The Imperialist, Native, Barbarian, Citizen Framework
Roles in market competition
This framework describes four roles that companies can play in a market: the Imperialist, who brings new technology to the market; the Native, who has existing relationships in the market; the Barbarian, who aggressively attacks the market; and the Citizen, who defends the market against the Barbarian. Each role has its own strengths and weaknesses, and companies must choose the role that best fits their situation.
- Companies must choose a role that fits their situation and resources.
- Each role has its own strengths and weaknesses.
- Companies must be prepared to adapt and change roles as the market evolves.
- Determine the market situationAssess the current state of the market, including the level of competition, customer needs, and technological trends.Pro tipUse market research and analysis to inform your assessment.WarningFailing to accurately assess the market situation can lead to poor role choice.
- Choose a roleSelect the role that best fits your company's situation and resources, based on the market situation assessment.Pro tipConsider the strengths and weaknesses of each role, as well as your company's capabilities and goals.WarningChoosing the wrong role can lead to poor market performance.
- Develop a strategy for the chosen roleCreate a strategy that leverages the strengths of the chosen role and mitigates its weaknesses.Pro tipUse the principles of the framework to inform your strategy development.WarningFailing to develop a clear strategy can lead to poor execution.
- Execute the strategyImplement the strategy, using the principles of the framework to guide your actions.Pro tipBe prepared to adapt and change as the market evolves.WarningFailing to execute the strategy effectively can lead to poor market performance.
IBM entered the CASE market with a comprehensive architecture, and Bachman positioned itself as the native market spokesman. Bachman's move was a superb native response, but IBM's failure to deliver on its vision ultimately hurt Bachman.
Microsoft attacked the server-centric computing market with its NT operating system, playing the role of the barbarian. Microsoft's strategy was to work the edges of the established market, eroding it away bit by bit.
The framework is based on the author's observations of companies operating in the high-tech industry, where rapid change and hypergrowth are common. The author identified these four roles as key to understanding how companies interact with each other and with the market.