Question

A superior indicator of how sound W.L. Gore's strategy is and whether or not the strategy signals strong execution is

a) falling short of its stated financial objectives, that is, its financial performance is well below the industry average, and its market share gains reflect short-term preferences for capacity maximization.
b) remaining inattentive to possible improvements in its functional areas, creating stretch business goals, and providing a product-focused value proposition to customers.
c) foregoing initiatives designed to build market share and to promote corporate responsibility.
d) achieving its stated financial and strategic objectives via improvements in its internal processes such as defect rate, order fulfillment, delivery times, days of inventory, and employee productivity.
e) undertaking new initiatives to promote corporate social responsibility.

Answer 1

Achieving stated financial and strategic objectives through improvements in internal processes indicates a sound strategy and strong execution.

Step-by-step explanation:

The superior indicator of how sound W.L. Gore's strategy is and whether or not the strategy signals strong execution is option d) achieving its stated financial and strategic objectives via improvements in its internal processes such as defect rate, order fulfillment, delivery times, days of inventory, and employee productivity.

This means that if W.L. Gore is able to achieve its financial and strategic objectives by improving its internal processes and metrics such as defect rate, order fulfillment, delivery times, days of inventory, and employee productivity, it indicates that the company's strategy is effective and being executed well.

For example, if W.L. Gore is able to reduce defect rates, fulfill orders efficiently, deliver products on time, manage inventory effectively, and increase employee productivity, it shows that the company's strategy is leading to positive outcomes and successful execution.

Therefore, the correct answer is d) achieving its stated financial and strategic objectives via improvements in its internal processes such as defect rate, order fulfillment, delivery times, days of inventory, and employee productivity.