Corporate Identity and Corporate Brand Alignment: The Strategic Positioning of
British Airways in the 20th Century
John M. T. Balmer, Brunel University,
Helen Stuart, Australian Catholic University,
Stephen A. Greyser, Harvard University.
Abstract
In this paper we explain the utility of adopting an identity-based view of the corporation using the diagnostic tool of identity management outlined in this article, “The ACID Test”.
Using British Airways (BA) as an extensive case history we scrutinize and explicate how
BA’s senior executives intuitively adopted an identity-based perspective as part of the strategic management of the carrier. Our analysis is corroborated by insights from the former
CEO of British Airways, Lord Marshall, and also draws on our long-time association with his predecessor, Lord King. The overriding message from our work is that calibrating the multiple identities of the corporation is a critical dimension of strategic management.
Introduction
This article uses Balmer’s latest version of the ACID Test Framework which encompasses the added dimension of the covenanted identity. Previous articles on the framework include
Balmer and Gray (2003), Balmer and Greyser (2002) and Balmer (2002).
In our view there are six critical identity types that senior executives of modern corporations need to ensure are broadly calibrated with each other. Each is characterised by a distinct identity type, linked to a corporate-level concept that is of fundamental importance. Aligning the multiple identities of the corporation is a critical task. Where meaningful identity misalignments occur the result can be deleterious as shown in our case study of British
Airways (BA).
The acronym, the AC3ID Test (actual, communicated, conceived, covenanted, ideal and desired), describes the six identity types that need to be considered by management.