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Hypercompetition
 
 
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Hypercompetition [Hardcover]

Richard A. D'aveni (Author)
4.0 out of 5 stars  See all reviews (7 customer reviews)
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From Kirkus Reviews

If D'Aveni were not a professor at Dartmouth's Amos Tuck School, one could easily imagine that his grandiloquent management guide was meant to be an absurdist spoof of a publishing subgenre not especially teeming with useful or readable works. Drawing almost wholly on secondary sources, however, the deadly earnest author has cobbled together a repetitious handbook that combines a fevered appraisal of a new menace supposedly convulsing the global marketplace with programmatic recommendations for combating it. According to D'Aveni, the present danger is hypercompetition, a notably merciless form of commercial conflict that can be conducted in a host of ways. By the author's account, preternaturally aggressive enterprises may seek to erode, neutralize, or (more likely) obliterate the comparative advantages of their rivals in areas such as market access, cost, know-how, quality, resources, and timing. Moving on from his anecdotal audit of the no-quarter games cutthroat companies play, D'Aveni identifies the distinguishing characteristics of hypercompetition. He then segues into another by-the-numbers exercise known as the New 7-S's, the collective designation for a series of interactive initiatives that may be employed to sustain momentum (rather than equilibrium) in operating environments subject to sudden change. Similar cases in point range from ensuring superior stakeholder satisfaction and strategic soothsaying through simultaneous and sequential strategic thrusts. Offered as well are tedious takes on such techniques as escalation-ladder analysis and price-quality mapping. Even after allowing for the transforming aspects of advanced technologies, D'Aveni's big-picture perspectives and addled advisories could strike most corporate executives as the virtual realities of an academic theorist convinced he can impose order on a perdurably adversarial business world. The jargon-marred text has tabular material throughout. -- Copyright ©1994, Kirkus Associates, LP. All rights reserved.

Review

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.
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Inside This Book (Learn More)
First Sentence
Cost and quality are the staples of competitive positioning. Read the first page
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Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
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Customer Reviews

7 Reviews
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4.0 out of 5 stars (7 customer reviews)
 
 
 
 
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1.0 out of 5 stars LET"S COME UP WITH AN IMPRESSIVE TITLE TO OVERCOME TRITENESS, May 14 2003
By 
David S. Rhodes (Scottsdale, AZ United States) - See all my reviews
(REAL NAME)   
This review is from: Hypercompetition (Hardcover)
Did you ever wonder how these guys sit around and come up with a title that will make them feel good when they are introduced at a dinner of pinhead academics? "Good evening, please let me introduce you to John Doe, author of Managing the Dynamics of ever-changing paradigms in cross-functional systemic horseshoes." WOW! This guy must be smart!

I only got about 2/3 thru this book before I gave up. Every time I turned a page I felt myself saying, "Yeah, right!".

If it is possible to be trite and nauseatingly academic at the same time, this book does a magnificent job of accomplishing both.

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5.0 out of 5 stars First clear definition of modern competition, May 28 2000
This review is from: Hypercompetition (Hardcover)
D'Aveni manages to convey and explain the current competitive environment. Why nobody has defined it so easily before, I don't understand (everything is simple after you've had it explained to you).

The great thing about D'Aveni, is that he in principle challenges the Porter's and Ansoff's of this world, and explains that competition today is intense, not very well-ordered and competitive advantages is fleeting and has to be constantly renewed. In short, this is the first book in Strategy that I've read and immediately felt at home with. You can't loose, buy it, read it and contemplate it. If you don't agree with its main theme, you're probably of a dying breed of managers, otherwise you need this book to make sense of the competitive landscape of today.

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5.0 out of 5 stars Must have., Oct 22 1999
This review is from: Hypercompetition (Hardcover)
The strategy challenge is "to know all gurus, but to follow none". You need to resolve your own strategy paradoxes by creatively combining aspects from different approches. There is no one best way to make strategy. However, D'Aveni offers training manual for managers to formulate the desired strategy. Excellent. MUST HAVE.
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