In businesses, measurement is also a fact of life. Investors decide whether or not to invest in a particular company based on its performance, and publicly held companies are required to disclose their financial performance so investors can make informed decisions. So the overall performance of a business is often defined by its financial measures, but how do they make sure their financial performance will make investors happy? Strategy. Firms make strategic plans in order to be successful. Performance evaluation closes the strategy cycle because of what managers do with the feedback they get in the evaluation process. When a manager compares performance to a standard, he is deciding whether or not the performance is acceptable or needs to be improved. The strategy cycle is a process managers use to achieve an advantage in the marketplace, and the measurement and evaluation stage tells managers whether the advantage is being achieved. If firm performance meets or exceeds objectives, then the manager reports the success to middle and upper-level managers. The company CEO may develop more ambitious objectives based on that success, and the strategy cycle starts over. If performance fails to meet objectives, the operational manager must develop new actions to try to meet the objectives or report to higher-level managers that the objectives cannot be met. In this case, a new round of operational planning begins, or upper managers examine their strategic plan to see if they need to make adjustments. The strategy process is always circular. Performance feedback becomes part of the strategic analysis of the firms capabilities and resources and firm leadership uses the information to help develop better strategies for firm success help develop better strategies for firm success.

(SOURCE:https://opentextbc.ca/principlesofmanagementopenstax/chapter/measuring-andevaluating- strategic-performance/). With this regard, 2.1 Discuss the role of performance measurement being the driver of new strategy development. (15) 2.2 Evaluate the impact of productivity ratio as a valuable measure for performance in an organization. (20)