Assumir o desafio de mudar um mercado (parte IV)

Parte I, parte II e parte III.

"the host firm of our research study worked actively to shape its markets by embracing not only the new technology and the firm's market offers, but also the unspoken rules, guidelines and evaluation schemes developed over time by the actors in a proposed new market and shared among them.
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A firm aiming to shape a market needs to have in place a conscious and active market strategy, which demands specific skill sets (often new) and competences, a long-term perspective, and dedicated senior managers who recognize the long-term value of these activities, given that market-shaping strategy does not necessarily deliver short-term financial results).
What is evident from our study is that, to succeed in its market- shaping ambitions, a firm needs to build its recognition and legitimacy and secure market access by placing emphasis on all three levels of influence.
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a firm seeking to shape the market needs to carry out multiple activities aimed at all three levels of influence and commit multiple resources to that effort if it is to be effective.
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A market-shaping firm must also be able to balance a range of time horizons and influence levels effectively, so that the inherent activities form reinforcing cycles and support each other.
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A market-shaping firm thus needs to be proficient in working at different levels of tangibility in its offers, such as abstract levels that cater to general audiences in one-to-many interactions and concrete levels that, for example, demonstrate value propositions in one-to-one interactions. It therefore needs to recruit and develop different competences and skills, such as in customizing the type of information and delivery mode to many customers in different situations. Strategies employed to build the appropriate competences often focus on the training of sales and R & D staff to interact with a variety of kinds of target audiences and communicate different types of information"