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Many U. S. businesses face slower economic growth, increased foreign competition, and customers who are increasingly sensitive to price. As a result, a brilliant strategy is no longer enough to guarantee marketing success. Rather, U.S. corporations are increasingly focusing on developing an operational competitive advantage in R&D manufacturing, sales, and marketing. In response to this challenge, strategic planners at such corporations as Xerox, Ford, and GTE have begun to introduce a new planning tool called “benchmarking.”
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Timothy R. Furey (1987) studied this question.
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