Which of the following is the best way to build a sustainable competitive advantage quizlet?

Orlando, Florida-based Darden Restaurants, Inc., the world's largest full-service restaurant company, owns a portfolio of brands that includes Olive Garden, LongHorn Steakhouse, Capital Grille, Seasons 52, Eddie V's, Yard House, and Bahama Breeze.
In Lexington, the Olive Garden and LongHorn locations are wholly owned by Darden, as are most other U.S. locations. However, if you were to visit a Middle East or North Africa location of one of these three restaurants - such as the LongHorn Steakhouse in Riyadh, Saudi Arabia or the Olive Garden in Abu Dhabi, United Arab Emirates - you might notice a wall plaque stating that the restaurant is operated by Americana Group. Indeed, Americana Group (headquartered in Kuwait City) has paid an upfront fee to Darden for the right to operate a total of 60 Darden-branded restaurants. In addition to that, Americana pays a monthly fee to Darden based on the restaurants' sales performance.
Americana Group also operates TGI Fridays (a TriArtisan Capital Companies brand), KFC (a Yum! brand), Pizza Hut (also a Yum! brand), and Krispy Kreme locations in the Middle East, under agreements that are similar to the company's agreement with Darden.
If the authors of your textbook were to use this scenario to illustrate nondomestic market entry, they would cite it as an example of __________.

Chief Auto Parts came into existence in 1955 in southern California and eventually grew to include stores in Arizona, Arkansas, California, Nevada, Tennessee, and Texas.
In 1979, the chain was purchased by 7-Eleven. In keeping with its own identity as a convenience store chain, 7-Eleven thought of its Chief stores as "convenience auto parts stores" and kept most Chief locations open 7 days a week, 24 hours a day. Similarly, many new Chief stores were opened right next door to 7-Eleven stores.
In 1992, the Chief chain was sold to General Electric.
Then, in 1992, AutoZone bought the chain from General Electric. As AutoZone integrated Chief into its own operations, it closed any Chief locations that would have cannibalized existing AutoZone stores. The remaining Chief stores - some of which were located in states where AutoZone did not have a presence at the time - were turned into AutoZone stores.
For 7-Eleven, the acquisition of Chief Auto Parts in 1979 was part of a(n) __________ growth strategy; AutoZone's purchase of the chain in 1992 more closely resembled the textbook definition of a(n) __________ growth strategy.

Consultants at Sandelman & Associates, a foodservice market research firm, are presenting a SWOT analysis to top managers at CKE Restaurants, Inc. CKE is the parent company of the Carl's Jr., Hardee's, Red Burrito, and Green Burrito chains.
The Sandelman consultants mention that of all QSR (quick-service restaurant) chains in the United States, McDonald's has the largest share of drive-through sales, followed (in this order) by Wendy's, Taco Bell, Burger King, and Sonic.
For management at CKE, the fact that their own drive-through traffic volume is not sufficient to rank in the top five would be classified as a(n) __________.

Sondra Alondra owns Gothic Ghoullery, a specialty apparel and accessories retailer. At present, the retailer has eleven locations: three at regional malls, six in strip centers, and two standalone stores.
Sondra has five-year leases for each of her standalone locations. At one of these (the Batwing Boulevard location), Sondra pays a monthly amount that is equal to $1.30 per square foot. At the other store (located on Darque Alley), Sondra pays a monthly amount that is equal to 7 percent of her previous month's sales, but no more than $3,100 per month.
Sondra's current lease at the Batwing Boulevard location is a(n) __________ lease. The Darque Alley lease, on the other hand, is a(n) __________ lease.

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Which of the following is a source of sustainable competitive advantage?

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