The table shown below contains a variety of performance measures that companies might use as internal 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.

\begin{tabular}{|c|c|c|c|} \hline Item & \begin{tabular}{l} Operational \\ Excellence \end{tabular} & \begin{tabular}{c} Product \\ Leadership \end{tabular} & \begin{tabular}{l} Customer \\ Intimacy \end{tabular} \\ \hline Example Number of patents approved (+) & & x & \\ \hline 1. Delivery cycle time (-) & & & \\ \hline 2. Number of new products designed (+) & & & \\ \hline 3. Average contact hours per customer (+) & & & \\ \hline 4. Non-value-added activity costs (-) & & & \\ \hline 5. Percent of suppliers with long-term contracts (+) & & & \\ \hline 6. Number of modular product designs (+) & & & \\ \hline 7. Number of customized products co-designed with customers (+) & & & \\ \hline 8. Defect-free units as a percentage of completed units (+) & & & \\ \hline Number of options available for customers to choose & & & \\ \hline \end{tabular}