A company that has competitive assets that are central to its company strategy and superior to those of rival firms creates aMultiple Choiceresource deployment strategic plan.competitive advantage over other companies.cash flow feasibility analysis.long-term derivative strategy.cost underestimation and benefit overestimation.

A sustainable competitive advantage is gained when a companyMultiple Choicehas sufficient resources to expedite its strategy.has durable competitive assets that are central to its strategy and superior to those of rival firms.realizes its inherent weaknesses are transformable to advantages.can stand out relative to rivals because of resource utilization.has resources in well-populated geographical locations.

Strategy is using limited resources to achieve favourable positions for the firm. Strategy can be viewed as the link between the following Group of answer choicescustomers and suppliersgoals and structureresources and capabilitiesfirm and environment

A company that focuses on the competitive advantage applies which strategySelect one:a.Market Share Strategyb.Corporate Strategyc.Business Strategyd.Growth Strategy

A company's competitive strategy shouldMultiple Choicebe supportive with its objective to become at least an average performer within its industry.be well attuned to doing an outstanding job of satisfying the needs and expectations of niche buyers.ensure it is designed to concentrate on a small range of products so it can react quickly to competitive moves.be well matched to its resources and capabilities in order to incorporate standard attributes into its product offering.be well matched to its internal situation and predicated on leveraging its collection of competitively valuable resources and competencies.

The biggest and most important differences among the competitive strategies of different companies boil down toMultiple Choicewhether a company's market target is broad or narrow and whether the company is pursuing a competitive advantage linked to low cost or differentiation.how they go about building a brand name image that buyers trust and whether they are a risk-taker or risk-avoider.the kinds of actions companies take to improve their competitive assets and reduce their competitive liabilities.the relative emphasis they place on offensive versus defensive strategies.the different ways the companies try to cope with the five competitive forces.