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 qa white knuckle decadeq and said the 1990s would be worse. In this pathbreaking book that will define this new age of qhypercompetition, q 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 qescalation laddersq as advantage is continually created, eroded, destroyed, and recreated through strategic maneuvering in four arenas of competition. Using this qFour Arenaq analysis, D'Aveni explains how competitors engage in a struggle for control by seeking leadership in the arenas of qprice and quality, q qtiming and know-how, q qstronghold creation/invasion, q and qdeep pockets.q 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 qNew 7-S'sq 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.In a 1985 interview in The Financial Times, Komatsu president Soji Nogawasaid, aWhat is important is tohave enough share so we canexistand ... We have no intentionof taking on Caterpillar andfighting themlikean enemy until one of us falls. ... 22 The relentless pursuit of markets by Ernest Gallo is legendary, as are the exploits of Gallo salesmen, who haveahefty sales manual outliningtactics forsuccess.
|Author||:||Richard A. D'aveni|
|Publisher||:||Simon and Schuster - 2010-05-11|