In pursuit of competitiveness, brands are critical as they represent valuable intangible assets that contribute to creating and sustaining competitive advantages. The emerging idea of brand competitiveness, defined as a brand’s outperformance of competing brands, represents a promising solution to the problem that existing branding constructs fail to incorporate competition as a relative concept. This article addresses three gaps in the current literature on brand competitiveness. It discusses conceptualizations of the construct, arguing for a customer-based perspective and introducing customer-based brand competitiveness (CBBC). It then explores the construct’s nomological network and suggests CBBC as a mediator of the strategic orientations–performance relationship, thus proposing customer-related and firm-related performance as consequences and several strategic orientations as antecedents. It finally reports on the development of a new measurement scale for brand competitiveness.