Based on the following information, what competitive strategy could Edward Marshall Boehm pursue and what competitive strategy is not a good option, given its goals? Edward Marshall Boehm, Inc. is a small, high-quality porcelain art objects company that has been very successful, particularly at producing images of vanishing species of birds. These pieces are complex sculptures selling from $100 to over $20,000, and are sought by some sophisticated collectors. The company is run by Mr. and Mrs. Boehm (pronounced "beam"): he is the artist and master of the complex hard paste porcelain manufacturing process; she is in charge of the marketing and financial aspects of the business. The demand for the artistic creations is growing, but many of the company’s past policies no longer seemed appropriate. The Boehms wanted to position the company for the long run. Their stated goals for the company were "to make the world aware of Mr. Boehm’s artistic talent, to help world wildlife causes by creating appreciation and protection for threatened species, and to build a continuing business that could make them comfortably wealthy, perhaps millionaires." Focused differentiation, but not cost leadership Broad differentiation, but not global strategy Unrelated diversification, but not broad differentiation Related diversification, but not the focused cost approach Cost leadership, but not transnational strategy