【正文】 ny and McDonald (2003) explored the two types of petitive brand advantage: costdriven and valueadded. Positioning is the differentiation of brand or product according to the target market39。 perception relative to similar offerings in the given markets. All elements of a pany39。s behavior affect the position in customers39。 minds. Tadevosyan et el (2008) argued that there was a lake of research about corporate brand positioning, while previous researchers had focused on product brand positioning. In general, brand positioning refers to consumers39。 perceptions and insights about a special brand as well as the niche the brand occupies in their mind. Chew (2009) differentiated between strategic positioning, strategic position and positioning strategy since the term 39。position39。 has a variety of meanings in the literature. Strategic positioning is synonymous with positioning in the literature and is a process of defining and maintaining a distinctive place in the market for organization, operation, and assessing organization position54 relative to petitors (Zineldin and Bredenlow, 2001). Several authors suggested two approaches to strategic position: internal organization and external target audience (Reddy and Campbell, 1993。 Hooley 2001。 Fill 2002。 Attia 2003). Strategic position of a corporation is the oute of decisions made at the corporate level and is influenced by the external environment, such as availability of internal resources and core petences, and the expectations of various internal and external stakeholders (Johnson, Scholes and Whittington, 2006). Strategic position also provides direction for operational positioning. However, positioning at the product/brand or operational level involves identifying how the organization39。s offerings are perceived by its users/consumers relative to other peting products or brands. Additionally, it develops appropriate marketing mix strategies that support their position in the marketplace (Chew, 2009). Strategic position at the organizational level is a longterm process of developing the organization39。s overall petitive advantage in the marketplace. It identifies the organization39。s place in the environment in relation to vision, mission and core petency ( Hooley, 2001。 Hamel and Parahalad ,1993). It also requires managers to take deliberate and proactive actions to identify and develop the organization39。s petitive position based on its operational and experiential dimensions rather than promotional efforts (Kalafaties,Tsogas and Blankson, 2000). In this paper, SBU strategic position, which results from using corporate brand strategy, is a position that every SBU has in the marketplace against its petitive forces. In this paper, SBU strategic position refers to the position held by every SBU against its petitive forces as a result of the use of corporate brand in the marketplace. 01 is statistically significant. Correlation coefficient between constructs is shown in Table 2 and Figure CONCLUSION The results of the model showed that the factors determining the effectiveness of corporate brand strategy are related to each constructs in the conceptual model. These findings indicate that we can measure these dimensions to assess the effectiveness of corporate branding strategy. The effectiveness of corporate branding strategy displays itself if the corporation and SBUs are leading up to their intended results. To determine the effectiveness of corporate branding strategy, the paper suggests that panies should assess both corporation and SBU performance as against the business39。s tangible and intangible criteria such as multiple stakeholders39。 reliance, financial value and strategic position. Reliance of multiple stakeholders results from their satisfaction which impacts on the corporation and which has different value and weight. The customers, SBU managers, investors, suppliers, partners, employees, SBU employees, regulators, media, and local munity organizations are multiple stakeholders that influence the performance of corporate branding strategy and have different effects on CEO decisions.. After identifying stakeholders and determining their importance, the next step is to delineate some criteria to assess their reliance as follows: Customers: Customer perception of corporate brand, willingness to pay, loyalty etc. SBU managers: Willingness to use corporate brand, mitment etc. Employees: Commitment, loyalty, support of corporate mission and vision, number of job applications received, employee retention rate etc. Suppliers: Willingness to interact with the organization etc. Partners: Satisfied with the contract etc. Media: Presence, relation with the organization etc. SBU employees: Commitment to corporation, number of job applications received, employee satisfaction rate, etc. The cumulative effect of these groups39。 satisfaction or the average weight of these variables displays one of the impact factors on the effectiveness of corporate branding strategy powerfully and directly. SBUs’ strategic position results from the corporate brand strategy, and causes SBUs to move in the petitive market without dependency and threat. However, SBUs strategic position depends on several factors such as their special industry, market share, profitability, kind of products and services, sales strategies, SBU performance and capabilities and so on, but the paper suggests assessing three factors for SBU39。s strategic position: the sustainability of SBUs39。 strategic position over time, the parent pany39。s reputation, and the corporate image. These factors show SBUs’ strategic position in the marketplace. They can help managers to investigate the effect of the corporate brand strategy. SUGGESTIONS FOR FUTURE RESEARCH There is a need for future research to show how we can assess the financial value result of applying a corporate brand strategy based on the model and how we can measure corporate brand