Dell hit a rough patch between 2005 and 2010. Annual net income declined from over $3 billion in 2004 to under $1.5 billion in 2009. Michael Dell returned to the company in 2007 to alter the two key process architecture choices. He introduced selling computers through retail stores like Walmart (instead of only selling direct) and outsourced some assembly to third parties who often built computers to stock rather than to order. These changes in process architecture were required because hardware became more of a commodity over time, and customer priorities shifted from variety (customization) to low cost. This is an example of: a. Top-down perspective on operations strategy b. Bottoms-up perspective on operations strategy c. Outside-in perspective on operations strategy d. Inside-out perspective on operations strategy