• Are you able to detect threats from any direction? These could be suppliers moving downstream, customers or distributors moving upstream, new technologies or products as substitutes, or completely new competitors who are entering your sector.
• What competitive threat(s) could completely undermine your current position?
• What can you do to counter them?
• What countermoves can you make to occupy a position or to deny it to a competitor before he moves?
• Do you have a reserve to counter unexpected threats or moves by competitors?
• Could you reassign resources to do so?
• Could you buy time by occupying some of these alternative positions?

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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