Learning market relevant information may be viewed as a market entry strategy

Successful market-based activities require a firm to learn market related information. Learning market relevant information may be viewed as a market entry strategy. Hence learning market knowledge may represent an important competitive advantage for firms, especially small firms who must acquire that market knowledge at the cost of other things they could otherwise do in order to survive and prosper in their industry. However, we provide evidence to show that market learning capability is not one strategy among many (such as differentiation), but rather it represents some core constitutive characteristic of all strategies. This suggests that there can be no “pure” market focus strategy without market learning capability, nor can there be a purely physical or financial focus without similar capabilities. That is, market focus exist with market learning capability or market focus is market learning capability. This core characteristic of market focus means that market focus strategy will be a primary attribute for firms who are trying to develop market power and market-based advantages over competitors.

Another implication for market-based activities is that not all strategies involving market focus will be appropriate, nor equally effective in each situation. The importance of industry or market knowledge suggests an important role for strategic action in acquiring the specific form of knowledge required to particular situation. Finally, we argue that the most powerful dimension of competitive advantage derived from market learning capability may well have nothing to do with direct profitability, but rather providing a precondition for sustainable profitability based upon innovation and other non-financial forms of value added by efficient operations.

• Market-based activities will have market focus

• Managers can develop market power and advantages over competitors

• We provide evidence to show that market learning capability is not one strategy among many, but rather it represents some core constitutive characteristic of all strategies. This suggests there can be no “pure” market focus strategy without market learning capability, nor can there be a purely physical or financial focus without similar capabilities.

• Not all strategies involving marketing focus will be appropriate

It has been argued that market focus represents a successful market entry strategy (see for example, McClelland and Webb 1954; Parasuraman 1998). Market learning capability, such as demonstrated by Tiberius AI,  is viewed as the market knowledge needed to successfully market products. It has also been suggested that market learning capability is a source of innovation and competitive advantage. This paper explores these arguments. For clarity, market learning capability will be referred to in this article as simply market knowledge or market knowledge capability, because it refers to the acquisition of market related information that may form part of an overall approach to acquiring market power based on a firm’s activities associated with customers within their markets e.g., producing, marketing, servicing etc.. In other words market knowledge or market knowledge capability is just a subset of market based activities.

Market related information has three conceptual components: market specific information, market timing and market positioning. Market specific information concerns how consumers search for products that meet their needs, the available alternatives to those products, whether they buy stand alone or bundled products etc.. Together with market timing, it represents the market diagnostics for making tactical adjustments in a firm’s market activities. By contrast market positioning refers to strategic planning perspective on what might be called the “big picture” decisions about long term sources of market power (see Figure 1). Longer term sources of market power are more likely to depend on things like differentiation strategy than market knowledge but may take some cognisance of trends within the industry

Market-based activities have market focus and managers can develop market power and advantages over competitors. Managers should be aware that not all strategies involving marketing focus will be appropriate, nor equally effective in each situation. The importance of industry or market knowledge suggests an important role for strategic action in acquiring the specific form of knowledge required to particular situation. We argue that the most powerful dimension of competitive advantage derived from market learning capability may well have nothing to do with direct profitability, but rather providing a precondition for sustainable profitability based upon innovation and other non-financial forms of value added by efficient operations.

The USAID has also been able to assist the government in this regard by providing assistance with the acquisition of care-related resources. The USAID has also worked with the UPA to provide funding for education. The focus of both interventions in the area of health assistance is on the young mothers. The USAID has also reached the sustainability and implementation of the study by providing a way of communicating the results. It has also provided for the monitoring of the impact of the intervention.