Initial Approach: Tucker's approach was a direct entry into a capital$-$intensive industry, facing immediate competition from established players. Gates, on the other hand, initially worked collaboratively with IBM, a major player in the industry, which provided a platform for growth without immediate direct competition.

Market Strategy: Tucker aimed at the mass market from the beginning, whereas Gates initially targeted a specific segment $($operating systems for IBM computers$)$ before expanding to a broader market.

Resource Utilization: Gates' strategy was more resource$-$efficient, leveraging an existing product $($MS$-$DOS$)$ and adapting it$,$ compared to Tucker's approach of developing a new automobile from scratch. The software industry also generally requires less capital for entry compared to car manufacturing, allowing Gates more flexibility and less financial risk in the initial stages.

Explanation:

In both cases, the key lies in understanding market dynamics, leveraging unique strengths, and strategically choosing when and how to compete with larger players. Tucker's story is a cautionary tale about the challenges of entering a market dominated by big players, while Gates' success illustrates the potential of strategic partnerships and focused market entry.