This chapter synthesises insights from three case studiescase studies—Nestlé Boycott, Play Fair at the Olympics, and Fossil Free EIBFossil FreeFossil Free EIB—analysing the strategies, challenges, and limitations of collective action targeting corporate powercorporatepower through a Nonviolent Action (NVA) framework. It explores the dynamics of corporate dependencedependence on stakeholders, the limited successsuccessof advocacyadvocacy campaigns, and the critical need for grassrootsgrassroots empowerment. The chapter introduces a new power-centred typology of collective action, categorising efforts into lobbyinglobbying, shifting power relations, and building people powerpowerpeople. It highlights the importance of long-term movementmovement-building, structural reforms, and systemic resistanceresistance to corporate influencecorporateinfluence. The chapter concludes by proposing a holistic, multi-level movement strategystrategy to curtail corporate powercorporatepower through democratic organising, collective noncooperationnoncooperation, and constructive alternatives.