Successful broad differentiation allows a firm to

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BlackTom AI · Accepted Answer

First, I’ll restate the question and enumerate the options to keep the analysis clear.
Question: Successful broad differentiation allows a firm to
Options:
1) be the industry's best-cost provider.
2) set the industry ceiling on price.
3) avoid being dragged into a price war with industry rivals and not be overly concerned about whether entry barriers into the industry are high or low.
4) command a premium price for its product, and/or increase unit sales, and/or gain buyer loyalty to its brand.
5) take sales and market share away from rivals by undercutting them on price.

Option 1: be the industry's best-cost provider.
- This describes a strategy more aligned with best-cost provider positioning, which blends low cost with differentiation. It is not the direct outcome typically associated with broad differentiation, which emphasizes value and uniqueness rather than primarily cost leadership. So this is not the core consequence of successful broad differentiation.

Option 2: set the industry ceiling on price.
- Setting a price ceiling implies limiting how high prices can go, which contradicts the idea of differentiation driving premium value. If a firm successfully differentiates, it often justifies higher prices, not imposes a ceiling. This makes the statement inaccurate in the context of broad differentiation.

Option 3: avoid being dragged into a price war with industry rivals and not be overly concerned about whether entry barriers into the industry are high or low.
- While differentiation can reduce price sensitivity and help avoid price wars, this option adds a second clause about entry barriers that is not a guaranteed or defining outcome of broad differentiation. It overreaches by tying the avoidance of price wars to entry barrier concerns as a primary result, which is not as direct or universally true as the premium-value outcomes.

Option 4: command a premium price for its product, and/or increase unit sales, and/or gain buyer loyalty to its brand.
- This aligns with the core idea of broad differentiation: offering distinct attributes that justify higher prices, attract more buyers, and foster brand loyalty. It directly describes the typical favorable outcomes expected from successful differentiation strategies.

Option 5: take sales and market share away from rivals by undercutting them on price.
- Undercutting rivals on price is characteristic of price-leadership or cost leadership strategies, not differentiating by offering unique value. This option describes a different competitive approach and does not reflect the expected result of broad differentiation.

Putting the pieces together, the option that best captures the outcomes associated with successful broad differentiation is the one describing commanding a premium price, potential increased sales, and stronger brand loyalty, i.e., option 4. The other options describe scenarios more characteristic of cost leadership, price focusing, or misconceptions about the effects of differentiation.

Successful broad differentiation allows a firm to

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