"It has become clear from the rumblings and soul-searching in the field of competitive strategy that a revolution is brewing. Managers and strategy researchers are discovering that existing models of strategy are nearly obsolete in the intensity of today's fast-paced competition. Some have called for a more dynamic approach, even questioning the sustainability of competitive advantage in this new environment. But so far, this revolution-waiting-to-happen has had no leader. Now it has."

“From microchips to corn chips, software to soft drinks, and packaged goods to package delivery services, executives have watched the intensity and type of competition in their industries shift during the last few years. Industries have changed from slow moving, stable oligopolies to environments, characterized by intense and rapid competitive moves, in which competitors strike quickly with unexpected, unconventional means of competing. They now confront “hypercompetitors” who continuously generate new competitive advantages that destroy, make obsolete, or neutralize the industry leader’s advantages, leaving the industry in disequilibrium and disarray.”

“t has become clear from the rumblings and soul-searching in the field of competitive strategy that a revolution is brewing. Managers and strategy researchers are”

“Hypercompetition is an environment of intense change, in which flexible, aggressive, innovative competitors move into markets easily and rapidly, eroding the advantages of the large and established players.”

“This is not an age of castles, moats, and armor, where people can sustain a competitive advantage for very long. This is an age that calls for cunning, speed, and enterprise.”