A much$-$used and potent managerial tool for determining whether a company performs particular functions or activities in a manner that represents "the best practice" when both cost and effectiveness are taken into account is

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

The three best indicators of how well a company's present strategy is working are whether

A the company is growing rapidly, has an above$-$average market share, and has bigger profit margins per unit sold than its rivals.

B it is charging a lower price than rivals, has bigger profit margins than rival firms, and has the biggest market share in the industry.

C buyers view the company as having a quality product, whether the company has costs that are comparable to or below those of its close rivals, and whether the company's product offering is highly differentiated from those offered by its rivals.

D the company is achieving its stated financial and strategic objectives, is an above$-$average industry performer, and is gaining customers and market share.

E the company has attractive market opportunities, enjoys a sustainable competitive advantage, and charges a lower price than rival firms.

$29.$ Industry members encounter relatively weak supplier bargaining power when

$\backslash$table$[[$A$,$suppliers provide an item that accounts for a small fraction of the costs of the industry's product.$],[$B$,$certain suppliers provide a differentiated input that enhances the performance or quality of the industry's product.$],[$C$,$suppliers are not dependent on industry members for a significant portion of their revenues$],[$D$,$the item being supplied is a commodity that is readily available from many suppliers at the going market price.$],[$E$,$the cost of switching from one supplier to another is high.$]]$

Competitive pressures stemming from buyer bargaining power tend to be weaker when

A buyer demand is growing slowly or maybe even declining.

B industry members' products are standardized "commodities" or else weakly differentiated

C buyers have the ability to postpone purchases or perhaps not even make a purchase at all.

D the number of buyers is small, such that each buyer's business tends to be particularly important to a seller.

E the costs incurred by buyers in switching to competing brands or to substitute products are relatively high.

$31.$ A competitive environment is conducive to industry members earning attractive profits when

A there is weak to moderate rivalry among sellers, entry barriers are high, competition from substitute products is weak, and both suppliers and customers have little bargaining leverage.

B industry members are not under strong pressure to drive down costs, advertising expenditures are relatively small, and the numbers of buyers is quite large. there is strong rivalry among sellers, low entry barriers, strong competition from substitute products, and considerable bargaining leverage on the part of both suppliers and customers.

D the products$/$services of industry members are weakly differentiated and a surge in buyer demand creates a "buyers' market."

E industry driving forces are weak, there are fewer than five key success factors, and buyer demand is growing at a moderate to rapid pace.