In many industries the balance of power has shifted from buyers to suppliers. Companies that have gotten into a weak position need to tackle the problem strategically, the authors argue. They should consider the following actions and implement the least risky one that is feasible for their organization: (1) Bring new value to the supplier. This is the easiest approach. Companies can provide new value in several ways--for example, by serving as a gateway to new markets or reducing the supplier's risks. (2) Change how they buy. Companies can consolidate their purchase orders, rethink purchase bundles, or decrease purchase volume. (3) Create a new supplier. This is a high-risk option, but it can transform a company's prospects. Firms have essentially two paths: They can bring in a supplier from an adjacent market or vertically integrate to become their own supplier. (4) Play hardball. As a last resort, companies can cancel current orders and future business or threaten litigation. Whatever option firms choose, they need to clearly understand the problem, work on it across functions, and think analytically and outside the box.

Even slow-growing markets can be highly dynamic, if there is rapid turnover of the customer base. Examples include smoking cessation aids, video games, diapers, bridal magazines, and real estate agencies. Potential new entrants can assess the opportunities by calculating what the authors call the net turnover rate, or NTR-the ratio of new consumers to total consumers in a given year. They can then use several suggested strategies to break into these high-turnover markets and, once there, maintain their position.