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Like the other combinations, use this one simultaneously or sequentially to get your foot in the door to an attractive market. Leverage Existing Assets + Create a Niche Incumbents haven’t copied Costco Home’s moves because they aren’t familiar with the process of creating membership-only warehouses that offer premium products at a discount. Revenues from its first two furniture stores stood at $108 million in 2006. Its value chain slashes costs by avoiding the extravagant showrooms, plentiful inventory, lavish advertising, and huge sales commissions established furniture retailers use.

It located Costco Home stores near its warehouse stores and let its 20 million-plus members join its home-store business. Warehouse club Costco entered the home furnishings market by leveraging its brand, no-frills/premium-products retail concept, and customers.

Combine asset leveraging with value-chain reconfiguration to make moves incumbents can’t copy. Your assets include plants, equipment, and real estate-as well as brands and know-how in design, manufacturing, or distribution. Leverage Existing Assets + Reconfigure the Value Chain In 2005, Skype scored revenues of $25 million and boasted 100 million customers. Incumbents dismissed Skype as just another dot-com hopeful-giving it time to build scale and credibility. It targets the niche market of cost-sensitive buyers who care little about the inconvenience or poor quality associated with using computers as telephones. Skype has reconfigured the telecom services value chain by letting people make inexpensive telephone calls over the Internet. Use this most powerful combination to create low-cost business models and stay off incumbents’ radar screens. Reconfigure the Value Chain + Create a Niche Deploy at least two of them simultaneously or sequentially. The three strategies-leveraging your assets, reconfiguring your value chain, and establishing niches-seem simple. After gaining a loyal following, it ultimately captured 65% of the $650 million energy-drink market in 2005. Red Bull discovered this firsthand: It broke into the energy-drink market by initially selling its product only in bars. From there, you can consolidate your competitive advantage-and attack incumbents’ strongholds. Mix and match these strategies, and you carve out a toehold. To illustrate, offer premium features at a price only certain consumers will pay. For instance, bypass brick-and-mortar retail outlets and sell your product through a Web site. For example, put a new product on shelf space you already own. The key? Attack indirectly-through combinations of three basic strategies: 1) Leverage your existing assets.

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Still, you can crack these well-guarded markets, say Bryce and Dyer. Tempted to jump into a market where incumbents are scoring handsome profits? Beware: newcomers to the most attractive markets earn returns 30% below those of entrants to other markets. The authors use Skype, Costco, Skechers, and many other companies to illustrate their argument. By mixing and matching them, Bryce and Dyer say, enterprises can defy half a century of economic logic and make money entering highly profitable industries. These approaches may appear to be simple, but their magic lies in their combination. They leverage their existing assets and resources, reconfigure their value chains, and create niches. Successful entrants use three basic approaches in their indirect attacks. In 2005 it enjoyed a 65% share of the $650 million energy drink market. After gaining a loyal following through these outlets, Red Bull elbowed its way into the corner store. The company started by selling the drink at bars and nightclubs.

Red Bull, by contrast, came on the scene in 1997 with a niche product: a carbonated energy drink. Virgin has never garnered more than a 1% share of the market.

cola market in 1998, it advertised heavily and immediately tried to get into the retail outlets that stock the leading brands. Recent battles in the soft drink industry-where brands, bottling and distribution capabilities, and shelf space are incumbents’ main advantages-are a case in point. Instead, they attack the enemy at its weakest points then gain competitive advantage and later, if doing so meets their objectives, go after its strongholds. Smart newcomers don’t duplicate existing business models, compete for crowded distribution channels, or go after mainstream customers right away. When they dissected the strategies that worked best, one common theme stood out: indirect assault. How can companies break into attractive markets, where incumbents erect many barriers to entry? To answer this question, the authors studied organizations that successfully entered the most profitable industries in the United States between 19.

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