Good Tools, a supplier to the construction industry, generates $$75$ million in sales a year. Up until now, they have only focused on financial metrics to assess their performance. They have decided to adopt the balanced score$-$card model which they have been advised will help them in creating a sustainable competitive advantage. Which of the following questions not be considered while implementing the balanced score card framework?

How do we become the customer's most valued supplier and how can we create value for the customer?

When should we decide to divest assets and prepare for an exit strategy?

What are our core competencies and how do they contribute to the company goals?

How do we become more externally focused?