The perfect situation is to have no competition at all. In today's competitive environment, you might think this is inconceivable. Perhaps you need to reconsider because there are organizations that have succeeded in developing non-competitive environments by playing the game differently.
             In every industry, we can identify the leaders. These leaders have shaped the rules of their game. Competitors tend to copy the leader's strategy and get caught in a fake strategy. Unfortunately, there is no light at the end of that tunnel; it's a continuous fight for new market share.
             There are cases of such companies in every industry. In the airline industry there are new entrants like Easyjet, who have managed to create and deploy a distinctive strategy. Easyjet changed the rules of the game effectively. They have side-stepped the conventional methods of selling through travel agents and offered very flexible and affordable air travel direct to the consumer.
             Domino's Pizza developed a distinctive strategy in a very ordinary industry. Domino's founder succeeded by changing the rules of the game. The founder introduced the idea of "guaranteed home delivery" and made it work by developing a special insulated pouch to keep the pizza fresh and warm. The rest is history.
             Michael Dell, of Dell Computer, also changed the rules of PC industry by marketing direct to Joe Public instead of through computer retailers. Dell also changed the marketing rules in Europe, when all the so-called experts thought selling computers via mail order would not work. Dell changed the rules again in early 1997 by adopting the Internet as a medium for direct selling.
             Anita Roddick deployed a distinctive strategy in the world of cosmetics helping her grow The Body Shop into a multi-million pound business. She changed the rules by using environmentally friendly plain products and packaging, very little advertising, grass roots marketing and sold her range of
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