CONSTRUCTO needs to set realistic expectations for operations in a country as different as Vietnam. To date, CONSTRUCTO has been using two financial performance measures to evaluate all their international operations: Revenue & Profitability. These measures are definitely important, but perhaps there are other metrics the firm should be paying attention to that add value to the company in terms of new capabilities and resources for long-term growth. Businesses have learned to capture these different performance measures using a Balanced Scorecard. Create a Balanced Scorecard diagram for CONSTRUCTO Vietnam that includes two (2) performance measures for each area: Financial (i.e. Revenue and Profitability), Customer, Operations & Learning. For each of the non-financial performance measures, draw on the strategies, concepts, and recommendations you have prepared for the executive management team over past 6 modules of the course to identify measures that align with key actions, behaviors, and objectives you believe will push CONSTRUCTO Vietnam in the right direction and should be the focus of management attention. Do not just pick random or generic concepts. After presenting the scorecard, explain your new management approach to CONSTRUCTO's executive management team and why you selected each of those specific non-financial measures. Be sure that your executive management team understands how these performance measures are tied to your previous recommendations and plans (i.e. include references to those materials that relate to specific measures).