While Porter labeled them as "stuck-in-the-middle", it seems that the author is "splitting the atom" when attempting to justify the " Focus-Low Cost" combination strategies. Do you think including these and the "multiple strategy" category is beneficial to the framework? Why/Why not? It seems difficult to find companies that employ "Differentiation: no-focus strategies": Why is this? Identify an organization employing this strategy and explain why you chose this company? Address the choices of other discussants. What factors often cause difficulty in defining strategic groups?