Reason back from a target endgame. Envisage the outcome you desire—anticipating other players’ initial responses and counter-responses, then develop strategies supporting that future outcome. Intel predicted that creating a strong brand for its semiconductor chips would prevent commoditization of its products—then solidified its market position with the Intel Inside campaign.
Complement power players. Position your innovation as complementary to influential players’ offerings. Palm positioned its Palm Pilot as a complement to, not substitute for, computers.
Coordinate switching incentives. Align incentives to distributors, would-be adopters, and other key players that motivate them to embrace your offering. Palm licensed its operating software to people who would create more applications, priced the software low, and sold out to a company that could improve is distribution.
Preserve flexibility. Design easily adaptable product and marketing plans. Microsoft follows other players’ innovations; for example, its Windows operating system capitalized on the success of Apple’s Macintosh interface.
