Explore The Relative Advantages Of Both Market Driven Marketing Essay

In marketing research and literature, argument has been environing two attacks of market orientation that houses could follow: market-driven and market-driving. Some argue that market-driving behaviour is superior to market-driven behaviour in making client values that contribute to growing and profitableness, such as IKEA, Dell and Southwest Airlines, to call a few. ( eg. Kotler et al. , 2000 ) On the other manus, bulk of writers emphasiss that these two behaviours are complementary. ( e.g. Jaworski et al. , 2000 ; Sheth and Sisodia, 1999 ) Such contention leaves unfastened inquiries to practicians: Which is the winning attack for the houses to follow? Should these two the viing attacks or complement each other?

This essay begins with an debut of market orientation, along with the market-driven and market-driving behaviour. The following subdivision will research the comparative advantages of these two behaviours from the selling position and so to pull a decision to propose that these two behaviours are complementing each other of which both play of import functions in bring forthing sustainable competitory advantage in today ‘s kineticss concern environment.

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Overview of Market Orientation

Since late 1980 ‘s, important sum of research in marketing proposing that market orientation is the most effectual scheme of accomplishing and keeping long term competitory advantage and go on to emphasize its importance to the house ‘s superior profitableness. ( e.g. , Day, 1994b ; Jaworski et al. , 2000 ; Kohli & A ; Jaworski, 1990 ; Kotler et al. , 2000 ; Narver and Slater 1990 )

Jaworski and Kohli ( 1996 ) defined market orientation as “ the organisation broad coevals of market intelligence refering to current and future client demands, airing of the intelligence across sections, and organization-wide reactivity to it. ” ( see figure 1 )

On the other manus, Narver and Slater ( 1990 ) defined market orientation as “ an organisation civilization committed to the uninterrupted creative activity of superior value for the clients and therefore, uninterrupted superior public presentation for the concern. ” Narver and Slater ( 1990 ) classified the market orientation into antiphonal and proactive. The antiphonal attack, a typical response of a house that exhibits a market driven behavior, is client led, sing the market construction and client penchants as given and concentrating on the satisfaction of expressed client demands. In contrast, the proactive market orientation, a typical response of market-driving house, aims towards the satisfaction of latent demands, reshaping the client penchants and market construction to heighten the competitory place of the company. ( see figure 1 )

Figure – Market Orientation Process ( Neuenburg, 2010, p.49 )

Figure 2 below provides a model adopted from Neuenburg ( 2010 ) , which shows the whole spectrum of market-oriented behaviours that summarizes the treatment above.

Figure 2 – Selling goaded behavior V market driving behaviour ( Neuenburg, 2010, p.46 )

In a nutshell, although there are differences in the precise definition, the market orientation is a cardinal attack for a house to understand its markets, which represent an extra strategic dimension ( Narver and Slater, 1998 ) and the execution of the selling construct ( Jaworski and Kohli, 1990 ) that focuses the house ‘s attempts on the demands of the market, learn about market developments, portion this information within the organisation and accommodate the offering to the market. ( Jaworski and Kohli, 1990 )

The Market Driven and Its Advantages

Figure – Conceptual Model: Two Forms of Market Orientation ( Jaworski et al. , 2000, p.130 )

Harmonizing to Jaworski et Al. ( 2000 ) , the term market-driven refers to “ acquisition, apprehension, and reacting to stakeholder perceptual experiences and behaviours within a given market construction ” . ( see figure 3 ) Specifically, the focal point of a market-driven attack is to maintain the position quo on bing client penchants and behaviour within an bing market construction. ( Day, 1999a ; Day, 1999b ; Jaworski et al. , 2000 )

The cardinal component of market-driven behaviour is to supervise client satisfaction and analysing client demands, happening competitory advantage and strategic targeting. ( Cravens and Shipp, 1991 ) Monitoring client satisfaction allows houses to acquire an early indicant about altering client demands and penchants and the designation of future client demands. Analyzing these demands helps the houses to forestall bad determinations or overlooking of import parts of the client value proposition every bit good as placing its current or possible competitory advantage. ( Cravens and Shipp, 1991 ) Firms gain advantage by fiting the demands of market sections with its capablenesss to place the best chances to function its clients. ( Cravens and Shipp, 1991 ) “ As markets become more disconnected the determination about which sections to aim becomes progressively of import because each section represents its ain specific demands. ” ( Neuenburg, 2010 )

Understanding of Markets, Customers, and Rivals

Successful companies like Nestle, Procter & A ; Gamble, and Unilever are market-driven which reflects the conventional wisdom of marketing doctrine wherein they set up a clear apprehension of markets, clients, and rivals. ( Day, 1994b ) Market-driven houses gain advantage to hold good apprehension of the market and how it is likely to alter in the hereafter. Furthermore, they hear the voice of the clients and develop differentiated merchandises or services for a chiseled section and so make combinations of marketing mix to accommodate its offerings to fulfill client demands. ( Hills and Sarin, 2003 ; Kotler et al. , 2000 ) As Day ( 1994b ) argues, “ market-driven organisations are superior in their market-sensing and customer-linking capablenesss ” , which enable them to understand, pull, and maintain valuable clients. ( Day, 1999a ) “ When these two capablenesss are profoundly embedded within the organisation, all functional activities and organisational procedures will be better directed toward expecting and reacting to altering market demands in front of rivals. ” ( Day, 1994b )

Therefore, market-driven houses are good equipped to accomplish high degrees of public presentation ( Day, 1994b ) and are expected to be more adaptable and execute better than less market-driven rivals because they stay in touch with bing and possible client demands and rival moves better than more internally focussed houses. ( Day, 1990 ) They are besides predicted to be better and more successful at presenting new merchandises to the market than their rivals. ( Narver and Slater,1990 ) They may non be the most advanced house in their industry but, they will stand out at accommodating engineerings to run into current and future client demands. Therefore, they frequently exhibit the adaptative features of the ‘Analyzer ‘ organisation. ( Miles and Snow 1978 )

Home Depot and Cisco Systems represent two illustrations of house successfully following market-driven scheme of which their concern focal points on seting clients foremost and sees themselves prosecute in the relationship concern, non the dealing concern. They strive to supply superior client value through unprecedented client service to increase client satisfaction. This is how Home Deport leads with place betterment mega-stores by offering low monetary values and low frills but first-class services.

IBM, on the other manus, failed to acknowledge market alterations and client penchants for personal computing machines which had resulted with a record loss for the 4th one-fourth of 1992 of $ 5 billion. IBM set a record for the largest one-year loss in an American corporation in 1992 with a loss of $ 4.97 billion.

Brand Portfolios as Assetss

In term of trade name, companies with strong trade names have more loyal clients, get greater return on selling investings and are rewarded with attractive monetary value premiums. As such, market-driven houses view their trade name portfolios as assets to be leveraged and market development activities as investings instead than disbursals. ( Day, 1998 ) Harmonizing to Day ( 1998 ) , to pull off a trade name as an plus “ requires the deep market penetrations, organisational committedness and reasoned investing determinations that come of course to market-driven houses. ” Furthermore, the focal point on long-term return from marketing investings enables market-driven houses to understand which clients are profitable to prosecute, and cognizing how to promote trueness by cut downing client acquisition costs. ( Day, 1998 )

Creation of Permanent Value of the Existing Products or Servicess

As quoted from Stoclhorst and Van Raaij ( 2004 ) , “ clients do non ever strive towards new and technologically superior merchandises or services, but towards lasting value of the bing merchandises or services so that the competition would happen it difficult to copy. ” Hence, it is possible for market-driven houses to go unreplaceable for clients if the houses put serious focal point on clients efforts invariably to offer something that are better and faster than the rivals and do the handiness to the merchandises and services easier.

Importantly, there is support from research findings ( Stull et al. , 2007 ) formalizing that “ market-driven companies are 31 % more profitable, twice as fast to convey merchandises to market, twice every bit likely to take, and bask 20 % higher client satisfaction rates. ” Furthermore, empirical consequences of another survey ( Vorhies et al. , 1999 ) demonstrated that, “ the 43 market-driven houses outperformed the 44 less market-driven houses across adaptability, client satisfaction, growing, and profitableness dimensions. ” This determination supports the selling literature about the capablenesss of market-driven houses ( Day, 1994 ; Day and Wensley 1988 ) and extends the findings on empirical research of market orientation. ( e.g Jaworski et al.,1993 ; Narver & A ; Slater 1994 )

The Market Driving and Its Advantages

Figure – Conceptual Model: Two Forms of Market Orientation ( Jaworski, Kohli, and Sahay 2000, p.46 )

The term market-driving refers to “ altering the construction or composing of a market and/or the behaviour ( s ) of participants in the market. ” ( Jaworski, et al. , 2000 ) ( see figure 4 ) It matches a proactive concern logic that enhances the competitory place of the concern ( Tuominen et al. , 2004 ) of which it involves the defining of the market construction via deconstruction ( extinguishing rivals in the value concatenation ) , building ( adding participants into the industry value concatenation ) or a functional alteration ( switching the maps performed by participants in a market ) , and the defining of market behaviour by making or change by reversaling new clients or rivals ‘ penchants. ( Carrillat et al. , 2004 ; Jaworski, et al. , 2000 )

Schindehutte et Al. ( 2008 ) presented a different position of market-driving concept clarifying that it is an entrepreneurial phenomenon. They argue that the interface between the entrepreneurship and selling offers a alone position on the market related determinations of houses and the ascertained impact of these determinations in accomplishing sustainable competitory advantage. Schindehutte et Al. ( 2008 ) further argued that the market-driving behaviour reflects a strong entrepreneurial orientation ( EO ) . It has both the dynamic advantage that creates capableness and a riotous advantage that destroys the public presentation result. ( Schindehutte et al. , 2008 )

Despite the many different positions on the impression of market-driving behaviour, it has appeared as an alternate to market-driven scheme which has been recognized as a successful scheme for a figure of constituted houses such as Amazon.com, BodyShop, CNN, IKEA and Dell, all of which has a clear trade name image, a strong market place, and exhibit sustainable international concern growing whereby success is based on extremist concern invention, ventured into new markets, revolutionized bing industries by altering regulations of the game. ( Kotler et al. , 2000 )

Kotler et Al. ( 2000 ) indicate that the success of market-driving houses is based on two dimensions of extremist invention – a discontinuous spring in the value proposition and the execution of a alone concern system ( see Figure 5 and 6 ) . Kotler et Al. ( 2000 ) define value proposition as “ the combination of benefits, acquisition efforts/costs, and monetary value offered to clients. ” While, alone concern system refers to “ the constellation of the assorted activities required to make, bring forth, and present the value proposition to the client. ”

Figure – Types of Strategic Innovation ( Kumar et al. , 2000, p.130 )

Figure – Leap in Customer Value ( Kumar et al. , 2000, p.130 )

Therefore, the market-driving advocates argued that the market-driving houses gain more feasible competitory advantage with greater public presentation and harvest huge wagess than those that are non in a figure of ways.

Delivering Superior Value

Kotler et al. , ( 2000 ) suggested that the spring in client value involve either breakthrough engineering or breakthrough selling enables houses to make a merchandise and service experience that overwhelms client outlooks and bing options. ( Kotler et al. , 2000 ) For illustration, “ FedEx invariably led its clients to of all time higher outlooks for speedy bringing times, go forthing rivals fighting to run into the gyrating demands. ” ( Kotler et al. , 2000 )

Harmonizing to Carrillat et Al. ( 2004 ) , successful market-driving houses deliver superior value that best lucifers with their capablenesss and by working the rivals ‘ failings. It besides allows houses to work chances that rivals can non ( Hamel and Prahalad, 1994 ) and that includes turn toing the deep-rooted, latent or emerging client demands. ( Kotler et al. , 2000 )

The survey consequences in the paper of “ Market-driving in retail banking ” ( Martin-Consuegra et al. , 2008 ) revealed that the two features of market-driving: driving the market construction and determining the market behaviour if combined together “ lend positively to overall public presentation of retail Bankss, peculiarly in footings of enabling them to fulfill their clients ‘ latent and expressed demands better. ” ( Martin-Consuegra et al. , 2008 ) This survey farther suggested that bank-marketing directors should stress client apprehension in prosecuting proactive market orientation, which will take to improved public presentation.

Market-driving behaviour besides enables houses to profit from free advertisement via “ bombilation web ” through strong trade name fond regard. Customers are delighted by the spring in client value of the offerings and are excited to portion their client experience with friends and public. Traditional printed media and on-line societal media are frequently publicising the reappraisal on extremist new invention. While early adoptive parents and sentiment leaders who are enthusiastic and committed to new invention merchandises and services has the influential power to bring forth exhilaration and emotional fond regard among their followings. Consequently, “ The advertising-to-sales ratio is frequently less than that of their established rivals ” . ( Kotler et al. , 2000 ) . Nike is one of the illustrations provided by Kotler et Al. ( 2000 ) – “ Nike did n’t run a individual national telecasting ad until they had 1 billion dollars in gross revenues. Phil Knight observes they alternatively ‘used word-of-foot advertisement ‘ by acquiring the best jocks to have on their merchandises. ” Furthermore, survey of Tuominen et Al. ( 2004 ) revealed that market-driving behavior contribute to higher client familiarity and is associated with productive ( exploratory ) acquisition.

On top of that, market-driving houses gain the advantage to set up new industry monetary value points for the quality or service degrees they deliver, either towards higher public presentation at lower monetary value points or to bear down a monetary value premium that is higher than typical in an industry. Firms like Swatch and Southwest Airlines set the monetary values much lower than their rivals for similar merchandises and services. ( Kotler et al. , 2000 ) For illustration, “ Southwest Airlines charged $ 15.00 for a trip from Dallas to San Antonio when Braniff, the following most cheap rival, was bear downing $ 62.00. ” ( Kotler et al. , 2000 ) Such important monetary value spread and low monetary value policy has successfully attracted many of the land transit users to take Southwest Airlines. Their focal point to vie on the land transit enable them to make new concern chances in a market section that has been ignored by their rivals. ( Kotler et al. , 2000 ) . On the other manus, CNN, Starbucks, and FedEx are those market-driving houses that have a value proposition that is significantly more compelling than the bing options, which enables them to put monetary values well higher than the criterion in the industry. ( Kotler et al. , 2000 )

Execution of Unique Business System

Harmonizing to Kotler et Al. ( 2000 ) , the success of IKEA and Dell is non merely by merely presenting discontinuous spring in client value but besides is attributed to the execution of alone and extremist concern system which is difficult to copy by their rivals. Kotler et Al. ( 2000 ) argued that such concern system “ creates a more sustainable advantage, as it takes clip for a manque rival to piece the intra-organizational and inter-organizational participants needed to retroflex that alone system architecture. ”

In term of distribution and channel direction, market-driving houses focus a broad scope of advanced patterns within their industries. For illustration, Southwest Airlines handles its ain ticketing alternatively of brand seats available through the standard industry computerized reserve systems such as Sabre and Apollo. As a consequence, “ merely 55 per cent of its tickets are sold through travel agents compared to 90 per cent for the industry, adding up to significant nest eggs on travel agents ‘ committees. ” ( Kotler et al. , 2000 )

Reshaping the Customer Preferences and Market Structure

Market-driving house could take client value chances in new waies to accomplish superior concern public presentation by destructing the bing market cleavage and replacing it with a new set of sections reflecting the new altered landscape. ( Kotler et al. , 2000 ) For illustration, Southwest Airlines destroyed the market cleavage between land transit and air hoses, pulling many land transit user who would non otherwise traveled by air.

Jaworski, et Al. ( 2000 ) suggested that houses could determine the market behavior straight or indirectly. One of the indirect options is by altering the bing penchants of clients or other stakeholders from a positive ( negative ) to a negative ( positive ) rating ( Jaworski, et al. , 2000 ) . Examples of merchandises that were once negative but are now positive are Skoda in automotive industry and Adidas in manner and accessary industry. ( Jaworski, et al. , 2000 )

The proactive behaviour of market-driving houses would besides lend to more advanced merchandises and services, and more new merchandise success ( Narver et al. , 2004 ) that enable houses to open up new markets, which would finally take to market ownership. In the instance survey about De Beers in China, Harris and Cai ( 2002 ) explored the advantage of market-driving behaviour in pattern and incurred, as cited from Neuenburg, ( 2010 ) , “ houses gain important market control in environments where markets are immature and merchandise penchants are non yet formed. ”


Clearly, each of the market-driven and market-driving behaviour has its ain advantages and the impression of these two is extremely relevant for concern sellers ( Tuominen et al. , 2004 ) . It is suggested that houses should good aware of the concern logic they are using ( e.g. proactive or reactive ) so it should be a lucifer with the type of market orientation they emphasized. That is, harmonizing to Tuominen et Al. ( 2004 ) , “ the execution of the specific strategic logic presumes fiting selling capablenesss and larning capableness. ”

However, to prolong success in the long tally, Sheth and Sisodia ( 1999 ) provided a more convincing statement, that houses need to be market-driven and market-driving at the same time. Jaworski et Al. ( 2000 ) echo such statement and proposed that genuinely market-oriented houses combine both behaviours of which these two are complementary. In other words, houses should give attempt in market-driven activities, such as incremental invention and traditional market research. Nevertheless, houses should besides go on to seek for their following extremist concern invention to drive them into new competitory place or “ the market leader hazards being leap-frogged and deposed by nouveau-riche market drivers. ” ( Neuenburg, 2010 )


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