FMC Corp., a chemical manufacturer, has over 5,000 employees spread across several BUs that collectively generate more than $3 billion in annual revenues. FMC's strategic leaders initially focused solely on financial metrics as their key performance measure, but the company is failing to achieve competitive advantage in its industry. Which of the following questions should MC's senior leadership consider while implementing the balanced-scorecard framework? :17 Multiple Choice How do we become the customer's most valued supplier, and how can we create this value for the customer? What corporate strategy will enhance our firm's chances of gaining and sustaining a competitive advantage? Where should we compete in terms of industry, markets, and geography