You decide on the one or two areas where you have a shot of actually competing, and then you shed as much weight as possible outside those areas.<p>It&#x27;s like when IBM sold their consumer PC and laptop business to Lenovo. The analysis was that the consumer business was essentially commoditised and IBMs core value proposition is in high-value-added servers and services -- the laptops were a distraction.<p>(In reality, IBMs core value proposition is being IBM, so they could probably have carried on selling ridiculously marked up ThinkPads to the enterprise and government market)