Market-driven ou market-driving (parte I)

O artigo "From market-driving to market-driven - An analysis of Benetton’s strategy change and its implications for long-term performance" de Raffaele Filieri e publicado por Marketing Intelligence & Planning Vol. 33 No. 3, 2015 pp. 238-257, merece ser lido para quem quer perceber porque, para além da subida dos custos na Ásia, o reshoring está a ocorrer. O artigo leva também a pensar que as empresas de calçado portuguesas que operam como market-driven nos mercados de proximidade, terão de operar como market-driving quando querem exportar para a Ásia ou Estados Unidos.

"The double-dip recession, the growth of low cost retailers, and the capability to rapidly satisfy ever changing consumer fashion needs are three different but intertwined factors which are reshaping the map of competition in the fashion industry. Today’s fashion market place is highly competitive and companies need to constantly “refresh” product ranges within a store to adapt to volatile fashion trends. Market-driven companies such as Zara and H&M seem to master this capability to match customer requirements in real time by offering trendy items at affordable prices.
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define market-driven management as the activity of “learning, understanding, and responding to stakeholder perceptions and behaviours within a given market structure”. Market driven refers to a business orientation that is based on understanding and reacting to the preferences and behaviours of customers within a given market structure through conducting market research and delivering incremental innovations. This orientation is strongly linked with the acquisition of information and knowledge about customers and competitors, which enable the firm to generate product innovation and to sustain a competitive advantage. The firms’ responsiveness to market needs depends on the propensity to act based on the knowledge acquired from the market
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the market-driven orientation does not guarantee a sustainable competitive advantage
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argued that the market-driven approach leaves the organization open to the tyranny of the served market in which managers see the world only through their current customers’ eyes. ... suggest that being market oriented detracts from innovation. To this regard, Christensen and Bower stated: “firms lose their position of industry leadership […] because they listen too carefully to their customers”. The common theme among the criticisms is that businesses pay a penalty for being market oriented. Likewise, while a strong market orientation is indicative of a propensity to innovate, it is not necessarily indicative of successful innovation. In order to induce changes in the behaviours of customers and competitors, simply being receptive to current market trends through market sensing abilities is not sufficient to sustain innovation.
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It has been suggested that in order to achieve a superior business performance, firms need to actively influence the market rather than being only ready to react to it. To shape the market, scholars have found that a market-driving orientation is better able than a market-driven orientation to gain a sustainable advantage by changing the structure or composition of a market and/or behaviours of its players.
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Innovation is a pre-requisite for creating customers and this is consistent with the “forward sensing” approach, in which market sensing is aimed to acquire state of the art knowledge which allows firms not only to be responsive but also to generate new concepts and ideas that alter the market structure. ... state that over time even successful market-driving firms change, as they should, into market-driven firms."