Our philosophy

Market Driving – our approach

Market-driven approach is blindly trying to find its place on the market.
Market-driving approach defines and shapes the market.

BlueFox refers to a proactive orientation towards the market environment as an attempt to become the “Controller”, to impact and shape the market. To drive markets instead of being market-driven should be the major strategic decision to make. Its efficiency depends on the disclosure of the hidden needs of buyers and correctly addressing them.



Accepts the situation as it is.

Tries to find its place on the market.


Defines and shapes the market.

Actively changes its structure.

Responds to clear market changes with delay.


Surprises others with its active conduct.

Needs to consider it.


The competition must take the controller into account, as it establishes the game rules.

Tries to know their needs.


Educates others on the hidden needs.

Tries to provide value higher than offered by others.


Delivers new value.

Tries to stand out in an existing category.


Tries to create a new category.

Tries to improve value within the defined rules.


Creates a new type of value.

Continuously analyses an irrelevant risk.


Manages the market efficiently.

A controlled entity needs to constantly observe the environment and adjust to the changes implemented by others.

In a dynamic environment, “controlled” companies are not able to adjust to the market, despite all their efforts. Even the best competences and resources are not sufficiently effective. The continuous efforts of the “controlled” companies to capture new opportunities results in weakening the company strategy and moving away from the previously defined strategic objectives.

The “controlling” company controls its market. Breaking out of the market’s game rules, which needs to be preceded with a detailed insight into these rules to identify the weakest ones, is always the starting point.

Control over the market structure, competitors and customers may be achieved regardless of the size of a company or market. The long-term ability to define and shape the market in an effective and active way, including its structure, is the most important factor. Evolution of market behaviour also means, e.g., making clients focus on the niche features of products which were not previously considered (e.g. online purchases). Advantage building is often based on breaking the rules and stimulating new demand by delivering new value and creating a completely new category. The variant where a unique value is delivered may translate into the creation of a completely new category of a product or service if the communication support is optimised. Uniqueness itself is not a guarantee of success. Relying on the diagnosis of consumer tasks, revealing significant gaps in them, is a condition for making success more probable.

The boldness and scale of changes will surprise others and place them in a position of imitators. Competitors need to consider it, because the “controller” defines the rules, and those who are not aware of and do not understand them will be left behind.

Each organisation operating on the dynamic market has to change itself and evolve. No one will let it stand still and be permanently successful. It has to know the dynamic growth formula, not only here and now and not only in the form of “more of the same”. It needs to develop a concept of becoming a chameleon using the emerging opportunities to create the new markets and transform the existing ones.

At BlueFox, we have developed our own methodology for taking control over the market, which allows us to gradually shift from the position of a controlled company to a controller, depending on the existing status of our organisation and its environment.

At BlueFox, we approach our market from the market driving perspective, by means of:
  • Challenging the defined truths, e.g. that marketing relies on satisfying the needs
  • Complementing or replacing traditional research methods with new ones, which allow us to better understand the reality of a buyer and consumer
  • Shifting attention from product and brand management to the management of the market on which the products or brands compete
  • Creating own analytical models allowing us to implement the new interpretation of markets
  • Challenging the separation of research and business decisions because they are effective only if integrated in one process