The owner of a store that sells fine-quality fabrics for home seamstresses bemoans the fact that few young women know how to do fine tailoring, much less simple dressmaking. Many potential customers are unable to appreciate the premium quality of the fabrics and are deterred by the high prices, as well as the complexity of fine sewing. In the past, the store had a strong demand for fabrics, large classes for women learning the fine points of sewing, and a reputation for excellent service and technical advice. Now the store is earning lower-than-average returns. This case is an example of:a. core competencies that have become core rigidities.b. the lack of intangible resources undermining the core competencies of the firm.c. the hazard of competitors being able to imitate a firm's core competency.d. the need for firms to stick to their core competencies through temporary downturns in market demand.

The core competencies of a business are what makes that business have an strategic advantage over its competition. In this case, the store sells the best high quality fabrics.

In the past the store had an strategic advantage since they sold a great product, but nowadays very few people are interested or willing to buy their fabrics. So what once was a core competency has now become a core rigidity. The store relied for too long on their core competency until it became obsolete. A textbook example for this is Kodak and its photographic film.