Which example is the most well-stated financial objective?

Increase EPS by 15% annually.

Gradually boost market share from 10% to 15% over the next several years.

Achieve lower costs than any other industry competitor.

Boost revenues by a percentage margin greater than the industry average.

Maximize total company profits and return on investment.

Corporate strategy for a diversified or multibusiness enterprise:is orchestrated by mid-level managers and focuses on how to create a competitive advantage in each specific line-of-business of the total enterprise.

concerns how best to allocate resources across the departments of each line of business of the company.

is orchestrated by senior corporate executives and centers around the kinds of initiatives the company uses to establish business positions in different industries.

deals chiefly with what the strategic intent of each of its business units should be.

involves how functional strategies should be aligned with business strategies in each of the various lines of business of the company.

The leadership challenges that top executives face in making corrective adjustments when things are not going well include:

knowing when to replace poorly performing subordinates and when to do a better job of coaching them to do the right things.

being able to discern whether to promote better achievement of strategic performance targets or whether to promote better achievement of financial performance targets.

deciding when adjustments are needed and what adjustments to make.

having the analytic skills to separate the problems due to a bad strategy from bad strategy execution problems.

deciding whether the company would be better off making adjustments that curtail the achievement of strategic objectives or that curtail the achievement of financial objectives.

. The key duties of a company's board of directors in the strategy-making, strategy-executing process include:

coming up with compelling strategy proposals of their own to debate against those put forward by top management.

overseeing the company's financial accounting and financial reporting practices and evaluating the caliber of senior executives' strategy-making/strategy-executing skills.

taking the lead in developing the company's business model and strategic vision.

taking the lead in formulating the company's strategic plan but then delegating the task of implementing and executing the strategic plan to the company's CEO and other senior executives.

approving the company's operating strategies, functional-area strategies, business strategy, and overall corporate strategy.