Once the brand based view is integrated and aligned with the business strategy we argue that it can provide sustained competitive advantage for considerable period of time.
THE RESOURCE BASES VIEW: A TRADITIONAL PERSPECTIVE
Most focus has been on traditional means of value creation, such as the advantages provided through the superiority and monopolization of resources. For many decades, the Resource Based View (RBV) was the most widely used strategic approach. The tool brought an easy way to maximize the value of the product. It was seen as a sure-fire way to achieve brand success. The father of RBV approach had aptly referred that, Following in the footsteps, strategy consulting firms expanded this notion rapidly and achieved widespread recognition. Historically, it has been observed that easily copied sources of advantage are being irreversibly eroded. The survivors are those that are harnessing their advantage by the power that brand commands within the business landscape.
BEYOND THE TRADITIONAL RBV
Most major changes in strategy are quickly rejected. Traditionalists hold fast to established models of strategy, sometimes only to yield lukewarm results. Whether intended to improve quality, raise productivity to create a new corporate culture, the new is often discarded for the safe bets or incremental approach. And for many decades, the RBV was the most widely used strategic approach. The tool brought an easy way to maximize product value, and was seen as the path to achieving success in a competitive environment.
The traditional resource based view sees the firm as a collection of unique resource and capability pools that, if utilized in a distinctive way, can be employed to drive competitive advantage. This approach rests on internal perspective The resulting sustained competitive advantage
