As a part of the strategic management process, evaluation and control is concerned with all of the following, EXCEPT

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When evaluating and controlling within the strategic management process, several activities typically center on assessing performance, detecting issues, and informing future decisions. 
Option a: Pinpointing problem areas. This aligns with evaluation and control because identifying where things are not meeting targets or expectations is a core purpose of monitoring performance and driving corrective actions. 
Option b: Stimulating a review of the corporation's strategic management. This is consistent with evaluation and control, as periodic review helps ensure the strategy remains relevant and effective in light of new data and outcomes. 
Option c: Determining top management benefits packages. This activity focuses on human resources compensation specifics rather than on measuring or evaluating strategic performance, making it outside the typical scope of evaluation and control in strategy. 
Option d: Monitoring corporate activities and performance. Directly tied to evaluating progress toward strategic goals and the ongoing oversight of what the organization is actually doing, this is a classic evaluation/control function. 
Option e: Generating feedback to decision makers. Providing structured feedback based on performance data is a fundamental role of evaluation and control, guiding strategic adjustments. 
In summary, most options reflect ways to assess, review, or inform strategic actions, whereas option c concerns compensation decisions for top management rather than evaluation and control of strategic performance.

As a part of the strategic management process, evaluation and control is concerned with all of the following, EXCEPT

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