How can companies enter 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 1990 and 2000. When dissected the strategies with better results, repeated a common theme: the indirect attack. Smart newcomers do not replicate existing business models, do not compete for crowded distribution channels nor will immediately behind mainstream consumers. Instead, attack the enemy's weak points, then gain a competitive advantage and later, if at all useful, attacking strengths. The recent battles in the soft drinks industry, where brands, bottling and distribution capabilities, and shelf space are the main advantages of the established companies illustrate the concept. Red Bull, by contrast, entered the market in 1997 with a niche product: a carbonated beverage energizing. The company began selling the drink in bars and nightclubs. After obtaining loyal following through these outlets, Red Bull made it to the corner store.
