A Company That Lacks a Stand-Alone Resource That Is Competitively

Multiple Choice

A company that lacks a stand-alone resource that is competitively powerful may attempt to develop a competitive advantage through

A) improved employee training programs, new marketing promotions, or technological enhancements to production processes.
B) the development of a new business strategy that draws upon existing resource strengths.
C) extensive strategic planning and resource identification sessions involving managers at all levels of the organization.
D) bundled resources that enable superior performance of cross-functional capabilities that can be leveraged to support its business model and strategy.
E) devising clever approaches to turning resource weaknesses into resource strengths.