D'Aveni, Richard A. Hypercompetition

ISBN 13: 9780029069387

Hypercompetition

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9780029069387: Hypercompetition

General Motors and IBM have been battered to their cores. Jack Welch, the chairman of General Electric, called the frenzied competition of the 1980's "a white knuckle decade" and said the 1990s would be worse. In this pathbreaking book that will define this new age of "hypercompetition," Richard D'Aveni reveals how competitive moves and countermoves escalate with such ferocity today that the traditional sources of competitive advantage can no longer be sustained. To compete in this dynamic environment, D'Aveni argues that a company must fundamentally shift its strategic focus. He constructs a brilliant operational model that shows how firms move up "escalation ladders" as advantage is continually created, eroded, destroyed, and recreated through strategic maneuvering in four arenas of competition. Using this "Four Arena" analysis, D'Aveni explains how competitors engage in a struggle for control by seeking leadership in the arenas of "price and quality," "timing and know-how," "stronghold creation/invasion," and "deep pockets." Winners set the pace in each of these four competitive battlegrounds. Using hundreds of detailed examples from hypercompetitive industries such as computers, software, automobiles, airlines, pharmaceuticals, toys and soft drinks, D'Avenie demonstrates how hypercompetitive firms succeed in dynamic markets by disrupting the status quo and creating a continuous series of temporary advantages. They seize the initiative, D'Aveni explains, by employing a set of strategies he calls the "New 7-S's" Superior Stakeholder Satisfaction, Strategic Soothsaying, Speed, Surprise, Shifting the Rules of Competition, Signaling Strategic Intent, and Simultaneous and Sequential Thrusts. Paradoxically, firms must destroy their competitive advantages to gain advantage, D'Aveni shows. Long-term success depends not on sustaining an advantage through a static, long-term strategy, but instead on formulating a dynamic strategy for the creating, destruction, and recreation of short-term advantages. America must embrace the new reality of hypercompetition, D'Aveni concludes in a compelling analysis of the potential chilling effect of American antitrust laws on competitiveness. This masterful book, essentially an operating manual of strategy and tactics for a new era, will be required reading for managers, planners, consultants, academics, and students of hypercompetitive industries.

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From the Author:

"A modern day analogue to the Art of War"
As a collaborator with Richard DíAveni on this book, Iíd like to share a few comments on Hypercompetition that havenít made it onto this site. As one of the first books to recognize the need to rethink strategy in dynamic environments, Hypercompetition has received acclaim from those who truly understand fast-paced, competitive markets. Tom Peters, author of Thriving on Chaos, comments that "DíAveni makes clear there is no place to hide from this new world order. Thence his relentless attack on the static bias of most strategic thinking." Marc Andreessen, the hypercompetitive founder of Netscape, listed Hypercompetitive Rivalries (the abridged paperback edition of Hypercompetition) on his recommended reading list in a 1996 profile in Fortune (12/9/96). And the aggressive stance and practical usefulness of the work caused Fortune magazine (5/15/95) to characterize it as "a modern day analogue to The Art of War." Hypercompetition continues to offer one of the most complete frameworks for developing and implementing strategy in dynamic environments. Professor DíAveni has applied these principles in work with a number of companies, including several Fortune 500 firms.

Hypercompetition has also been translated into nine languages and was voted by European professors of management as one of top 20 books in strategy of all time. Professor DíAveni has been cited as one of the next generationís promising new management thinkers by Wirtschafts-Woche, Germanyís equivalent to Business Week.

Because this book was a radical departure from most discussions of strategy at the time it was released, it has drawn attacks from some defenders of the status quo. These voices have begun to fade into the background as the work of Gary Hamel and others have popularized the aggressive, future-thinking, revolutionary approaches first presented by DíAveni in Hypercompetition. As The Financial Times ((9/1/97) commented, reporting on a presentation at the Academy of Management meeting, "Mr. DíAveni and Mr. Hamel reject formulaic management techniques in favour of a more fluid approach.

About the Author:

Richard A. D'Aveni (Ph.D, Columbia University) teaches business strategy at the Amos Tuck School at Dartmouth College and consults for several Fortune 500 corporations. He received the A.T. Kearney Award for his research on why big companies fail, and has been profiled as one of the next generation's promising new management thinkers by Wirtschafts Woche, Germany's equivalent to Business Week.

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Book Description Free Press, 1994. Book Condition: New. Brand New, Unread Copy in Perfect Condition. A+ Customer Service! Summary: FOREWORDPREFACEINTRODUCTIONPart I: Hypercompetition and Escalation toward Perfect Competition in Four Arenas of Competition1. How Firms Outmaneuver Competitors with Cost-Quality Advantages2. How Firms Outmaneuver Competitors with Timing and Know-How Advantages3. How Firms Outmaneuver Competitors that Have Built Strong holds Using Entry Barriers4. How Firms Outmaneuver Competitors with Deep Pockets5. New Analytical Tools: Analyzing Competition Using the Four ArenasPart II: Implications of Unsustainable Advantage: New Concepts of Competition and Competitive Strategy6. The Nature of Hypercompetition: What It Is and Why It Happens7. Living with Hypercompetition: The New 7-S'sPart III: Disrupting Markets and Seizing the Initiative through the New 7-S's8. Using the New 7-S's to Create Disruption9. Applying the New 7-S's: New Analytical Tools to Seize the InitiativePart IV: The Rise of a New American Ideology: Hypercompetitive Values for a Hypercompetitive Age10. Can Companies Cooperate Their Way out of Hypercompetition?11. Conclusion: A Call to ArmsAPPENDIX: ANTITRUST POLICY AND THE NEED FOR A FUNDAMENTAL SHIFT IN AMERICAN IDEOLOGYENDNOTESINDEX. Bookseller Inventory # ABE_book_new_0029069386

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Book Description SIMON SCHUSTER, United States, 1994. Hardback. Book Condition: New. 236 x 162 mm. Language: English . Brand New Book. General Motors and IBM have been battered to their cores. Jack Welch, the chairman of General Electric, called the frenzied competition of the 1980 s a white knuckle decade and said the 1990s would be worse. In this pathbreaking book that will define this new age of hypercompetition, Richard D Aveni reveals how competitive moves and countermoves escalate with such ferocity today that the traditional sources of competitive advantage can no longer be sustained. To compete in this dynamic environment, D Aveni argues that a company must fundamentally shift its strategic focus. He constructs a brilliant operational model that shows how firms move up escalation ladders as advantage is continually created, eroded, destroyed, and recreated through strategic maneuvering in four arenas of competition. Using this Four Arena analysis, D Aveni explains how competitors engage in a struggle for control by seeking leadership in the arenas of price and quality, timing and know-how, stronghold creation/invasion, and deep pockets. Winners set the pace in each of these four competitive battlegrounds. Using hundreds of detailed examples from hypercompetitive industries such as computers, software, automobiles, airlines, pharmaceuticals, toys and soft drinks, D Avenie demonstrates how hypercompetitive firms succeed in dynamic markets by disrupting the status quo and creating a continuous series of temporary advantages. They seize the initiative, D Aveni explains, by employing a set of strategies he calls the New 7-S s Superior Stakeholder Satisfaction, Strategic Soothsaying, Speed, Surprise, Shifting the Rules of Competition, Signaling Strategic Intent, and Simultaneous andSequential Thrusts. Paradoxically, firms must destroy their competitive advantages to gain advantage, D Aveni shows. Long-term success depends not on sustaining an advantage through a static, long-term strategy, but instead on formulating a dynamic strategy for the creating, destruction, and recreation of short-term advantages. America must embrace the new reality of hypercompetition, D Aveni concludes in a compelling analysis of the potential chilling effect of American antitrust laws on competitiveness. This masterful book, essentially an operating manual of strategy and tactics for a new era, will be required reading for managers, planners, consultants, academics, and students of hypercompetitive industries. Bookseller Inventory # AAS9780029069387

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