Brand orientation: another explanation of retailer performance

Abstract

This paper postulates that organisational capabilities, particularly brand orientation, may provide an appropriate theoretical framework to explain variations in organisational performance among retailers. Brand orientation is viewed as a strategic capability, just like innovation. This allows for a distinction to be made with such core antecedent (However, it is important to distinguish between strategic capabilities (innovation orientation and brand orientation) and antecedent core) capabilities such as market orientation, operational orientation and human resource orientation which all organizations must have to some degree. This distinction is made to emphasise that all organisations operate with some degree of market, operational and human resource orientation, whereas organisations can choose to operate without either innovation or brand orientation. We argue that it is the inclusion of organisational capabilities with positional advantage and organisational performance that provides an holistic conceptual framework for the empirical investigation we are currently undertaking. The propositions discussed in this paper link the various relationships in the conceptual model within the context of Australian retailing organisations.<br /