High-performing and value-creating companies have learned how to tie together the principles of customer preference, produce economics and corporate finance so that they understand where and how (36) operations and increased market share pay off—and don’t pay off—for their business. In short, they have learned how to find (37) value and capture it by achieving an effective strategic market position, or SMP. When it comes to operating a successful business, conventional wisdom holds that bigger is better. However, (38) on being No. 1 or No. 2 in your market—without first having a very clear (39) of what definition of market share really drives profitability (收益性) can take some interesting opportunities off the table. Organisations that (40) to recognise and act on their strategic market position may be at risk because their definition of market share often does not correlate (相关) with company (41) , profitability and strategic growth potential. In addition to defining market share (42) , understanding the impact of different approaches to penetrating and growing market share in chosen segments is (43) . By deploying (利用) investments in carefully-selected segments, where (among other things) they are potentially poorly served by the dominant players, companies can (44) themselves their industries strategically and allocate (分配) more assets in fewer, carefully-selected ways. As a result, these companies can (45) much higher market shares in their chosen segments. A. fail E. successful I. critical M. understanding B. strategic F. criticism J. insisting N. boast C. carefully G. position K. technical O. returns D. achieve H. expanded L. accurately