Saved Question 1 (1 point) In evaluating how well a company's strategy is working, the two best indicators are SWOT and value chain analyses. Porter's five forces and Value Net analyses. value chain and PESTEL analyses. competitive strength and financial ratio analyses. SWOT and PESTEL analyses. A company's resources and capabilities represent the firm's net working capital and related determinants for measuring operating performance and capabilities. the firm's competitive assets that determine its competitiveness and ability to succeed in the marketplace. whether the firm has the industry's most efficient value chain. management's sources and uses of funding for new strategic initiatives. positive trends with relevant cultural factors related to buyers' choices and product modifications. When strategic managers assess the competitive power of company resources, what matters is whether it helps differentiate a company's product offering from the product offerings of rival firms. whether the resource is really competitively valuable, if it is rare and something competitors lack, how hard it is to copy or imitate, and how easily it can be trumped by the substitute resource strengths and competitive capabilities of rivals. whether customers are aware of the resource and view it positively enough to boost the company's brand name reputation. whether the resource is something rivals are unable to perform, if it is an important differentiating product or service feature, how strongly it contributes to the company's brand image, and if it is the foundation of a cost-based advantage. whether the resource is technology based or based on superior marketing know- how. When a company has become proficient in modifying, upgrading, or deepening the company's resources and capabilities in response to its changing environment and market opportunities, it is called the company's dynamic capability. core competence. distinct competence. strategic assessment. benchmarking exercise. When a company has a proficiency in performing a strategically and competitively important value chain activity better than its rivals, it is said to have a company competence. core competence. distinctive competence. key value chain proficiency, competitive advantage over rivals