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Some CEOs try to sound hopeful by talking up the great opportunities they're seeing
as a result of the downturn—to steal a market share, make acquisitions or take
34 advantage of weakened competitors. There is, in fact, a long history of younger
35 companies that took into root and sprouted during hard times, consultants of Scott Anthony
36 point to firms like Home Depot, Best Buy and Google that had made big gains during
37 the last three recessions. CEOs can also set the stage for the growth by protecting
38 key to R&D investments even as they cut budgets. Companies that cut back on
39 research and new product of development do so at their peril, says Intel Chairman
40 Craig Barrett. But the extent to which companies can use the downturn to be their
41 advantage it varies tremendously by industry. There are some firms that will clearly
42 emerge from the crisis with a strengthened hand because of a rival's wrong missteps.
43 for example, Best Buy and Bed Bath & Beyond can't help but pick up sales that
44 would have once gone to Circuit City and Linens'n Things, both going on through
45 liquidation. But in sectors like the auto industry, where every player is struggling, there
may be few winners.