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tors to put capabilities in place at the same time satisfy the expectations of their mainstream customers, w or more niches that present a good match with a focuser's resource strengths and capabilities, and when few other rivals are attempting to specialize in the same target segment. 5. Best-cost provider strategies stake out a middle ground between pursuing a low-cost advantage and a differentiation-based advantage and between appealing to the broad market as a whole and a narrow market niche. The aim is to create competitive advantage by giving buyers more value for the money-satisfying buyer expectations on key quality/features/performance/ service attributes while beating customer expectations on price. To profitably employ a best-cost provider strategy, a company must have the capability to incorporate attractive or upscale attributes at a lower cost than that of rivals. This capability is contingent on (1) a superior value chain configuration. (2) unmatched efficiency in managing essential value chain activities, and (3) resource strengths and core competencies that allow differentiating attributes to be incorporated at a low cost. A best-cost provider strategy works best in markets where opportunities to dif ferentiate exist and where many buyers are sensitive to price and value. 6. Deciding which generic strategy to employ is perhaps the most important strategic commitment a company makes-it tends to drive the rest of the strategic actions a company decides to undertake, and it sets the whole tone for the pursuit of a competitive advantage over rivals. ASSURANCE OF LEARNING EXERCISES 1. Best Buy is the largest consumer electronics retailer in the United States with fiscal 2019 sales of nearly $43 billion. The company competes aggressively on price with rivals such as Costco Wholesale, Sam's Club, Walmart, and Target but is also known by consumers for its first-rate customer service. Best Buy customers have commented that the retailer's