rand orientation is a dynamic and identity-driven approach that focuses on value creation (Gromark and Melin, 2013; Luakkanen et al.,2016). It represents and inside-out approach for an organisation in order to execute their mission, vision and value guided brand development, setting boundaries for themselves to which the customer needs don’t affect branding decisions (Urde et al., 2013; Baumgarth et al., 2013). Gromark and Melin (2013) states that brand orientation seems to be more dynamic and holistic approach than market orientation since they join in both external and internal perspectives on value creation for an organisation. Thus, brand orientation challenges marketing orientation by becoming an unconditional response to customer needs and satisfy them (Urde, 1999). On the other hand, Luakkanen et al. (2016) asserts that brand and marketing orientation together are source of competitive advantage.
Despite the above, brand orientation is different from marketing orientation in terms of ways and extent by which firms responds to their customers (Urde,1999). Researchers have pinpointed several limitations of brand orientation, for example; Hirvonen (2013) argues that young brands fail to establish them in the market due to lack of business strategy and deep understanding of the market. Whereas Keller (2000) points out how consistency is important for a brand to be successful since the customers finds the old brands as trustworthy (Keller, 2000). Similarly, Sinkula (1994) reveals that the old companies are skilled in filtering the relevant market information and turning it into innovative activities.

Market Vs Learning orientation:

Learning is a development that potentially influences the organisation’s behaviour (Slater and Narver, 1995; Hult et al., 1999). Several researches show that those organisations that continuously learn and share knowledge leads to numerous benefits such as strategical renewal or act as a buffer between business and their environments etc. (Breman and Dalgic, 1998). Learning enables the way for firms to enter into new markets and enhance their performance and satisfy the needs of customers (Narver and Slatter, 1990). Researches suggests that there is a positive relationship between marketing orientation and learning orientation. For instance, if the employees have enhanced learning, they are more likely to gather and examine the quality of information and better understand the needs of customers and behaviour of competitors (Grinstein, 2008). Raju et al. (2011) concludes that the learning to be an evolutionary approach of gathering useful marketing information. Firms with low learning capability will be inflexible and their efforts are likely to be limited (Baker and Sinkula, 1999a; Slater and Narver, 1995).

While distinguishing the two orientations, learning oriented firms are commi