The relationship between brand orientation, customer orientation, competitor orientation and brand distinctiveness in SA retailing

Abstract

The South Africa Retailing industry is extremely competitive. Whether one looks at food, clothing, motor, or furniture, it is evident based on the distribution capabilities organisations develop i.e. bricks and mortar, and brands retailers keep in order to get ahead with a view to attaining a long term competitive advantage. Retailers need to invest in brands, competitor, and customer intelligence in order to attain and defend a differentiated position. If one takes a closer look at the retail industry, for example furniture retail, the levels of competition within this category have resulted in players aggressively investing in brands that have become household names. A case in point is JD Group, which has adopted a strategic position that sees it invest in brands like Joshua Doore, Morkels, Bradlows, Price and Pride, Incredible Connection, Hi Fi Corp, and many more. This is all done with the intention of allowing the organisation to sustainably compete in all targeted categories and segments of the market. Investing in brands invariably means that the organisation has a willingness to invest money in ensuring that the brands they keep are sufficiently distinctive in order to compete without cannibalisation. Investing in brands also means investing time, money and effort to understand the needs of customers, and the actions of competitors. This study sourced primary quantitative data from employees of the JD Group, using a survey method, with the intention of understanding the relationship between brand orientation, customer orientation, competitor orientation and brand distinctiveness in the South African retailing sector from an employees‟ perspective.