Flawed ways to pursue competitive efforts that will successfully differentiate a company's branded footwear from the branded offerings of rival companies include failing to outspend rivals on advertising in all four geographic regions and pursuing a strategy to strongly differentiate the company's product offering from the offerings of rivals rather than a strategy to weakly differentiate the company's product offering (which is far less costly). failing to pursue actions to reduce the reject rates at each of the company's plants. failing to bid aggressively enough to sign more celebrities to contracts than any other company in the industry, failing to offer 500 models/styles of branded footwear, and charging Internet prices and wholesale prices to footwear retailers that are too far above the prices charged by rival companies. concentrating the firm's differentiation efforts on only a single differentiating feature (such as having the highest S/Q rating in the industry or offering the highest number of models/styles). not charging the highest wholesale price for branded footwear in all four geographic regions. Under what circumstances should a company's management team seriously consider submitting a price offer to supply private-label footwear to chain retailers in a particular geographic region? When the data in the Comparative Competitive Efforts section of the prior year's Competitive Intelligence Report indicates that all of the winning bidders for private-label contracts supplied more than 500,000 pairs to chain retailers When chain retailers require a minimum S/Q rating of 5.3 stars on all price offers to supply private-label footwear When the private-label operating benchmark data on p. 7 of the prior year's FIR shows that the industry-high margin over direct costs was $0.10 per pair When the company has excess production capacity at its production facility in the same region that would otherwise be idle (because the number of pairs of branded footwear that company management is planning to produce is 250,000 pairs or more below full production capacity) When the company's projected market share for branded footwear in that geographic region is below the industry average and all the sellers of private-label footwear in the prior year had margins above direct costs of $0.50 or more