Current research argues that a market-driving strategy leads to a competitive advantage. However, a market-driving strategy tries to change established rules in the marketplace and thus, is difficult to pursue. We argue that a market-driving strategy must be based on distinct capabilities and that firms using this strategy will perform a set of external activities and possess certain critical capabilities that are required to make the strategy successful. We develop a theoretical framework and propositions on the role of the learning, branding, resource configuration, and networking capabilities that support these activities.