In evaluating a company's regional performance in its global context, large markets with slow growth rates are prime candidates for vigorous new investments, but not acquisitions
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Q28: Key assumptions in the planning process involve
Q29: When subsidiaries are under-performing within their regions,
Q30: Competitive benchmarking profiles the performances and strategies
Q31: The balanced scoreboard approach to corporate goal-setting
Q32: Industry sales at the national level are
Q34: In assessing their strategic business units, profitable
Q35: Lead times to fulfill customer orders, product
Q36: In evaluating a company's regional performance in
Q37: When corporate goals are not being met,
Q38: In evaluating a company's regional performance in
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