Research on processes of strategy formation tends to be largely descriptive and consequently not much aimed at providing guidelines with regard to strategy content. Strategy content research on the other hand predominantly builds on an over-rational and therefore unrealistic view of strategy process. This paper aims to cover some middle ground between these two extremes. While building on notions derived from the 'firm-in-sector perspective, a change model of strategy formation and the industrial network approach (IMP), change and interaction is taken as a point of departure to arrive at nine generic strategies.