The Realization that the cost-driven strategy was not a feasible option in the long-run led to the development of the concept of sustainable competitive advantage, where the idea was to supply high-quality goods that were cost-effective, but not necessarily the cheapest. With cost-effective goods it was meant products that, given their relatively high quality, were the best value for the money, though not the cheapest on the market. In other words, the idea was about supplying products of higher quality than the competition sold at prices higher than the competition but low considering the quality. The concept incorporated two objectives: relatively high quality and relatively low prices. But it left it an open-ended question as to which of these objectives must be the primary focus for suppliers. As it turned out in practice, many American businesses continued to focus more on pricing than on quality of their products.