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Highlights the role corporate identity plays in corporate communication. Based on the work of Albert and Whetten derives three criteria to guide management decisions on corporate identity: centrality to the organization, specificity to the organization and continuity over time. These criteria can serve as guidelines when empirical measurement of an organization's existing identity is conducted. Illustrates the criteria with an example of empirical identity measurement using means‐end analysis. Suggests centrality in the means‐end structure of organization members' activities as an operationalization with the potential to encompass all three criteria.

The purpose of this paper is to use managerial vision of corporate brand in relation to consumers, dealers and frontline employees to generate brand benchmarks. These benchmarks are sets of perceptions on how managers envision corporate brand to be positioned in minds of consumers, dealers and frontline employees. Additionally, this study explores managerial views concerning the importance of corporate branding in relation to an organization and its stakeholders. One of the most important strategic decisions that managers make concerns positioning of a corporate brand in the minds of key internal and external stakeholders.

Insights are drawn from the in-depth semi-structured interviews with 22 senior managers from the three car manufacturers based in Australia and engaged in the corporate branding strategy.

Although managers viewed corporate brand as a “strategic tool” and “the DNA” of an organization, the findings suggest that corporate brand strategy is ultimately driven by consumers rather than multiple stakeholders. Practical (utilitarian) components of the brand value were emphasized by the managers as key brand benefits communicated to consumers and also to dealers and frontline employees. Although managers recognized the importance of being seen as a “trustworthy partner” by dealer principals and customer-facing staff, the idea of dealer networks playing a role of a “supportive mechanism” for enhancing consumer experience, was domineering.

The views expressed by the interviewees in this paper may not fully reflect the views of the whole organization regarding the corporate brand. As this study is conducted in the car manufacturing industry, its findings may not be directly applicable in other industries. As corporate branding a relatively new area, organizations do not always appreciate its scope and what such a branding strategy involves. However, organizations need to move beyond a “product branding thinking” to a strategic perspective as corporate brands build the images formed and held by key external and internal stakeholders.

Generating benchmarks for corporate brands using top management’s aspirations can assist organizations in generating focused and more nuanced understanding of how they wish corporate brand to be perceived by the key stakeholders and effectively build corporate brand.

Managerial vision of corporate brand was used as a starting point in developing reference points (i.e. benchmarks) for the desired brand identity, which may potentially be developed into relevant standards and best practices in corporate branding within an organization.