Prepared tackled the slow GovTech market by providing its initial product for free. This strategy bypassed cumbersome procurement, built a large user base, and established the credibility needed to overcome the authority of entrenched, larger competitors.

Established industries often operate like cartels with unwritten rules, such as avoiding aggressive marketing. New entrants gain a significant edge by deliberately violating these norms, forcing incumbents to react to a game they don't want to play. This creates differentiation beyond the core product or service.

Startups often fail to displace incumbents because they become successful 'point solutions' and get acquired. The harder path to a much larger outcome is to build the entire integrated stack from the start, but initially serve a simpler, down-market customer segment before moving up.

Startups often fail by making a slightly better version of an incumbent's product. This is a losing strategy because the incumbent can easily adapt. The key is to build something so fundamentally different in structure that competitors have a very hard time copying it, ensuring a durable advantage.

Luckey reveals that Anduril prioritized institutional engagement over engineering in its early days, initially hiring more lawyers and lobbyists. The biggest challenge wasn't building the technology, but convincing the Department of Defense and political stakeholders to believe in a new procurement model, proving that shaping the system is a prerequisite for success.

A slightly better UI or a faster experience is not enough to unseat an entrenched competitor. The new product's value must be so overwhelmingly superior that it makes the significant cost and effort of switching an obvious, undeniable decision for the customer from the very first demo.

When facing massive incumbents, avoid the trap of creating a slightly better version of their product. Instead, focus on being fundamentally different. Gamma chose to break the 16x9 slide paradigm that PowerPoint established, creating new primitives for visual communication.

The decision to offer zero-commission trades was not an incremental price reduction; it was a fundamental shift in the business model. The team intuitively recognized that "free" possesses a unique marketing power far stronger than a nominal fee. This is key for any company aiming for mass-market disruption.

When competing against a resourceful incumbent, a startup's key advantage is speed. Bizzabo outmaneuvered its rival during the pandemic by launching a virtual solution in weeks, not months. This agility allows challenger brands to seize market shifts that larger players are too slow to address.