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CHAPTER 5 • STRATEGIES IN ACTION 155

a focus strategy may concentrate on a particular group of customers, geographic markets,
or on particular product-line segments to serve a well-defined but narrow market better
than competitors who serve a broader market.
A low-cost (Type 4) or best-value (Type 5) focus strategy can be especially attractive
under the following conditions: 25
1. When the target market niche is large, profitable, and growing.
2. When industry leaders do not consider the niche to be crucial to their own success.
3. When industry leaders consider it too costly or difficult to meet the specialized
needs of the target market niche while taking care of their mainstream customers.
4. When the industry has many different niches and segments, thereby allowing a
focuser to pick a competitively attractive niche suited to its own resources.
5. When few, if any, other rivals are attempting to specialize in the same target
segment.

Strategies for Competing in Turbulent, High-Velocity Markets
The world is changing more and more rapidly, and consequently industries and firms
themselves are changing faster than ever. Some industries are changing so fast that
researchers call them turbulent, high-velocity markets, such as telecommunications, med-
ical, biotechnology, pharmaceuticals, computer hardware, software, and virtually all
Internet-based industries. High-velocity change is clearly becoming more and more the
rule rather than the exception, even in such industries as toys, phones, banking, defense,
publishing, and communication.
Meeting the challenge of high-velocity change presents the firm with a choice of
whether to react, anticipate, or lead the market in terms of its own strategies. To primarily
react to changes in the industry would be a defensive strategy used to counter, for example,
unexpected shifts in buyer tastes and technological breakthroughs. The react-to-change
strategy would not be as effective as the anticipate-change strategy, which would entail
devising and following through with plans for dealing with the expected changes.
However, firms ideally strive to be in a position to lead the changes in high-velocity
markets, whereby they pioneer new and better technologies and products and set industry
standards. Being the leader or pioneer of change in a high-velocity market is an aggressive,
offensive strategy that includes rushing next-generation products to market ahead of rivals
and being continually proactive in shaping the market to one’s own benefit. Although a
lead-change strategy is best whenever the firm has the resources to pursue this approach,
on occasion even the strongest firms in turbulent industries have to employ the react-
to-the-market strategy and the anticipate-the-market strategy.
An example firm, Hewlett-Packard, pursued a lead-change strategy in 2009 in the
computer industry, a turbulent, high-velocity market, when the firm introduced glossy,
touch-sensitive screens, called TouchSmart desktops. HP is pushing these screens in com-
mercial settings, such as their sale of 50 of these machines to Chicago’s O’Hare
International Airport.

Means for Achieving Strategies

Cooperation Among Competitors
Strategies that stress cooperation among competitors are being used more. For collaboration
between competitors to succeed, both firms must contribute something distinctive, such as
technology, distribution, basic research, or manufacturing capacity. But a major risk is that
unintended transfers of important skills or technology may occur at organizational levels
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below where the deal was signed. Information not covered in the formal agreement often
gets traded in the day-to-day interactions and dealings of engineers, marketers, and product
developers. Firms often give away too much information to rival firms when operating
under cooperative agreements! Tighter formal agreements are needed.
Perhaps the best example of rival firms in an industry forming alliances to compete
against each other is the airline industry. Today there are three major alliances. With the