Iknow you can only answer one but other have answered more than one. Please I need help with only these 3.

The two best reasons for investing company resources in vertical integration (either forward or backward) are to c strengthen the company's competitive position and/or boost its profitability. improve the effectiveness of defensive actions to protect the company's market position and/or enable the company to be a leader in product innovation. reduce operating costs and/or gain a first mover advantage over rivals in introducing next-generation products. achieve a higher degree of product differentiation and/or shorten the time it takes to get new and improved products into the marketplace. gain internal control over a bigger portion of the industry value chain and/or facilitate a company's efforts to expand into foreign geographic markets. Which one of the following is an example of an offensive strategy? Deliberately attacking those market segments where a key rival makes big profits Making early announcements about impending new products or price changes to induce potential buyers to postpone switching Discouraging buyers from trying competitors' brands by lengthening warranties, offering free training and support services, developing the capability to deliver spare parts to users faster than rivals can, and/or providing coupons and sample giveaways to buyers most prone to experiment with rival brands C Publicly committing the company to a policy of matching competitors' prices and terms a of sale C Introducing new features, adding new models, or broadening the company's product line to close off gaps and vacant niches to opportunity-seeking challengers Which one of the following is not a good type of rival for an offensive-minded company to target? C Runner-up firms with weaknesses in areas where the challenger is strong Companies with proven capabilities as a low-cost provider or as a best-cost provider and that also have a sizable war chest of cash and marketable securities Small local and regional firms with limited capabilities Struggling enterprises that are on the verge of going under Market leaders that are vulnerable