Amadeus maintains its "gorilla" status by being beneficial to its ecosystem, acting as a variable cost for airlines and sharing economies of scale. The ultimate test of a great business is when competitors hate you but customers love doing business with you for the same reasons.

The advantage from data network effects only materializes at immense scale. The difference between a startup with 3 customers and one with 4 is negligible. This means early-stage companies cannot rely on a data moat to win; the moat only becomes visible after a market leader is established.

Coca-Cola's relationship with McDonald's became a powerful symbiotic partnership. Coke helped McDonald's expand globally by providing office space and local relationships. In return, Coke received a massive, loyal sales channel with preferential treatment, demonstrating how deep partnerships create value far beyond simple transactions.

Home Depot succeeded by "counter-positioning" against incumbents like Sears. Their high-volume, low-price model was so different that if Sears tried to adopt it, they would have damaged their existing high-margin business. This strategic dilemma paralyzed competitors, allowing Home Depot to capture the market.

Coca-Cola's first-ever manufacturer's coupon did more than attract customers. It drove foot traffic for retailers, making them eager partners, and gave independent salesmen a free value-add for their own customers, creating a powerful, multi-sided growth engine.

Amadeus was formed by major airlines to create a neutral distribution system. This origin story provided immediate scale, credibility, and deep industry integration, creating a powerful competitive moat from day one that would be nearly impossible for a startup to replicate.

A few dominant consumer platforms are capturing the majority of retail sales, creating a winner-take-all market. These companies leverage their scale and cash flow to reinvest in technology and advertising, widening their competitive moats much like the largest tech companies.

When a Home Depot store became too successful and couldn't handle more volume, the company's solution was to open another one nearby. This self-cannibalization strategy allowed them to capture total market share, ensuring customers bought from a Home Depot, even if it meant stealing from an existing location.

Sustainable scale isn't just about a better product; it's about defensibility. The three key moats are brand (a trusted reputation that makes you the default choice), network (leveraged relationships for partnerships and talent), and data (an information advantage that competitors can't easily replicate).