2016 210 Strategy, balanced scorecard. Stanmore Corporation makes a special-purpose machine, D4H, used in the textile industry. Stanmore has designed the D4H machine for 2017 to be distinct from its competitors. It has been generally regarded as a superior machine. Stanmore presents the following data for 2016 and 2017. 2017 1. Units of D4H produced and sold 200 2. Selling price $40,000 S42,000 3. Direct materials (kilograms) 300,000 310,000 4. Direct material cost per kilogram $8.50 5. Manufacturing capacity in units of D4H 250 250 6. Total conversion costs $2,000,000 S2,025,000 7. Conversion cost per unit of capacity (row 6 row 5) $8,000 S8,100 8. Selling and customer-service capacity 100 customers 95 customers 9. Total selling and customer-service costs $1,000,000 $940,500 10. Selling and customer-service capacity cost per customer $10,000 $9,900 frow 9 + row 8) S8 Stanmore produces no defective machines, but it wants to reduce direct materials usage per D4H machine in 2017. Conversion costs in each year depend on production capacity defined in terms of D4H units that can be produced, not the actual units produced. Selling and customer-service costs depend on the number of customers that Stanmore can support, not the actual number of customers it serves. Stanmore has 75 customers in 2016 and 80 customers in 2017. Required: 1. Is Stanmore's strategy one of product differentiation or cost leadership? Explain briefly. 2. Describe briefly key measures that you would include in Stanmore's balanced Scorecard and the reasons for doing so