In identifying company resources with competitive value, it is important to understand that partnerships with suppliers that reduce costs have greater competitive value than partnerships with suppliers that enhance product quality and performance $.$ a group of linked and integrated resources and capabilities $,$ when bundled together $,$ can have important competitive power even when individual components of the bundle, taken singly$,$ do not a company's intangible assets usually have greater competitive power than do its physical assets being able to deliver products to customers quickly $($within $5$ business days$)$ is typically a much more powerful competitive resource that is having a widely $-$recognized and highly respected brand name $.$ a company's manufacturing capabilities are nearly always more competitively powerful than its marketing capabilities.