$1.$ What were Nikes key sources of competitive advantage relative to Adidas thatallowed it to overtake Adidas to become the worldwide leader in athletic shoes?a$.$ Nike focused on footwear and athletic apparelb. Adidas labor costs per shoe were roughly $60$ times greater than Nikes whenNike emerged as the world leader in athletic footwearc. Subcontractors became partners rather than competitorsd. Nike leveraged vertical integration$2.$ Estimate the magnitude of the cost advantage that accrued to Nike from producing incountries like Indonesia and China versus Adidas, which produced primarily inGermany.a$.$ The comparable cost per pair of shoes is roughly $$0\mathrm{.}25$ in China versus $$80\mathrm{.}00$in Germany, assuming an industry average of $\mathrm{.}96$ labor hours per shoe andequal labor productivityb. The comparable cost per pair of shoes is roughly $$1\mathrm{.}50$ in China versus $$40\mathrm{.}00$in Germany, assuming an industry average of $\mathrm{.}96$ labor hours per shoe andequal labor productivityc. The comparable cost per pair of shoes is roughly $$9\mathrm{.}50$ in China versus $$28\mathrm{.}50$in Germany, assuming an industry average of $\mathrm{.}96$ labor hours per shoe andequal labor productivityd. The comparable cost per pair of shoes is roughly equal in China versusGermany$3.$ How would you characterize the core resources and capabilities of Nike?a$.$ Shoe design and marketingb. Barriers to imitation such as consistently producing new shoe designs, brand,and shelf space in key athletic footwear distribution channelsc. Low costs $($via outsourcing$)$d$.$ All of the above$4.$ What prevents Nikes subcontractors from entering the U$.$S$.$ market to compete withthem?a$.$ Keep IP only in the domestic marketb. Use multiple subcontractors; dont let any individual subcontractor get too bigc. Pursue vertical integration with subcontractorsd. Force subcontractors to produce key components