Center and Broom, 1994; Dowling, 19

Center and Broom, 1994; Dowling, 1986,1994; Grunig and Hunt, 1984; Olins,
1978; Van Riel, 1995). They all provide various checklists, and action plans,
which can be helpful in decision making. Many of these plans have a great deal
in common in that they tend to adopt a basic four-stage process:
(1) problem recognition;
(2) development of strategies;
(3) execution of action plan; and
(4) implementation.
These plans are not "traditional" multi-phase plans, but iterative search
processes. Most corporate identity programmes (CIP) are a result of internal
change (reorganization, employee reductions) or external turbulence
(privatization, merger, threat of decreased market share). Before embarking on
a plan of action, senior managers should consider the organization's original as
well as current identity (Wilkinson and Balmer, 1996), following Balmer's (1994)
adage that organizations in examining their past often find their future.
Furthermore, the above plans begin by examining the relative strengths and
weaknesses vis-d-vis the external environment and whether the current or
original identity failed through a mismanagement of the corporate identity mix.
Only if the results of the above suggest that a new identity is required and when
the organization has ascertained the image of its many stakeholders should an
action plan be developed.