15. Superior Stakeholder Satisfaction But customers are not the only stakeholders that must be satisfied. By empowering employees , the company can gain the internal motivation and vision needed to carry out those moves.
16. Strategic Soothsaying Strategic soothsaying is a process of seeking out new knowledge necessary for predicting or even creating new temporary windows of opportunity that competitors will eventually enter but that are not now served by anyone else.
17. Strategic Soothsaying These opportunities can be found by creatively combining products, understanding trends in the business environment that will open up new opportunities, and serving new customer markets with the existing capabilities of the firm.
19. Speed and Surprise Speed and surprise are needed to take advantage of opportunities, to move quickly against competitors, or to respond to a competitor's attack.
20. Speed and Surprise Speed is also a key part of competitive advantage, because it enhances the ability to serve customers and to choose the moment in time that the firm will enter the market (e.g., as a first mover or a fast follower).
21. Speed and Surprise Surprise is also crucial to success. The longer the first mover can delay entrance by competitors into the market by stunning them with a surprise attack, the more time there is to create a strong position and make gains before the competition responds .
23. Shifting the Rules of Competition Shifting the rules of competition is concerned with actions that redefine the battlefield. By shifting the rules of the game, the company creates new opportunities to satisfy customers.
24. Shifting the Rules of Competition The company finds new ways of satisfying customers that transform the industry , such as adapting the personal computer to serve the mainframe computing industry or inventing the disposable razor to transform the market for standard razors.
25. Signals Signals — verbal announcements of strategic intent — are important preludes to more powerful actions. Signals can stall the actions of competitors or create uncertainty that erodes their will to defend against attacks.
26. Signals They can preannounce or fake aggressive offensive moves that alter the behavior of competitors. Thus, signals can be used to disrupt the status quo and interactions between companies and thereby create an advantage.
27. Simultaneous and sequential strategic thrusts Simultaneous and sequential strategic thrusts are the use of a series of actions designed to stun or confuse competitors , disrupting the status quo to create new advantages or erode those of competitors.
28. Simultaneous and sequential strategic thrusts Whereas traditional strategic actions have been treated one at a time, actions in hypercompetition are used in combinations that are difficult to unravel and difficult to defend against.
29. Simultaneous and sequential strategic thrusts By manipulating competitors' reactions using a series of simultaneous or sequential actions , they result in the initiating company's advantage.
30. Source of Reference: Richard D’Aveni, Hypercompetition : Managing the Dynamics of Strategic Maneuvering , Free Press.