Ook int ences Exercise 12-10 (Static) Internal Business Process Measures and Customer Value Propositions [LO12-1] The table shown below contains a variety of performance measures that companies might use as impal business process measures in their balanced scorecards. Each measure is accompanied by a + or - to indicate whether the performance measure should increase or decrease over time. Required: For each measure, place an X in one of the three columns to indicate whether the measure would most likely be adopted by a company pursuing a strategy focused on operational excellence, product leadership, or customer intimacy. Item Example Number of patents approved (+) 1. Delivery cycle time (-) 2. Number of new products designed (+) 3. Average contact hours per customer (+) 4. Non-value-added activity costs (-) 5. Percent of suppliers with long-term contracts (+) Operational Ex+llence Product Leadership X Customer Intimacy For each measure, place an X in one of the three columns to indicate whether the measure would most likely be adopted by a company pursuing a strategy focused on operational excellence, product leadership, or customer intimacy. Item Example Number of patents approved (+) 1. Delivery cycle time (-) 2. Number of new products designed (+) 3. Average contact hours per customer (+) 4. Non-value-added activity costs (-) 5. Percent of suppliers with long-term contracts (+) 6. Number of modular product designs (+) 7. Number of customized products co-designed with customers (+) 8. Defect-free units as a percentage of completed units (+)) 9. Number of options available for customers to choose from (+) Operational Excellence Product Customer Leadership Intimacy X