The loss of great power status, be it from gradual decline or sudden defeat, requires managing a gap in expectations; between what one would have liked to do as a great power, and what one now is able to do. This chapter discusses how corporations’ development of smart power can help bridge this gap, providing new strategic relevance to both corporation and state. I highlight the archetypical opportunities and constraints at hand for corporations associated with a declined or defeated great power—such as Great Britain, France, Germany, and Japan—as well as India, a former British colony that strives for renewed great power relevance. To do so, I draw on the cases of Cadbury’s, Unilever and LVMH (exceptionalist), Alcatel Submarine Networks (statist), SAP and Mistral (techno-utopian), Volkswagen and Toyota (semi-mercantilist), Amundi (stewardly) and Tata (state-like).