The big difference between business process reengineering and continuous improvement programs such as TQM or Six Sigma is that ________.
A. reengineering is a tool for installing process organization whereas TQM and Six Sigma concern defect-free production methods and delivering world-class customer service.
B. reengineering helps create core competencies whereas TQM and Six Sigma are tools for making a core competence stronger and more efficient.
C. reengineering is a tool for achieving onetime quantum improvements whereas TQM and Six Sigma programs aim at incremental progress improvement (striving for inch-by-inch gains again and again in a never-ending stream).
D. business process reengineering requires benchmarking whereas TQM and Six Sigma do not.
E. reengineering represents an effort to totally revamp a firm's value chain whereas TQM looks at incrementally improving the performance of two or three targeted value chain activities.
C. reengineering is a tool for achieving onetime quantum improvements whereas TQM and Six Sigma programs aim at incremental progress improvement (striving for inch-by-inch gains again and again in a never-ending stream).
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According to the International Data corporation, the market share, in the second quarter of 2011,
of the world's top five mobile vendors was as follows: Nokia, with 24.2%; Samsung, with 19.2%; LG, with 6.8%; Apple, with 4.5%; and ZTE, with 4.5%. Considering the fact that Apple focuses on the aesthetics of its products and distinctive advertising, and targets the affluent, tech-savvy segment, it is a ________ in the cell phone market. A) market niche firm B) market challenger C) market leader D) market follower