While most of savvy inc.'s competitors were moving toward developing and emerging markets, savvy inc. decided to keep its operations limited to its home country so that it could gain some advantage. a few years later, however, savvy inc. lost its footing in the home market due to a sharp fall in demand. it then decided to invest in large-scale operations in the same developing nations as its competitors, within a short period of six months. however, its costs kept increasing and it could not compete against the already established brands. in this scenario, the failure of savvy inc. can be best attributed
a. time compression diseconomies.
b. resource flow.
c. intellectual property.
d. value chain view