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lass='MsoNormal' align='left'> Global strategy transition in shipbuilding industry means one of the five strategies transits to another strategy. Generally, entrepreneur who is in the entry level stage into global market use global cost leadership strategy to gain a reference from a customer (ship owner). After successful entry of a global market, a company (shipbuilder) accumulates technological capacity and can choose various strategic activities. Then a company can select a variety of strategic activities and compose those strategies. However, making a decision to form a sequence and choose proper timing is more important than composing and choosing strategies. It will be discussed in the next section.

造船业的全球战略转型意味着从五大战略中一个战略转变到另一个。一般来说，创业者们在进入全球市场的入门阶段是使用全球成本领先战略获得客户（船主）。成功进入全球市场后，公司（供应商）根据积累的技术能力，可以选择不同的战略活动。然后，公司可以选择多种战略活动，组成这些策略。然而，决定一系列计划，选择适当的时机比策略的选择要更重要。它将在下一节讨论。

< Global Cost Leadership Strategy >

全球成本领先战略

The global cost leadership strategy is to build up a strategy in order to secure customers (ship owners) who are insensitive to diversity of goods. Global shipbuilding industry has been led by giant shipbuilders who can use cost leadership. However, it can damage to profit margin when the recession last.

全球成本领先战略是建立一个战略，以确保客户（船主）对商品的多样性不敏感。全球造船业已经被能运用成本领先造船商占据。然而，它在经济上降低了利润率。

< Global Differentiation Strategy>

全球差异化战略

Differentiation strategy can be applicable to those customers who prefer differentiated products or services. Shipyards discriminate their price of the products respective to each region or ship owners by differentiating their technologies and qualities. For example, competitive shipbuilders having the technologies of energy efficiency can construct low emission and high fuel efficient ships which cannot be built by their competitors.

差异化战略可以适用于那些喜欢差异化的产品或服务的客户。造船厂通过区分每个区域各自的产品或船主的技术和素质，提供差异化的价格。例如，竞争力强的造船公司，拥有能源效率技术可以构造低排放和高燃油效率的船只，他们的竞争对手则不能。

< Global Focus Strategy >

全球焦点战略

This strategy is to focus only a few types of products (ships) which can generate high profits. Construction of special cargo ships such as liquefied natural gas or cruise ships are the representative examples for the application of the strategy. Usually, it takes long time to accumulate the technologies to design and construct those kinds of high value added ships comparing with bulk carriers or crude oil carriers.

这一战略是集中仅有少数种类的能产生高额利润的产品（船只）。建设特种货物的船舶如液化天然气或邮轮等是为应用此策略的代表性例子。通常情况下，建造各种各样的高附加值船与散货船或原油载体相比，它需要长时间技术设计的积累。

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