CU Company managers should give serious consideration to changing from a low-cost /low price strategy for branded footwear to a different strategy when more than half of the companies in the industry are producing and marketing branded footwear with an S/Q rating of 7 stars or higher o the company's market share in the Internet and Wholesale segments is not 3-to-5 percentage points above the regional averages in 3 or more geographic regions. several other companies are underbidding the company to win contracts to supply private label footwear to chain retailers in 2 or more regions. both the Internet and Wholesale segments in all four regions are crowded with competitors selling branded footwear at below-average prices and when the company's distribution and warehouse costs and branded costs per pair sold are close to or above the industry averages in three or more regions on p. 7 of the most recent FIR. o company operating profit margins per branded pair sold in the Internet and Wholesale segments are not below the industry averages in three or more of the four geographic regions Which one of the following is a wise and effective approach to cost-cutting that will aid company efforts to achieve a competitive advantage based on lower overall costs per pair sold than rival companies? Making sure that the company's total compensation costs for production workers and supervisors are always the industry-low in each region where the company had production operations Offering buyers no more than 350 models/styles in each geographic region Cutting expenditures for TQM/Six Sigma programs and best practices training to zero Employing a strategy to be the market share leader in selling branded footwear in each geographic region Delivering orders to footwear retailers in 4 weeks ann