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STUDY OF THE IMPACT OF THE CORPORATE IDENTITY PROGRAM ON BNM EMPLOYEES
Title
A STUDY OF THE IMPACT OF THE CORPORATE IDENTITY PROGRAM ON BNM EMPLOYEES.
Creator
OLIVERA, SERGIO., Florida Atlantic University, Clare, Donald A.
Abstract/Description
On January 2, 1976, the Banco Nacional de Mexico S.A. launched a Corporate Identity Program to project a new image of the Company and its affiliated enterprises. The purpose of this qualitative case study was to learn about the reactions, motivations and expectations of the Banamex staff regarding the new visual image of the organization. At the same time, this study evaluates the involvement of employees in the commitment created by top management to give clients a better service. Some...
Show moreOn January 2, 1976, the Banco Nacional de Mexico S.A. launched a Corporate Identity Program to project a new image of the Company and its affiliated enterprises. The purpose of this qualitative case study was to learn about the reactions, motivations and expectations of the Banamex staff regarding the new visual image of the organization. At the same time, this study evaluates the involvement of employees in the commitment created by top management to give clients a better service. Some general recommendations are suggested to maintain and stimulate the desired involvement of personnel in the future organizational changes of the Company.
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Date Issued
1977
PURL
http://purl.flvc.org/fcla/dt/13874
Subject Headings
Corporate image
Format
Document (PDF)
impact of reputation orientation on marketing strategy formation and performance
Title
The impact of reputation orientation on marketing strategy formation and performance.
Creator
Goldring, Deborah, College of Business, Department of Marketing
Abstract/Description
This research explores the attitudes held by marketing managers about building their company's corporate reputation, and about the impact of their actions on performance. In an environment of costly brand building, declining customer loyalty, and increasing scrutiny from stakeholders who demand corporate responsibility and transparency, a concern for corporate reputation is increasingly important for everyone in the company, including marketing managers. The marketing literature, however, has...
Show moreThis research explores the attitudes held by marketing managers about building their company's corporate reputation, and about the impact of their actions on performance. In an environment of costly brand building, declining customer loyalty, and increasing scrutiny from stakeholders who demand corporate responsibility and transparency, a concern for corporate reputation is increasingly important for everyone in the company, including marketing managers. The marketing literature, however, has not explored how managers who are concerned about the reputation of their companies can effectively adapt marketing strategy for reputation enhancement. The theoretical justification for this research is grounded in stakeholder theory, dynamic capabilities theory, and strategic choice theory. The study contributes to the marketing strategy literature and the nascent field of stakeholder marketing. It makes a theoretical connection between the corporate-level construct of reputation orientation, and its impact on functional-level decisions about marketing strategy. Reputation orientation is the concern that top management and employees share about their company's commitment to nurturing a positive corporate reputation among key stakeholders. A scale for reputation was conceptually defined and empirically tested (Churchill, 1979). It consists of three dimensions: consciously created corporate identity, internal identity dissemination, and external stakeholder impact. Reputation orientation was found to be a valid and reliable construct that was further tested within the framework of how marketing managers formulate, implement, and evaluate their strategic marketing decisions. This research also tested the impact of stakeholder-conscious marketing strategy on corporate reputation and marketing performance., The results from the empirical research indicate that organizations with a reputation orientation devise and select marketing strategies that focus on the needs and concerns of customers and other key stakeholders. Reputation orientation guides a stakeholder-conscious marketing strategy, such that marketing strategy decisions take into consideration both the impacts on corporate reputation and marketing performance without sacrificing either. The implications for marketing practice is that marketing managers can deliberately choose marketing strategies that build a strong corporate reputation by considering the concerns of customers and other key stakeholders at the earliest stages of marketing strategy formulation.
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Date Issued
2011
PURL
http://purl.flvc.org/FAU/3357426
Subject Headings
Communication in marketing, Communication in organizations, Corporate image, Management, Business communication, Corporate governance, Industrial management
Format
Document (PDF)