3. Which of Porter’s competitive strategies would you recommend that Edmunds follow? Why? Which of the strategies do you think would be least likely to succeed? Larry Edmunds grimaced as he tossed his company’s latest quarterly earnings onto his desk. When Virginia-based Ed- munds Corrugated Parts &

Service Company’s sales surged past the $10 million mark a while back, he was certain the company was well positioned for steady growth. Today the company, which provided precision machine parts and service to the domestic corrugated box industry, still enjoys a dominant market share and is showing a profit, although not quite the profit seen in years past. However, it is no longer possible to ignore the fact that revenues were beginning to show clear signs of stagnation.