Which of the following statements about crafting a strategy to be competitively successful in the markets for action cameras and drones is not true? So long as a company had higher earnings per share than any other rival in the most recent year, there is no compelling need for its managers to make changes or adjustments in the company's strategy and competitive actions/efforts simply to respond to the shifting strategies and competitive efforts of rival companies that are actively striving to improve their overall performance. So long as your company's competitive efforts/actions and decision entries produce an overall buyer appeal for your camera/drone product line as compared to the offerings of rival companies across the 4 geographic regions and so long as your company exerts sufficiently aggressive competitive efforts (on the 11 competitive factors for cameras and 10 competitive factors for drones) that compares favorably with the competitive efforts of rivals in the 4 regions, then you can expect a satisfactory-to-good-to-appealingly large percentage of buyers in each region to prefer purchasing your cameras/drones instead of rival company brands. A company is unlikely to rank among the industry's top-performers unless its revenues cover costs by an amount sufficient to produce good-to-excellent profitability, decision round after decision round; this requires not only sufficient competitive success in the marketplace to produce attractively large revenues but also consistent managerial success in operating the company cost-efficiently--operating inefficiencies and wasteful spending impair a company's profitability and overall performance. A DIA