.畢業(yè)設(shè)計（論文）外文文獻翻譯文獻、資料中文題目：營銷策略文獻、資料英文題目：Strategicmarketing文獻、資料來源：文獻、資料發(fā)表（出版）日期：院（部）：專 業(yè)：班 級：姓 名：學(xué) 號：指導(dǎo)教師：翻譯日期：2017.02.14.附件1：外文資料翻譯譯文營銷策略內(nèi)容提要：為了組織的銷售能是成功的，它需要根據(jù)一個營銷策略計劃來幫助保證其努力的目標(biāo)和宗旨與市場的需要想吻合。營銷策略審查市場以確定潛在顧客的需要，競爭者的戰(zhàn)略和市場地位，并且嘗試制定出一套能使組織在市場上獲取或維護競爭優(yōu)勢的相關(guān)戰(zhàn)略。有一些因素會對營銷策略計劃的發(fā)展造成沖擊性的影響，它包括內(nèi)部因素例如組織的財產(chǎn)、技能和組織文化，外在因素例如各種各樣的市場驅(qū)動者、市場或產(chǎn)業(yè)運作方式、戰(zhàn)略窗口和競爭的本質(zhì)。一個優(yōu)選的營銷策略計劃也需具備一套意外情況防備策略以應(yīng)對市場治理及組織生產(chǎn)能力的不確定性。關(guān)鍵詞：競爭優(yōu)勢競爭策略市場地位市場份額營銷銷售計劃組織文化營銷策略營銷策略簡述無論組織的產(chǎn)品或服務(wù)多么好，除非它們的價值能被傳達(dá)給潛在的顧客，否則組織依然無法實現(xiàn)它的使命。這種傳達(dá)和交流是組織內(nèi)市場營銷功能的職責(zé)。根據(jù)美國市場協(xié)會，營銷是“一個組織效能和一套創(chuàng)造過程、交流和傳達(dá)產(chǎn)品價值給顧客、處理與顧客關(guān)系的有益于組織和它的利益共享者的方式”。營銷作用包括相輔相成的兩方面。營銷策略在市場上審查市場來確定潛在顧客和競爭者本質(zhì)的需要，并且試圖開發(fā)出在市場上將使組織獲取或維護競爭優(yōu)勢的戰(zhàn)略。操作的營銷被建立在營銷策略作用和貫徹各種各樣的計劃和策略(包括適當(dāng)?shù)幕旌蠣I銷的發(fā)展)吸引顧客和促進顧客忠實的基礎(chǔ)之上的。產(chǎn)品和服務(wù)營銷的方法有很多的方式能用來銷售你的產(chǎn)品或服務(wù)包括做廣告，直接響應(yīng)、推銷活動和宣傳。然而，除非你能了解顧客、市場和產(chǎn)業(yè)的需要并且競爭的優(yōu)勢和劣勢，否則這些方法是不太可能成功的。營銷策略幫助一個組織尖化它的焦點和在市場順利地競爭。營銷策略與二個組分有關(guān)：目標(biāo)市場和用最佳的方式傳達(dá)你的產(chǎn)品價值或服務(wù)到那個市場。一個可實行的銷售方針的發(fā)展取決于幾個關(guān)鍵維度。首先，與組織.之內(nèi)的所有全球性戰(zhàn)略一樣，一個成功的銷售方針需要由在組織之內(nèi)的最高管理層簽名。銷售方針本質(zhì)上也具有政治性的色彩：在組織之內(nèi)的強有力的單位在最佳的銷售方針也許不同意，并且協(xié)議也許需要談判達(dá)成。銷售方針也許受組織文化的也影響，并且那得假定這發(fā)生。例如，如果組織總是銷售它的裝飾物給商業(yè)主管，它也許就看不到組織之內(nèi)的低層人員甚至是成人或少年的個人消費潛力。實施戰(zhàn)略銷售計劃發(fā)展的因素存在一些能沖擊戰(zhàn)略銷售計劃發(fā)展的因素，這些因素首先包括組織已經(jīng)擁有或它可能欣然獲取的財產(chǎn)和技能。例如，如果組織擁有一個重大編程的部門，就為它能做和銷售應(yīng)用軟件提供了可行性的條件。然而，如果這些人員已經(jīng)在其他工作介入并且不能自由研究一個新的軟件項目，并且組織沒能力聘用另外的程序員，起始一條新的軟件線是不妥當(dāng)?shù)摹．?dāng)開發(fā)銷售方針時必須考慮的第二個因素是市場領(lǐng)航者。這些是各種各樣政治的，經(jīng)濟的，社會與文化的，并且可能影響基礎(chǔ)消費者需要的技術(shù)力量。例如，處理信息和數(shù)據(jù)增長的容量的需求導(dǎo)致了信息技術(shù)在許多產(chǎn)業(yè)的普遍使用。同樣，為增加工作機會的大學(xué)教育也導(dǎo)致了為贏利的高等教育機關(guān)的擴散。影響銷售策略的因素然而，銷售驅(qū)動所在并不是塑造你的市場戰(zhàn)略的唯一外力。競爭的本質(zhì)在市場上對于銷售的成功與否也是非常重要的。實際上但凡商務(wù)都存在競爭。當(dāng)買計算機時，一個必須在Mac和PC之間作選擇。在市場上的多數(shù)軟飲料都是由提供相似產(chǎn)品的二家公司的之一制造的。當(dāng)決定填滿你的汽車時，在哪里都有可利用的各種各樣的選擇,大多燃料都可利用在泵浦上實際上也是同樣。這些企業(yè)中的每一個有它自己的市場位置并且努力通過銷售保留它的市場份額。一部分的銷售策略能很好的決定自己在競爭中多么與眾不同。另一個外在的沖擊一個企業(yè)如何最好的找準(zhǔn)自己在市場上的定位的因素是市場或產(chǎn)業(yè)生命周期的階段。例如，有些組織總能在第一時間出現(xiàn)在創(chuàng)新或新產(chǎn)品的市場上。其他擅長在應(yīng)用創(chuàng)新并適應(yīng)它市場(如低價，特色)的需要。另外，有影響組織在市場上競爭獲勝能力的各種各樣的戰(zhàn)略窗口。一個戰(zhàn)略窗口是在市場的需要和組織的能力的之間優(yōu)選的一個限制時間段。例如，當(dāng)計算機存儲技術(shù)繼續(xù)演變，人們存放數(shù)據(jù)和信息的方式也隨之而變。打孔卡和磁帶給5.25英寸和3.5英寸盤讓了路。今天，人們越來越多的用記憶黏附存放數(shù)據(jù)和信息，并且許多計算機甚至.都不配置有驅(qū)動硬盤。使用打孔卡在很多人的觀念中是和使用算盤一樣過時的。 一旦戰(zhàn)略窗口開始關(guān)閉，這是組織尋找另一個機會的最佳典型。競爭策略的發(fā)展為了符合他們的目標(biāo)和宗旨的需要，許多企業(yè)開發(fā)出一項競爭策略來增加他們的競爭優(yōu)勢。大體上競爭策略有三種方法： (1)低成本產(chǎn)品或服務(wù)產(chǎn)品的供應(yīng)， (2)在競爭中的特色產(chǎn)品 (3)對特定有效市場的聚焦。低成本戰(zhàn)略低成本戰(zhàn)略的目標(biāo)是獲取更大的市場份額。這是通過提供比競爭對手更低的價格更優(yōu)質(zhì)的產(chǎn)品或服務(wù)來實現(xiàn)的。這個戰(zhàn)略的期望是組織將通過增加銷售量贏得的可觀的投資反饋。低成本的領(lǐng)導(dǎo)戰(zhàn)略使用的基本方法包括減少日常開支，購買或生產(chǎn)成本和被聚焦的銷售方針。例如，餐館通過降低酒的價格來實現(xiàn)更多的銷售量以彌補高價位時的銷售盈利。同樣，一家大箱子商店也許能使用有效的管理和信息技術(shù)實踐的組合以減少其運作費來轉(zhuǎn)移它的商品的最低可能價格。產(chǎn)品差別化競爭策略的第二種普通方法是產(chǎn)品差別化。價格的因素存在。然而，如果小心地處理，分化戰(zhàn)略可以非常成功。例如， MerrillLynch 能通過提供聯(lián)合金融服務(wù)吸引最中意的投資者以使自己與其它競爭者區(qū)分開來。 這個策略在市場產(chǎn)生了被高度認(rèn)可和重視的、與它的競爭者區(qū)分開來的 MerrillLynch 的品牌，而且堅固了顧客忠誠度和競爭優(yōu)勢。適當(dāng)位置營銷競爭策略的另一種普通方法是適當(dāng)位置營銷。在這種方法中，組織尋求獲取一種能全面銷售其類型產(chǎn)品和服務(wù)的特定市場在整個市場中的比例。這個策略要求具備相關(guān)特征的一個或更多具體市場部門的集中，例如買家產(chǎn)品系列或產(chǎn)品生產(chǎn)鏈、市場或者區(qū)域。例如，而不是作為全科的行銷，管理咨詢企業(yè)也許專門研究僅與電信產(chǎn)業(yè)或與企業(yè)一起使用的芝加哥的西部。小生境市場戰(zhàn)略表明它可能改善服務(wù)市場的段而不是整個市場。例如，管理咨詢企業(yè)的例證，建立的伙伴或許來自于電信產(chǎn)業(yè)，因此他們更熟悉產(chǎn)業(yè)的細(xì)微差異。這種在一個獨特的位置投入的方法使組織(通過分化的類型)更好的銷售到那些被聚焦的細(xì)分市場上而不是整體市場上。競爭者的市場剖析整體上要成功的，對市場的分析不僅需要確認(rèn)客戶需求和市場提供的這些產(chǎn)品.和服務(wù)與其需求之間的關(guān)系，還要從整體上考慮企業(yè)的市場狀況和在競爭中所處的地位。與其被被定義成一系列有相似的購買需求的顧客市場，不如說產(chǎn)業(yè)是一個向市場提供相似產(chǎn)品和服務(wù)的小組組織。然而提供相似的產(chǎn)品或服務(wù)的不同組織不一定具有相同機會。所以，了解市場觀念上的競爭意義對于制定出一個使企業(yè)具有重大競爭優(yōu)勢的營銷策略計劃來說是十分重要的。影響產(chǎn)業(yè)和在他們之內(nèi)的競爭的因素影響在產(chǎn)業(yè)和其內(nèi)部競爭的有幾大因素。政府規(guī)則能極大影響到產(chǎn)業(yè)的利益。在這個因素設(shè)置的參量之內(nèi)，然而，也有另外的因素影響著競爭怎么在產(chǎn)業(yè)之內(nèi)運作。例如，如果一定數(shù)量的組織全部提供相似的產(chǎn)品或服務(wù)，那么產(chǎn)業(yè)之內(nèi)的競爭將是更加敏感強烈的。例如，幾年前這由二個出租汽車代辦處營銷口號得以證明?！拔覀兪堑谝?”驚嘆的赫茲?！拔覀儗优Φ娜L試 !”被再整合的Avis的吶喊。顧客，同樣，能影響競爭在產(chǎn)業(yè)之內(nèi)的本質(zhì)。如果產(chǎn)業(yè)變得更大，它將對提供同一項產(chǎn)品或服務(wù)的新加入者變得更有吸引力。同時競爭將傾向于隨之增加。同樣，新的組織不僅能進入產(chǎn)業(yè)，而且他們也能帶來能改變產(chǎn)業(yè)本質(zhì)的新產(chǎn)品。特別重要鑒于此的是那些改進價格和表現(xiàn)(即提供低價的同一質(zhì)量或提供同一價格的更多質(zhì)量)之間的關(guān)系的、由行業(yè)高贏利商家生產(chǎn)的新產(chǎn)品。在一些產(chǎn)業(yè)中，單一類型的顧客控制著整個產(chǎn)業(yè)(即，聯(lián)邦政府是軍用船的主要制造者)。這給顧客對更高規(guī)格、更緊的最后期限和低成本的產(chǎn)品要求更大的談判空間。另外，買家能通過搜尋更低價格，更加優(yōu)質(zhì)，強加額外功能的產(chǎn)品和服務(wù)等給廠家施加壓力。一些力圖滿足那些要求的組織將具備競爭優(yōu)勢。然而，供應(yīng)商能也有影響組織或產(chǎn)業(yè)的競爭性的討價還價的能力。如果只有一個或極個別零件或物質(zhì)的供應(yīng)商，那么駕馭這類商品的不再是此行業(yè)組織而是少數(shù)供應(yīng)商了。.附件2：外文原文Strategicmarketing(Wienclaw,RuthA.ResearchStartersBusiness:StrategicMarketing ,GreatNeckPublishing,2008:1-1)Abstract： Inorderforanorganization'smarketingeffort tobesuccessful,itneedstobebasedonastrategicmarketingplantohelpensurethatthegoalsandobjectivesoftheeffortareappropriatetotheneedsofthemarketplace.Strategicmarketingexaminesthemarketplacetodeterminetheneedsofpotentialcustomers,thestrategyandmarketpositionofthecompetitors,andattemptstodevelopastrategythatwill enabletheorganizationtogainormaintainacompetitiveadvantageinthemarketplace.Thereareanumberoffactorsthatshouldimpactthedevelopmentofastrategicmarketingplan.Theseincludeinternalfactorssuchastheassetsandskillsoftheorganizationandtheorganizationalcultureaswellasexternalfactorssuchasvariousmarketdrivers,marketorindustrylifestyle,strategicwindows,andthenatureofthecompetition.Anoptimalstrategicmarketingplanwillalsofollowacontingencyapproachthatallowsflexibilityinmeetingtheuniquesetoffactorsthatgovernthemarketplaceandtheorganization'sviabilitywithin.Keywords：CompetitiveAdvantage;CompetitiveStrategy;MarketNiche;MarketShare;Marketing;MarketingPlan;OrganizationalCulture;StrategicMarketingStrategicMarketingOverviewNomatterhowgoodtheorganization'sproductsorservices,unlesstheirvaluecanbecommunicatedtopotentialcustomers,theorganizationwillfailinitsmission.Thiscommunicationistheresponsibilityofthemarketingfunctionwithintheorganization.AccordingtotheAmericanMarketingAssociation,marketingis"anorganizationalfunctionandasetofprocessesforcreating,communicatinganddeliveringvaluetocustomersandformanagingcustomerrelationshipsinwaysthatbenefittheorganizationanditsstakeholders."Strategicmarketingexaminesthemarketplacetodeterminetheneedsofpotentialcustomersandthenatureofthecompetitorsinthemarket,and.attemptstodevelopastrategythatwillenabletheorganizationtogainormaintainacompetitiveadvantageinthemarketplace.Operationalmarketingisbuiltuponthefoundationsetbythestrategicmarketingfunctionandimplementsvariousplansandstrategies(includingadevelopmentoftheappropriatemarketingmix)toattractcustomersandfostercustomerloyalty.MethodsforProduct&ServiceMarketingThereanumberofwaystomarketone'sproductsorservicesincludingadvertising,directresponse,salespromotions,andpublicity.However,unlessoneunderstandstheneedsofthecustomer,themarket,andtheindustryaswellasthestrengthsandweaknessesofthecompetition,theseapproachesareunlikelytobesuccessful.Strategicmarketinghelpsanorganizationsharpenitsfocusandsuccessfullycompeteinthemarketplace.Strategicmarketingisconcernedwithtwocomponents:Thetargetmarketandthebestwaytocommunicatethevalueofone'sproductorservicetothatmarket.Thedevelopmentofaviablemarketingstrategydependsonseveralkeydimensions.First,aswithanyglobalstrategywithintheorganization,asuccessfulmarketingstrategyneedstobeendorsedbytopmanagementwithintheorganization.Marketingstrategyisalsopoliticalinnature:Powerfulunitswithintheorganizationmaydisagreeonthebestmarketingstrategyandanaccordmayneedtobenegotiated.Marketingstrategiesmayalsobeaffectedbyorganizationalcultureandtheassumptionsthatthisengenders.Forexample,iftheorganizationhasalwaysmarketeditswidgetstobusinessexecutives,itmayfailtoseethepotentialformarketingtolowerlevelpersonnelwithintheorganizationorevenforpersonalusetoadultsorteenagers.FactorsthatImplementStrategicMarketingPlanDevelopmentThereareanumberoffactorsthatshouldimpactthedevelopmentofastrategicmarketingplanfortheorganization.Thefirstofthesecomprisestheassetsandskillsthattheorganizationalreadypossessesorthatitcanreadilyacquire.Forexample,ifanorganizationhasasignificantprogrammingdepartmentonthepayroll,itwouldbefeasibleforittomakeandmarketapplicationsoftware.However,ifthesepersonnelarealreadyinvolvedinotherworkandarenotfreetoworkonanewsoftwareprojectandtheorganizationcannotaffordtohireadditionalprogrammers,startinganewsoftwareline.wouldbeinadvisableatbest.Thesecondfactorthatmustbeconsideredwhendevelopingamarketingstrategyisthemarketdrivers.Thesearevariouspolitical,economic,sociocultural,andtechnologicalforcesthatcaninfluencethewantsandneedsoftheconsumerbase.Forexample,theneedtobeabletohandleincreasingvolumesofinformationanddatahasledtowidespreaduseofinformationtechnologyinmanyindustries.Similarly,theneedforacollegeeducationforanincreasingnumberofjobshasledtoaproliferationoffor-profitinstitutionsofhighereducation.FactorsImpactingMarketingStrategyMarketdrivers,however,arenottheonlyexternalforcethatshapesone'smarketstrategy.Thenatureofthecompetitioninthemarketplaceisalsoveryimportantindeterminingwhetherornotamarketingeffortwillbesuccessful.Virtuallynobusinessiswithoutcompetition.Whenbuyingacomputer,onemustchoosebetweenMacandPC.Mostsoftdrinksonthemarketaremanufacturedbyoneoftwocompanieswhoofferverysimilarproducts.Thereisavarietyofchoicesavailablewhendecidingwheretofillupone'scar,yetmostofthefuelsavailableatthepumparevirtuallythesame.Eachofthesebusinesseshasitsownmarketpositionandstrivestokeepitsmarketsharethroughmarketingefforts.Partofthestrategicmarketingeffortistodecidehowbesttodifferentiateoneselffromthecompetition.Anotherexternalfactorthatimpactshowonecanbestpositiononeselfinthemarketisthestageofthemarketortheindustrylifecycle.Someorganizationsexcel,forexample,atbeingthefirstonthemarketwithaninnovationornewproduct.Othersexcelattakingtheinnovationandadaptingittotheneedsofthemarketplace(e.g.,lowerprice,differentfeatures).Inaddition,therearevariousstrategicwindowsthataffectanorganization'sabilitytosuccessfullycompeteinthemarketplace.Astrategicwindowisalimitedtimeperiodduringwhichthereisanoptimalfitbetweentheneedsofthemarketplaceandthecompetenciesoftheorganization.Forexample,ascomputerstoragetechnologycontinuestoevolve,themethodsbywhichpeoplestoredataandinformationchange.Punchcardsandmagnetictapegavewayto5.25inchand3.5inchdisks.Today,moreandmorepeoplearestoringdataandinformationonmemorysticksinstead,andmanycomputersarenotevenmadewithdiskdrives.Theconceptofusingpunchcardsis.asforeignandantiquatedinmostpeople'smindsasusinganabacus.Oncethestrategicwindowbeginstoclose,itistypicallybestthattheorganizationlookforanotheropportunity.DevelopmentofCompetitiveStrategyTohelpmeettheirgoalsandobjectives,manybusinessesdevelopacompetitivestrategythatwillincreasetheircompetitiveadvantage.Therearethreegenericapproachesforcompetitivestrategies:(1)theprovisionoflowcostproductsorservices,(2)differentiationofproductsfromthoseofthecompetition,and(3)focusonthemarketniche.LowCostStrategyThegoalofthelowcoststrategyistogainalargermarketshare.Thisisdonebyofferingacceptablequalityproductsorservicesatpriceslowerthanthoseofthecompetition.Theexpectationinthisstrategyisthattheorganizationwillearnanacceptablereturnoninvestmentbyincreasingvolumeofsales.Thebasicmethodsusedinlow-costleadershipstrategiesincludereductionofoverhead,buyingorproductioncostsandfocusedmarketingstrategies.Forexample,arestaurantmayreducethepriceofwinewiththeintentionofmakinguptheshortfallinprofitsbysellingmorethantheydidatthehigherprice.Similarly,abigboxstoremayuseacombinationofeffectivemanagementandinformationtechnologypracticestoreduceoperationcostsinordertodeliverthelowestpossiblepricesonitsmerchandise.ProductDifferentiationAsecondgenericapproachtocompetitivestrategyisproductdifferentiation.Inthisapproach,thebusinessattemptstodifferentiateitselffromitscompetitorsbyproducingaproductorofferingaservicewhosequalityisperceivedbycustomerstohaveuniquefeaturesorcharacteristicsthatsetitapartfromsimilarofferings.Thisstrategyattemptstobuildcustomerloyaltybyofferingsomethingofvaluethatisofferedbynooneelseinthemarketplace.Inthisstrategy,thenecessityofkeepingthepriceoftheproductorservicedownbecomeslessimportantbecausecustomersarefrequentlywillingtopaymoretogettheirfavoritebrand.However,valuecanbeasubjectivequalityandbrandloyaltyisnotnecessarilysufficienttomakethisstrategysuccessful..Thereisapointbeyondwhichmostcustomersarenolongerwillingtopayapremiumprice.However,ifcarefullymanaged,adifferentiationstrategycanbehighlysuccessful.Forexample,MerrillLynchwasabletodifferentiateitselffromitscompetitorsbyofferingintegratedfinancialservicestoattractthemostdesirableinvestors.ThisstrategyyieldednotonlyawellrecognizedandhighlyvaluedbrandthatdifferentiatedMerrillLynchfromitscompetitors,butalsoresultedinsubstantialcustomerloyaltyandacompetitiveadvantageinthemarketplace.NicheMarketingAnothergenericapproachtocompetitivestrategyisnichemarketing.Inthisapproach,theorganizationseekstogainaproportionofthetotalsalesofagiventypeofproductorservicewithinthemarketplace.Thisstrategyrequiresaconcentrationononeormorespecificmarketsegmentsbasedoncharacteristicssuchasbuyergroup,portionofaproductlineormarket,orgeographicalarea.Forexample,ratherthanmarketingitselfasageneralist,amanagementconsultingfirmmightspecializeinworkingwiththetelecommunicationsindustryoronlywithbusinessesonthewestsideofmetropolitanChicago.Anichemarketstrategyisindicatedinsituationswherethebusinessbelievesthatitcanbetterserveasegmentofthemarketratherthantheentiremarket.Forexample,intheillustrationofthemanagementconsultingfirm,thefoundingpartnersmayhavecomeoutofthetelecommunicationsindustryand,thereforearemorefamiliarwiththenuancesoftheindustrythantheyarewithotherindustries.Thisapproachputstheorganizationinauniqueposition(throughatypeofdifferentiation)tobebetterabletomarkettothatfocusedsegmentthantothemarketasawhole.ConsiderationofCompetitorsintheMarketplaceTobesuccessful,analysisofthemarketplaceneedstoconsidernotonlytheneedsofthecustomerbaseandtherelationshipbetweentheseneedsandthevaluethatcanbeofferedbytheorganization'sproductorservice,butalsothestateoftheindustryasawholeaswellasthepositionoftheorganization'scompetitionwithinthatindustry.Asopposedtoamarketthatcanbedefinedasagroupofcustomerswithsimilarbuyingneeds,anindustryisagroupoforganizations(i.e.,competitors)thatoffersimilarproductsorservicestothemarket.Differentorganizationsofferingsimilarproductsor.services,however,willnotnecessarilyhavethesamewindowofopportunity.Therefore,itisimportanttounderstandhowcompetingfirmsviewthemarketinordertodevelopastrategicmarketingplanthatwillyieldasignificantcompetitiveadvantage.FactorsthatInfluenceIndustries&theCompetitionwithinThemThereareseveralfactorsthatinfluenceindustriesandcompetitionwithinindustries.Governmentregulationcansignificantlyinfluencetheprofitabilityofanindustry.Withintheparameterssetbythisfactor,however,thereareadditionalfactorsthatinfluencehowcompetitionworkswithinanindustry.Ifanumberoforganizationsalloffersimilarproductsorservices,forexample,competitionwithintheindustrywilltypicallybemoreintense.Thisisillustrated,forexample,bythemarketingslogansoftwocarrentalagenciesseveralyearsago."We'renumberone!"exclaimedHertz."Wetryharder!"rejoinedAvis.Customers,too,caninfluencethenatureofcompetitionwithinanindustry.Iftheindustrybecomeslarger,itwillbecomemoreattractivetonewentrantsofferingthesameproductorservice.Asthisoccurs,competitionwilltendtoconcomitantlyincrease.Similarly,notonlymayneworganizationsentertheindustry,buttheymaybringwiththemnewproductsthatchangethenatureoftheindustry.Ofparticularimportanceinthisregardarenewproductsthatimprovetherelationshipbetweenpriceandperformance(e.g.,offerthesamequalityforalowerpriceoroffermorequalityforthesameprice)orproducedbyindustriesthatearnhighprofits.Insomeindustries,asinglecustomerdominatestheindustry(e.g.,thefederalgovernmentistheprimaryprocurerofmilitaryships).Thisgivesthecustomermorenegotiatingroomfordevelopinghigherspecifications,tighterdeadline