|
Sign In to gain access to subscriptions and/or personal tools.
|
Market-Driven Versus Driving Markets
Bernard Jaworski
The Monitor Company
Ajay K. Kohli
Emory University
Arvind Sahay
London Business School
The purpose of this article is to discuss two approaches to being market oriented—a market-driven approach and a driving-markets approach. Market driven refers to a business orientation that is based on understanding and reacting to the preferences and behaviors of players within a given market structure. Driving markets, on the other hand, implies influencing the structure of the market and/or the behavior(s) of market players in a direction that enhances the competitive position of the business. There are three generic ways of changing the structure of a market: (1) eliminating players in a market (deconstruction approach), (2) building a new or modified set of players in a market (construction approach), and (3) changing the functions performed by players (functional modification approach). Market behavior can be modified directly or, alternatively, indirectly by changing the mind-set of market players (e.g., customers, competitors, and other stakeholders).
Journal of the Academy of Marketing Science, Vol. 28, No. 1,
45-54 (2000)
DOI: 10.1177/0092070300281005
 CiteULike  Complore  Connotea  Del.icio.us  Digg  Reddit  Technorati  Twitter What's this?
This article has been cited by other articles:
|
|
|
|
 
A. O'Cass
A resource-based view of the political party and value creation for the voter-citizen: an integrated framework for political marketing
Marketing Theory,
June 1, 2009;
9(2):
189 - 208.
[Abstract]
[PDF]
|
|
|
|
|
|
|
O. Merlo, B. A. Lukas, and G. J. Whitwell
Heuristics revisited: implications for marketing research and practice
Marketing Theory,
June 1, 2008;
8(2):
189 - 204.
[Abstract]
[PDF]
|
|
|
|
|
|
|
A. Saini and J. L. Johnson
Organizational Capabilities in E-Commerce: An Empirical Investigation of E-Brokerage Service Providers
Journal of the Academy of Marketing Science,
July 1, 2005;
33(3):
360 - 375.
[Abstract]
[PDF]
|
|
|
|
|
|
|
F. Wu and Y.-K. Lee
Determinants of e-communication adoption: The internal push versus external pull factors
Marketing Theory,
March 1, 2005;
5(1):
7 - 31.
[Abstract]
[PDF]
|
|
|
|
|
|
|
H. S. Bansal, S. F. Taylor, and Y. St. James
"Migrating" to New Service Providers: Toward a Unifying Framework of Consumers' Switching Behaviors
Journal of the Academy of Marketing Science,
January 1, 2005;
33(1):
96 - 115.
[Abstract]
[PDF]
|
|
|
|
|
|
|
J. L. Johnson, R. P.-W. Lee, A. Saini, and B. Grohmann
Market-Focused Strategic Flexibility: Conceptual Advances and an Integrative Model
Journal of the Academy of Marketing Science,
January 1, 2003;
31(1):
74 - 89.
[Abstract]
[PDF]
|
|
|
|
|
|
|
P. D. Berger, R. N. Bolton, D. Bowman, E. Briggs, V. Kumar, A. Parasuraman, and C. Terry
Marketing Actions and the Value of Customer Assets: A Framework for Customer Asset Management
Journal of Service Research,
August 1, 2002;
5(1):
39 - 54.
[Abstract]
[PDF]
|
|
|
|
|
|
|
R. Price and R. J. Brodie
Transforming a Public Service Organization from inside Out to Outside in: The Case of Auckland City, New Zealand
Journal of Service Research,
August 1, 2001;
4(1):
50 - 59.
[Abstract]
[PDF]
|
|
|
|
|
|
|
P. Berthon, L. F. Pitt, and M. T. Ewing
Corollaries of the Collective: The Influence of Organizational Culture and Memory Development on Perceived Decision-Making Context
Journal of the Academy of Marketing Science,
April 1, 2001;
29(2):
135 - 150.
[Abstract]
[PDF]
|
|
|
|
|
|
|
M. K. Brady and J. J. Cronin Jr.
Customer Orientation: Effects on Customer Service Perceptions and Outcome Behaviors
Journal of Service Research,
February 1, 2001;
3(3):
241 - 251.
[Abstract]
[PDF]
|
|
|
|
|
|
|
A. Parasuraman and D. Grewal
Serving Customers and Consumers Effectively in the Twenty-First Century: A Conceptual Framework and Overview
Journal of the Academy of Marketing Science,
January 1, 2000;
28(1):
9 - 16.
[Abstract]
[PDF]
|
|
|
|
|
