out stakeholder interaction journeys
within the company. These flow charts will allow managers to understand where, when
and how the stakeholders interact with the company and how best the organization
can monopolize the little time that it spends with its stakeholders. Therefore, this study
provides managers with an opportunity to establish their companies and strengthen
their identity.

7. FUTURE SCOPE OF RESEARCH AND LIMITATION

OF THE STUDY
Further research can be undertaken to understand the link between the various elements
studied qualitatively in the present research. These elements and associations can be
tested quantitatively and their signification levels can be easily tested. Future studies
can also be undertaken exclusively on the prominent role of digital media in developing
and sustaining corporate identity. Another important element that was fleshed out
in the present study was the association between corporate identity and profitability.
Future studies could focus on understanding the role of profitability in determining the
strength of a corporate identity primarily for B2B (Business to Business) organisations.
This is so because the role mentioned earlier has been widely studied in the context of
B2C (Business to Customer) markets with scant attention being paid to B2B markets.
Another reason for this direction of study is that corporate identity significantly affects
profitability. Scholars can also study other emerging markets such as China, Brazil
and so on to understand the cultural nuances of corporate identity that can help the
multinational companies to carry out their businesses in various countries.

29
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