The key to asset specificity is that a resource, tangible or intangible, not only creates value (making it an important asset) but that this asset loses value if redeployed to a different usage or user. These assets are customized, making them highly unusual. In contrast, some assets are rare (in short supply), but are not specific. For example, the conjunction of selling ability and technical knowledge that makes a good salesperson for semiconductors is uncommon, while demand for their services is enormous: These salespeople are rare. Hence, they are expensive. A semiconductor manufacturer may be tempted to reduce selling costs by employing salespeople directly rather than going through a manufacturers' representative. Unless the manufacturer's products are unlike other semiconductors or its methods are highly unusual, this strategy will not work. The manufacturer will discover that in lieu of paying high commissions to the manufacturers' representative, it is meeting a high payroll. Indeed, the manufacturer's costs will actually increase, as it is giving up the rep's economies.