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Thus, at its core marketing is a transaction or exchange. In this broad sense, marketing consist of activities designed to generate and facilitate exchanges intended to satisfy human or organizational needs and wants. Market-driving companies are able to match customer value opportunities with their capabilities precisely because they drive the structure of the marketplace. As previously indicated, this is achieved by a greater capacity of market-driving firms to influence the behaviours of customers and competitors.
Such capacity results from an organizational culture that fosters the creation and implementation of innovations (Dawn Burton, 2005). Market-driving organizations are better able to gain a sustainable competitive advantage by changing the structure or composition of a market and/or behaviours of its players (Dawn Burton, 2005). The market-driving organization is likely to propose offerings more valued by consumers than competitors. In addition, driving markets allows organizations to exploit opportunities that competitors cannot (Robert E.
Morgan, Christopher R. Turnell, 2005). Market-driving organizations may achieve greater performance than market-driven organizations by reshaping the structure of the market according to their own competencies and by exploiting the competitors' weaknesses. Market type culture is oriented toward the accomplishment of well-defined goals as well as toward enhancing productivity and efficiency (Gordon E. Greenley, 1996). Market type cultures allow for successful communication of innovations and coordination of activities between departments.
The formality of communications and inter-functional coordination facilitates the implementation of innovation
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