If a company's managers want to succeed in creating a differentiation-based competitive advantage (and a potential...
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If a company's managers want to succeed in creating a differentiation-based competitive advantage (and a potential cost advantage in achieving this differentiation) that is difficult for rivals to quickly or easily copy (because every strategic move a company makes to outcompete rivals and gain a competitive advantage is not apparent from information contained in the FIR and the Competitive Intelligence Report), then managers have to out-differentiate rivals by offering a wider variety of models/styles than rivals in both the Internet and wholesale segments of the global market for branded footwear. out-differentiate rivals by winning more bids for celebrity contracts and thereby enabling the company to offer branded footwear having a higher celebrity appeal rating than rival brands. out-differentiate rivals by offering higher rebates, providing retailers with greater support, and outspending rivals on advertising. charge lower prices for the company's differentiated branded footwear than are being charged by other rivals also pursuing some version of a differentiation strategy. do a better job than rivals in identifying and implementing ways to become very cost- efficient in producing and marketing 350 to 500 models/styles of branded footwear that also have the highest S/Q rating in the industry. If a company's managers want to succeed in creating a differentiation-based competitive advantage (and a potential cost advantage in achieving this differentiation) that is difficult for rivals to quickly or easily copy (because every strategic move a company makes to outcompete rivals and gain a competitive advantage is not apparent from information contained in the FIR and the Competitive Intelligence Report), then managers have to out-differentiate rivals by offering a wider variety of models/styles than rivals in both the Internet and wholesale segments of the global market for branded footwear. out-differentiate rivals by winning more bids for celebrity contracts and thereby enabling the company to offer branded footwear having a higher celebrity appeal rating than rival brands. out-differentiate rivals by offering higher rebates, providing retailers with greater support, and outspending rivals on advertising. charge lower prices for the company's differentiated branded footwear than are being charged by other rivals also pursuing some version of a differentiation strategy. do a better job than rivals in identifying and implementing ways to become very cost- efficient in producing and marketing 350 to 500 models/styles of branded footwear that also have the highest S/Q rating in the industry.
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Cost Management Measuring Monitoring And Motivating Performance
ISBN: 9781118168875
2nd Canadian Edition
Authors: Leslie G. Eldenburg, Susan Wolcott, Liang Hsuan Chen, Gail Cook
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