Polaris Industries manufactures all-terrain vehicles (ATVs). Since 1998, the company has turned out innovative products that have pushed it to the Number 2 spot in the industry against such tough competitors as No. 1 Honda Motor and Yamaha Motor. What caused the growth of the company was its new CEO Tom Tiller, who left a promising career at GE to take the reins at Polaris. Despite a growing national movement to highlight the environmental and safety problems posed by ATVs, the company is thriving. Under Tiller's leadership, the company's net profits have grown from $31 million in 1997 to an estimated $135 million in 2005. Supporting this program has been a series of innovations including the Ranger utility, which is a cross between a Jeep and a golf cart, and the Predator, an ATV aimed at both the sports and the recreation markets. Its ability to develop new products that its customers want with greater success than its competition is an example of its: A. relative competence B. distinctive competence C. organizational advantage D. superlative advantage E. customer sustainability
Polaris Industries manufactures all-terrain vehicles (ATVs). Since 1998, the company has turned out innovative products that have pushed it to the Number 2 spot in the industry against such tough competitors as No. 1 Honda Motor and Yamaha Motor. What caused the growth of the company was its new CEO Tom Tiller, who left a promising career at GE to take the reins at Polaris. Despite a growing national movement to highlight the environmental and safety problems posed by ATVs, the company is thriving. Under Tiller's leadership, the company's net profits have grown from $31 million in 1997 to an estimated $135 million in 2005. Supporting this program has been a series of innovations including the Ranger utility, which is a cross between a Jeep and a golf cart, and the Predator, an ATV aimed at both the sports and the recreation markets.
Its ability to develop new products that its customers want with greater success than its competition is an example of its:
| A. |
relative competence |
|
| B. |
distinctive competence |
|
| C. |
organizational advantage |
|
| D. |
superlative advantage |
|
| E. |
customer sustainability |
The correct answer is B. distinctive competence.
A distinctive competence is a capability or skill that a company has that its competitors do not have, or that it has to a greater degree than its competitors. In the case of Polaris Industries, its ability to develop new products that its customers want with greater success than its competition is a clear example of a distinctive competence.
The other options are incorrect because they do not accurately describe what Polaris Industries is known for.
- Relative competence: A relative competence is a capability or skill that a company has that is equal to or greater than that of its competitors.
- Organizational advantage: An organizational advantage is a characteristic or capability that allows a company to perform better than its competitors.
- Superlative advantage: A superlative advantage is a unique capability or skill that a company has that is far superior to that of its competitors.
- Customer sustainability: Customer sustainability is the ability of a company to maintain a long-term relationship with its customers.
Polaris Industries' ability to develop new products that its customers want is what sets it apart from its competitors. This distinctive competence has allowed the company to grow and thrive, despite the challenges facing the ATV industry.
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