Most executives think they know who they’re competing against — the major firms in their field or entrepreneurial “ankle biters” with a new technology or business model. But what happens when your competitors aren’t who you think they are? Specifically, how do you devise a winning business strategy when you are competing not just against incumbents or upstarts from your industry, but against the ever-changing expectations of your customers, whose encounters with products and services reach far beyond the established boundaries of your industry?