However, the last two stages, namely functional and intersectoral upgrading, in most cases mark its accomplishment, and take place either through progression or leapfrogging. However, prospects for economic upgrading within GVCs are not straightforward. They are influenced by a complex and uncertain GVC environment and can be either hindered or facilitated by governance patterns and power relations within GVCs, which are overwhelmingly skewed in favour of lead firms. Consequently, unlike those in more developed settings, entrepreneurs in LDCs may struggle to exploit GVC-related entrepreneurial opportunities or to adjust to changes in the GVC environment and therefore have to forego promising opportunities or be compelled to employ suboptimal competitive strategies.