Ghostbusters Inc. recently introduced a new bonus plan for its business unit executives. The company believes that current profitability and customer satisfaction levels are equally important to the firm's long-term success. As a result, the new plan awards a bonus equal to 1% of salary for each 1% increase in business unit net income or 1% increase in the business unit's customer satisfaction index. For example, increasing net income from $3 million to $3.3 million (or 10% from its initial value) leads to a bonus of 10% of salary, while increasing the business unit's customer satisfaction index from 70 to 73.5 (or 5% from its initial value) leads to a bonus of 5% of salary. A business unit executive that increased both her net income 10% and customer satisfaction 5% would get a bonus of 15% of salary. There is no bonus penalty when net income or customer satisfaction declines. Complete the figure below to calculate the 2017 bonus % for the three business units. What factors might explain the differences between improvement rates for net income and those for customer satisfaction in the three units? Are increases in customer satisfaction likely to result in increased net income right away? Johnson Consulting's board of directors is concerned that the 2015 bonus awards may not actually reflect the executives' overall performance. In particular, the firm is concerned that executives can earn large bonuses by doing well on one performance dimension but underperforming on the other. What changes can it make to the bonus plan to prevent this from happening in the future? The board of directors is also concerned that the competitive landscape is changing and current profitability and customer satisfaction levels might not continue to be equally important to the firm's long-term success. Which lever of control and what actions could they use to address this concern