Viewing markets as socially constructed, and thus consciously reconstructable, systems opens up interesting avenues and possible new tools for strategists. Decisions regarding markets are no longer limited to market selection but markets themselves can be shaped for higher value creation, growth and profitability. In this paper we investigate what kind of capabilities firms need in order to drive the development of their markets. Based on an explorative case study of 21 firms from four countries, we identify 45 firm-level market-driving capabilities. These first-order capabilities are further categorized into six capability-sets: market visioning, value sensing and development, business model development, credibility building, championing change, and transformative leadership. These findings contribute to the emerging discussion on market-driving strategies by illuminating the "black box" between previously explored antecedents and outcomes of market-driving strategies.