|
|
|
| Arrive early and get the best positions. | | In questionable markets, let your competitor enter first to determine whether opportunity exists. | | Develop strengths in narrow niche markets. | | Attack only those segments weakly defended. | | Vigorously defend profitable and unique markets. | | Distant markets can be difficult to serve. |
|
|
|
|
|
|
Obey the Laws of Leadership |
|
|
|
|
| If the leader attacks strength, he will lose. | | When instructions are clear, everyone will act with confidence; if unclear, every action will be disorganized. | | When leaders are unable to accurately estimate the overall situation, the result will be bankruptcy. |
|
|
|
|
|
|
Fight Only the Battles You Can Win |
|
|
|
|
| Use the strength of natural positions. | | Know how to estimate the strength of your opponent. | | Be shrewd in calculating dangers and difficulties. | | It is not enough to know what you should do. You must also put into practice that which you know. | | Do not act in your own self-interest, but rather in the best interests of your people and organization. | | Retreat from bad situations. |
|
|
|
|
|
|
Know Yourself; Know Your Opponent |
|
|
|
|
| Knowing yourself is not enough; you must also know where your opponent is strong and where he is weak. | | Your chances of victory are greatly enhanced when you attack weakness and avoid strength. |
|
|
|