In this exploratory case study of two co-operative stores, the objective is to establish their culture profile and determine if there is a gap when comparing their current culture to their preferred one. A qualitative approach, comprised of in-depth interviews, observation and document review, is followed by a quantitative approach involving officers and staff. The survey includes the competitive values framework and supplemental questions relating to member orientation. Respondents from both subject co-operatives indicate that predominant clan attributes are preferred. The co-operative with higher member orientation self-reported ratings also reports no culture gap. The operationalization of the member orientation and the co-operative culture or identity as a competitive advantage is considered in this study.