Is it possible for a company to be the lowest cost producer in its industry and simultaneously have an output that is most valued by customers?

Question 1 Is it possible for a company to be the lowest cost producer in its industry and simultaneously have an output that is most valued by customers? Question 2 What do you think are the sources of sustained superior profitability? Question 3 What role can top management play in helping a company achieve superior efficiency, quality, innovation, and responsiveness to customers? Question 4 What are the strengths of formal strategic planning? What are its weaknesses? Question 5 Why is it important to understand the drivers of profitability, as measured by the return on invested capital? Question 6 From what perspective might innovation be called the single most important building block of competitive advantage? Question 7 Under what environmental conditions are price wars most likely to occur in an industry? What are the implications of price wars for a company? How should a company try to deal with the threat of a price war? Question 8 Which is more important in explaining the success and failure of companies: strategizing or luck? Question 9 When is a company’s competitive advantage most likely to endure over time? Question 10 Evaluate the accuracy of the following statement: Formal strategic planning systems are irrelevant for firms competing in high-technology industries where the pace of change is so rapid that plans are routinely made obsolete by unforeseen events.