The common types of valuable resources and competitive capabilities that management should consider when crafting a strategy do not include Multiple Choice a. valuable human assets and intellectual capital. b. valuable physical and intangible assets. c. a skill, specialized expertise, or competitively important capability. market share, profit growth, and d. increases in stock price. e. valuable organizational assets and competitively valuable alliances.

Market share, profit growth and increase in stock price.

Explanation: Valuable resources and competitive capabilities which a management should consider while crafting include personnel with requisite skills and intellectual prowess who can help mould, shape and develop instinctive strategies required in a highly competitive market, such that the organization stays ahead of its competitors. The tactical ability to align and form productive alliances or mergers or synergy between one or more goal-oriented organization might be necessary. However, strategic planning in a competitive market require guts, courage, ingenuity, panache and zeal. These qualities enables an organization to develop strategic plans required to be in front of one's competitors. As opposed to being focused on market share, increase stock prices.

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