Which of the following statements about a best-cost provider strategy is false? Unless a company has the resources and capabilities to incorporate upscale product or service attributes at a lower cost than rivals, adopting a best-cost strategy is ill-advised. A company enjoys "best cost" status when it is able to incorporate appealing features, good-to-excellent product performance or quality, or more satisfying customer service into its product offering at a lower cost than rivals whose product offerings have similar upscale attributes. What makes a best-cost provider strategy so attractive is the ability to translate best-cost status into achieving the highest profit margins of any firm in the industry. A best-cost provider strategy works best in markets where product differentiation is the norm and attractively large numbers of buyers shopping for "best value for the money" products can be induced to purchase midrange or near-luxury products rather than the cheap basic products of low-cost producers or the expensive products of top-of-the fine differentiators. A company's biggest vulnerability in employing a best-cost provider strategy is getting squeezed between rival firms using low-cost provider strategies and high-end differentiation strategies. Which of the following statements about a best-cost provider strategy is false? Unless a company has the resources and capabilities to incorporate upscale product or service attributes at a lower cost than rivals, adopting a best-cost strategy is ill-advised. A company enjoys "best cost" status when it is able to incorporate appealing features, good-to-excellent product performance or quality, or more satisfying customer service into its product offering at a lower cost than rivals whose product offerings have similar upscale attributes. What makes a best-cost provider strategy so attractive is the ability to translate best-cost status into achieving the highest profit margins of any firm in the industry. A best-cost provider strategy works best in markets where product differentiation is the norm and attractively large numbers of buyers shopping for "best value for the money" products can be induced to purchase midrange or near-luxury products rather than the cheap basic products of low-cost producers or the expensive products of top-of-the fine differentiators. A company's biggest vulnerability in employing a best-cost provider strategy is getting squeezed between rival firms using low-cost provider strategies and high-end differentiation strategies