$7.$ Business$-$level strategy: Uniqlo case study $($Lead$)$ Watch the following video about Uniqlo and use your understanding of strategy to answer the questions that follow. Uniqlo managers want customers to say, $$Wow$!$ when they walk into the store because they are awed by the amount of clothing they see. Hopefully, the customers$$ reaction will allow Uniqlo to sell clothes at the price the company wants to charge rather than at the price customers would rather pay. Customers have a stronger say in the price of products that stores offer when: $1.$ Customers buy small quantities of product $2.$ Customers face large switching costs if they change vendors $3.$ It would be difficult for the customer to integrate backward $4.$ A company sells a highly undifferentiated product According to Porter$$s $5-$Forces Model, the issue identified in the preceding question concerns which aspect of Uniqlo$$s environment? $1.$ Threat of new entrants $2.$ Bargaining power of suppliers $3.$ Bargaining power of customers $4.$ Threat of substitutes Uniqlo hires a lot of employees and spends many hours training them. The goal is to have many skilled employees on the sales floor at all times. Customers should find it easy to get service, and the service they get should be top$-$notch. Employees are Uniqlo$$s resources. $1.$ intangible $2.$tangible $3.$ human Some aspects of Uniqlo$$s strategy appear to be in line with Porter$$s ideal of differentiation, while others are more aligned with cost leadership. Having large numbers of relatively few products can help to increase Uniqlo$$s economies of scale, a tactic that is associated with $.1.$ differentiation $2.$ cost leadership $3.$ focus