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The capabilities and core competencies that Zara has developed in the execution of its strategy, that is$,$ rapid production processes and new apparel introductions, are not concerned with

Multiple Choice

cost$-$effectively hiring a cadre of people with the right talent and expertise, putting them together in a single work group, and then teaming the work group with Zara's key strategic allies$/$partners to mesh the skills, expertise, and competencies needed to perform the desired capabilities with some proficiency.

acts to bolster skills that contributed to Zara's earlier successes, or acts to respond to customer problems, new technological or market opportunities, and the competitive maneuvers of rivals.

bundles of skills and know$-$how that grew out of the combined efforts of Zara's cross$-$functional work groups and departments performing complementary activities at different locations in a firm's value chain.

leveraging Zara's core competence into a distinctive competence $($or transforming a capability into a competitively superior capability$),$ by concentrating more effort and talent than rivals on deepening and strengthening the competence or capability to achieve the dominance needed for competitive advantage.

evolving changes in customer needs and competitive conditions that often required tweaking and adjusting Zara's portfolio of competencies and intellectual capital to keep its capabilities freshly honed and on the cutting edge.