In recognizing this need to use brands as a basis for competitive advantage, organizations are reaching beyond the traditional market orientation framework and are develop-ing a brand orientation. In this sense, one sees market orientation, with its long-term focus, as creating the conditions for brand orientation as a means of translating the goals and objectives of market orientation into a medium- to long-term actionable set of activities. A review of the literature (Bridson and Evans 2004; Ewing and Napoli 2004; Simoes and Dibb 2001) indicates the notion that brand orientation should be embedded in all organizational activities to build a strong relationship with principal stakeholders. Bridson and Evans's (2004) conceptualization and operationalization of brand orientation indicates four components: