A dependable and appealing way for managers to try to boost their company's EPS is to spend at least $2 million more every year on search engine and brand advertising than any other company in all four regions; the resulting annual increases in sales volumes, revenues, and profits will normally boost the company's EPS. offer 500 models/styles of branded footwear in all four geographic regions; the resulting increases in sales and market share will boost EPS. achieve a sizable cost-based competitive advantage over rivals that company managers are savvy enough to sustain; as the market demand for branded footwear grows and the company exploits its cost advantage by attracting growing numbers of buyers by selling branded footwear with satisfactory features/attributes at appealingly low prices in all four geographic regions, the resulting gains in sales volumes and revenues will typically spur increases in EPS. concentrate the company's production of footwear at a large-scale production facility in the Asia-Pacific--the resulting super-low production costs and the ability to produce 500 models/styles cheaper than any other production facility in the world will typically yield consistent annual increases in total profits and EPS in step with the rising global demand for branded footwear. market branded footwear with a 9.0-star or higher S/Q rating in all four geographic regions; as global market demand for branded footwear grows, the revenues and profits on growing sales volumes of top-quality branded pairs worldwide will normally cause EPS to increase in most years. Which of the following cost-saving actions can potentially result in a company gaining a sustainable cost advantage over rivals because the company's actions to cut costs cannot be detected by rivals from the information in either the FIR or the Comparative Competitive Efforts section of the CIR? Making it a company policy never to produce branded footwear with higher than a 3.0-star S/Q rating Actions to escape paying any import tariffs Investing in production improvement option A to reduce reject rates by 50%, big reductions in the incentive bonus paid to production workers per non-defective pair produced, and never spending any money on corprorate social responsibility and citizenship Always delivering orders to retailers at the lowest possible cost Never offering a mail-in rebate