ABSTRACT
The management of design work is sometimes made particularly complicated when a new business, especially a new service business, is being created. A good example of this relationship can be seen in the creation of the Eurotunnel service. The work on corporate identity at Eurotunnel was to help establish and reinforce the proposition of an efficient transport service that moved people, cars and goods on trains through a tunnel under the channel between the UK and France. Corporate identity at Eurotunnel was therefore a strategic process that touched many business functions like human resources, communications, marketing, public affairs and financial investments. Dealing with corporate identity and design issues at Eurotunnel was bound to be difficult, particularly as the enterprise had no significant operational history in which it could have developed its culture. Before design and corporate identity could be managed at Eurotunnel, its management had to be organized and a structure developed that would facilitate the work.
