A company's value chain

$\backslash$table$[[$A$,],[$B$,],[$C$,$consists of the series of steps a company goes through to manufacture its product $($or deliver its service$).],[$D$,$concerns all the activities and work practices it employs to create and develop its competitively valuable resources and capabilities.$],[$E$,$consists of all the tasks and activities that it performs in seeking to achieve a sustainable competitive advantage over its rivals.$]]$

The steps in doing a competitive strength assessment include

$\backslash$table$[[$A$,],[$B$,],[$C$,],[$D$,$weighting each company's overall competitive strength score by its percentage share of total industry profits.$],[$E$,]]$

A simple and powerful tool for assessing a company's overall situation and sizing up its competitively relevant strengths and weaknesses, its market opportunities, and external threats to its future well$-$being is widely known as

$\backslash$table$[[$A$,$value chain analysis.$],[$B$,$benchmarking.$],[C,$SWOT analysis.$],[$D$,$dynamic competitive strength analysis.$],[E,$resource and capability analysis.$]]$

When a company is able to proficiently perform an internal activity that is central to its strategy and competitiveness, it is said to have

$\backslash$table$[[$A$,$a competitive advantage over rivals.$],[$B$,$a distinctive competence in performing the internal activity.$],[$C$,$a competence in performing the internal activity.$],[$D$,$a core competence in performing the internal activity.$],[E,$a valuable capability.$]]$

When a company performs a competitively valuable activity better than its rivals, it is said to have

A a dynamic resource$/$capability bundle.

B a distinctive competence in performing the activity.

C a competence in performing the activity.

D a core competence in performing the activity.

E superior human resources and intellectual capital.