A company's management team should seriously consider bidding for a private-label footwear contract in a particular geographic region when O all the sellers of private-label footwear in the prior year had a market share under 20% (as reported in the Comparative Competitive Efforts section of the Competitive Intelligence Report). o the data in the Comparative Competitive Efforts section of the prior year's Competitive Intelligence Report, indicates that all of the winning bidders for private-label contracts supplied more than 400,000 pairs to chain retailers. O the data in the Comparative Competitive Efforts section of the latest Competitive Intelligence Report indicates that one or more rival firms elected not to submit price offers to supply private-label footwear to chain retailers. o the data in the Comparative Competitive Efforts section of the latest Competitive Intelligence Report Indicates that some of the winning bidders for private-label footwear were able to win contracts at an offer price above their selling price for branded footwear o the company projects that it will have ample production capacity to supply chain retailers with private-label footwear and the private-label operating benchmark data on p. 7 of the latest FIR showed that the industry-average margin over direct costs was $3.45 per pair sold in that particular region