• Do you occupy segments that represent large streams of highly profitable revenue for your business? If you?re not occupying these segments, why not? Are others likely to be interested in one or more of these segments? Are you at least trying to battle for vital, strategic ground?
• What is your position relative to your strategic product market segments? Are you on key terrain or is it likely to be occupied by a competitor?
• Can a competitor threaten your existing position? Could they wrest it away from you in some way? Is there an alternative position in the particular strategic segment under consideration that would allow a competitor to dominate?
• Can you prevent or delay competitors from occupying alternative positions that threaten your vital ground?

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.

This entry passed through the Full-Text RSS service - if this is your content and you're reading it on someone else's site, please read the FAQ at fivefilters.org/content-only/faq.php#publishers.