Alice and Jon Harrison operate two full-service dry cleaning outlets in the St. Louis metropolitan area. One of the outlets generates over $800,000 revenue per year and has more than a million dollar investment in state-of-the-art equipment. The other outlet is older, generates $20,000 revenue per month, and has 20-25 year-old equipment currently worth $85,000. Both outlets are profitable with growing market bases. Managers at each location are currently paid a base salary, and receive a year-end bonus which is five percent of total profits produced by both outlets combined. Alice has just finished a workshop on strategic business unit evaluation, and wants to change the evaluation and reward structure, hoping to motivate the two managers to produce greater revenue and profit. Required: What type of evaluation mechanisms should she propose for the two managers