$9.$ For a resource or capability to be competitively superior it

a$.$ should be competitively valuable.

b$.$ can be something that rivals also have in plenty.

c$.$ should have good substitutes available.

d$.$ should be easy to copy.

e$.$ will be common and widely available

$10.$ You have been asked to defend why your strategic analysis of StitchFix solely consists of an assessment of the threats and opportunities in the company's external environment but not an evaluation of its internal resources and competitive position. How would you respond?

a$.$ A SWOT analysis does not need to reflect a strength if it is something a company is already good at doing or an attribute that enhances its competitiveness in the marketplace.

b$.$ A SWOT analysis is indeed incomplete because managers need to draw on the results of both external industry analysis and the evaluations of the company's internal situation.

c$.$ A SWOT analysis does not need to reflect a weakness, or competitive deficiency, if it is already something a company lacks or does poorly $($in comparison to others$)$ or a condition that puts it at a disadvantage in the marketplace.

d$.$A SWOT analysis is a simple but powerful tool for sizing up a company's value chain components and summarizing the external assessment of its tangible and intangible resources that impact its future well$-$being.

e$.$ A SWOT analysis is a simple but powerful tool for sizing up a company's market opportunities and the external threats to its future well$-$being.

$11.$ A distinctive competence is

a$.$ a competitively important activity that a company performs better than its rivals.

b$.$ an activity that a company performs proficiently that is also central to its strategy and competitive success.

c$.$ whether the competence is one of the industry's key success factors.

d$.$ an activity that a company has learned to perform with proficiency$$a capability, in other words.

e$.$ whether customers are aware of the competence and view the competence positively enough to boost the company's brand$-$name reputation.

$12.$ An example of a potential weakness or competitive deficiency is

a$.$ lack of attention to customer needs.

b$.$ the growing bargaining power of customers or suppliers.

c$.$ restrictive foreign trade policies or tight credit conditions.

d$.$ changes in technology$$particularly disruptive technology.

e$.$ adverse economic conditions that threaten critical suppliers or distributors.

$13.$ A potential market opportunity for a company includes

a$.$ sharply declining buyer demand for the industry$$s product.

b$.$ retrenching from saturated markets.

c$.$ rising bargaining power of customers and$/$or suppliers.

d$.$ new entries of rival firms or companies with more attractive technological expertise or capabilities.

e$.$ falling trade barriers in attractive foreign markets.