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Hypercompetition Hardcover – 28 Mar 1994

4.5 out of 5 stars 6 customer reviews

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Product details

  • Hardcover: 444 pages
  • Publisher: Free Press; First Printing edition (28 Mar. 1994)
  • Language: English
  • ISBN-10: 0029069386
  • ISBN-13: 978-0029069387
  • Product Dimensions: 15.5 x 3.6 x 23.5 cm
  • Average Customer Review: 4.5 out of 5 stars  See all reviews (6 customer reviews)
  • Amazon Bestsellers Rank: 382,861 in Books (See Top 100 in Books)
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Product description


George B. Taylor Professor of Entrepreneurial Studies, The Wharton School A matchless contribution, so timely, so relevant, so close to the reality of today's competition that no manager can ignore it.

David J. Ravenscraft Professor of Business Administration, University of North Carolina at Chapel Hill Once every decade or two, a book identifies the path to the next generation of thinking. This is such a book.

Robert C. Purcell, Jr. Executive in Charge, Corporate Strategy Development, General Motors Corporation D'Aveni has clearly broken some new ground with this book. He has effectively challenged many of the 'accepted truths' in the world of competitive strategy.

Donald C. Hambrick Samuel Bronfman Professor of Democratic Business Enterprise, Columbia University D'Aveni advances strategic thinking to the dynamic, give-and-take world that actually confronts company executives.

Paul N. Clark President, Pharmaceutical Products Division, Abbott Laboratories As a participant in an industry that is changing very rapidly, I enjoyed the numerous examples of how others are coping with fast-paced change.

Kenji Wada General Manager, Human Resources, Sony Corporation I found his discussion of the organization refreshing. Hyper-competitionis filled with suggestions invaluable in redesigning a company.

William F. Achtmeyer Managing Director, The Parthenon Group D'Aveni has captured the essence of strategy for the 1990s and the new millennia.

From the Author

"A modern day analogue to the Art of War"
As a collaborator with Richard D’Aveni on this book, I’d like to share a few comments on Hypercompetition that haven’t 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 "D’Aveni 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 D’Aveni 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 D’Aveni has been cited as one of the next generation’s promising new management thinkers by Wirtschafts-Woche, Germany’s 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 D’Aveni in Hypercompetition. As The Financial Times ((9/1/97) commented, reporting on a presentation at the Academy of Management meeting, "Mr. D’Aveni and Mr. Hamel reject formulaic management techniques in favour of a more fluid approach.

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Format: Hardcover Verified Purchase
This is a book I've wanted to read for many years and finally, earlier this year I did. Although it dates back to 1994 I'm very impressed about its ideas on strategy dynamics.

The view of business strategy presented in Hypercompetition by Richard D'Aveni is both scary and exciting. The essence of strategy is building competitive advantage but in a world of hypercompetition, no competitive advantage is sustainable. Hypercompetition is "an environment in which advantages are rapidly created or eroded." If you're the leader, then in a few years you could become a has-been. If you're a challenger facing an entrenched competitor, then there is hope that you can match and overtake your bitter rival.

While the traditional approach to strategy emphasises the creation of competitive advantage, Richard D'Aveni takes the alternative view; strategy is about the creative destruction of the opponent's advantage. The presence of one hypercompetitive business in the market is enough to tip the entire industry into hypercompetition because competitors are forced to react to the threats.

Much of what Richard D'Aveni writes can be seen as a direct challenge to the ideas in two of the classic books on strategy by Michael Porter, Competitive Strategy and Competitive Advantage. While I am a big fan of Porter's ideas, I believe the debate is healthy.

Some industries go through periods of radical change in a very short time-scale - think of technology products which burst onto the scene with great excitement and are then replaced by a new innovation e.g. laptops to tablets like the Apple iPad. Other industries slowly evolve. Both Coca Cola and Pepsi date back to the late 19th century but still dominate the carbonated soft drinks industry around the world.
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By A Customer on 2 Aug. 1997
Format: Hardcover
I had read Hypercompetiton recently and I realized changing our way of thinking about business is one of the biggest challenges of the end of the centuri. D'Avenis model is a breaktrough description about how the market realy works, and how the managers must become more agressive in order to survive to the atack of foreign new game players.

The idea of the unsustainability of the advantages - the core idea of the book- directly destroys Porter's traditional, builded arround researches made inthe 50's.

I strongly recomend this book to be readed by all the executives from a company that wants to become -or remain- a market leader. This is and all-new approach that can make the difference. It is maybe the most remarkable book the 90's has been produced.

Read it!
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Format: Hardcover
Having seen or listened to hundreds of people describe their strategies, I am always struck that most strategies are built around taking the current conditions and assuming they will continue in similar fashion. A key weakness of this thinking is the assumption that the competitor will keep moving in the same direction.
By emphasizing that competition is dynamic (the world is changing, the competitors are changing, trends are changing, and so forth), the author leaves one with a sense that a strategy had better be based on an enormous superiority of concept and performance, against a back-drop of unpredictable changes in the industry. Using overkill (a large hammer to strike at an ant, perhaps) may make strategies more difficult to conceive and execute, but they also leave a company with less risk that the whole thing will turn out terribly wrong.
Intel's strategy is used as an example in this book, and you can think about this as the theoretical underpinnings for Dr. Grove's, ONLY THE PARANOID SURVIVE.
I do not think this work is original enough to be an alternative to Michael Porter, but it is a useful reminder that in highly competitive situations it is very easy to underestimate the size of the task. This book could be good for a company that has tended to develop strategies that were too timid or mild to be effective in light of what the competitors are doing, as a way of changing the mind-set in the company.
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