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The pitfalls of a differentiation strategy do not include O trying to charge too high a price premium for the differentiating features. o being timid and not striving to open up meaningful gaps in quality or service or performance features vis-a-vis the product offerings of rivals. o differentiating on the basis of attributes that produces an unenthusiastic response on the part of buyers (chiefly because buyers do not perceive the differentiating features as valuable or worth paying for). failing to emphasize and aggressively pursue the use of more value drivers than other rivals employing a broad differentiation strategy. O trying to differentiate on the basis of attributes or features that are easily and quickly copied by rivals. In which of the following instances is a low-cost provider strategy least likely to be appealing and competitively powerful? When price competition in vigorous When the products of rival sellers are essentially identical and readily available from many eager sellers When it is hard to achieve product differentiation in ways that have value to buyers and when industry newcomers use introductory low prices to attract buyers and build a customer base When most buyers use the product in different ways and buyers incur high costs in switching their purchases from one seller to another o When a big fraction of the industry's sales are made to large-volume buyers with significant power to bargain down prices The two major avenues for achieving a cost advantage over rivals include o adopting the lowest-cost production technology and introducing an ever-growing number of cost drivers into its value chain system. o paying lower wages and salaries than rivals and investing heavily in advanced technologies to perform most value chain activities. having the most cost-efficient production facilities and emphasizing low-cost approaches to distribution. o undertaking a long-term campaign to develop a distinctive competence in cost-cutting and offering all employees sizable bonuses for coming up with good ways to cut costs. O revamping the firm's value chain to eliminate or bypass some cost-producing activities and doing a better job than rivals of performing value chain activities more cost-effectively. Best-cost provider strategies are appealing in those market situations where o buyers are more features-conscious than price-conscious, buyer brand loyalty is low, and the market is comprised of many different segments, several of which are fast-growing. O product differentiation is the norm and attractively large numbers of buyers shopping for the best value for the money can be induced to purchase midrange products rather than the cheap basic products of low-cost producers or the expensive products of top-of-the-line differentiators. Othere are numerous buyer segments, buyer needs are diverse across these segments, only a few of the segments are growing rapidly, and the product offerings of sellers are strongly differentiated. buyer needs are diverse, buyer demand across all segments is growing fairly rapidly, product innovation is common, and competitive forces are firly intense. O a company is able to position itself between competitors who have ultra-low prices and competitors who have top-notch products in terms of both quality and performance. Which one of the following does not represent market circumstances that make a focused low- cost or focused differentiation strategy attractive? When it is costly or difficult for companies with a broad market target to put capabilities in place to meet the specialized needs of the target market niche and at the same time satisfy the expectations of their mainstream customers When few, if any, other rivals are attempting to specialize in the same target segment--a condition that reduces the risk of segment overcrowding o When buyers are not strongly brand loyal, buyer needs and uses of the industry's product/service are diverse, and technological change occurs at a slow pace o When industry leaders have chosen not to compete in the target market niche When the industry has many different segments and market niches, thereby allowing a focuser to pick a competitively attractive niche suited to its resources and capabilities