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Authors: Riccardo Benzo, Aga Grzyb
Keywords: Start-up, Brand identity, Corporate identity, Communication
Abstract: The term ‘start-up’ appears to be linked with an organisation displaying a specific structure that allows it to operate within the digital space and that is small or medium both in terms of size and in number of employees. A start-up is usually in the early phases of business development and it tends to be characterised as a provider of disruptive technological and innovative solutions, which may successfully challenge the status quo. Although start-ups in the UK have enjoyed steady growth, as young organisations they face several issues. The very same turbulence they cast upon markets with their presence makes it hard for them to stay ahead of other new entrants and established companies alike. In particular, they often struggle to secure financing since they aren’t generally well-known and don’t have extensive performance records to show. Therefore, start-ups should consider additional forms of competitive advantage. This study focuses on strategic communication as a critical component that enables a company to succeed through securing access to essential resources. It seems that in the critical transition period from incorporation to sustainable growth, start-ups ignore communication-related issues, whereas one should establish a strong sense of identity based on shared values, thus providing the organisation with a specific direction. Indeed, this has traditionally been the prerogative of larger entities and labelled corporate identity. Data collected from the public records (websites and Twitter accounts) of two groups of start-ups in September 2018 was examined using qualitative content analysis as a means to achieve an objective characterisation of messages. This method was chosen as it is relatively unobtrusive and can be easily replicated, or extended, in the future. It allowed for themes to be developed inductively, ultimately leading to comparisons between start-ups in the early stages of development (Group 1) and ‘successful and prosperous’ start-ups (Group 2). Findings show that both groups’ communicated identities rely heavily on the innovativeness of their products as compared with popular but ‘outdated’ and ‘staid’ solutions – Group 2 spent considerable more time on the latter still, but the language used was filled with often incomprehensible technical phrases. Expertise was the other common factor, generally referring to talent within the organisations. Group 1 put a lot of emphasis on relationships and togetherness, and tended to share more e.g. growth, greater purpose as they had moved out of the uncertain, initial stages of operation. Thus start-ups in the early stages of development don’t appear to have a grasp on communicating identity perhaps because they don’t understand the concept and focus unduly on an old-fashioned view of product using lots of technical jargon. Conversely, communication from ‘successful and prosperous’ start-ups included several elements that are considered necessary for presenting a strong identity. Indeed, these concluding remarks would be enriched by gaining access to such organisations as the subject is inextricably connected with internal strategy and documents.