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The purpose of this paper is to investigate student corporate brand identification towards three closely‐linked corporate brands: a UK university, a leading UK business school and an overseas collaborative partner institute in Asia.

The paper uses a theory‐building case study within the phenomenological/qualitative research tradition.

The strength of student identification with a corporate brand is predicated on awareness, knowledge and experience of a brand. The data revealed three types of corporate brand identification. This reflected different modes of student affiliation with the three institutional brands. These student relationships were categorised as follows: brand member (a contractual/legal corporate brand relationship); brand supporter (a trusting corporate brand relationship); and brand owner (a proprietorial corporate brand relationship). In explaining the above, the above states are viewed in terms of a corporate brand identification management hierarchy which reflects different approaches to the management of corporate brands. These are categorised as legalisation, realisation and, finally, (brand) actualisation. Senior managers should strive for brand actualisation.

The insights from a single, exploratory, case study might not be generalisable.

The paper conceptualises that a bureaucratic/product approach to corporate brand management is more likely to result in low brand identification (legalisation); that a diplomatic/communications management approach is more likely to result in moderate brand identification (realisation) and, finally, that a custodial/brand values and promise management approach is more likely to result in high brand identification (brand actualisation). These categorisations can have a utility in ascertaining the effectiveness and philosophical underpinnings of corporate brand management.

The paper examines multiple student identification (towards a university, business school and a non degree‐awarding overseas institute).