Corporate Identity directly refers to brand architecture of enterprises and their divisions.
Exemplary brand architectures are only found in literature and science nowadays. Mergers and acquisitions have led to mixed architectures which don’t fit to textbooks. The risk of brand erosion is bigger than the risk of disuse of synergy – a lot of line extensions even in the corporate brand area is a result of trials to maximize the brand return on invest. This strategy is limited by brand profile: If brand assets are eroding in the heads of target groups the limits of profitable use of brand power is overrun.
In contrast to umbrella brand constructions mono brands are relatively risk-free, a weak mono brand will only damage one part of the enterprise and not the company as a whole. On the other hand this construction won’t lead to brand dominance.
Corporate Identity: Should it join parts of the enterprise by emotion or should it separate them by ratio?
Even on visual level are questions for targetting: Do all divisions have the same colours, the same fonts? What is common to all? What should be experienced as separated?
Should a decision held open until there is a strategy commited on another level?
In contrast to industrial times a high flexibility in brand strategy and brand architecture is necessary. A fast reaction on changing markets, target groups insights and technical development must be ensured even in the planning phase of corporate identity.
For Luenstroth Corporate Identity Developers brand architecture and implementation in identity is a dynamic process. There will be a scope for adjustments without loosing any trustability in brand power.
What Luenstroth Corporate Identity Developers offer
- analysis of existing brand architecture in relation to existing corporate identity: Check of inner and outer coherence, transparency for inner and public target groups
- research for potential limitations (as seen from outside) and possibilities of brand extensions within the existing architecture
- elucidation of possibilities of alternative architectures and identity structures and developement of evaluation matrices
- developement of transfer schedules for implementation of modifications
- deduction of tasks resulting from change for corporate identity, design, behavior
- implementation of modifications within the focused areas