Hypercompetition is rapid and dynamic competition characterized by unsustainable advantage. D’Aveni, R & Gunther, R Hypercompetition – Hypercompetitive Rivalries. accessed 01/11/; D’Aveni, Richard (). ” Waking up to the New. Using detailed examples from hypercompetitive industries such as computers, alike – a perfect introduction to the battlefield of hypercompetitive rivalries. For my last strategy class at Indiana University, we read the book, “ Hypercompetitive Rivalries”, by Richard D’Aveni. The first four chapters.

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This strategy is also expensive for M and probably requires rivalrirs deep pockets or a weak adversary to make it work. From a marketing standpoint such broad approximations leave much to be desired. Swatch sold fifty million watches in its first five years, switching the center of watchmaking back to Switzerland. Amidst rising costs and concerns about quality, VW was initially swept away by a rivalrifs of competitors who had entered the low-end niche with newer and less-expensive, high-mileage cars.

Wendy’s, after establishing its quality leadership, moved to offering ninety-nine-cent value items and other strategies for reducing price, moving to W2.

This book is not yet featured on Listopia. To avoid problems of demand fluctuations such as those created by seasonality or business cycles, the company might restrict its capacity and raise its prices above its own costs, thereby leaving some market share for a second or third player.

But it is unlikely that it will survive at this point over the long haul unless it finds a way to make up for the high price of its low-quality goods with some unique service or attribute for a specialized niche of customers. It is in this new arena that they interact by selecting the timing of their givalries into new markets with new products based on using the firm’s technological and marketing know-how to innovate or imitate.


From inside the book. But a growing emphasis on quality in that industry has caused the line of competition to shift toward a position of ultimate value within each fivalries of the market. So hypercompetition occurs because it must. Physical description xv, p. This escalates the level of competition from battling over the positions of individual products to competing as full-line producers. It also exported its technology.


So whichever hypercompetitiive competitors D and L take can be outmaneuvered, as we will see in the next hypercom;etitive dynamic strategic interactions. If the company is at point SM, at a lower value ratio, it will have a harder time competing, since it will be what Porter calls “stuck in the middle. Advances in information, manufacturing, and basic technology have accelerated so quickly that many processes and products now have rivalriez of three months or less before they become obsolete.

At the high end the differentiators continue to jockey for position, lowering price or raising quality, moving toward higher value.

Account Options Sign in. The second approach is to enter with a high quality and high price and then lower costs and prices, raising value while holding quality constant. Price-quality positioning has led the industry back to a perfectly competitive, commodity-like market, where quality is a necessity, not a source of advantage. Using detailed examples from hypercompetitive industries such as computers, automobiles, and pharmaceuticals, D’Aveni demon-strates how hypercompetitive firms succeed by disrupting the status quo and creating a continuous series of temporary advantages.

But because these features are so easily imitated, the competition quickly reverts to price wars. This leads to the next dynamic strategic interaction: Product costs and quality can be improved by hypercompetitige design, reducing fixed costs, or cutting variable costs, through value analysis VA and value engineering VE. Other industries arrive there hypercmpetitive and then move off by restarting the cycle of competition or jumping to another one of the four arenas.

It brought them to a new and more hypercompetirive level of competition.

For commodity products, the movement to D and L may seem impossible. If SM can move to point M, with the same value ratio as the hpyercompetitive extreme players, it has a better chance of staking out a viable segment of the market.

Although we portray this cycle as sequential, it may also be parallel. Price wars are not so simple, however. Free eBook offer available to NEW subscribers only. And the company continued to add more models to the line over the years.

Hypercompetitive Rivalries – Part 1

Food companies, for example, have attempted to fill up the breakfast cereals market with numerous brands to fill all the niches, making it hard for anyone to enter the market with sufficient economies of scale by squeezing into the small remaining niches between existing brands.


To escape price wars, companies try to occupy different locations on the price—quality axis, using micromarketingoffering mass customization and shifting strategies based on the industry trends, for example the luxury car segment has moved from a redefine-perceived quality approach of product offering to fuel efficiency during the energy crisis, safety and comfort, hour road-side assistance, micro-marketing and mass customization.

This entry was posted in BooksBusiness. With its emphasis on real-world experiences of corporate warfare, this abridged paperback edition of D’Aveni’s masterwork will be essential reading for scholars and managers alike – a perfect introduction to the battlefield of hypercompetitive rivalries. From totheir share of the domestic market has risen from 28 percent to 37 percent. Price Wars Unlike some other longer-lasting competitive moves, price changes can be very rapidly imitated, leading to all-out price wars.

One way to redefine product quality is to make service a key component of overall quality. There are, for example, some interesting strategies for fighting price wars, which we consider below.

Hypercompetitive rivalries : competing in highly dynamic environments – Ghent University Library

The interactions within each segment create pressures for higher value. Before Pilkington’s introduction of this technology, which floated a ribbon of glass on a bath of molten tin, glass purchasers had a choice between low-cost, low-quality sheet glass and high-cost, high-quality plate glass. Publisher’s Summary This text shows how competitive moves and countermoves in business escalate with such ferocity that the traditional sources of competitive advantage can no longer be sustained.

Thus, VW’s upward move was hindered more by implementation errors than by a weakness in the essential strategy. We can see hyperckmpetitive drift toward ultimate value in the competition among fast-food hamburger restaurants, as shown in Figure However, less aggressive alternatives are available.

Thus it has successfully found a niche for those willing to buy — and wait for — high quality aged bourbon.