The size of markets and market segments. The rate of growth or decline of specific market segments. The organizations that control the contracts (and, therefore, the revenue) in particular market segments. These are the market metrics that shape organizational strategy – and organizational performance. But, a fundamental question remains. In an increasingly competitive market, how do you track and manage to the competition's rates and capacities? Does the market have too much capacity, with the likelihood of downward rate pressure? Or is there an undersupply . . .
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