毕业设计论文——VI设计

毕业设计论文——VI设计 毕业设计论文——VI设计 I 安徽建筑大学 设 计 毕 业 (论 文) 专 业 工业设计 班 级 09工设1班 学生姓名 XXXXX 学 号课 题 电动车改装 公司的VI设计 指导教师 2013年06月10日 摘 要 电动自行车行业始于中国，是国vis设计; 计算机辅助 III Abstract Electric bicycle industry began in China, is an emerging industry over the past decade, along with Jin Mo order to implement, as well as the electric car itself light green qualities, just ten years it developed into a huge industry. Electric car industry continued to develop, the user layer is also constantly changing, the people?s demand for electric cars not only satisfied with a means of transport. More and more people began to pursue personalized electric vehicles, electric vehicles into the electric car industry will become a subsidiary of the industry to flourish. Electric car conversion is also part of the brand in the domestic small workshops, and no modification is relatively well-known brands, as the leading brand in the domestic electric car, yadea the first to retrofit solutions for research investment is undoubtedly a breakthrough, and for the this brand VI design is also meaningful and challenging. Through this paper the electric vehicles into the brand?s market research analysis, design theory in modern VIS under the guidance proposed for electric vehicles into the construction of brand visual identity system overall idea, according to the new electric car conversion yadea the concept of brand recognition and understanding of digestion for visual image recognition designed to mark, the standard characters, standard color as the core design for the brand name, logo, store, etc., using CorelDRAW, 3DS MAX and other software to make real renderings, and make practical VIS manual. Also introduced the corresponding CorelDRAW and 3DS MAX software features and scope of use. Keywords: Computer-aided;VIS;Performance brands III 目录 摘 要 .................................................................................................................................................... ? ABSTRACT ...................................................................................................................................... ? 第一章 绪 论 ........................................................................................................................................ 3 1.1 国国VIS设计系统理论的形 成 .............................................................................................. 3 1.2 VIS系统与CIS系统 .............................................................................................................. 4 1.3 企业导入VIS系统的意义 ..................................................................................................... 5 1.4 综合评述 ................................................................................................................................... 5 第二章 视觉识别系统(VIS)相关概念及其相关解析 ............................................................... 6 2.1 视觉识别系统概念 ................................................................................................................... 6 2.2 视觉识别系统的CIS概 念........................................................................................................................... 8 2.3.2 企业CIS系统的MI、BI和VI三者之间的关 系 ...................................................................................... 9 第三章 企业视觉识别系统建设的必要 性 ...................................................................................... 10 3.1 企业发展的战略选择 ............................................................................................................. 10 3.1.1 企业品牌的特性 ............................................................................................................ 10 3.1.2 提高企业竞争力 ............................................................................................................ 10 3.2 优化业务流程的现实要 求 .....................................................................................................11 3.2.1 企业外部环境变化要求企业进行流程优化 .................................................................11 3.2.2 企业内部运行要求企业进行流程优化 ........................................................................ 12 1 3.2.3 工程用扫描仪外观设计方案三 ...................................................................................... 12 3.3 企业文化建设需要企业视觉识别系统的支持 .................................................................... 12 3.3.1 企业视觉识别系统具有文化的导向性和辐射性 ........................................................ 12 3.3.2 视觉识别能加速文化的渗透 ........................................................................................ 13 第四章 电动车改装品牌名称及LOGO设 计 ................................................................................ 14 4.1 电动车改装品牌命名原则分析 ............................................................................................ 14 4.2 电动车改装品牌命名 ............................................................................................................ 14 4.2.1 品牌命名? .................................................................................................................... 14 4.2.2 品牌命名? .................................................................................................................... 14 4.2.3 品牌命名? .................................................................................................................... 14 4.3 电动车改装品牌LOGO设计 ............................................................................................... 14 4.3.1 改装品牌logo设计? ................................................................................................... 14 4.3.2 改装品牌logo设计? ................................................................................................... 14 4.3.3 改装品牌logo设计? ................................................................................................... 15 4.3.4 改装品牌logo设计? ................................................................................................... 15 4.3.5 改装品牌logo设计? ................................................................................................... 15 4.3.6 改装品牌logo设计? ................................................................................................... 15 4.3.7 改装品牌logo设计? ................................................................................................... 15 4.4 电动车改装品牌LOGO制作 ............................................................................................... 16 4.4.1 CorelDRAW介绍 .......................................................................................................... 16 第五章 电动车改装公司的视觉传达 标准 excel标准偏差excel标准偏差函数exl标准差函数国标检验抽样标准表免费下载红头文件格式标准下载 设 计 ............................................................................ 18 5.1 品牌标准色 ........................................................................................................................... 18 5.2 品牌标准字 ........................................................................................................................... 18 5.3 工作证设计 ........................................................................................................................... 19 5.4 纸袋设计 ............................................................................................................................... 19 5.5 光盘盘面设计........................................................................................................................ 20 5.6 文化衫设计 ........................................................................................................................... 20 5.7 展示展厅设计........................................................................................................................ 21 5.7.1 展厅设计方案? ............................................................................................................ 21 5.7.2 展厅设计方案? ............................................................................................................. 21 第六章 VIS手册设计及制 作 ......................................................................................................... 23 6.1 封面....................................................................................................................................... 23 6.2 引导页A ............................................................................................................................... 23 6.3 LOGO ................................................................................................................................... 24 6.4 立体 LOGO ............................................................................................................................... 24 6.5 标准色 ................................................................................................................................... 25 6.6 图示....................................................................................................................................... 25 6.7 标准字 ................................................................................................................................... 26 6.8 引导页B ............................................................................................................................... 26 6.9 纸袋....................................................................................................................................... 27 6.10 信封 ...................................................................................................................................... 27 6.11 工作牌 .................................................................................................................................. 28 6.12 光盘 ...................................................................................................................................... 28 6.13 男式工作服 .......................................................................................................................... 29 6.14 女式工作服 .......................................................................................................................... 29 6.15 文化衫 .................................................................................................................................. 30 6.16 展厅平面图 .......................................................................................................................... 30 6.17 展厅效果图 .......................................................................................................................... 31 6.28 封底 ...................................................................................................................................... 31 第七章 结论 .................................................................................................................................... 32 致谢 .................................................................................................................................................... 33 参考文 献 ............................................................................................................................................ 34 附 录 .................................................................................................................................................... 35 2 附录 3 第一章 绪论 1.1 国VIS系统理论的形成 二次世界大战后，世界经济开始复苏。由于营运范围日益拓展，企业经营开始迈向多元化、国际化的大市场，企业形象问题受到欧美先进企业的重视。因此，从50年代开始，欧美一些大型企业纷纷导入统一企业形象经营战略。但是，直到60年代中期，对于这种崭新的战略在名称上、概念上都还没有形成共识，有的把它称为产业规划(Industrial Desin)，有的把它叫作企业设计(Corporate Desin)，或者把它叫做企业形貌(Corporate Look)，特殊规划(Specific Desin)，设计政策(Desin Policy)等。到后来才有了统一的名称:Corporate Identity，即CI。 这说明CIS最初的表征就是:设计与展示一整套区别于其它企业，体现企业自身个性特征的标识系统，以突出企业形象，并以此达到在市场竞争中获胜的经营战略。 日本在引进欧美的CI时，并没有完全照搬，而是将民族理念与民族文化融入 4 其中，对CI进行了结构上的革命与完善。日本CI专家山田理英指出，美国的CI定义与日本CI的定义是大相径庭的。前者认为:CI是以标准字体和商标作为沟通企业理念与企业文化的工具。后者则认为:CI是一种明确地认知企业理念与企业文化的活动。对CI概念不同的理解，必将产生不同的结果，这就是日本CI发展的根本原因。 综上所述，CI的VIS系统与CIS系统 微观层面的VIS(Micro,VIS)，是指从一个角度或一个方面乃至更小的环节对VIS进行解释。如从文化战略的角度解释VIS:VIS是企业文化的外在表现。 中观层面的VIS(Middle,VIS)是指从准确的角度来把握VIS，既不从某个角度、某个方面对VIS进行解释，也不扩大VIS的基本功效。准确地把握VIS，应联系CIS的三个方面来认同VIS的基本 反馈与调整 图1 宏观VIS基本内容及相互关系 5 1.3 企业导入VIS系统的意义 VIS系统建设的意义何在,相关研究也一直在进行。研究表明，企业通过VI设计实现以下两大方面的目的: ? 综合评述 对于国内外学者的研究，我们可以发现，上述各流派都从不同角度研究了动态环境下企业视觉识别系统建设的问题。但由于形象建设的研究实际性非常强，作为研究对象的企业所处行业不同，具体情况千差万别，迄今为止还很难提出通用的有关视觉识别系统建设对企业发展影响力的模型。尤其是对企业业营业环境重新设计对品牌影响的专项研究，目前尚没有学 术专著、论文等发表，有少数文字也只是个人的点评性文章。 同时，也缺乏对某一具体行业的具体分析，因而让一些企业在实际操作中缺乏相关指导，发展中难免困难重重。尤其是对于我国企业业的发展，就目前为止，还没有完善的理论和实践体系，其发展中面临的众多困难也不得到有效解决。 6 第二章 视觉识别系统(VIS)相关概念及其功能解析 2.1 视觉识别系统概念 视觉识别系统(Visual Identity System，VIS)是企业CIS形象设计的重要组成部分，它是指以标志、标准字、标准色为核心展开的完整的、系统的视觉表达体系，它将企业理念、企业文化、服务VIS设计VIS设计原则 VI的设计不是机械的符号操作，而是MI为内涵的生动表述。所以，VI设计应多角度、全方位地反映企业的经营理念。具体来说，VI设计应遵循以下4个基本原则。 1余伟萍.品牌管理[M].北京:清华大学出版社，北京交通大学出版社，2007 7 图2-1 VI设计的特征 (1)传达MI VIS中标志设计要素与一般商标最重要的区别在于，VI中设计要素是借以传达企业理念、企业精神的重要载体，脱离了企业理念、企业精神的符号，只能称作商标。因此在VI设计中，虽不能对MI进行逐字逐句的说明，但一种图案、字体和色彩等组合都应多层次、多方位地传达MI的实质。 (2)统一性 统一性是VI设计中的一项重要原则，也是VI设计中必须遵循的原则。VI基本元素和应用元素在设计元素和设计风格上都必须保持高度一致，只有视觉识别的一致，才可加强传达信息的频率与强度，产生倍增的扩散效果，才不会使员工及消费者产生混淆，削弱传递效果。 (3)个性化 在这个信息爆炸的时代，每日数以亿记的企业广告宣传费用，转化为各种各样的广告，充斥着人们的视听空间。一种具有张力与穿透力的信息，能够从众多的信息大潮中脱颖而出，为人们所瞩目、注意与记忆，具有与众不同的个性品质。作为现代企业对内、对外进行宣传、树立形象、促进销售的重要手段——VI设计而言，个性是它的生命。 (4)执行性 VI设计不但是设计艺术的一种表现形式，同时也是企业发展的一种重要手段。在设计VI的过程中，不但要考虑到设计的艺术性，也要考虑企业的实际情况和其实际使用中的可能性与可行性，包括制作成本、时间、媒体、印刷、权限大小、材质等，企业更应当顾及企业本身的规模和经济实力，以及所处的物质和文化环境，有选择地制定VI设计规划。2 2余伟萍.品牌管理[M].北京:清华大学出版社，北京交通大学出版社，2007 8 2.3 视觉识别系统与CIS战略的有机统一 2.3.1 CIS概念 CIS是企业识别系统(Corporate Identity System)的字母缩略词。其基本含义是:将企业经营观念和企业文化，运用整体传播系统，传达给企业周围的关系者或团体(包括企业企业CIS系统的CIS系统 (1)MI——理念识别(Mind Identity) 企业的理念识别包括经营理念、经营战略、企业文化等，这是企业CIS的核心。不同的企业有不同的经营理念，这种差别源自于企业经营侧重点的不同，有的侧重于价值，有的侧重于风险，有的侧重于服务。但是理念支配人的行为，不同的经营理念对企业的发展都具有导向作用。 创建好的经营理念中最重要的就是创建一个好的企业文化。企业文化是CIS战略的载体，是经营理念得以顺利实现的基础。没有一个好的企业文化，CIS战略不过是纸上谈兵。 (2)BI——行为识别(Behavior Identity) 企业作为实施CI战略的企业，其行为识别是指企业的行为 规范 编程规范下载gsp规范下载钢格栅规范下载警徽规范下载建设厅规范下载 和活动准则，是企业经营和管理的动态表象。它包括两个方面的内涵，一个是内部的，是企业各类规章 制度 关于办公室下班关闭电源制度矿山事故隐患举报和奖励制度制度下载人事管理制度doc盘点制度下载 、行为规范、服务态度、精神状态、教育和培训等。一个是外部的，是企业进行市场调查、市场定位、公关、促销等一系列的活动。 9 企业行为识别的MI、BI和VI三者之间的关系 CIS 是一项系统工程。它由理念识(MI)、行为识别(BI)、视觉识别(VI)三个子系统构成不可分割的完整系统。有人把它比喻成企业形象的“心”、“手”和“脸”，是颇有见地的。 理念识别(MI)是CIS的灵魂，它直接影响企业的经营方针、 管理制度 档案管理制度下载食品安全管理制度下载三类维修管理制度下载财务管理制度免费下载安全设施管理制度下载 、精神面貌、发展方向，是企业内涵的集中表现，它的存在方式和要求制约了BI和VI的最终形成。所以MI是最高层次的。行为识别(BI)是CIS的躯干，它也是一种动态的识别形式，行为识别是信息传递的渠道之一，也就是全体员工用自己的行为树立良好的企业形象，它作为企业一切行为准则，制约着企业有形整体活动的方方面面。视觉识别(VI)是CIS的脸，它是CIS系统中最直观、最外在的部分，也是企业建立CIS 的中心环节和重点，视觉识别系统能及时地、鲜明的向社会传达企业经营的信息，最终达到树立良好的企业形象的目的。 10 第三章 企业视觉识别系统建设的必要性 据美国权威调查机构统计表明:对企业而言，68.4%的人认为，对一家企业越熟悉，就越有好感;89.5%的人认为，在其他因素差不多的情况下，企业形象的好坏是客户做出选择的关键因素。由此看来，商业企业在加强价格竞争、服务竞争的同时，更应该强调企业形象战略的竞争。因此，通过网点的转型，塑造良好的视觉识别系统，成为企业发展的必然选择。 3.1 企业发展的战略选择 3.1.1 企业品牌的特性 (1)自然属性和社会文化属性。企业品牌的自然属性是指该品牌所代表的企业产品与服务显著区别于其他产品的特性,企业客户对此有物质体验并极为忠诚;企业品牌的社会文化属性是指企业品牌代表的文化提高企业竞争力 CIS战略能通过周密、严谨、有序的系统工程，对企业经营状态进行全面彻底的检讨，并根据发现的问题，设计出解决问题的程序、模式、标准及方向，帮助企业转变机制、更新观念、规范行为和重塑形象，提高竞争能力从而推进企业不 11 断成长和进步。但是企业业往往容易陷入几个误区: (1)缺失品牌战略规划 目前，我国企业业普遍缺少系统性可操作的品牌战略规划，无法全面、系统地描述出企业发展的愿景，给人一种空洞感，缺少一种激动人心的感召力和清晰的品牌原动力。比如中国建设银行的品牌诉求“建设现代生活”，这种空洞化口号，在中国银行业十分普遍，无法明确彰显建设银行的品牌核心。在建设银行的产品品牌中，都没有“建设现代生活”的体现，很明显没有整体的品牌战略规划，更谈不上系统性了。 (2)品牌传播手段单一 目前中国企业业打造品牌的宣传传播手段比较单一，主要利用电视广告、路牌、店面、互联网等途径，在品牌广度上进行传播，而在公益活动、事件营销等品牌深度方面很难见到踪影，并且许多广告诉求大而全，空洞无物，很难深入人心。好的广告是建立在洞察消费者优化业务流程的现实要求 企业外部环境日新月异的变化和企业外部环境变化要求企业进行流程优化 现在已由工业社会转向信息社会，企业的经营环境发生了巨大变化，在全球 12 化市场中，有三种因素，即“顾客”和“竞争”使企业面临严峻挑战。 顾客因素。由于卖方市场已经向买方市场转变，顾客在供求关系中占了主导地位，顾客选择商品的余地大为扩展。顾客需求多样化、个性化，变化频率加快，使企业由过去的少品种、大批量生产转化为多品种、小批量生产、个性化定制等。 竞争因素。由于企业经营环境的不断变化要求企业不仅要注重产品的成本和产量，还要注重产品的质量、上市速度、更新周期和客户服务。而流程是企业的生命线，它决定着企业的运行效率，这就迫使企业必须对旧的业务流程体系进行不断优化，建立能够面向市场的、以顾客为中心的、快速响应的流程体系及其运作机制，以提高企业对市场信息和顾客需求的响应速度。 3.2.2 企业企业文化建设需要企业视觉识别系统的支持 企业文化作为一种意识形态，一方面通过产品质量、管理模式、规章制度等向物质形态转 化;另一方面通过企业识别系统反复灌输、广泛宣传。企业视觉识别系统的导入不但使企业文化传播具有鲜明的时代特色，还能不断提升和强化企业综合实力，是企业文化建设的重要途径和企业文化传播及扩散的有效手段。因此，将企业的精神、思想等文化特质形成一个统一概念，以视觉形式加以外化，准确地传达给大众，使社会公众快速掌握企业的信息，产生认同感，达到识别的目的。 13 3.3.1 企业视觉识别系统具有文化的导向性和辐射性 企业视觉识别系统作为一种文化传播的手段，具有文化的导向性和辐射性。视觉心理学家指出90,以上的信息接收来源于视觉和听觉。因此，虽然有品牌的产品功能未必就好，但视觉识别毫无疑问可以在消费者心目中增加产品的价值。这就是视觉识别在潜移默化中使参与者接受共有的价值观，引导价值取向和行为取向的作用。 3.3.2 视觉识别能加速文化的渗透 视觉识别能加速文化的渗透，提高企业凝聚力和感召力。就像炎黄子孙无论在何时何地看到五星红旗，都会想到自己的祖国，都会有一种自豪感和归属感一样。因为五星红旗所传达的是中国传统文化，传达的是祖国对人民的招唤。同样，优秀的企业视觉识别系统能够形成特定的文化圈，使圈内外围绕中心共识形成一种凝聚力和感召力。 14 第四章 电动车改装品牌名称及logo设计 4.1 电动车改装品牌命名原则分析 根据汽车、摩托车领域的改装品牌名称的分析得出，改装品牌相对小众，品牌名个性化比较强烈，比较注重logo形象。 在前期调查中发现现如今会对电动车进行一些改装的主要是青少年,所以改装品牌主要给人的印象应该是炫酷,符合当代青少年审美,能让电动车用户中的年轻人看到本品牌的商品后有一种强烈的想进行对自己的电动车改装的冲动。 4.2 电动车改装品牌命名 4.2.1 品牌命名1 “炫驰” 考虑到电动车的改装主要是一大部分青少年,所以刚开始想到了这个名字，但后期发现这个名字有点小气，适合坐一辆车的名字，而不适合做一个品牌的名字，而且每个时代对于炫酷的理解都是会有变化的，“炫”这个词本身或许到了下时代就成了土的代名词，顾不予采用。 4.2.2 品牌命名2 “劲炫” 作为品牌名和弃用的原因基本如上面的“炫驰”，款且这个名字与三菱汽车的某款车同名，故不予采用。 4.2.3 品牌命名3 “ADQA[‘edk??]” 名字取自yadea的后四位adea，意为源于雅迪集团。因为本公司主要从事车辆改装行业， 公司的理念与宗旨是以质量为先，设计为本，所谓将“e”替换为“q”，同时因为本公司是独立 子公司也能与母公司很好的区别开。 15 4.3 电动车改装品牌LOGO设计 4.3.1 改装品牌logo设计 1 图4-1 4.3.2 改装品牌logo设计 2 图4-2 4.3.3 改装品牌logo设计 3 图4-3 4.3.4 改装品牌logo设计 4 图 4-4 16 4.3.5 改装品牌logo设计 5 图 4-5 4.3.6 改装品牌logo设计 6 图 4-6 4.3.7 改装品牌logo设计 7 图 4-7 4.4 电动车改装品牌LOGO制作 4.4.1 CorelDRAW介绍 CorelDRAWGraphicsSuite是加拿大Corel公司的平面设计软件;该软件是Corel公司出品的矢量图形制作工具软件，这个图形工具给设计师提供了矢量动画、页面设计、网站制作、位图编辑和网页动画等多种功能。 该软件图像软件是一套屡获殊荣的图形、图像编辑软件,它包含两个绘图应用程序:一个用于矢量图及页面设计，一个用于图像编辑。这套绘图软件组合带给用户强大的交互式工具， 使用户可创作出多种富于动感的特殊效果及点阵图像即时效果在简单的操作中就CorelDRAW可得到实现——而不会丢失当前的工作。通 17 过Coreldraw的全方位的设计及网页功能可以融合到用户现有的设计方案中，灵活性十足。 该软件套装更为专业设计师及绘图爱好者提供简报、彩页、手册、产品包装、标识、网页及其它;该软件提供的智慧型绘图工具以及新的动态向导可以充分降低用户的操控难度，允许用户更加容易精确地创建物体的尺寸和位置，减少点击步骤，节省设计时间。 CorelDRAW界面 双面打印精灵:这个精灵有助将打印双面文件的作业最佳化。CorelDraw是基于矢量图的软件色。它的功能可大致分为两大类:绘图与排版。 该软件界面设计友好，操作精微细致;它提供了设计者一整套的绘图工具包括圆形、矩形、多边形、方格、螺旋线，并配合塑形工具，对各种基本以作出更多的变化，如圆角矩形，弧、扇形、星形等。同时也提供了特殊笔刷如压力笔、书写笔、喷洒器等，以便充分地利用电脑处理信息量大，随机控制能力高的特点。 为便于设计需要，该软件提供了一整套的图形精确定位和变形控制方案。这给商标、标志等需要准确尺寸的设计带来极大的便利。 颜色是美术设计的视觉传达重点;该软件的实色填充提供了各种模式的调色方案以及专色的应用、渐变、位图、底纹填充，颜色变化与操作方式更是别的软件都不能及的;而该软件的颜色匹管理方案让显示、打印和印刷达到颜色的一致。 该软件的文字处理与图象的输出输入构成了排版功能;文字处理是迄今所有软件最为优秀的;其支持了大部分图象格式的输入与输出;几乎与其他软件可畅行无阻地交换共享文件。所以大部分与用PC机作美术设计的都直接在CorelDraw中排版，然后分色输出。 该软件让使用者轻松应对创意图形设计项目;市场领先的文件兼容性以及高质量的内容可帮助使用者将创意变为专业作品:从与众不同的徽标和标志到引人注目的营销材料以及令人赏心悦目的Web图形，应有尽有。 18 第五章 电动车改装公司的视觉传达标准设计 5.1 品牌标准色 图 5-1 在logo，官方宣传图纸上用的标准色彩。 5.2 品牌标准字 图 5-2 公司的标准字运用，在官方网页，文书中必须使用规定的字体。 19 5.3 工作牌设计 图 5-3 工作证不宜太过复杂，但又不能过于简单，通过几个简单的线条加上logo设计出一个简单又具有美感的工作证，让员工乐于佩戴。 5.4 纸袋设计 图 5-4 纸袋是公司的重要宣传手段之一，根据公司的宗旨和理念设计出令人喜爱过目不忘的纸袋。 20 5.5 光盘盘面设计 图 5-5 鉴于公司的性质，常常有视频宣传的需要，故同样设计一个光盘的盘面，运用和logo相同的设计元素，令人印象深刻。 5.6 文化衫设计 图 5-6 文化衫主要用于员工参加集体活动时穿，整齐，简单而又具有美感的文化衫传出去能令人 对公司印象更好。 文化衫的设计同样和logo的设计元素相同。 21 5.7 展厅设计 5.7.1 展厅设计方案? 图 5-7 展厅设计方案? 局部手绘，因为设计阶段构思不成熟，最终弃用。 5.7.2 展厅设计方案? 图 5-8 展厅设计方案?平面结构布局设计草图 展厅外形使用了公司logo首字母的外形元素，厅内设前台、主展示区、副展示区、企业 行业背景等相关资料介绍区，零部件展示区和中心展示区。 22 图 5-9 展厅设计方案?效果图? 图 5-10 展厅设计方案?效果图? 23 第六章 VIS手册设计制作 6.1 封面 图 6-1 VI手册封面,因为该品牌是做改装的,所以运用了大量的线条来营造设计感 而蓝色的主色调也是为了突出科技感。中间的图案是logo的组合体运用滤镜做出了这种效果，下面一条光带意味着本公司未来蓬勃的发展前景。 6.2 引导页 A 图 6-2基础视觉插页。 24 6.3 LOGO 图 6-3 Logo本身大胆运用圆形与曲线，配合小量直线，营造出强烈的设计感，令人过目不忘。 “Idea for life”的下标意指公司的宗旨就是通过本公司设计的改装解决方案为顾客的生活带去更多美好。 6.4 立体 LOGO 图 6-4 立体logo采用有色拉丝金属，logo厚度不宜太厚。 25 6.5 标准色 图 6-5 6.6 图示 图 6-6 在不同环境下logo的使用图示，并不局限于这几类色彩运用。 26 6.7 标准字 图 6-7 6.1.8 引导页 B 图 6-8 视觉应用插页B。 27 6.9 纸袋 图 6-9 6.10 信封 图 6-10 信封的视觉应用，信封的视觉应用应越简单越好，所以简单运用了一个logo，并与主色搭 配。 28 6.11 工作牌 图 6-11 6.12 光盘 图6-12 29 6.13 男式工作服 图 6-13 6.14 女式工作服 图 6-14 30 6.15 文化衫 图 6-15 6.16 展厅平面图 图 6-16 31 6.17 展厅效果图 图 6-17 6.18 封底 图 6-18 VI手册封底，以上就是VI手册的全部内容。 32 第七章 结论 现代工业产品越来越要求造型设计要有自己鲜明的特性，因此工业设计师须掌握现代工业产品设计的基本特点，在设计中灵活应用，充分了解其技术的发展趋势，才能对工业产品进行的现代工业设计达到或者赶超国际水平，我们的工业产品在国内与国际市场中才可以占有一席之地。.对工业产品进行现代工业计势在必行，利用计算机等先进手段进行现代工业设计同样势在必行。 在电动车领域，虽然电动车的受众基本都是工薪族，且定位较低，但不可否认的一个事实就是，现在绝大部分电动车的用户是青少年——一群极其注重个性、外观因素的人群，因此， 电动车改装品牌是值得投资并投身之重的。 在论文撰写过程中，本人认真进行调研，了解VIS设计所需要的知识，VIS中所包括的一切，通过对不同方案的认真贯彻的分析研究，最终确定方案并运用 coreldraw，3Dmax等工具完成了vis中logo、工作证、展厅、手册等等的设计。 33 致谢 四年的工业设计学习即将结束。回顾四年来的校园生活，既充实、紧张，又充满了挑战与乐趣。通过四年的学习，掌握了大量工业设计理论知识，提高了自己认识问题、分析问题、解决问题的能力。在面对自己的工作时，也更加的从容和自信。 本论文是在刘牛老师的悉心指导下完成的，刘老师在繁忙的教学工作中对本论文框架、内容提供了诸多的指导和极大的帮助，特别是她那严谨的治学态度、实事求是的治学作风、呕心沥血的治学精神、以身作则的师者风范，令人钦佩、折服。在校四年来，我得到了各位任课老师的指导和辛勤培育，他们的严格要求和谆谆教导使我受益终身，并且我要对本人提供大力支持的同学和朋友，表示感谢。 此外，我也要感谢一直鼓励和支持我的家人，他们的关爱使我克服了许多困难直至完成学业。 最后，我还要衷心感谢所有参与论文评审答辩的各位老师，祝你们工作顺利， 生活愉快 ! XXX 2013年6月 34 参考文献 《Global corporate visual identity systems: Standardization, control and benefits》 ——T.C. Melewar, John Saunders. International Marketing Review, Vol. 15 Iss: 4, pp.291 - 308——1998 《商标形象的视觉设计[M]》 ——李道国。东南大学出版社. ——2006.4. 《VI品牌形象设计[M]》 ——李鹏程。人民美术出版社.——2010.8. 《品牌与VI设计[M]》——徐洋。上海人民美术出版社.——2006.12.7 35 附录 36 文献节选翻译 全球企业视觉识别系统:标准化、管控和效益 T.C.melewar john saunders 引 一家跨国企业的形象个性和特性将会成为消费者们在产品选择中最大的诱导因素(Eales,1990)。在自由竞争压力与技术高速发展的市场下，形成了这么一种现象，消费者们在挑选企业的产品时不单单注重实用这一点，开始在意其品质、其尺寸、其个性以及其传达出的自信。而企业在行业中的投影图中心则是该企业的企业视觉识别系统(CVIS),包括五个要素:名字、标识、标准字、标准色、口号(Dowling,1994;Olins,1986)。 现如今CVIS已经被提升到企业推销自己给消费者及其他利益相关者的重要援助条件的地位。然而，尽管有众多设计师倡导并且也有很多领先企业采用了CVIS，但是仍然少有证据能证明CVIS全球化及执行要求的效益性，全球化是企业形象识别方案的关键催化剂之一(ind,1992)。改变业务、地域重心以及市场都将成为企业改变他们识别形象的诱因。一旦企业开始在国际上运作，他们作为国内生产者的形象被收购时往往较为不妥(mills,1988)。 尽管政府和消费者有些负面反应，有些公司仍然选择统一的全球品牌。对于东道国文化身份的适应程度取决于该文化的实力以及其竞争优势是否来自合作统筹或是否下放到活动运营市场。但是，无论企业在世界上哪个地方参与市场竞争，如果它真的有一个全球定位的话，那一般会需要传达一致的价值观。因此，企业的全球形象更应该展现出一种显著的统一性而不是相反。当跨国公司之间需要以可见的形式紧密合作的时候，他们需要涉及市场和产品范围的相关考虑 (pilditch,1970)。国际组织面临局部区域与国际总部之间不断加深的冲突时倾向于试图使两者的形象达成一致。 企业身份的一个关键成分是企业结构 (chajet,1989;olins,1986;strong,1990)。事实上，有两种结构(Ind,1992)。一 37 个是组织结构，其职责在于交流、 报告 软件系统测试报告下载sgs报告如何下载关于路面塌陷情况报告535n,sgs报告怎么下载竣工报告下载 ;另一个是可视化结构，包括自身的产品品牌、业务单位、企业保护伞以及如何表现出一种有组织的群体(gray and smeltzer,1985)。组织结构的基本在于集权与分权的程度。一个分散式的结构创建出的公司在每个国家都有其鲜明且不同的身份，其中心推向力主要来自财务问责，举个简单示范，即在任何市场中对符号标志的运用并不受中央控制。与此高度分散的结构相反，有些公司以高度集权的结构运营，剥夺地方自主权以及中央控制一切关键功能，在这种身份情况下母公司和其附属公司将是强烈的类似。 本论文将对全球CVIS的实行和控制进行探讨和实证。尤其是，我们对全球CVIS标准、高级管理人员参与、总部对CVIS的控制程度以及总部和附属公司间CVIS的差异进行了效益评估。 CVIS 标准化 更广泛的全球化文学对于CIVS标准化的理论缺失有部分补充。经过对企业战略、跨国企业的战略规划以及国际市场营销之间组合元素的审查，我们发现了一些准则，虽然这些准则大部分在当地比起实证更像一种传闻。 CVIS标准化的益处 Buzzell(1968)、Hovell和Walters(1972)认为，国际市场营销标准化能帮助企业获得一致的形象，这是销售增长的一种有力手段。也有些人持较保守的意见。广告界的peebles、etal(1977)和市场营销界的sorenson、wiechmann(1975)总结认为，标准化能帮助消费者更熟悉企业及其产品服务，并帮助企业建立一个统一的企业形象。通过以CVIS为核心要素的企业身份，消费者和潜在客户能识别企业，并认识到其组织业务能力、管理力度、产品服务多样性与竞争力的区别。 这种适度期望接近于大多数营销人员对更广泛的营销活动中企业形象的要 求。TRW的全球企业形象方案使其在目标受众中对TRW的认知翻了一番，对TRW的认知包括:高品质制造商、优秀的投资商、良好企业公民、可靠的供应商、增加当地居民对企业设备的接受能力。然而,TRW并未预料到他们的全球企业形象方案会对销售有直接影响。 Lippincott和Margulies(1988)的调查表明，有些管理人员的确对企业形 38 象工程抱有很高的期望，就50%的答卷者表示，他们认为想要取得预期的销售量取决于商家的广告意识，消费市场的信誉和对市场份额的回报，一些经理人甚至期望公司形象能渗透并影响到投资评估和公司股票领域。Olins(1990)认为企业形象工程能帮助公司招募到高素质人才并普遍提高员工工作士气，这一观点被Belt和Paolillo通过实证支持。Gray和Smeltzer结合人才和市场效益或公司的财务绩效后发现，公司形象工程能使招募更容易、提高员工士气并降低劳动力成本，而这些就能加强销售并有助于实现高利润。 衡量沟通效率是在管理过程中最难处理的问题之一，广告很少会有预测市场份额效益或改善财务表现的宣传。然而，在以CVIS为组成部分的更为分散的公司形象领域中，声称效益远远超出直接认知的预测，是否这些经理人过分夸大了呢, CVIS标准化与集权化 无论他们夸大与否，全球标准化和企业形象的声称效益是基于对消费者、员工和货币市场的有利影响。然而，很多文献中对CVIS定义为全球标准化和其他因素的传播组合，并没有其他外部因素。那么，是否CVIS标准化和集权化在齐头并进呢, Wiechmann对于跨国营销活动的整合研究发现，在20个采样公司中对于其中17个来讲标准化即意味着集权化。这些公司把全球标准化下的国际品牌看做竞争力的重要来源之一，并试图整合全球范围内的市场营销来创建一个统一的企业和产品形象....... 39 global corporate visual identity systems:standardization,control and benefits T.C.melewar john saunders Introduction a multinational company?s personality and identity will become the biggest factor in consumer choice between its products and those of another(Eales,1990).the pressure of a free,competitive marketplace coupled with extremely rapid technological development,have generated a situation where customers "buy"the company that makes the product:its character,its size,its identity and the confidence it inspires.at the centre of a business?s projected image is its corporate visual identity system(CVIS) with its five elements:name,symbol and/or logotype,typography,colour and slogan(Dowling,1994;Olins,1986). CVISs are promoted as an aid to selling companies to their customers and other stakeholders globally.despite being championed by designers and adopted by many leading businesses,there is little evidence to back the proposed benefits of CVIS globalization and its implementation requirements.globalization is one of the key catalysts of corporate identity programmes(ind,1992).changing businesses,geographical emphasis and marketplace all have become incentive for companies to change their corporate identities.as companies begin to operate on an international basis,the image that they acquired as national producers often becomes inappropriate(mills,1988). some companies opt for a unified global brand in spite of the negative reactions of governments or consumers.the degree of adaptation of the identity to the host country?s culture depends upon the strength of that culture and whether competitive advantage is derived primarily from co ordinating 40 activities centrally or by devolving activities to operational markets.however,if the company has a ture global orientation it will generally need to convey consistent values wherever it competes.thus,the worldwide image that emerges is more likely to be notable for its homogeneity than not.while there are reasons for closer integration of the visible manifestations of a multinational,they need relating to the market and product range(pilditch,1970).international organizations face the incessant conflict between the local area and the international headquarters in attempting to arrive at a consistent impression. A key comonent of a corporate identity is the corporate structure(chajet,1989;olins,1986;strong,1990).in reality there are two structure(ind,1992).there is the organizational structure with its lines of communication and reporting responsibilities.then there is the visual structure,which concerns itself with the branding of the products,business units and the corporate umbrella and how they appear to an organization?s audience(gray and smeltzer,1985).the fundamental concern with the organizational structure is the degree of centralization and decentralization.a decentralized structure creates companies in each country with their own distinctive identities.the pull towards the centre comes primarily from financial accountability.as a demonstration of this there is no central control over the use of logos in any markets.in direct contrast to this type of highly decentralized structure,there are companies who operate highly centralized structures which deny local autonomy and control all key functions at the centre .the identity in this instance will be strongly similar in both the parent and the subsidiary. the paper empirically examines the implementation and control of global CVIS.in particular,we investigate the benefits sought from global CVIS standardization,senior management involvement,the degree of headquarters? control of CVIS,and how headquarters? and subsidiaries? views of CVIS standardization differ. CVIS standardization The wider literature on globalization partly compensates for the lack of theoretical work on CVIS standardization. Literature on corporate strategy,multinational strategic planning and the 41 international marketing mix element was reviewed. These sources provided some important guidelines, although the majority the work in the area is anecdotal rather than empirical. Benefits of CVIS standardization Buzzell (1968) and Hovell and Walters (1972) argue that standardization of international marketing helps companies achieve a consistent image that is a powerful means of increasing sales. Others take a less ambitious view. Peebles etal.(1977). on advertising, and Sorenson and Wiechmann (1975), on marketing practices. concluded that standardization makes consumers familiar with the company and its products and services, and helps establish a uniform corporate image. Through its corporate identity, of which CVIS is a core component,customers and prospects recognise the company (Smith. 1990) and become aware of the organization?s business capabilities. management strengths.product and service diversity and competitive distinction (Downey. 1986). This moderate expectation is close to what most marketers would claim for a corporate image in isolation of broader marketing activities. The global corporate identity programme of TRW doubled the awareness and recognition of TRW among the target audience (Hartig an. 1987). With this recognition came the customer?s perception of TRW as a high quality manufacturer, a good investment, a good corporate citizen, a reliable supplier and increased receptivity of the local inhabitants toward the company?s facilities. However,TRW did not anticipate their global corporate identity programme having a direct influence on sales. In contrast,Lippincott and Margulies? (1988) survey suggests that some managers do have high expectations of corporate identity programmes. They found that a favourable effect on familiarity was most expected - by 50 percent of their respondents - though nearly as many expected sales. advertising awareness, general consumer goodwill and market share returns. A few managers even expected the impact of corporate image filtering through to investment ratings and the value of the company stock. Olins (1990) suggests that corporate identity programmes help the recruitment of high calibre staff and raises morale generally; a view supported empirically by Belt and Paolillo (1982). Gray and Smeltzer (1987) link both the personnel and marketing benefits or corporate image 42 of financial performance.They argue that corporate identity programmes make recruiting easier, enhancing morale and lower labour turnover,correlates with strong sales and can be instrumental in achieving a high price/earnings ratio. Measuring communications effects is one of the least tractable problems facing management. Advertisers rarely have the courage to predict market share gains or improved financial performance from campaigns. Yet in the more diffuse domain of corporate image, of which the CVIS is a part, claims extend well beyond the directly measurable effects on awareness and attitude. Are these ambitious claims shared by managers or are they the exaggerations made by those with wares to sell? Headquarters control and CVIS standardization Whether they are excessive or not, the benefits claimed for the global standardization and corporate image are based on their favourable influence on customers, employees and the money market. However. much of the literature on the global standardization of CVIS and other elements of the communi- cations mix relate them to corporate structure. not external returns. Do CVIS standardization and centralization go hand in hand? Wiechmann?s (1974) study of the integration of multinational marketing activities found that for 17 0ut of 20 firms sampled, standardization did mean centralization. These firms saw globally standardized international brand names as an important source of competitive strength and tried to integrate marketing world wide to the creation of a uniform company and product image. For advertising in Western Europe. Roostal (1963) hypothesised that an international marketer with a centralized organization can more easily carry through standardization than an international marketer with a decentralized organization. The greater the centralization of authority for setting policies and allocating resources. the more effective the implementation of a standardized strategy (Jain, 1989). These studies suggest that global standardization and centralization are related but that the centralization flows from the needs of Globalization. 43 Other evidence suggests that globalization flows from standardization. Companies with centralized operations tended to agree more on the applicability of standardized advertising (Onkvisit and Shaw. 1985) and the higher the headquarters „ control. the greater the likelihood of standardization(Kirpalani etal., 1988).Standardized marketing communication programmes complemented the procedures adopted by headquarters to maintain a tight rein over subsidiary decisions (Brandt and Hulbert. 1977). Standardized strategy tends to facilitate or result in centralization in the planning and organization of international activities whereas emphasis on local management autonomy stems from the advantages traditionaUy associated with decentralization and a concern with encouraging local entrepreneurship (Douglas and Wind. 1987). Independent of global standardization. the serious consideration of CVIS itself leads to centralization. According to Pilditch (1970). corporate identity programmes cannot be handled in a fully delegated and democratic way. Someone must decide an approach and then impose strict central control. Furthermore, corporate identity is a means of establishing the unity and standardized approach. Subsidiaries in highly decentralized structures are likely to have identities of their own (lnd. 1992). On the other hand. in the companies which operate with a highly centralized structure, which deny local autonomy and control all key functions at the centre, the identity will be strongly similar in both the parent and the subsidiary. Standardization of corporate identity does not necessarily mean rigid control of overseas subsidiaries. Gorb (1980) argues that in striving for maximum flexibility and creativity, corporate identity guidelines should be centrally administered. This occurs because corporate identity is an important asset that needs running by an authoritarian force within the company. The degree of centralization of control influences the degree of standardization of corporate visual identity of a multinational corporation (Topalian, 1984). One of the organizational factors in globalization as explained by Yip (1988) is centralization of global authority. Whether the flow is from centralization to global standardization or vice versa. observers suggest they are linked. Since the consideration of corporate image itself leads to tight control. CVIS standardization and centralized control are likely to be even more closely allied. Is this the case? 44 Does a glob ally standardized CVIS reflect centralization generally ? Chief executive involvement Not only does the adoption of CVIS lead to centralization but, according to Baker and Balmer (1997), it is the prune responsibility of the chief executive officer to define and communicate the company „s identity. Devising a well-managed corporate identity programme requires the involvement and support of the company?s chief executive officer (Margulies, 1977) and its success depends upon the supervision of a staff officer or a specially appointed corporate identity manager. Lippincott and Margulies (1988) found that more than half of the comp anies interviewed said that the chief executive officer was greatly involved in the implementation of their corporate identity programmes. The research added that senior managers are generally important participants in the development and implementation of corporate identity programmes but the chief executive officers often play key roles. Implementing corporate image programmes should not be left to chance. given the importance of corporate image to competitive success (Gray and Smeltzer, 1987). The chief executive officer and senior executives need to know how to plan for and communicate an effective corporate image programme. According to Olins (1990). the two natural points of contact between the client organization and its corporate identity consultants are the chief executiveofficer and a semor manager with the chief executive officer as the frnal arbiter and the ultimate owner of the identity. The implementation of many business activities are said to depend upon the support of the chief executive so it is to be expected that the intrinsically conspicuous CVIS is no different. However, conclistency of this call for chief executive involvement and the scope of implementing a globally standardized CVIS suggest that the chief executive will be involved. Chief executive involvement in CVIS decisions will also encourage standardization since it is unlikely that any one person would have the time or inclination to orchestrate anything other than a global CVIS. Does this convergence exist? Does the globalization of CVIS depend upon chief executive involvement? 45 Subsidiary views of CVISstandardization The benefits of CVIS standardization and the pressures towards its centralized control suggest that local needs wiU be ignored. Themes imposed by corporate headquarters leave management thinking local issues have been neglected with the resultant lack of autonomy having a deleterious effect on their morale and motivation. Overseas executives believed that key promotional programmes should be developed locally because "standardized strategy won?t work here - things are different" (Douglas and Wind, 1987). Such concerns are shared by many. Organization conflicts may arise between headquarters and sub sidiaries because of their different points of view (Das. 1981; Nowakoski, 1982; Reynolds,1987). The position of the CVIS within the communications mix makes it a component of marketing, a poly-centric function that is deeply affected by local factors (Jain. 1989) that is often delegated to foreign subsidiaries (D?Antin. 1971;Doz, 1988). Since marketing decisions are often decentralized in favour of host country managers (Aylmer. 1970). there is a likelihood of conflict between the globalization of CVIS and perceived local market needs. In their survey of headquarters control of advertising, Kirpalani etal(1988) found that over 35 percent of the firms allow their subsidiaries and affiliates flexibility in adapting the camp aign to local conditions. while 21 percent allow for translation and idiomatic changes only. and 25 percent allow local development of their own advertising. Headquarters management has a significantly higher level of particip ation in establishing objectives and establishing the budget for international advertising than in home markets(Wills and Ryans, 1977). However, headquarters management tends to be less involved in the creative strategy and media decisions. Most of these decisions relied on local management and agency people. Multinational managers must realise that local managers are likely to resist any precipitate move toward increased headquarters direction(Quelch and Hoff1986). Brandt and Hulbert (1977) concluded that control and integration of subsidiary activities present formidable problems for 46 multinational frrms. In many firms the marketing decisions rest with the subsidiary managers with little or no help from the head office. Other companies maintain a tight rein on overseas marketing by developing controls and standardized programmes which are implemented around the world (Harris. 1984). Although headquarters expect benefits to flow from CVIS standardization,its implementation is intrinsically headquarters and chief executive oriented. so neglectful of local needs. It is therefore likely that local mangers do not see the same benefits of CVIS standardization as do headquarters. This disquiet among locals is often suggested. but does it exist? Are the benefits from global CVIS standardization so strong that local managers agree with their headquarters on its value? Hypotheses The dilemma facing MNCs over the standardization or local adaptation of their CVIS is between one set of centripetal forces for control. centralization. and simplicity that favour the standardization of CVIS. In the opposite direction are centrifugal forces of local culture. markets and languages that favour CVIS varying from country to country (see Figure l). All aspects of international marketing face the counteracting centripetal and centrifugal forces. However. there are moderating forces that vary across product-markets and the marketing mix. These constitute the benefits sought from a strategy. A MNC may prefer standardization of the communications mix but its implementation is moderated by the achievable returns. For instance. although multinational s ales promotions are p otentially inexpensive to produce. the moderating influence of consumer responses and legislation limits the benefits from such programmes . In contrast. for CVIS. the literature suggests that standardization will beneficially influence several groups of stakeholders. so encouraging the centripetal forces for standardization. Hypotheses 1 to 9 express this centripetal bias. H1:CVIS standardization has a favourable impact on sales. 47 H2:CVIS standardization has a favourable impact on consumer goodwill. H3:CVIS standardization has a favourable impact on consumer?s familiarity with the comp any and its products/services. H4:CVIS standardization has a favourable impact on consumer?s advertising awareness. H5:CVIS standardization has a favourable impact on market share. H6:CVIS standardization has a favourable impact on executive recruitment. H7:CVIS standardization has a favourable impact on the receptivity of the local inhabitants toward the comp any „s facilities in the area. H8:CVIS standardization has a favourable impact on value of shares. H9:CVIS standardization has a favourable impact on investment rating. Headquarters control and implementation are major centripetal forces associated with CVIS standardization. Centralization and global standardization are generally related but the nature of CVIS suggest a particularly strong link between the two. The mere consideration of corporate image itself leads to tight control, so CVIS standardization and centralized control are likely to be particularly closely allied. In addition. the consistent call for chief executive involvement in implementing globally standardized CVIS suggests strong chief executive input where standardized CVIS exist. Hypotheses 10 to12 examine these centripetal forces. H10:The higher the degree of headquarters control. the greater the degree of CVIS standardization: name(H1Oa), symbol and/or logotype(H10b),typography(H10c). colour(H10d) and slogan(H1Oe). 48 H11:The chief executive is the key internal driving force in initiating a high degree of global CVIS standardization. H12:High chief executive involvement in the CVIS development is more likely where there is a high degree of global CVIS standardization. Although chief executive involvement, headquarters control and the benefits expected from global CVIS standardization reinforce a centripetal tendency, local managers will be concerned about the centrifugal force of local market needs. For this reason headquarters and local managers wiU view global CVIS standardization differently. Hypothesis 13 examines this tension. H13:There is a significant difference in the opinions given by the headquarters and the subsidiary executives concerning the degree of importance to standardize CVIS: comp any name (H13a). symbol and/or logotype (H13b), typography (H13c). colour (H13d) and slogan(H13e). Methodology The hypotheses were tested by interviewing a sample of British MNCs with Malaysian subsidiaries. Malaysia was chosen because of the large number of British companies with subsidiaries there and the cultural diversity of the country: about 50 percent Muslim Malays. 40 percent Chinese of various dialects, and religions, a well-established Indian community, and a small number of indigenous people such as the Dayaks and Kadazan. The national language is Malay. Since Malaysia is part of the British Commonwealth, many British companies have been there for decades although the economy?s rapid growth has attracted many new ones. Malaysia is also particularly interesting because it is one of the Asian tigers with an economy growing at 8 percent per annum. A sample frame of 111 British MNCs operating in Malaysia came from Dun and Bradstreet?s Who Owns Whom 1991. The 111 companies were grouped according to their primary business and a 49 proportionate stratified sample of 40 randomly selected: 19 industrial. nine consumer goods. and 12 service companies (see Table I)Sampling this way is more efficient than simple random sampling where among-strata differences are greater than within stratum differences (Green et al., 1988). Where among-strata differences are small the efficiencies of stratified and simple random sampling converge (Cochran. 1965). Although their familiarity and their size suggested that the sample were MNCs, telephone contact with the frrms confrrmed that they were multinationals with more than ten major overseas subsidiaries. including Malaysia. The interviewees were the senior persons responsible for CVIS at the headquarters and subsidiary (Table II). The importance given to CVIS is reflected in the seniority of the respondents in the HQ sample where 80 percent were main board members. In the subsidiaries the CVIS was usually the responsibility of the national and regional chief executive or their immediate subordinate. Both groups stated that the attention given to CVIS have increased over the past five years. The sample is small but consistent with similar semi-structured studies of companies (Baker et al., 1988; Buckley Etal.1988; Doyle etal.1986; Johne and Snelson. 1989). In these cases the large sample obtainable by mail survey is traded for the quality of personal interviews where more information can be gathered, the quality of respondents controlled and non-response bias minimised. These small samples have some drawbacks. Lack of degrees of freedom prevents the valid use of some multivariate techniques and sample differences have to be large to be statistically significant. However. the hypotheses? tests use simple cross tabulations that have been successful in recovermg meaningful results in similar studies. Moreover. small numbers do not make a sample non-representative. particularly when they represent much of the population (Saunders, 1994). The questionnaire was mainly structured but had some open-ended questions at the end. The questionnaire was self-administered by headquarters „ respondents with the researcher present and the results cross checked using a questionnaire mailed to Malaysian subsidiaries. The open questions allowed respondents to further explain their answers. The closed questions used multi- item, 1l-point 50 rating scales. The 11-point rating scale use was consistent with measuring the percentage change in CVIS: 0 corresponding to completely different. and 10 corresponding to exactly the same. The dependent construct,the degree of standardization of CVIS. was measured by averaging the scores of each element of CVIS; name. symbol and/or logotype. typography, colour and slogan. The process of measurement or operationalisation involves "rules for assigning numbers to objects to represent quantities of attributes" (Nunnally, 1967). The validity and reliability of measures used to do this are critical (Bearden etal., 1989; Lichtenstein et al., 1990; Samiee and Roth. 1992). In this case we used the scale development procedure recommended by Churchill (1979). We refined the scales using a three stage process with Business Schools with operations in Malaysia. local busines ses with overseas operations, and finally the stratified sample. The measures used appear in Table III that shows all the Cronbach?s alpha for multiple-item measures to be within acceptable limits. Findings Benefits of CVIS standardization The firms with highly standardized global CVIS s aw themselves reaping more, but not uniformly more, reward from their CVIS than did those with low CVIS standardization. All customer based measures are significantly higher with highly standardized CVIS than those without: favourable impact on sales (86 percent for those with highly standardized CVIS versus 43 percent for those without), favourable impact on consumers (92 percent versus 43 percent), advertising awareness (89 percent versus 50 percent) and market share (73 percent versus 52 percent). These results lend support to hypotheses H/,H2,H3,H4 and H5 respectively. The firms with high CVIS standardization also see a significant impact upon executive recruitment (H6: 79 percent versus 50 percent) and the local community (H7: 86 percent versus 50 percent) (see Table IV). The corporate communications executive of a consumer non-durable goods company 51 emphasised: ...again one of the things I?ve said specifically in Malaysia, the Kulim and Penang area of Malaysia, I think our corporate identity has had a strong impact in the region. I?ve been here for over 10 years. I understand we do have a good working relationship with the local community and the local and central Malaysian government. Our corporate identity has also helped us in attracting and recruiting brighter and better candidates for our executive positions. We have obtained positive feedback, acceptance and recognition amongst our shareholders, suppliers, employees and the market. In contrast. companies do not see the favourable impact of standardized CVIS on these stakeholders feeding through to frnancial markets (H8 0r H9). However one corporate marketing executive of a consultancy-based company did see some frnancial return: We have experienced a fairly strong (favourable) visual impact. Being a public company, the shareholders, city analysts, bankers, employees and the customers have conveyed to us that our new CVIS have put us in the f?orefront in our industry. Headdquarters control and CVISstandardization Each of the hypotheses linking CVIS standardization with headquarters control are supported. A11 the companies that adopt a high degree of corporate name also have a high degree of control from head office in the UK. One communication executive of a leading industrial-based company stated: ...in all of these, I think very strict views that corporate identity should be tightly controlled centrally. I think you need an international culture in multinational companies now, therefore you need an internationally recognised identity. It (corporate visual identity) is controlled by our internal corporate communications department which I manage. Most of what goes out in terms of literature and so on is approved by either me or by one of my colleagues. 52 In contrast. among the companies that implement a low degree of name standardization between the UK and Malaysia, only 47 percent had a high degree of control (H10a). Similarly. the hypotheses associating headquarters control to the standardization of symbol and/or logotype (H1Ob), typography (H1Oc) colour (H10d) and slogan (H10e) are supported. A total of 100 percent of companies with a high degree of symbol and/or logotype standardization had a high degree of control from head office with the corresponding figures for typography, colour and slogan being 96, 93 and 86 percent respectively. The corresponding figures for companies with low CVIS standardization are all significantly lower : 36 percent of those with low standardization symbol and/or logotype had a high degree of control from head office, 23 percent for typology, 36 percent for colour and 17 percent for slogan. Chief executive involvement In 62 percent of the companies that implement a high degree of CVIS standardization the chairman and/or the chief executive officer is the key internal driving force behind the development of the CVIS. 38 percent of these compames state that "others" namely. the senior management, and marketing, sales or communication executives are the key internal driving forces behind the development of CVIS. In contrast. among the companies with a low degree of CVIS standardization, 86 percent state that "others" are the key internal driving force behind the development of CVIS. This supports H11: the chief executive is the key internal driving force in initiating a high degree of global CVIS standardization (see Table V). Hypothesis H11. linking high chief executive involvement with a high degree of global CVIS standardization, is similarly well supported. In 81 percent of the companies that adopt a high degree of CVIS standardization. the chief executive officer has been highly involved in CVIS development. The advertising executive of a petroleum comp any emphasises that the chairman is the force in their CVIS decisions : The key internal driving force and the ultimate control of our CVIS decisions is our chairman. There is a specific message from the chairman explaining why he regards a standardized CVIS as very important. 53 For the multinational corp orations that implement a low degree of CVIS standardization, 64 percent state that the chief executive officer has a low degree of involvement and 36 percent state that the chief executive officer has a high degree of involvement in the development of CVIS. Subsuduary views of CVIS standardization Unexpectedly managers in the Malaysian subsidiaries had similar views on the importance of CVIS standardization to their counterparts at headquarters. In the headquarters 72 percent felt it important to standardize name. 75 percent symbol/logo, 63 percent typeface, 70 percent colour and 70 percent slogan. The corresponding figures for Malaysian subsidiaries being80,81,63,75and63 percent respectively. The differences between these percentages is not significant so none of hypotheses H13a to H13e are supported but it is noticeable that for name, symbol and typeface, the Malaysians are more in favour of standards being imposed on them than the headquarters are on imp osing them (see Table VI). Discussion The perceived benefits of global CVIS standardization are wide: the perceived impact on sales, ability to recruit executives, general consumer goodwill towards the company, consumers „ familiarity with the company and products, consumers „ advertising awareness, receptivity of the local inhabitants toward the company?s facilities and market share. However. there was no perceived benefit to value of shares or investment rating. Companies that implement a high degree of CVIS standardization benefit in several ways. Buzzell (1968) and Hovell and Walters (1972) stated that the standardization of marketing presentations is a powerful means of increasing sales. This study suggests that this is also true of CVIS. The findings also supported the proposals by Sorenson and Wiechmann (1975), Peebles et a/. (1977) and Lippincott and Margulies (1988) of CVIS standardization enhancing consumers „ goodwill and familiarity towards the company, consumers „ awareness of the company „s advertising and consumers „ receptivity towards the company and its products. 54 Belt and Paolillo (1982). Gray and Smeltzer (1985. 1987) and Olins (1990) suggested that corporate identity can help companies recruit high calibre executives. This study supports that view and extends the findings suggesting that benefits flow to the MNCs who standardize their CVIS. In contrast the results show no relationship between CVIS standardization and financial measures. This suggests that while consumers and potential employees are influenced by the strong and consistent visual presentation of a company, financial in stitutions p ersonnel are not that well-trained to link CVIS to marketing and business performance. The global CVIS standardization is not an independent decision but reflects the centralized control of the businesses and top management involvement in CVIS. The relationship between the chief executive and/or chairman and standardization of CVIS reveals two outcomes. First. the chief executive is normally the key internal driving force in initiating a high degree of CVIS standardization. Second. the chief executive who is highly involved in the CVIS development is more likely to be associated with a high degree of CVIS standardization. This suggests that many chief executives who initiate and who are active in the development and implementation of the CVIS perceived that the high standardization strategy exhibits the size. power and strength of the corporation in the light of the global competitive arena. Surprisingly. headquarters and the subsidiary executives had similar views on CVIS standardization. Although the differences between the samples of headquarters and subsidiary executives are not statistically significant, in most cases the subsidiary?s managers favour having to follow a standardized CVIS more than the headquarters like imposing onel This enthusiastic acquiescence to headquarters control could be a manifestation of what Singapore?s Lee Kuan Yew and Malaysia „s Mahathir Mohammed call the "eastern way" where people happily forego independence to follow the guidance of successful leaders. Maybe the previous literature in this area reflects how Americans or Europeans think they would feel about outsiders imposing standards upon them. Would the results be different if the sample was of American subsidiaries of European companies? Another explanation of subsidiary executive acceptance of CVIS standardization could be the 55 indoctrination of the multinationals „ overseas staff after decades of contact. An international culture permeates multinational corporations where importance is attached to what the head office thinks. Alternatively Anglicisation could have occurred after years of colonial and commercial occupation by Britain. The one exception to locals „ willingness to conform is the slogan which, because of language. is less easily transferred than a colour or logo. Nevertheless, these finding suggests that subsidiaries are more willing to accept standardized communication than expected. Implications These results have several implications for managers. They provides evidence that MNCs that have implemented expensive global CVIS can expect direct returns from the response of customers, employees and the general population. This is particularly important since the rate of technological change means that consumers are mcreasingly relying upon the reputation, communicated by a frrm?s CVIS, to guide their purchase decisions. The globalization of all parts of the communications mix face the tension between the centrifugal forces for localisation and the centrip etal for standardization. For many marketing communications. legal and consumer differences limit the opportunity to benefit from global standardization. The CVIS is an exception. Its standardization produces benefits. local managers favour its application and its nature lends itself to centralization and control. This has implications for the whole communications mix since it suggests an advantage of global campaigns based on corporate reputations over local product based promotions. There are subsidiary benefits of these findings. The cost of launching and maintaining brands is now prohibitive even to the Iargest of companies. When the support has to be stretched across many countries with different advertising needs and regulations. the situation becomes even less tractable. Campaigns aimed at promoting the company, using its CVIS. helps stretch budgets across both products and countries. The approach can also help promote products to wealthy and internationally mobile customers who regularly cross boundaries where the rest of the marketing mix has to change. For managers.the benefits from CVIS standardization are fortunate since it appears that global CVIS standardization is almost an inevitable result of top managers taking an interest in the issue. 56 The link between CVIS standardization is not one of just correlation but is a consequence of CVIS needing to be centrally controlled. The very complexity of MNCs means that if controlis to be exerted that will very likely lead to a simple, standardized CVIS. The need to involve the chief executive leads to the same result. Conclusions The degree of control of CVIS decisions in headquarters is related to the degree of CVIS standardization. The higher the degree of control of the CVIS. the higher the degree of standardization. Furthermore, the high CVIS standardization strategy is associated with the centralization of the CVIS decisions. The headquarters controls the decision regarding how the corporate name is presented, how the symbol is designed, how the typography is styled,what colours and slogan to use. Top management, especially the chief executive. are the key figures in the development of the highly standardized strategy. However. CVIS lends itself so strongly to centralization that the mere act of the chief executive and headquarters considering their CVIS could lead to it being standardized globally. The results here show local managers more in favour of using a standardized CVIS than the headquarters enforcing it. Does this finding just apply to CVIS or even more narrowly to the CVIS of UK MNCs in Malaysia? Have ia. Shell and Glaxo names that transcend cultural heritage? Limitations The pioneering nature of this research leaves it with several limitations and opportunities for further research. Two of the major limitations are to do with scope. Although the headquarters questions were asked in a global context. they were only cross validated in one country: Malaysia. Would the results hold true in other countries without such long lasting relationships with Britain? Particularly the willingness of local managers to accept standardized CVIS imposed from the centre. Is acquiescence of these locals typical of other choices between localisation and globalization? Has our concern for local sensitivities resulted in our forgetting the cross-cultural strengths of global 57 brands? The study is also lunited to UK MNCs. Do the results hold for MNCs from other countries „? The prominence of brands. such as Mercedes, Kodak and Sony, that use their CVIS to globally promote their products suggests so. Like previous studies of global standardization. this paper lacks a strong theoretical framework and looks at one element of the corporate context in isolation. The model representing the interplay between centripetal. centrifugal and mediating forces helped in this study and its subjective application to other marketing mix elements suggests it could have broader implications. In it the tension between the headquarters and each local sub sidiary are fixed across all activities while the mediating forces determine the level of adaptation to local needs. At one extreme "selling" adjusts to each customer in local markets while CVIS exists at the other extreme where the mediating forces encourage global standardization. A further study could determine if the mediating forces vary in unison or independently.