有什么LOGO和VI／CI设计类的好书籍和杂志吗?哪位大师能推荐几本优秀的关于LOGO和VI/CI设计方面的书籍吗，原版的也可，最好是精品。顺便问一下，有没有什么关于LOGO设计和VI/CI方面的期刊杂志呢，原版的最好咯，谢谢大家了~！

CI：也称CIS，是英文Corporate Identity System的缩写，一般译为“企业视觉形象识别系统”， 是企业大规模化经营而引发的企业对内对外管理行为的体现。CI系统是以企业定位或企业经营理念为核心的，对包括企业内部管理、对外关系活动、广告宣传以及其他以视觉和音响为手段的宣传活动在内的各个方面，进行组织化、系统化、统一性的综合设计，力求使企业所有这方面以一种统一的形态显现于社会大众面前，产生出良好的企业形象。
CIS包括三部分，即MI（理念识别）、BI（行为识别）、VI（视觉识别），有部分学者认为：CIS除由以上三方组成统一体外，还有EI，EI是英文Enrironmental Identity的缩写，即环境识别。

VI：又称为VIS，是英文Visual Identity System的缩写，视觉识别系统。其意是指将企业的一切可视事物进行统一的视觉识别表现和标准化、专有化。通过VI，将企业形象传达给社会公众。视觉识别系统（VI）又可分为两大主要方面：一是基础系统，包括企业名称、品牌标志、标准字体、印刷字体、标准图形、标准色彩（宣传口号、经营报告书和产品说明书等八大要素；二是应用系统。它至少包括十大要素，即产品及其包装、生产环境和设备。展示场所和器具、交通运输工具、办公设备和用品、工作服及其饰物、广告设施和视听资料、公关用品和礼物、厂旗和厂徽、指示标识和路牌等等。

MI：即Mind Identity，理念识别，是确立企业独具特色的经营理念，是企业生产经营过程中设计、科研、生产、营销、服务、管理等经营理念的识别系统。是企业对当前和未来一个时期的经营目标、经营思想、营销方式和营销形态所作的总体规划和界定，主要包括：企业精神、企业价值观、企业信条、经营宗旨、经营方针、市场定位、产业构成、组织体制、社会责任和发展规划等。属于企业文化的意识形态范畴。

BI：即Behavior. Identify，译为行为识别系统，直接反映企业理念的个性和特殊性，是企业实际经营理念与创造企业文化的准则，对企业运作方式所作的统一规划而形成的动态识别系统。它是以经营理念为基本出发点，对内是建立完善的组织制度、管理规范、职员教育、行为规范和福利制度；对外则是开拓市场调查、进行产品开发，透过社会公益文化活动、公共关系、营销活动等方式来传达企业理念，以获得社会公众对企业识别认同的形式。

SI：SI(Space Identity)，称为空间识别，也可以把它当作VI的延伸，但主要目的是在“三维空间”，“装潢规格化”作业，空间识别与传统装潢设计最大的不同就是它是系统性设计，而非定点式设计，以适应连锁发展时会碰到每个店面尺寸不一的问题。规划项目包括：总则部、管理原则、商圈确定、设计概念、空间设计部分、平面系统、天花板系统、地坪系统、配电及照明系统、展示系统、壁面系统、招牌系统、POP 及Display、管理部分、材料说明、包及施工程序、估价、协力厂商配合作业原则

CI：也称CIS，是英文Corporate Identity System的缩写，一般译为“企业视觉形象识别系统”， 是企业大规模化经营而引发的企业对内对外管理行为的体现。CI系统是以企业定位或企业经营理念为核心的，对包括企业内部管理、对外关系活动、广告宣传以及其他以视觉和音响为手段的宣传活动在内的各个方面，进行组织化、系统化、统一性的综合设计，力求使企业所有这方面以一种统一的形态显现于社会大众面前，产生出良好的企业形象。
CIS包括三部分，即MI（理念识别）、BI（行为识别）、VI（视觉识别），有部分学者认为：CIS除由以上三方组成统一体外，还有EI，EI是英文Enrironmental Identity的缩写，即环境识别。

VI：又称为VIS，是英文Visual Identity System的缩写，视觉识别系统。其意是指将企业的一切可视事物进行统一的视觉识别表现和标准化、专有化。通过VI，将企业形象传达给社会公众。视觉识别系统（VI）又可分为两大主要方面：一是基础系统，包括企业名称、品牌标志、标准字体、印刷字体、标准图形、标准色彩（宣传口号、经营报告书和产品说明书等八大要素；二是应用系统。它至少包括十大要素，即产品及其包装、生产环境和设备。展示场所和器具、交通运输工具、办公设备和用品、工作服及其饰物、广告设施和视听资料、公关用品和礼物、厂旗和厂徽、指示标识和路牌等等。

MI：即Mind Identity，理念识别，是确立企业独具特色的经营理念，是企业生产经营过程中设计、科研、生产、营销、服务、管理等经营理念的识别系统。是企业对当前和未来一个时期的经营目标、经营思想、营销方式和营销形态所作的总体规划和界定，主要包括：企业精神、企业价值观、企业信条、经营宗旨、经营方针、市场定位、产业构成、组织体制、社会责任和发展规划等。属于企业文化的意识形态范畴。

BI：即Behavior. Identify，译为行为识别系统，直接反映企业理念的个性和特殊性，是企业实际经营理念与创造企业文化的准则，对企业运作方式所作的统一规划而形成的动态识别系统。它是以经营理念为基本出发点，对内是建立完善的组织制度、管理规范、职员教育、行为规范和福利制度；对外则是开拓市场调查、进行产品开发，透过社会公益文化活动、公共关系、营销活动等方式来传达企业理念，以获得社会公众对企业识别认同的形式。

SI：SI(Space Identity)，称为空间识别，也可以把它当作VI的延伸，但主要目的是在“三维空间”，“装潢规格化”作业，空间识别与传统装潢设计最大的不同就是它是系统性设计，而非定点式设计，以适应连锁发展时会碰到每个店面尺寸不一的问题。规划项目包括：总则部、管理原则、商圈确定、设计概念、空间设计部分、平面系统、天花板系统、地坪系统、配电及照明系统、展示系统、壁面系统、招牌系统、POP 及Display、管理部分、材料说明、包及施工程序、估价、协力厂商配合作业原则

国内CI这块做得比较好的：

公司全称：艾加中国品牌顾问机构
总部：上海
电话：021-65978881
公司简介：AGE艾加中国品牌顾问机构——是亚洲最具品牌文化策略特色的、由ICON&JANDJ在上海成立的、致力于品牌规划\VI形象\广告传播的专业机构。
主要客户：大红鹰、中国杉杉、民生银行、红豆集团、银鹭等等。

公司全称：梅高中国
总部：上海
电话：021-62101166-600
公司简介：梅高（中国）总部设立于上海，北京、桂林等地设有分支公司，是拥有200名策略、创意、设计、管理、咨询精英的全国性实效智能型机构。
主要客户：光明、健力宝、统一企业、五粮液、朝日西湖啤酒等等。

公司全称：北京正邦品牌设计公司
总部：北京
创始人：陈丹
电话：010-67659778
公司介绍：正邦是品牌整体识别设计公司，致力于创造、建立、更新品牌。将品牌、CI、管理、设计融为一体，向客户提供视觉识别系统设计、理念行为识别设计、品牌调研策略定位等等服务。
主要客户：北京银行、夏新电子、中国电信、中国网通、创维集团等等。

公司全称：北京东道形象设计制作有限责任公司
总部：北京
创始人：谢建军
电话：86-10-58257160
公司介绍：东道设计以国际化的设计观和实务运作享誉业界，是中国资深的企业形象设计公司。专长于VI设计、CI导入、平面设计、产品与包装设计、环境与导示设计、网站设计、影视制作等设计艺术类别。
主要客户：东风风神、乐天玛特、新浪标志、中国人民保险集团、珍视明等等。

CI：也称CIS，是英文Corporate Identity System的缩写，一般译为“企业视觉形象识别系统”， 是企业大规模化经营而引发的企业对内对外管理行为的体现。CI系统是以企业定位或企业经营理念为核心的，对包括企业内部管理、对外关系活动、广告宣传以及其他以视觉和音响为手段的宣传活动在内的各个方面，进行组织化、系统化、统一性的综合设计，力求使企业所有这方面以一种统一的形态显现于社会大众面前，产生出良好的企业形象。
CIS包括三部分，即MI（理念识别）、BI（行为识别）、VI（视觉识别），有部分学者认为：CIS除由以上三方组成统一体外，还有EI，EI是英文Enrironmental Identity的缩写，即环境识别。

VI：又称为VIS，是英文Visual Identity System的缩写，视觉识别系统。其意是指将企业的一切可视事物进行统一的视觉识别表现和标准化、专有化。通过VI，将企业形象传达给社会公众。视觉识别系统（VI）又可分为两大主要方面：一是基础系统，包括企业名称、品牌标志、标准字体、印刷字体、标准图形、标准色彩（宣传口号、经营报告书和产品说明书等八大要素；二是应用系统。它至少包括十大要素，即产品及其包装、生产环境和设备。展示场所和器具、交通运输工具、办公设备和用品、工作服及其饰物、广告设施和视听资料、公关用品和礼物、厂旗和厂徽、指示标识和路牌等等。

MI：即Mind Identity，理念识别，是确立企业独具特色的经营理念，是企业生产经营过程中设计、科研、生产、营销、服务、管理等经营理念的识别系统。是企业对当前和未来一个时期的经营目标、经营思想、营销方式和营销形态所作的总体规划和界定，主要包括：企业精神、企业价值观、企业信条、经营宗旨、经营方针、市场定位、产业构成、组织体制、社会责任和发展规划等。属于企业文化的意识形态范畴。

BI：即Behavior. Identify，译为行为识别系统，直接反映企业理念的个性和特殊性，是企业实际经营理念与创造企业文化的准则，对企业运作方式所作的统一规划而形成的动态识别系统。它是以经营理念为基本出发点，对内是建立完善的组织制度、管理规范、职员教育、行为规范和福利制度；对外则是开拓市场调查、进行产品开发，透过社会公益文化活动、公共关系、营销活动等方式来传达企业理念，以获得社会公众对企业识别认同的形式。

SI：SI(Space Identity)，称为空间识别，也可以把它当作VI的延伸，但主要目的是在“三维空间”，“装潢规格化”作业，空间识别与传统装潢设计最大的不同就是它是系统性设计，而非定点式设计，以适应连锁发展时会碰到每个店面尺寸不一的问题。规划项目包括：总则部、管理原则、商圈确定、设计概念、空间设计部分、平面系统、天花板系统、地坪系统、配电及照明系统、展示系统、壁面系统、招牌系统、POP 及Display、管理部分、材料说明、包及施工程序、估价、协力厂商配合作业原则

国内CI这块做得比较好的：

公司全称：艾加中国品牌顾问机构
总部：上海
电话：021-65978881
公司简介：AGE艾加中国品牌顾问机构——是亚洲最具品牌文化策略特色的、由ICON&JANDJ在上海成立的、致力于品牌规划\VI形象\广告传播的专业机构。
主要客户：大红鹰、中国杉杉、民生银行、红豆集团、银鹭等等。

公司全称：梅高中国
总部：上海
电话：021-62101166-600
公司简介：梅高（中国）总部设立于上海，北京、桂林等地设有分支公司，是拥有200名策略、创意、设计、管理、咨询精英的全国性实效智能型机构。
主要客户：光明、健力宝、统一企业、五粮液、朝日西湖啤酒等等。

公司全称：北京正邦品牌设计公司
总部：北京
创始人：陈丹
电话：010-67659778
公司介绍：正邦是品牌整体识别设计公司，致力于创造、建立、更新品牌。将品牌、CI、管理、设计融为一体，向客户提供视觉识别系统设计、理念行为识别设计、品牌调研策略定位等等服务。
主要客户：北京银行、夏新电子、中国电信、中国网通、创维集团等等。

公司全称：北京东道形象设计制作有限责任公司
总部：北京
创始人：谢建军
电话：86-10-58257160
公司介绍：东道设计以国际化的设计观和实务运作享誉业界，是中国资深的企业形象设计公司。专长于VI设计、CI导入、平面设计、产品与包装设计、环境与导示设计、网站设计、影视制作等设计艺术类别。
主要客户：东风风神、乐天玛特、新浪标志、中国人民保险集团、珍视明等等。

CI：也称CIS，是英文Corporate Identity System的缩写，一般译为“企业视觉形象识别系统”， 是企业大规模化经营而引发的企业对内对外管理行为的体现。CI系统是以企业定位或企业经营理念为核心的，对包括企业内部管理、对外关系活动、广告宣传以及其他以视觉和音响为手段的宣传活动在内的各个方面，进行组织化、系统化、统一性的综合设计，力求使企业所有这方面以一种统一的形态显现于社会大众面前，产生出良好的企业形象。
CIS包括三部分，即MI（理念识别）、BI（行为识别）、VI（视觉识别），有部分学者认为：CIS除由以上三方组成统一体外，还有EI，EI是英文Enrironmental Identity的缩写，即环境识别。

VI：又称为VIS，是英文Visual Identity System的缩写，视觉识别系统。其意是指将企业的一切可视事物进行统一的视觉识别表现和标准化、专有化。通过VI，将企业形象传达给社会公众。视觉识别系统（VI）又可分为两大主要方面：一是基础系统，包括企业名称、品牌标志、标准字体、印刷字体、标准图形、标准色彩（宣传口号、经营报告书和产品说明书等八大要素；二是应用系统。它至少包括十大要素，即产品及其包装、生产环境和设备。展示场所和器具、交通运输工具、办公设备和用品、工作服及其饰物、广告设施和视听资料、公关用品和礼物、厂旗和厂徽、指示标识和路牌等等。

MI：即Mind Identity，理念识别，是确立企业独具特色的经营理念，是企业生产经营过程中设计、科研、生产、营销、服务、管理等经营理念的识别系统。是企业对当前和未来一个时期的经营目标、经营思想、营销方式和营销形态所作的总体规划和界定，主要包括：企业精神、企业价值观、企业信条、经营宗旨、经营方针、市场定位、产业构成、组织体制、社会责任和发展规划等。属于企业文化的意识形态范畴。

BI：即Behavior. Identify，译为行为识别系统，直接反映企业理念的个性和特殊性，是企业实际经营理念与创造企业文化的准则，对企业运作方式所作的统一规划而形成的动态识别系统。它是以经营理念为基本出发点，对内是建立完善的组织制度、管理规范、职员教育、行为规范和福利制度；对外则是开拓市场调查、进行产品开发，透过社会公益文化活动、公共关系、营销活动等方式来传达企业理念，以获得社会公众对企业识别认同的形式。

SI：SI(Space Identity)，称为空间识别，也可以把它当作VI的延伸，但主要目的是在“三维空间”，“装潢规格化”作业，空间识别与传统装潢设计最大的不同就是它是系统性设计，而非定点式设计，以适应连锁发展时会碰到每个店面尺寸不一的问题。规划项目包括：总则部、管理原则、商圈确定、设计概念、空间设计部分、平面系统、天花板系统、地坪系统、配电及照明系统、展示系统、壁面系统、招牌系统、POP 及Display、管理部分、材料说明、包及施工程序、估价、协力厂商配合作业原则

国内CI这块做得比较好的：

公司全称：艾加中国品牌顾问机构
总部：上海
电话：021-65978881
公司简介：AGE艾加中国品牌顾问机构——是亚洲最具品牌文化策略特色的、由ICON&JANDJ在上海成立的、致力于品牌规划\VI形象\广告传播的专业机构。
主要客户：大红鹰、中国杉杉、民生银行、红豆集团、银鹭等等。

公司全称：梅高中国
总部：上海
电话：021-62101166-600
公司简介：梅高（中国）总部设立于上海，北京、桂林等地设有分支公司，是拥有200名策略、创意、设计、管理、咨询精英的全国性实效智能型机构。
主要客户：光明、健力宝、统一企业、五粮液、朝日西湖啤酒等等。

公司全称：北京正邦品牌设计公司
总部：北京
创始人：陈丹
电话：010-67659778
公司介绍：正邦是品牌整体识别设计公司，致力于创造、建立、更新品牌。将品牌、CI、管理、设计融为一体，向客户提供视觉识别系统设计、理念行为识别设计、品牌调研策略定位等等服务。
主要客户：北京银行、夏新电子、中国电信、中国网通、创维集团等等。

公司全称：北京东道形象设计制作有限责任公司
总部：北京
创始人：谢建军
电话：86-10-58257160
公司介绍：东道设计以国际化的设计观和实务运作享誉业界，是中国资深的企业形象设计公司。专长于VI设计、CI导入、平面设计、产品与包装设计、环境与导示设计、网站设计、影视制作等设计艺术类别。
主要客户：东风风神、乐天玛特、新浪标志、中国人民保险集团、珍视明等等。

In marketing, a corporate identity is the "persona" of a corporation which is designed to accord with and facilitate the attainment of business objectives. It is usually visibly manifested by way of branding and the use of trademarks.Corporate identity comes into being when there is a common ownership of an organisational philosophy that is manifest in a distinct corporate culture — the corporate personality. At its most profound, the public feel that they have ownership of the philosophy. (Balmer, 1995).In general, this amounts to a corporate title, logo (logotype and/or logogram), and supporting devices commonly assembled within a set of guidelines. These guidelines govern how the identity is applied and confirm approved colour palettes, typefaces, page layouts and other such methods of maintaining visual continuity and brand recognition across all physical manifestations of the brand.Many companies, such as McDonald's and Electronic Arts, have their own identity that runs through all of their products and merchandise. The trademark "M" logo and the yellow and red appears consistently throughout the McDonald's packaging and advertisements. Many companies pay large amounts of money for an identity that is extremely distinguishable, so it can appeal more to its targeted audience.Corporate identity is often viewed as being composed of three parts:Corporate design (logos, uniforms, etc.) Corporate communication (commercials, public relations, information, etc.) Corporate behavior. (internal values, norms, etc.) Corporate identity has become a universal technique for promoting companies and improving corporate culture. Most notably is the company PAOS, founded by Motoo Nakanishi in Tokyo, Japan in 1968. Nakanishi fused design, management consulting and corporate culture to revolutionize corporate identity in Japan.Contents [hide]1 Sociological sense 2 Organizational point of view 3 Corporate visual identity 4 See also 5 References 6 External links Sociological senseCorporate identity can also have a sociological sense. In any large society members of a minority tend to develop a "corporate identity" where they feel a special bond to any other member of that minority even if they have never met the person before. This bond develops because they generally have similar experiences, face similar discrimination, have similar cultural values, economic limitations, etc.In the United States, for instance, persons of Arab or Jewish ancestry, blacks, Hispanics, lesbians and gay men, and persons who follow non-Christian religions, among many other minorities, each have a sense of corporate identity. Within a particular group there are feelings of "we have to watch out for each other" and "I have an obligation not just to succeed, but to help others of my group."A common corollary to this sense of corporate identity is a concern about assimilating into the majority culture to the extent where the minority group ceases to exist for all practical purposes. Corporate identity is promoted, strengthened and encouraged by activities such as teaching the ancestral language, practice of rituals and social customs, observance of holidays, etc., from the minority culture and discouraging marriage outside the particular group or moving to a geographic area where the minority group does not have a significant presence.Organizational point of viewIn a recent monograph on Chinese corporate identity (Routledge, 2006), Peter Peverelli, proposes a new definition of corporate identity, based on the general organization theory proposed in his earlier work, in particular Peverelli (2000). This definition regards identity as a result of social interaction:Corporate identity is the way corporate actors (actors who perceive themselves as acting on behalf of the company) make sense of their company in ongoing social interaction with other actors in a specific context. It includes shared perceptions of reality, ways-to-do-things, etc., and interlocked behaviour. In this process the corporate actors are of equal importance as those others; corporate identity pertains to the company (the group of corporate actors) as well as to the relevant others; Corporate actors construct different identities in different contexts. Corporate visual identityCorporate visual identity plays a significant role in the way an organization presents itself to both internal and external stakeholders. In general terms, a corporate visual identity expresses the values and ambitions of an organization, its business, and its characteristics. Four functions of corporate visual identity can be distinguished. Three of these are aimed at external stakeholders.First, a corporate visual identity provides an organisation with visibility and ‘recognizability’ (Balmer and Gray, 2000; Dowling, 1993; Du Gay, 2000). For virtually all profit and non-profit organisations it is of vital importance that people know that the organization exists and remember its name and core business at the right time. Second, a corporate visual identity symbolizes an organization for external stakeholders, and, hence, contributes to its image and reputation (Schultz, Hatch and Larsen, 2000). Van den Bosch, De Jong and Elving (2005) explored possible relationships between corporate visual identity and reputation, and concluded that corporate visual identity plays a supportive role in corporate reputations. Third, a corporate visual identity expresses the structure of an organization to its external stakeholders, visualising its coherence as well as the relationships between divisions or units. Olins (1989) is well-known for his ‘corporate identity structure’, which consists of three concepts: monolithic brands for companies which have a single brand, a branded identity in which different brands are developed for parts of the organization or for different product lines, and an endorsed identity with different brands which are (visually) connected to each other. Although these concepts introduced by Olins are often presented as the corporate identity structure, they merely provide an indication of the visual presentation of (parts of) the organization. It is therefore better to describe it as a ‘corporate visual identity structure’. A fourth, internal function of corporate visual identity relates to employees’ identification with the organization as a whole and/or the specific departments they work for (depending on the corporate visual strategy in this respect). Identification appears to be crucial for employees (Bromley, 2001; Dutton, Dukerich and Harquail, 1994; Kiriakidou and Millward, 2000), and corporate visual identity probably plays a symbolic role in creating such identification. The definition of the corporate visual identity management (Van den Bosch, 2005) is:Corporate visual identity management involves the planned maintenance, assessment and development of a corporate visual identity as well as associated tools and support, anticipating developments both inside and outside the organization, and engaging employees in applying it, with the objective of contributing to employees’ identification with and appreciation of the organization as well as recognition and appreciation among external stakeholders. Special attention is paid to corporate identity in times of organizational change. Once a new corporate identity is implemented, attention to corporate identity related issues generally tends to decrease. However, corporate identity needs to be managed on a structural basis, to be internalized by the employees and to harmonize with future organizational developments.Efforts to manage the corporate visual identity will result in more consistency and the corporate visual identity management mix should include structural, cultural and strategic aspects (Van den Bosch, 2005). Guidelines, procedures and tools can be summarized as the structural aspects of managing the corporate visual identity.However, as important as the structural aspects may be, they must be complemented by two other types of aspects. Among the cultural aspects of corporate visual identity management, socialization – i.e., formal and informal learning processes – turned out to influence the consistency of a corporate visual identity. Managers are important as a role model and they can clearly set an example. This implies that they need to be aware of the impact of their behavior, which has an effect on how employees behave. If managers pay attention to the way they convey the identity of their organization, including the use of a corporate visual identity, this will have a positive effect on the attention employees give to the corporate visual identity.Further, it seems to be important that the organization communicates the strategic aspects of the corporate visual identity. Employees need to have knowledge of the corporate visual identity of their organization – not only the general reasons for using the corporate visual identity, such as its role in enhancing the visibility and recognizability of the organization, but also aspects of the story behind the corporate visual identity. The story should explain why the design fits the organization and what the design – in all of its elements – is intended to express.

In marketing, a corporate identity is the "persona" of a corporation which is designed to accord with and facilitate the attainment of business objectives. It is usually visibly manifested by way of branding and the use of trademarks.Corporate identity comes into being when there is a common ownership of an organisational philosophy that is manifest in a distinct corporate culture — the corporate personality. At its most profound, the public feel that they have ownership of the philosophy. (Balmer, 1995).In general, this amounts to a corporate title, logo (logotype and/or logogram), and supporting devices commonly assembled within a set of guidelines. These guidelines govern how the identity is applied and confirm approved colour palettes, typefaces, page layouts and other such methods of maintaining visual continuity and brand recognition across all physical manifestations of the brand.Many companies, such as McDonald's and Electronic Arts, have their own identity that runs through all of their products and merchandise. The trademark "M" logo and the yellow and red appears consistently throughout the McDonald's packaging and advertisements. Many companies pay large amounts of money for an identity that is extremely distinguishable, so it can appeal more to its targeted audience.Corporate identity is often viewed as being composed of three parts:Corporate design (logos, uniforms, etc.) Corporate communication (commercials, public relations, information, etc.) Corporate behavior. (internal values, norms, etc.) Corporate identity has become a universal technique for promoting companies and improving corporate culture. Most notably is the company PAOS, founded by Motoo Nakanishi in Tokyo, Japan in 1968. Nakanishi fused design, management consulting and corporate culture to revolutionize corporate identity in Japan.Contents [hide]1 Sociological sense 2 Organizational point of view 3 Corporate visual identity 4 See also 5 References 6 External links Sociological senseCorporate identity can also have a sociological sense. In any large society members of a minority tend to develop a "corporate identity" where they feel a special bond to any other member of that minority even if they have never met the person before. This bond develops because they generally have similar experiences, face similar discrimination, have similar cultural values, economic limitations, etc.In the United States, for instance, persons of Arab or Jewish ancestry, blacks, Hispanics, lesbians and gay men, and persons who follow non-Christian religions, among many other minorities, each have a sense of corporate identity. Within a particular group there are feelings of "we have to watch out for each other" and "I have an obligation not just to succeed, but to help others of my group."A common corollary to this sense of corporate identity is a concern about assimilating into the majority culture to the extent where the minority group ceases to exist for all practical purposes. Corporate identity is promoted, strengthened and encouraged by activities such as teaching the ancestral language, practice of rituals and social customs, observance of holidays, etc., from the minority culture and discouraging marriage outside the particular group or moving to a geographic area where the minority group does not have a significant presence.Organizational point of viewIn a recent monograph on Chinese corporate identity (Routledge, 2006), Peter Peverelli, proposes a new definition of corporate identity, based on the general organization theory proposed in his earlier work, in particular Peverelli (2000). This definition regards identity as a result of social interaction:Corporate identity is the way corporate actors (actors who perceive themselves as acting on behalf of the company) make sense of their company in ongoing social interaction with other actors in a specific context. It includes shared perceptions of reality, ways-to-do-things, etc., and interlocked behaviour. In this process the corporate actors are of equal importance as those others; corporate identity pertains to the company (the group of corporate actors) as well as to the relevant others; Corporate actors construct different identities in different contexts. Corporate visual identityCorporate visual identity plays a significant role in the way an organization presents itself to both internal and external stakeholders. In general terms, a corporate visual identity expresses the values and ambitions of an organization, its business, and its characteristics. Four functions of corporate visual identity can be distinguished. Three of these are aimed at external stakeholders.First, a corporate visual identity provides an organisation with visibility and ‘recognizability’ (Balmer and Gray, 2000; Dowling, 1993; Du Gay, 2000). For virtually all profit and non-profit organisations it is of vital importance that people know that the organization exists and remember its name and core business at the right time. Second, a corporate visual identity symbolizes an organization for external stakeholders, and, hence, contributes to its image and reputation (Schultz, Hatch and Larsen, 2000). Van den Bosch, De Jong and Elving (2005) explored possible relationships between corporate visual identity and reputation, and concluded that corporate visual identity plays a supportive role in corporate reputations. Third, a corporate visual identity expresses the structure of an organization to its external stakeholders, visualising its coherence as well as the relationships between divisions or units. Olins (1989) is well-known for his ‘corporate identity structure’, which consists of three concepts: monolithic brands for companies which have a single brand, a branded identity in which different brands are developed for parts of the organization or for different product lines, and an endorsed identity with different brands which are (visually) connected to each other. Although these concepts introduced by Olins are often presented as the corporate identity structure, they merely provide an indication of the visual presentation of (parts of) the organization. It is therefore better to describe it as a ‘corporate visual identity structure’. A fourth, internal function of corporate visual identity relates to employees’ identification with the organization as a whole and/or the specific departments they work for (depending on the corporate visual strategy in this respect). Identification appears to be crucial for employees (Bromley, 2001; Dutton, Dukerich and Harquail, 1994; Kiriakidou and Millward, 2000), and corporate visual identity probably plays a symbolic role in creating such identification. The definition of the corporate visual identity management (Van den Bosch, 2005) is:Corporate visual identity management involves the planned maintenance, assessment and development of a corporate visual identity as well as associated tools and support, anticipating developments both inside and outside the organization, and engaging employees in applying it, with the objective of contributing to employees’ identification with and appreciation of the organization as well as recognition and appreciation among external stakeholders. Special attention is paid to corporate identity in times of organizational change. Once a new corporate identity is implemented, attention to corporate identity related issues generally tends to decrease. However, corporate identity needs to be managed on a structural basis, to be internalized by the employees and to harmonize with future organizational developments.Efforts to manage the corporate visual identity will result in more consistency and the corporate visual identity management mix should include structural, cultural and strategic aspects (Van den Bosch, 2005). Guidelines, procedures and tools can be summarized as the structural aspects of managing the corporate visual identity.However, as important as the structural aspects may be, they must be complemented by two other types of aspects. Among the cultural aspects of corporate visual identity management, socialization – i.e., formal and informal learning processes – turned out to influence the consistency of a corporate visual identity. Managers are important as a role model and they can clearly set an example. This implies that they need to be aware of the impact of their behavior, which has an effect on how employees behave. If managers pay attention to the way they convey the identity of their organization, including the use of a corporate visual identity, this will have a positive effect on the attention employees give to the corporate visual identity.Further, it seems to be important that the organization communicates the strategic aspects of the corporate visual identity. Employees need to have knowledge of the corporate visual identity of their organization – not only the general reasons for using the corporate visual identity, such as its role in enhancing the visibility and recognizability of the organization, but also aspects of the story behind the corporate visual identity. The story should explain why the design fits the organization and what the design – in all of its elements – is intended to express.

In marketing, a corporate identity is the "persona" of a corporation which is designed to accord with and facilitate the attainment of business objectives. It is usually visibly manifested by way of branding and the use of trademarks.Corporate identity comes into being when there is a common ownership of an organisational philosophy that is manifest in a distinct corporate culture — the corporate personality. At its most profound, the public feel that they have ownership of the philosophy. (Balmer, 1995).In general, this amounts to a corporate title, logo (logotype and/or logogram), and supporting devices commonly assembled within a set of guidelines. These guidelines govern how the identity is applied and confirm approved colour palettes, typefaces, page layouts and other such methods of maintaining visual continuity and brand recognition across all physical manifestations of the brand.Many companies, such as McDonald's and Electronic Arts, have their own identity that runs through all of their products and merchandise. The trademark "M" logo and the yellow and red appears consistently throughout the McDonald's packaging and advertisements. Many companies pay large amounts of money for an identity that is extremely distinguishable, so it can appeal more to its targeted audience.Corporate identity is often viewed as being composed of three parts:Corporate design (logos, uniforms, etc.) Corporate communication (commercials, public relations, information, etc.) Corporate behavior. (internal values, norms, etc.) Corporate identity has become a universal technique for promoting companies and improving corporate culture. Most notably is the company PAOS, founded by Motoo Nakanishi in Tokyo, Japan in 1968. Nakanishi fused design, management consulting and corporate culture to revolutionize corporate identity in Japan.Contents [hide]1 Sociological sense 2 Organizational point of view 3 Corporate visual identity 4 See also 5 References 6 External links Sociological senseCorporate identity can also have a sociological sense. In any large society members of a minority tend to develop a "corporate identity" where they feel a special bond to any other member of that minority even if they have never met the person before. This bond develops because they generally have similar experiences, face similar discrimination, have similar cultural values, economic limitations, etc.In the United States, for instance, persons of Arab or Jewish ancestry, blacks, Hispanics, lesbians and gay men, and persons who follow non-Christian religions, among many other minorities, each have a sense of corporate identity. Within a particular group there are feelings of "we have to watch out for each other" and "I have an obligation not just to succeed, but to help others of my group."A common corollary to this sense of corporate identity is a concern about assimilating into the majority culture to the extent where the minority group ceases to exist for all practical purposes. Corporate identity is promoted, strengthened and encouraged by activities such as teaching the ancestral language, practice of rituals and social customs, observance of holidays, etc., from the minority culture and discouraging marriage outside the particular group or moving to a geographic area where the minority group does not have a significant presence.Organizational point of viewIn a recent monograph on Chinese corporate identity (Routledge, 2006), Peter Peverelli, proposes a new definition of corporate identity, based on the general organization theory proposed in his earlier work, in particular Peverelli (2000). This definition regards identity as a result of social interaction:Corporate identity is the way corporate actors (actors who perceive themselves as acting on behalf of the company) make sense of their company in ongoing social interaction with other actors in a specific context. It includes shared perceptions of reality, ways-to-do-things, etc., and interlocked behaviour. In this process the corporate actors are of equal importance as those others; corporate identity pertains to the company (the group of corporate actors) as well as to the relevant others; Corporate actors construct different identities in different contexts. Corporate visual identityCorporate visual identity plays a significant role in the way an organization presents itself to both internal and external stakeholders. In general terms, a corporate visual identity expresses the values and ambitions of an organization, its business, and its characteristics. Four functions of corporate visual identity can be distinguished. Three of these are aimed at external stakeholders.First, a corporate visual identity provides an organisation with visibility and ‘recognizability’ (Balmer and Gray, 2000; Dowling, 1993; Du Gay, 2000). For virtually all profit and non-profit organisations it is of vital importance that people know that the organization exists and remember its name and core business at the right time. Second, a corporate visual identity symbolizes an organization for external stakeholders, and, hence, contributes to its image and reputation (Schultz, Hatch and Larsen, 2000). Van den Bosch, De Jong and Elving (2005) explored possible relationships between corporate visual identity and reputation, and concluded that corporate visual identity plays a supportive role in corporate reputations. Third, a corporate visual identity expresses the structure of an organization to its external stakeholders, visualising its coherence as well as the relationships between divisions or units. Olins (1989) is well-known for his ‘corporate identity structure’, which consists of three concepts: monolithic brands for companies which have a single brand, a branded identity in which different brands are developed for parts of the organization or for different product lines, and an endorsed identity with different brands which are (visually) connected to each other. Although these concepts introduced by Olins are often presented as the corporate identity structure, they merely provide an indication of the visual presentation of (parts of) the organization. It is therefore better to describe it as a ‘corporate visual identity structure’. A fourth, internal function of corporate visual identity relates to employees’ identification with the organization as a whole and/or the specific departments they work for (depending on the corporate visual strategy in this respect). Identification appears to be crucial for employees (Bromley, 2001; Dutton, Dukerich and Harquail, 1994; Kiriakidou and Millward, 2000), and corporate visual identity probably plays a symbolic role in creating such identification. The definition of the corporate visual identity management (Van den Bosch, 2005) is:Corporate visual identity management involves the planned maintenance, assessment and development of a corporate visual identity as well as associated tools and support, anticipating developments both inside and outside the organization, and engaging employees in applying it, with the objective of contributing to employees’ identification with and appreciation of the organization as well as recognition and appreciation among external stakeholders. Special attention is paid to corporate identity in times of organizational change. Once a new corporate identity is implemented, attention to corporate identity related issues generally tends to decrease. However, corporate identity needs to be managed on a structural basis, to be internalized by the employees and to harmonize with future organizational developments.Efforts to manage the corporate visual identity will result in more consistency and the corporate visual identity management mix should include structural, cultural and strategic aspects (Van den Bosch, 2005). Guidelines, procedures and tools can be summarized as the structural aspects of managing the corporate visual identity.However, as important as the structural aspects may be, they must be complemented by two other types of aspects. Among the cultural aspects of corporate visual identity management, socialization – i.e., formal and informal learning processes – turned out to influence the consistency of a corporate visual identity. Managers are important as a role model and they can clearly set an example. This implies that they need to be aware of the impact of their behavior, which has an effect on how employees behave. If managers pay attention to the way they convey the identity of their organization, including the use of a corporate visual identity, this will have a positive effect on the attention employees give to the corporate visual identity.Further, it seems to be important that the organization communicates the strategic aspects of the corporate visual identity. Employees need to have knowledge of the corporate visual identity of their organization – not only the general reasons for using the corporate visual identity, such as its role in enhancing the visibility and recognizability of the organization, but also aspects of the story behind the corporate visual identity. The story should explain why the design fits the organization and what the design – in all of its elements – is intended to express.

In marketing, a corporate identity is the "persona" of a corporation which is designed to accord with and facilitate the attainment of business objectives. It is usually visibly manifested by way of branding and the use of trademarks.

Corporate identity comes into being when there is a common ownership of an organisational philosophy that is manifest in a distinct corporate culture — the corporate personality. At its most profound, the public feel that they have ownership of the philosophy. (Balmer, 1995).

In general, this amounts to a corporate title, logo (logotype and/or logogram), and supporting devices commonly assembled within a set of guidelines. These guidelines govern how the identity is applied and confirm approved colour palettes, typefaces, page layouts and other such methods of maintaining visual continuity and brand recognition across all physical manifestations of the brand.

Many companies, such as McDonald's and Electronic Arts, have their own identity that runs through all of their products and merchandise. The trademark "M" logo and the yellow and red appears consistently throughout the McDonald's packaging and advertisements. Many companies pay large amounts of money for an identity that is extremely distinguishable, so it can appeal more to its targeted audience.

Corporate identity is often viewed as being composed of three parts:

Corporate design (logos, uniforms, etc.)
Corporate communication (commercials, public relations, information, etc.)
Corporate behavior. (internal values, norms, etc.)
Corporate identity has become a universal technique for promoting companies and improving corporate culture. Most notably is the company PAOS, founded by Motoo Nakanishi in Tokyo, Japan in 1968. Nakanishi fused design, management consulting and corporate culture to revolutionize corporate identity in Japan.

Contents [hide]
1 Sociological sense
2 Organizational point of view
3 Corporate visual identity
4 See also
5 References
6 External links

Sociological sense
Corporate identity can also have a sociological sense. In any large society members of a minority tend to develop a "corporate identity" where they feel a special bond to any other member of that minority even if they have never met the person before. This bond develops because they generally have similar experiences, face similar discrimination, have similar cultural values, economic limitations, etc.

In the United States, for instance, persons of Arab or Jewish ancestry, blacks, Hispanics, lesbians and gay men, and persons who follow non-Christian religions, among many other minorities, each have a sense of corporate identity. Within a particular group there are feelings of "we have to watch out for each other" and "I have an obligation not just to succeed, but to help others of my group."

A common corollary to this sense of corporate identity is a concern about assimilating into the majority culture to the extent where the minority group ceases to exist for all practical purposes. Corporate identity is promoted, strengthened and encouraged by activities such as teaching the ancestral language, practice of rituals and social customs, observance of holidays, etc., from the minority culture and discouraging marriage outside the particular group or moving to a geographic area where the minority group does not have a significant presence.

Organizational point of view
In a recent monograph on Chinese corporate identity (Routledge, 2006), Peter Peverelli, proposes a new definition of corporate identity, based on the general organization theory proposed in his earlier work, in particular Peverelli (2000). This definition regards identity as a result of social interaction:

Corporate identity is the way corporate actors (actors who perceive themselves as acting on behalf of the company) make sense of their company in ongoing social interaction with other actors in a specific context. It includes shared perceptions of reality, ways-to-do-things, etc., and interlocked behaviour.
In this process the corporate actors are of equal importance as those others; corporate identity pertains to the company (the group of corporate actors) as well as to the relevant others;
Corporate actors construct different identities in different contexts.

Corporate visual identity
Corporate visual identity plays a significant role in the way an organization presents itself to both internal and external stakeholders. In general terms, a corporate visual identity expresses the values and ambitions of an organization, its business, and its characteristics. Four functions of corporate visual identity can be distinguished. Three of these are aimed at external stakeholders.

First, a corporate visual identity provides an organisation with visibility and ‘recognizability’ (Balmer and Gray, 2000; Dowling, 1993; Du Gay, 2000). For virtually all profit and non-profit organisations it is of vital importance that people know that the organization exists and remember its name and core business at the right time.
Second, a corporate visual identity symbolizes an organization for external stakeholders, and, hence, contributes to its image and reputation (Schultz, Hatch and Larsen, 2000). Van den Bosch, De Jong and Elving (2005) explored possible relationships between corporate visual identity and reputation, and concluded that corporate visual identity plays a supportive role in corporate reputations.
Third, a corporate visual identity expresses the structure of an organization to its external stakeholders, visualising its coherence as well as the relationships between divisions or units. Olins (1989) is well-known for his ‘corporate identity structure’, which consists of three concepts: monolithic brands for companies which have a single brand, a branded identity in which different brands are developed for parts of the organization or for different product lines, and an endorsed identity with different brands which are (visually) connected to each other. Although these concepts introduced by Olins are often presented as the corporate identity structure, they merely provide an indication of the visual presentation of (parts of) the organization. It is therefore better to describe it as a ‘corporate visual identity structure’.
A fourth, internal function of corporate visual identity relates to employees’ identification with the organization as a whole and/or the specific departments they work for (depending on the corporate visual strategy in this respect). Identification appears to be crucial for employees (Bromley, 2001; Dutton, Dukerich and Harquail, 1994; Kiriakidou and Millward, 2000), and corporate visual identity probably plays a symbolic role in creating such identification.
The definition of the corporate visual identity management (Van den Bosch, 2005) is:

Corporate visual identity management involves the planned maintenance, assessment and development of a corporate visual identity as well as associated tools and support, anticipating developments both inside and outside the organization, and engaging employees in applying it, with the objective of contributing to employees’ identification with and appreciation of the organization as well as recognition and appreciation among external stakeholders.
Special attention is paid to corporate identity in times of organizational change. Once a new corporate identity is implemented, attention to corporate identity related issues generally tends to decrease. However, corporate identity needs to be managed on a structural basis, to be internalized by the employees and to harmonize with future organizational developments.

Efforts to manage the corporate visual identity will result in more consistency and the corporate visual identity management mix should include structural, cultural and strategic aspects (Van den Bosch, 2005). Guidelines, procedures and tools can be summarized as the structural aspects of managing the corporate visual identity.

However, as important as the structural aspects may be, they must be complemented by two other types of aspects. Among the cultural aspects of corporate visual identity management, socialization – i.e., formal and informal learning processes – turned out to influence the consistency of a corporate visual identity. Managers are important as a role model and they can clearly set an example. This implies that they need to be aware of the impact of their behavior, which has an effect on how employees behave. If managers pay attention to the way they convey the identity of their organization, including the use of a corporate visual identity, this will have a positive effect on the attention employees give to the corporate visual identity.

Further, it seems to be important that the organization communicates the strategic aspects of the corporate visual identity. Employees need to have knowledge of the corporate visual identity of their organization – not only the general reasons for using the corporate visual identity, such as its role in enhancing the visibility and recognizability of the organization, but also aspects of the story behind the corporate visual identity. The story should explain why the design fits the organization and what the design – in all of its elements – is intended to express

企业VI设计 使用软件ILLSTATOR矢量软件 分辨率高 对人员的需求没什么 只要你会使用就行 要求就是为企业设置一个标志 切具有象征性意义 积极向上 并且给企业制定一套属于自己公司品牌形象的 例如 自己设计《 服装 广告 茶杯 。。。。》然后制作成一本VI手册 大概页面随意 越多越好 40页属于标准页 费用大概在70元左右.

企业VI设计 使用软件ILLSTATOR矢量软件 分辨率高 对人员的需求没什么 只要你会使用就行 要求就是为企业设置一个标志 切具有象征性意义 积极向上 并且给企业制定一套属于自己公司品牌形象的 例如 自己设计《 服装 广告 茶杯 。。。。》然后制作成一本VI手册 大概页面随意 越多越好 40页属于标准页 费用大概在70元左右

企业VI设计 使用软件ILLSTATOR矢量软件 分辨率高 对人员的需求没什么 只要你会使用就行 要求就是为企业设置一个标志 切具有象征性意义 积极向上 并且给企业制定一套属于自己公司品牌形象的 例如 自己设计《 服装 广告 茶杯 。。。。》然后制作成一本VI手册 大概页面随意 越多越好 40页属于标准页 费用大概在70元左右

CI:CORPORATE IMAGE 企业形象CI是指通过打造良好企业形象，形成个性化品牌的一种营销理念CIS战略又称CIS系统，是“企业形象与品牌传播战略”的简称，即运用CI理念的一种战略，包括MI、BI、VI三个子系统：MI：Mind Identity 理念识别（指形成良好的企业文化和管理理念，是CIS系统的首要部分）BI：Behaviour Identity 行为识别（是CIS的动态识别系统,包括对外回馈、参与活动、对内组织、管理和教育，通常以手册形式）VI：View Identity 视觉识别，（VI涉及品牌的平面设计和推广）

CI:CORPORATE IMAGE 企业形象CI是指通过打造良好企业形象，形成个性化品牌的一种营销理念CIS战略又称CIS系统，是“企业形象与品牌传播战略”的简称，即运用CI理念的一种战略，包括MI、BI、VI三个子系统：MI：Mind Identity 理念识别（指形成良好的企业文化和管理理念，是CIS系统的首要部分）BI：Behaviour Identity 行为识别（是CIS的动态识别系统,包括对外回馈、参与活动、对内组织、管理和教育，通常以手册形式）VI：View Identity 视觉识别，（VI涉及品牌的平面设计和推广）

VI——视觉系统
CI就是企业文化识别系统
UI的本意是用户界面( user interface ) ，概括成一句话就是——人和工具之间的界面。

CI包括(VI:企业形象识别 BI：企业活动识别 MI：企业理念识别)至于UI，在下没听说过。

VI——视觉系统 CI就是企业文化识别系统UI的本意是用户界面( user interface ) ，概括成一句话就是——人和工具之间的界面。

VI——视觉系统
CI就是企业文化识别系统
UI的本意是用户界面( user interface ) ，概括成一句话就是——人和工具之间的界面

参考答案：C

CIS是现代组织形象整体策划和实施系统的简称。其英文全称是Corporation Identity System。中文译为“企业识别系统”。CIS理论主张将企业理念，企业文化，企业行为及企业视觉标志通过统一设计加以整合，强化其传播效果，使组织迅速提升自己的知名度，美誉度和公众的认可度。 CIS的组成及关系 企业识别由下列三个部分组成：理念识别（Mind Identity 简称MI）行为识别（Behaviour Identity 简称BI）视觉识别（Visual Identity 简称VI） 1、理念识别（MI）是最高决策层，是导入CI的原动力，是企业的精神所在。它包括精神标语、经营理念、经营方针、座右铭¨¨¨，MI也是一种符号，当此符号发挥有效功能时，无形中对员工产生潜移默化、教导的作用，使员工能肯定自己在公司工作的意义，进而提高士气。同时理念识别又是代表语言上的形象，同样须具备从易懂的明快感来。如东京RAYONNE公司的MI：企业标语――让消费者享受更便宜的商品，使从业人员享受更安定的生活，公司股东则享受更丰厚的福利。 企业理念――全新价值的再创造。经营方针――重视人、市场走向、革新经营。座右铭――更接近消费者，勤力开拓市场，以强劲快捷作为活力的象征。 2、行为识别（BI）是非视觉化动态的识别开式。对内负责组织管理，包括：工作环境、生产设备、研究发展、生产福利及员工教育（礼貌仪表、服务态度、上进精神）等等。对外负责开展各种活动，包括：市场调查、促销活动、公共关系、产品开发，流通对策、金融对策、公益性活动、文化性活动等。J?G?雪南先生说：“CI并非单纯的设计，而是组织全体――商品、服务、员工、管理者、工作态度和状况、倾向以及民众性等各方面的统整性知觉。”实施CI时，需要企业全体员工的协助进行。员工是将企业形传递给外界的重要媒体，如果员工的素质有问题，将为公司带来很大的伤害。例如：员工的态度、举目不像样；营业员对顾客态度不佳，秘书接电话不礼貌；有公司标志的车辆不遵守交通规则；和客人约谈的聚会无法准时赴约等，以上情况发生将对公司形象造成伤害。任何营运状况正常的企业，都有二种不同的力量，其一是离心力，其二是向心力。离心力指使企业向外扩展的作用力，如：销售、服务活动范围的扩大，商品的多样化等，离心力的作用是向外的。向心力则电一种向内部集中，藉以强化共同体的团结力。由此可见，离心力和向心力的作用方向相反，但对企业来说，这二种作用力必须相辅相成，合二为一。 3、视觉识别（VI）系静态的识别符号。在整个企业识别中传播力量与感染力量最为具体而直接，项目最多，层面最广，让人一目了然。企业形象是存在人心中一种模糊、朦胧的感觉；或是存在于脑中记忆的片断。为了加深印象，须设计能适当表现、代表这些记忆、感觉的符号。以这种符号为媒介来启发或打开这种感情、记忆。认识的程度愈深，就更加强“信赖感”。视觉识别包括基本要素和应用要素两个方面，它们之间的关系，我们用企业树的形式来表示。

CIS是现代组织形象整体策划和实施系统的简称。其英文全称是Corporation Identity System。中文译为“企业识别系统”。CIS理论主张将企业理念，企业文化，企业行为及企业视觉标志通过统一设计加以整合，强化其传播效果，使组织迅速提升自己的知名度，美誉度和公众的认可度。 CIS的组成及关系 企业识别由下列三个部分组成：理念识别（Mind Identity 简称MI）行为识别（Behaviour Identity 简称BI）视觉识别（Visual Identity 简称VI） 1、理念识别（MI）是最高决策层，是导入CI的原动力，是企业的精神所在。它包括精神标语、经营理念、经营方针、座右铭¨¨¨，MI也是一种符号，当此符号发挥有效功能时，无形中对员工产生潜移默化、教导的作用，使员工能肯定自己在公司工作的意义，进而提高士气。同时理念识别又是代表语言上的形象，同样须具备从易懂的明快感来。如东京RAYONNE公司的MI：企业标语――让消费者享受更便宜的商品，使从业人员享受更安定的生活，公司股东则享受更丰厚的福利。 企业理念――全新价值的再创造。经营方针――重视人、市场走向、革新经营。座右铭――更接近消费者，勤力开拓市场，以强劲快捷作为活力的象征。 2、行为识别（BI）是非视觉化动态的识别开式。对内负责组织管理，包括：工作环境、生产设备、研究发展、生产福利及员工教育（礼貌仪表、服务态度、上进精神）等等。对外负责开展各种活动，包括：市场调查、促销活动、公共关系、产品开发，流通对策、金融对策、公益性活动、文化性活动等。J?G?雪南先生说：“CI并非单纯的设计，而是组织全体――商品、服务、员工、管理者、工作态度和状况、倾向以及民众性等各方面的统整性知觉。”实施CI时，需要企业全体员工的协助进行。员工是将企业形传递给外界的重要媒体，如果员工的素质有问题，将为公司带来很大的伤害。例如：员工的态度、举目不像样；营业员对顾客态度不佳，秘书接电话不礼貌；有公司标志的车辆不遵守交通规则；和客人约谈的聚会无法准时赴约等，以上情况发生将对公司形象造成伤害。任何营运状况正常的企业，都有二种不同的力量，其一是离心力，其二是向心力。离心力指使企业向外扩展的作用力，如：销售、服务活动范围的扩大，商品的多样化等，离心力的作用是向外的。向心力则电一种向内部集中，藉以强化共同体的团结力。由此可见，离心力和向心力的作用方向相反，但对企业来说，这二种作用力必须相辅相成，合二为一。 3、视觉识别（VI）系静态的识别符号。在整个企业识别中传播力量与感染力量最为具体而直接，项目最多，层面最广，让人一目了然。企业形象是存在人心中一种模糊、朦胧的感觉；或是存在于脑中记忆的片断。为了加深印象，须设计能适当表现、代表这些记忆、感觉的符号。以这种符号为媒介来启发或打开这种感情、记忆。认识的程度愈深，就更加强“信赖感”。视觉识别包括基本要素和应用要素两个方面，它们之间的关系，我们用企业树的形式来表示。

CIS是现代组织形象整体策划和实施系统的简称。其英文全称是Corporation Identity System。中文译为“企业识别系统”。CIS理论主张将企业理念，企业文化，企业行为及企业视觉标志通过统一设计加以整合，强化其传播效果，使组织迅速提升自己的知名度，美誉度和公众的认可度。 CIS的组成及关系 企业识别由下列三个部分组成：理念识别（Mind Identity 简称MI）行为识别（Behaviour Identity 简称BI）视觉识别（Visual Identity 简称VI） 1、理念识别（MI）是最高决策层，是导入CI的原动力，是企业的精神所在。它包括精神标语、经营理念、经营方针、座右铭¨¨¨，MI也是一种符号，当此符号发挥有效功能时，无形中对员工产生潜移默化、教导的作用，使员工能肯定自己在公司工作的意义，进而提高士气。同时理念识别又是代表语言上的形象，同样须具备从易懂的明快感来。如东京RAYONNE公司的MI：企业标语――让消费者享受更便宜的商品，使从业人员享受更安定的生活，公司股东则享受更丰厚的福利。 企业理念――全新价值的再创造。经营方针――重视人、市场走向、革新经营。座右铭――更接近消费者，勤力开拓市场，以强劲快捷作为活力的象征。 2、行为识别（BI）是非视觉化动态的识别开式。对内负责组织管理，包括：工作环境、生产设备、研究发展、生产福利及员工教育（礼貌仪表、服务态度、上进精神）等等。对外负责开展各种活动，包括：市场调查、促销活动、公共关系、产品开发，流通对策、金融对策、公益性活动、文化性活动等。J?G?雪南先生说：“CI并非单纯的设计，而是组织全体――商品、服务、员工、管理者、工作态度和状况、倾向以及民众性等各方面的统整性知觉。”实施CI时，需要企业全体员工的协助进行。员工是将企业形传递给外界的重要媒体，如果员工的素质有问题，将为公司带来很大的伤害。例如：员工的态度、举目不像样；营业员对顾客态度不佳，秘书接电话不礼貌；有公司标志的车辆不遵守交通规则；和客人约谈的聚会无法准时赴约等，以上情况发生将对公司形象造成伤害。任何营运状况正常的企业，都有二种不同的力量，其一是离心力，其二是向心力。离心力指使企业向外扩展的作用力，如：销售、服务活动范围的扩大，商品的多样化等，离心力的作用是向外的。向心力则电一种向内部集中，藉以强化共同体的团结力。由此可见，离心力和向心力的作用方向相反，但对企业来说，这二种作用力必须相辅相成，合二为一。 3、视觉识别（VI）系静态的识别符号。在整个企业识别中传播力量与感染力量最为具体而直接，项目最多，层面最广，让人一目了然。企业形象是存在人心中一种模糊、朦胧的感觉；或是存在于脑中记忆的片断。为了加深印象，须设计能适当表现、代表这些记忆、感觉的符号。以这种符号为媒介来启发或打开这种感情、记忆。认识的程度愈深，就更加强“信赖感”。视觉识别包括基本要素和应用要素两个方面，它们之间的关系，我们用企业树的形式来表示。

a为一单位，它可以代表一个数字或距离，比如一个a代表一厘米，那么十个a就是一米的距离。

a为一单位，它可以代表一个数字或距离，比如一个a代表一厘米，那么十个a就是一米的距离。

CI系统是由理念识别（MI），行为识别（BI），视觉识别（VI）三部分组成的~房地产标志设计由于主要是从视觉感官上起到一种对人的感染力，因而它在细方面分应属于VI设计，但就像小王是北京人更是中国人一样，不能说属于CI设计就错。它应是CI设计中的VI设计

房地产标志设计属于VI中的基础部分，VI有基础和应用两部分。

CI是果子，MI是果核。BI是果肉，VI是果皮。 房地产标志设计属于VI中的基础部分，VI有基础和应用两部分。

CI是果子，MI是果核。BI是果肉，VI是果皮。 房地产标志设计属于VI中的基础部分，VI有基础和应用两部分。

VI是CI的一部分,就像你想买水果中的苹果,苹果包含的营养有维生素...,水果包含的维生素有....,而你现在正缺少的正是苹果中的维生素...

VI是CI的一部分,就像你想买水果中的苹果,苹果包含的营养有维生素...,水果包含的维生素有....,而你现在正缺少的正是苹果中的维生素...

VI是CI的一部分,就像你想买水果中的苹果,苹果包含的营养有维生素...,水果包含的维生素有....,而你现在正缺少的正是苹果中的维生素...

参考答案：B

参考答案：C