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This article aims better to understand the competitive behaviour of entrepreneurs in the traditional service sector. Based on the theoretical framework of competitive dynamics, this research has uncovered the existence of six competitive behaviours depending on these everyday entrepreneurs’ focus of attention. Their behaviours vary according to whether the focus is on the exploitation of the entrepreneurs’ resources, their interactions with their competitors, customers or suppliers. Thus, the drivers of the competitive strategies of entrepreneurs in the traditional service sector appear similar to those of large companies, apart from the importance traditionally given to rivalry, which appears to be less important.