If company managers want to pursue cost-saving actions that can potentially result in their company achieving a sustainable cost advantage over rivals because the company's actions to cut costs cannot be detected by rivals from the information in either the FIR or the Comparative Competitive Efforts section of the CIR, then they should consider.

a. pursuing actions to keep marketing expenses per branded pair sold in the Wholesale segment at or near the industry-low in each region.
b. all possible avenues for avoiding the payment of any import tariffs
c. all possible means of boosting worker productivity in ways that lower labor costs per pair produced mail-in rebates.
d. underspending rivals on search engine advertising in the Internet segment
e. always delivering orders to footwear retailers at the lowest feasible cost and never offering

Operational management is the implementation of business practices to achieve maximum productivity in an organization. This aims at making products and labor as productive as possible for products and services to increase the benefit of an enterprise.

The ability of a business to manufacture a product or service more effectively than its rivals provides a comparative advantage those results in higher profitability.

Competitive benefits can be classified into comparative advantages and marginal benefits.

Comparative advantage is the ability of a corporation to generate something a little more successfully than a competitor that results in higher profit margins.