After Michael Porter introduced the five forces framework, which emphasized the role of industry circumstances in shaping competition, subsequent researchers shifted attention to how firms achieve superior positioning through the development and deployment of unique capabilities and resources. The resources or capabilities that confer advantage must be valuable, rare, inimitable, and non$-$substitutable to confer a sustainable competitive advantage. I assume that you understand what each component $($i$.$e$.,$ valuable, rare, inimitable, and non$-$substitutable$)$ implies. If you don't, go back $"4\mathrm{.}3$ resource$-$based view" of Chapter $4$: evaluating the internal environment. Which of the following statement is NOT correct about the resource$-$based view?

a$.$The implications of the resource based view are most relevant for firms operating in the adaptive environment among the four BCG$-$proposed environments: adaptive, classical, shaping, & visionary.

b$.$Being "valuable" indicates the characteristic of a resource to enable a firms to either take advantage of new opportunities or neutralize threats.$$

c$.$"non$-$substitutable" resources$/$capabilities that enhance a firm's price$-$performance ratio can be developed through continuous learning and adaption.$$

d$.$A business model is a good example of a firm's intangible resource. The "inimitable" business model can be created when firms achieve strategic fit.$$