In her biographical book, Tough Choices, Carly Fiorina, says the following on page 273:

In her biographical book, Tough Choices, Carly Fiorina, says the following on page 273:Constancy and consistency are necessary to achieve coherence in a company, and without coherence a company might as well be broken apart. We invested in training and communications programs to ensure our employees understood our strategy. Our operating model delineated our structures and processes. Each vertical business and horizontal process had its own specific goals and metrics. We measured and paid for results through a balanced scorecard that focused the organization on financial performance metrics like revenue growth and profit improvements; on operational efficiency metrics like inventory turns and cash generation; on programs that bolstered total customer experience; and on specific programs to address the issues that affected employees, which we identified and measured through our Voice of the Workforce surveys. Every manager had a balanced scorecard. Along with this balanced scorecard, every employee and every executive was also evaluated against our core values and our leadership behaviors.Identify and briefly discuss concepts from our text and course embedded in the above. Feel free to structure them in any order that suits you for clarity and coherence of discussion.Question Two:Shortly after Porter developed his theory of generic strategies for corporations, other authors developed similar schemes to classify industries and suggest strategies for that type of industry. Pre-dating Porter, one group conducted a survey of large firms in a wide variety of industries both domestic and foreign and found that by pursuing an "experience curve" or "learning curve", they could be successful. In these curves the general effect was that the more you made, or the more often you performed the same operation, the better your efficiency and the lower your cost to make or perform.(a) which, if any, of Porter's generic strategies would follow from this effect, and why do you think so?Another approach was to look at competitive advantage. In contrasting in one dimension the size of the competitive advantage that could be obtained versus the numbers of ways to obtain an advantage a different scheme was produced. Consider a firm in an industry characterized by, on the one axis a large resulting competitive advantage, and on the other axis, only few ways to achieve advantage.(b) which, if any, of Porter's generic strategies would follow from this effect, and why do you think so?And finally, another approach was to contrast perceived price sensitivity by the customer versus the number of different features offered. Consider a firm that has a customer with a very high degree of price sensitivity, on the one axis, and on the intersecting axis has a very large number of features to offer the customer.(c) which, if any, of Porter's generic strategies would follow from this effect, and why do you think so?Question Three:Imagine that you have collected extensive data from a large number of companies over many different industries correlating profit (return on investment), and size of market share held, as displayed in the following graph. Now discuss two things: (a)How does the data below relate to the credibility of generic strategies, if at all? That is, does this data support one or more generic strategies? Note that this is not an exercise to force the data to fit any one, two, or whatever of the generics. Perhaps none applies, perhaps only one, maybe two. That’s what I want you tell me.(b)Considering the below data, what simple strategy guidance could you deduce and recommend from the below data?