Beyond the corporate logo

Article Abstract:

Corporate identity has three elements: corporate design; corporate behavior; and corporate communication. Corporate design manipulates corporate behavior and the output of products to elicit favorable perceptions. Corporate identity and brand identity are believed by designer Paul Southgate to be separate, the former relating to the financial industry and the latter to the consumer. Southgate believes that the increased emphasis on the redefinition of corporate culture by corporate identity consultants will result in consultants becoming more involved in defining corporate goals and objectives and coming into direct competition with management consultants. Designer Tor Peterrsen sees corporate design as a tool for firms to distinguish themselves from the competition through the effective use of corporate literature.

United Kingdom, Planning, Accounting, Corporate image

Let the computer take the strain

Article Abstract:

The automation of the audit process can go a long way in increasing the efficiency and cost-effectiveness of the process. The gains, in terms of increased productivity levels and cost reductions, of developing systems or programs that will facilitate audit automation may not be immediately evident to companies as they accumulate tremendous costs in the process of development. It is fortunate that commercial software packages that carry all the essential functions of expert systems are now available to businesses. Maximizing the use of these programs as automated auditing aids requires that companies address the issues of data security, computer hardware selection, and the computer literacy of auditors.

Usage, Equipment and supplies, Information technology, Auditing, Technology application, Auditors

Pulling Blacks back from the brink

Article Abstract:

The reorganization of Blacks Leisure Group PLC was orchestrated by Chmn and Finance Director Bernard Garbacz, also senior partner of accounting firm Landau Morley. Garbacz rescued Blacks from a takeover by Sears by raising one million pounds sterling and installing new management. With a 37% share in the enterprise, Garbacz took control of Blacks, raised more capital, and acquired two sports shops and three clothing and textile manufacturers. The 1988 estimate of aggregate turnover is 51 million pounds sterling, with an estimated six million pounds sterling in profits. Garbacz attributes his success to his background in public accounting and the contacts he made through his accounting career.

Misc. apparel & accessory stores, Management, Mergers, acquisitions and divestments, Clothing industry, Sporting goods industry, Sport clothes industry, Blacks Leisure Group PLC, Garbacz, Bernard