Remaking the Arthur Andersen Brand

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Volume 3 Number 4

Remaking the Arthur Andersen Brand Matthew P. Gonring Baxter International, Inc. Former managing partner, Arthur Andersen

INTRODUCTION Arthur Andersen is a multidisciplinary global professional services firm with nearly 80,000 employees in 84 countries. On January 24, 2000 the company announced a new strategic business focus that would enable it to capture better the growth potential afforded by the new economy. Along with a new strategy, Arthur Andersen also unveiled a drastically different visual identity and brand positioning, as well as a new brand architecture, representative of the firm’s new vision to become ‘the partner for success in the new economy’. Examined here are some of the factors that impelled the firm to make these changes.

Corporate Reputation Review, Vol. 3, No. 4, 2000, pp. 360–364 # Henry Stewart Publications, 1363–3589

Page 360

BACKGROUND As various technologies such as the Internet continued to accelerate business in the 1990s, Arthur Andersen realized that the emerging new economy signified a time of extraordinary change — encompassing enormous growth opportunities as well as risks. The firm also recognized that the new economy was not simply about the Internet, but rather a combination of ‘megatrends’ — globalization, consolidation, convergence, increased communications, intangible assets, and changing customer and employee relationships. Arthur Andersen leadership felt that it needed to change its perception within the marketplace to capitalize on these trends and position itself as a champion and a leader in helping companies create value in this new economy. The firm also recog-

nized that there was a tremendous need to differentiate itself from its competitors who would be attempting to do the same. In addition, the firm wanted to highlight its other global offerings, given that the majority of external audiences associate Arthur Andersen with traditional audit/ accounting and tax services — which account for less than half of the firm’s $7bn annual business. EXTERNAL AND INTERNAL REALITIES In 1998, as a response to these emerging concerns, Arthur Andersen’s worldwide leadership team commissioned a strategy definition and articulation task force. The task force completed a major review of Arthur Andersen’s business strategy — a crucial step in the effort to understand and determine the firm’s future strategic direction, define that direction in appropriate words and phrases, and align communications with the firm’s vision and strategies. The strategy task force was crosspollinated with representatives from the brand task force who were proceeding on a parallel completion track. This cross-pollination eventually resulted in new statements of purpose, vision, mission and values for Arthur Andersen, as well as definition of the five ‘cornerstones’ of its organizational values and the key actions that would enhance those sources of value. But before these task forces began to put things on paper, Arthur Andersen leadership looked to external and internal realities

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