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When a company changes its mission or product line, it should coordinate a communications effort to assure investors, employees, customers, and analysts that its image reflects this new direction.

One has only to walk down the aisle of a local supermarket or industry tradeshow to understand how far today's market has evolved from a place in which companies offered one product and customers simply bought it. Transformed by free market competition, self‐service technology, mass communications, and globalization, the market now permits customers to fulfill their most individual need or passing whimsy.

This research introduces new conceptual and operational definitions of corporate identity. In addition, based on these definitions, introduces a model of corporate identity and how it works in the context of a firm’s mission, corporate image and reputation. This model helps further to explicate the concept of corporate identity as well as provide a plausible theoretical explanation for the way corporate identity works. In that way, this article provides evidence of the efficacy of corporate identity as a strategic management tool.

The principal purposes of this paper are to provide normative advice in terms of managing the British Monarchy as a Corporate Heritage Brand and to reveal the efficacy of examining a brand's history for corporate heritage brands generally.

Taking a case history approach, the paper examines critical events in the Crown's history. It is also informed by the diverse literatures on the British Monarchy and also marshals the identity literatures and the nascent literature relating to corporate brands. Six critical incidents that have shaped the monarchy over the last millennium provide the principal data source.

In scrutinising key events from the institution's historiography it was found that the management and maintenance of the Crown as a corporate brand entail concern with issues relating to: continuity (maintaining heritage and symbolism); visibility (having a meaningful and prominent public profile); strategy (anticipating and enacting change); sensitivity (rapid response to crises); respectability (retaining public favour); and empathy (acknowledging that brand ownership resides with the public). Taking an integrationist perspective, the efficacy of adopting a corporate marketing approach/philosophy is also highlighted.

A framework for managing Corporate Heritage is outlined and is called “Chronicling the Corporate Brand”. In addition to Bagehot's dictum that the British Monarch had a constitutional obligation to encourage, advise and warn the government of the day, the author concludes that the Sovereign has a critical societal role and must be dutiful, devoted and dedicated to Her (His) subjects.

This is one of the first papers to examine the British Monarchy through a corporate branding lens. It confirms that the Crown is analogous to a corporate brand and, therefore, ought to be managed as such.

Corporate marketing is a marketing and management paradigm which synthesises practical and theoretical insights from corporate image and reputation, corporate identity, corporate communications and corporate branding, among other corporate‐level constructs. The purpose of this paper is to explain the nature and relevance of corporate marketing and to detail the antecedents of the territory.

Via the adoption of a quadrivium; a traditional classical approach to the acquisition of knowledge, the paper shows how organisations can be faced by Apocalyptical scenarios through a failure to accord sufficient attention to one or more dimensions of the corporate marketing mix; explains why the emergence of corporate level constructs such as corporate image, identity, branding communications and reputation represents, both individually and collectively, the Advent of corporate marketing; details the various integrative initiatives in corporate design, corporate communications and identity studies which, together with the incremental augmentation of the marketing philosophy, find their natural dénouement in the Epiphany of corporate marketing; and describes the 6Cs of the corporate marketing mix and reflects on possible future directions in organisational marketing.

The paper reveals the efficacy of adopting an organisation‐wide corporate marketing philosophy to management decision makers and scholars.

Drawing on the marketing/management theory of identity alignment policy the paper accords attention to each dimension of the corporate marketing mix and ensures that they are in meaningful as well as in dynamic alignment.

The practical utility of corporate marketing is explicated by making reference to case vignettes, and various marketing and non‐marketing literatures.