, PLEASE USE THIS DOCUMENT AS A GUIDE ONLY
Introduction
Corporate identity and corporate strategy have become critical concerns for organisations operating
in increasingly competitive environments. The study by Leifsson (2012) warned that intensified
competition between universities could force some colleges to close down their business, particularly
those with lower student numbers, signalling that educational institutions must differentiate
themselves or risk extinction. This assignment examines how organisations of today build clear
corporate identities and manage them strategically, using the University of Cape Town as the
organisation of choice.
The assignment is structured into five activities. Activity One explains how organisations build
corporate identity and corporate identity management through the practical example of UCT.
Activity Two develops a new mission and vision statement for the UCT college campaign. Activity
Three examines whether corporate identity management serves in an organisation to get-up-and-go.
Activity Four outlines the key components of corporate strategy, highlighting its messiness and
wide-open boundaries. Activity Five defines corporate strategy according to the Burnie Group (2016)
and develops a corporate strategy for UCT, considering products and services, customers, markets,
pricing, and risk management.
Activity 1
1. A recently published study, has stated that the increased competition between Universities
can force some colleges to close down their business. This is mainly a problem for colleges with a
lower number of students, but the result is a clear indicator of how the fierce competition over
students in the future could force some educational institutions to shut down their business
(Leifsson, 2012). Explain how organisations of today need to build a clear corporate identity and
corporate identity management by using the organisation of your choice with practical examples.
The study by Leifsson (2012) highlights that increased competition between universities can force
some colleges to close down their business, particularly those with lower student numbers. This
observation underscores a critical reality for contemporary organisations: survival and sustainability
depend not merely on delivering quality services but on establishing a distinctive and well-managed
corporate identity. Organisations of today must therefore invest deliberately in building a clear
corporate identity and implementing systematic corporate identity management to differentiate
themselves, attract stakeholders, and secure long-term viability.
Understanding Corporate Identity and Its Components
Corporate identity refers to the presentation of an organisation that encompasses what makes it
unique, incorporating its communication, design, culture, behaviour, structure, industry identity, and
strategy (Balmer, 2001). It represents the organisation's personality and serves as a strategic resource
that can contribute to recognition and clarification of messages directed at internal and external
audiences (Van Riel and Balmer, 1997). Corporate identity is not simply about making organisations
look good; rather, it is fundamentally about distinguishing organisations from each other (Melewar
and Karaosmanoglu, 2006).
Introduction
Corporate identity and corporate strategy have become critical concerns for organisations operating
in increasingly competitive environments. The study by Leifsson (2012) warned that intensified
competition between universities could force some colleges to close down their business, particularly
those with lower student numbers, signalling that educational institutions must differentiate
themselves or risk extinction. This assignment examines how organisations of today build clear
corporate identities and manage them strategically, using the University of Cape Town as the
organisation of choice.
The assignment is structured into five activities. Activity One explains how organisations build
corporate identity and corporate identity management through the practical example of UCT.
Activity Two develops a new mission and vision statement for the UCT college campaign. Activity
Three examines whether corporate identity management serves in an organisation to get-up-and-go.
Activity Four outlines the key components of corporate strategy, highlighting its messiness and
wide-open boundaries. Activity Five defines corporate strategy according to the Burnie Group (2016)
and develops a corporate strategy for UCT, considering products and services, customers, markets,
pricing, and risk management.
Activity 1
1. A recently published study, has stated that the increased competition between Universities
can force some colleges to close down their business. This is mainly a problem for colleges with a
lower number of students, but the result is a clear indicator of how the fierce competition over
students in the future could force some educational institutions to shut down their business
(Leifsson, 2012). Explain how organisations of today need to build a clear corporate identity and
corporate identity management by using the organisation of your choice with practical examples.
The study by Leifsson (2012) highlights that increased competition between universities can force
some colleges to close down their business, particularly those with lower student numbers. This
observation underscores a critical reality for contemporary organisations: survival and sustainability
depend not merely on delivering quality services but on establishing a distinctive and well-managed
corporate identity. Organisations of today must therefore invest deliberately in building a clear
corporate identity and implementing systematic corporate identity management to differentiate
themselves, attract stakeholders, and secure long-term viability.
Understanding Corporate Identity and Its Components
Corporate identity refers to the presentation of an organisation that encompasses what makes it
unique, incorporating its communication, design, culture, behaviour, structure, industry identity, and
strategy (Balmer, 2001). It represents the organisation's personality and serves as a strategic resource
that can contribute to recognition and clarification of messages directed at internal and external
audiences (Van Riel and Balmer, 1997). Corporate identity is not simply about making organisations
look good; rather, it is fundamentally about distinguishing organisations from each other (Melewar
and Karaosmanoglu, 2006).
