• Are there alternative positions in your chosen product market segments?
  • Could you create products or services that would allow you to occupy them provisionally or for a longer term?
  • What is the full range of vertical positions in terms of product or service quality or perceived value?
  • Are there product market segments adjacent to or otherwise related to your key position(s) that are likely to attract competitors onto your vital ground?
  • Could you occupy some or all of this ground?
  • Are there positions nearby that you should or could deny to competitors simply so they don’t get a toehold on your vital ground? What key terrain must you occupy to prevent them from encroaching on your position(s)?
  • Is there a position you must occupy provisionally to buy time for reinforcements, i.e., so you can develop a full-blown product or service to occupy that or a related product or service category?

Richard Martin is a Master Strategist and Leadership Catalyst. Richard brings his military and business leadership and management experience to bear for executives and organizations seeking to radically improve performance, grow, and thrive in the face of rapid change, harsh competition, and increasing uncertainty.

© 2014 Richard Martin. Reproduction and quotes are permitted with proper attribution.

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