Some firms repositioned themselves in markets more radically. Respondents #6, 10 and 12 radically altered their market position. They decided to end their captive value chain relationship with IKEA based on the advice and support of CBI. The reason was that the profit margins were considered to be too small and the dependency on one client too risky. The strategic innovation had large implications on product development, quality systems and marketing. Other firms decided to diversify in order to reduce risk or specialize. Respondent #11 repositioned himself into the market in order to sell larger quantities: ‘I decided to produce bathroom equipment, as customers buy a set of products instead of just one product. Most of my buyers order 25 to 100 sets. We produce 300 sets for a hotel in Bali, 200 for a hotel in the Maldives and sets of the palace of the king of Abu Dabi’