Tiny. cross$-$company differences in competitive effort on a highly influential competitive factor $($like S$/$Q ratings, the number of models$/$styles offered, and selling prices$)$ nearly always have a far bigger impact on company sales$/$market share outcomes in a $-$ region than do large cross$-$company differences in competitive effort on less influential competitive factors.The closer to the all$-$company regional average is a company's price or S$/$Q rating or brand reputation or number of models $($and so on$)$ the smaller is the weighting$/$impact of that factor in accounting for why that company's regional unit sales$/$market share is above$/$below the region's all$-$company unit sales$/$market share averagesBig S$/$Q rating differences, big average wholesale price differences, and big differences in the number of models$/$styles offered in a region weigh heavily in accounting for company$-$to$-$company differences in branded pairs sold and market share in all four regions.When a company's competitive effort on each of the relevant competitive factors in the wholesale or internet market segments for branded footwear approximates the all$-$company averages in a region, then its resulting unit sales volume$/$market share in those two segments will also approximate the region's all$-$company sales$/$market share averages.