Valuable capabilities allow the firm to exploit strengths or neutralize weaknesses in the internal environment

Firms should never outsource a primary activity because of the danger of the activity being imitated by rivals

In analyzing the demographic segment of the general environment, one typically examines all of the following factors EXCEPT:

Capabilities are usually developed separately from specific functional areas such as manufacturing, R&D, and marketing

Value is measured by the variable and fixed costs associated with the production and marketing of a particular product compared with the revenue and profits the product generates

It is increasingly difficult for a firm to develop and sustain a competitive advantage because of the effects of globalization and:

Walmart uses core competencies, such as information technology and distribution channels, to create value for its customers through its “everyday low prices.”

In today’s global economy, some resources that were traditionally critical to firms’ efforts to produce, sell, and distribute goods are now less likely to be a source of competitive advantage

The resource-based model argues that:

The length of time a firm can expect to create value by using its core competencies is a function of how quickly competitors can successfully imitate a good, service, or process