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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For commodity products, the movement to D and L may seem impossible. By changing the definition of rivalriies quality, a company can redefine the graph and create a new point of ultimate value.

But this situation is sometimes eroded after a period of time either by a technological breakthrough or through the application of new approaches to the product or service that restarts the movement toward UV. This strategy satisfies the pressure on the low-cost producer for short-term profits and allows the company to share the market with a smaller, higher-cost player for antitrust reasons.

Competitors in some industries never reach this point, even though they are continually moving in the direction of lower costs and higher quality. Differences in customer perceptions can distort the broader view of price and quality presented here.

But the dynamics of their interaction force them along this path. As the market rivalrifs more price competitive, it is also moving toward higher levels of quality less leakage, greater absorbency, greater thinness, etc. Hypercompetition and Escalation toward Perfect. It seems very unlikely, no matter what technological advances are made in car production, that the auto industry would become a commodity-like industry.

Intel used the better service offered by designing customized microchips to add value to its products. Watches and Coffeemakers Hypercompetitive behavior in the price-quality arena seems to be accelerating in many industries.

As the industry emerged, McDonald’s was at the lower end of the cost-quality spectrum, offering low-priced, moderate-quality food. They also have used niching and product extensions with their Scion, Daihatsu, and Hino Motors brands. D depends on the number of firms that move into each position, the size of the customer base desiring products at that price-quality level, the ability of others to enter the market segment later, and changes in the economy or demographics that might shift customer preferences from high- to low-priced goods or vice versa.


Glen C rated it it was amazing Sep 06, If there is sufficient room for growth within a single market segment, some companies may decide to stake out that point on the price-quality continuum and concede other positions to full-line competitors. Coffee-machine buyers are strongly influenced by evaluators such as Consumer Reports, keeping all players on their toes as they compete to produce the highest-quality product usually defined as the largest number of features for the lowest price.

At the opposite end of the spectrum, Volkswagen created and dominated the subcompact market with its Beetle but had trouble creeping up. There are no discussion topics on this book yet. At the high end the differentiators continue to jockey for position, lowering price or raising quality, moving toward higher value. 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.

As discussed, Porter identified three generic strategies based on cost and quality advantages: To ask other readers questions about Hypercompetitive Rivalriesplease sign up. Books by Richard A.

Hypercompetitive Rivalries

There are revolutions in quality that raise standards and then new revolutions that shatter those standards. These companies offer lower cost and higher quality than their competitors see Figure Companies such as Braun and Krups have staked out the high end of the industry, while others such as Mr. In most cases only a few customers want the unique service or convenience of SM enough to trade off cost or quality.


Every company is trying to differentiate themselves with varieties of flavors, packaging, and ingredients to avoid perfect competition.

Product positioning at a given point in time matters. Keeping quality high, the firm then reinvests profits to lower its costs and price.

Must redeem within 90 days. This process of dynamic strategic interaction has pushed the three restaurants toward the point of ultimate value. Even then, smaller companies can still move in and make a profit in these niches.

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Again, this restarts the cycle of cost-quality maneuvering, using the new service dimensions to define quality. As long as the overall value remains the same, customers are often willing to make some movement down or up along the constant value line shown in Figure Deborah Grady added it Mar 17, In this pathbreaking book, Richard D’Aveni shows how competitive moves and countermoves escalate with such ferocity today that the traditional sources of competitive advantage can no longer be sustained.

It differentiated specific brands of bathroom tissues, rivalriees napkins, and disposable diapers. Other industries arrive there briefly and then move off by restarting the cycle of competition or jumping to another one of the four arenas.

Hypercompetitive Rivalries by Richard A. D’aveni

Advances in information, manufacturing, and basic technology have accelerated so quickly that many processes and products now have lives of three months or less before they become obsolete. It can then draw away some of their customers, both low-end customers seeking slightly higher quality and high-end customers seeking slightly lower prices. Firms proceed up the ladder at different speeds, depending upon the aggressiveness and quirks of the rivalires in the industry and the potential for finding new types of quality and improving on old levels of quality and market characteristics.