Please answer all 4 and I will thumbs up!!!

The two crucial elements of a company's business model are its proposition for satisfying shareholder expectations and its proposition for growing revenues. its customer value proposition and its profit proposition or "profit formula." its proposition for achieving an attractive return on investment and its action plan for attracting adequate numbers of customers. its proposition for outcompeting rivals and the pricing formula it will employ to attract and please customers. its pricing formula and the set of actions and approaches that it will employ to achieve market leadership. A creative, distinctive strategy that sets a company apart from rivals and delivers superior value to customers is a powerful signal that the company has a talented team of top executives and is on the right path to market leadership. is the best indicator that the company's strategy and business model are likely to produce big stock price and dividend increases for shareholders. is a company's most reliable ticket for winning a competitive advantage over rivals. is the most reliable indicator that the company has a more appealing shareholder value proposition than any other company in the industry. is the most reliable indicator that the company is earning the highest possible profits. Copying, redistributing, or website posting is expressly prohibited and constitutes copyright violation. The reputational and financial damage that unethical strategies and behavior can do to a company is seldom big enough to be of much concern to its shareholders. is usually very short-run in nature; typically, companies can overcome the adverse effects of ethical improprieties within several months. is normally quite minimal so long as company officials quickly make a public apology for the wrongdoing. is substantial; consequently, there are good business reasons for a company and its personnel to avoid unethical strategic actions and behaviors. is typically of no concern to customers since they are unaffected. Which of the following is NOT one of the reasons that a company's strategy evolves over time? The deliberately planned efforts of company managers to make frequent strategy adjustments that will surprise rivals and keep them busily engaged in defending against its latest moves in the marketplace. The need to respond to important technological breakthroughs and/or the fresh moves of competitors When the present strategy is clearly failing, perhaps because market conditions or buyer preferences suddenly change dramatically Ongoing management efforts to fine-tune this or that piece of the strategy and to adjust certain strategy elements in response to new learning and unfolding events The need to keep strategy in step with changing market conditions, advancing technology, and/or newly emerging market opportunities