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*copyright 2007 Urbany and Davis,Revised and used with permission
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BCD
GE
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Smith Design, Ltd.:Applying 3-Circles
Strategic Insight in 3 Circles*
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BCD
GE
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Prepared for Toro/EIGCA seminar October, 2011
©copyright 2007 Urbany and DavisA
BCD
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©copyright 2007 Urbany and DavisA
BCD
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The Case of Hop-n-Scotch
• Bad things can happen when tactics take the place of marketing strategy!
©copyright 2007 Urbany and DavisA
BCD
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©copyright 2007 Urbany and DavisA
BCD
GE
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©copyright 2007 Urbany and DavisA
BCD
GE
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©copyright 2007 Urbany and DavisA
BCD
GE
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Smith Design, Ltd.
Applying the 3-Circle ProcessAn Illustration
The 3-Circle Elements
• Market - organizations with needs to satisfy, money to spend, and a willingness to spend it.– Market segments - sub-groups within a
market that share important demand features but differ from others in the same market
• Firm - firm or a unit of the firm• Competition - one or more organizations
pursuing the segment being analyzed
©copyright 2007 Urbany and DavisA
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©copyright 2007 Urbany and DavisA
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Smith’s Market Options
• What markets might Bradley Smith consider for the Context of the 3-circle analysis?
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©copyright 2007 Urbany and DavisA
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Selecting a Market
• Group of Prospects with:– Needs to satisfy– Money to spend– Willingness to spend it
• Issues to Consider:– Strength of the need(s)– Size of the group (segments?)– Alternative solutions
Market Context Statement(step 1 to be revised later)
“My goal is to figure out how (I/we/my company/division) can grow by
creating more value for (customer/market segment) than (my competitors) do.”
“My goal is to figure out how Smith Design, Ltd.
can grow by creating more value for
Multiple use course adapters than
competitors for this market do.”
Customer Analysis (steps 2, 3, & 4)
• Customer Value Basics– Attributes/Benefits sought by the market and
its segments, along with importance
• What does Bradley Smith know and what can he learn about this market?– Sources of information?– Are there market segments - Subgroups
defined by important demand features?
Begin with the circle, the area of which represents
requirements, needs or desired seller attributes
of courses seeking multiple use adaptations.
1. Customers’ Desired Attributes
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©copyright 2007 Urbany and DavisA
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Benefits Sought by Market
• What are some attributes or desired benefits you might expect of this (adapters) market?
Market’s Desired Attributes
• “Before” analysis (data from inside Smith Design)– Sources?
©copyright 2007 Urbany and DavisA
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©copyright 2007 Urbany and DavisA
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Market’s Desired Attributes
• “After” analysis (data from actual or potential customers) – Sources?
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©copyright 2007 Urbany and DavisA
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©copyright 2007 Urbany and DavisA
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©copyright 2007 Urbany and DavisA
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Benefits Sought by Market
• Heavy usage• Permanence (durable)• Design competitively priced • Aesthetically pleasing• Low maintenance• Easily accessible• Broadly appealing• Urgency (immediacy)• Etc.
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©copyright 2007 Urbany and DavisA
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Importance and Reconciliation
• Estimate importance (low, moderate, high) for “Before” and “After” worksheets (column 2)
• Reconcile differences– Potential insights?
©copyright 2007 Urbany and DavisA
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©copyright 2007 Urbany and DavisA
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Benefits Sought by Market
• Heavy usage - H• Permanence (durable) - M• Design competitively priced - H• Aesthetically pleasing - L• Low maintenance - M• Site easily accessible - L• Broadly appealing - L• Urgency (immediacy) - M
For courses seeking multiple
use adaptations…
1. Customers’ Desired Attributes
• Price• Heavy usage• Permanence• Low maintenance• Urgency
assume these are the most desired attributes
1. Customers’ Desired Attributes
• Heavy usage• Urgency• Permanence• Competitive price• Low maintenance
…but even if they have the same needs, not all market members have the same need priorities
• Low price • Low maintenance• Heavy usage• Permanence• Urgency
1. Customers’ Desired Attributes
• Heavy usage• Urgency• Permanence• Competitive price• Low maintenance
Priorities define market segments
• Low price • Low maintenance• Heavy usage• Permanence• Urgency
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©copyright 2007 Urbany and DavisA
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Attribute Importance Rating
• Segment 1– Heavy usage– Urgency– Permanence– Competitive price– Low Maintenance
• Segment 2– Price– Low maintenance– Heavy usage– Permanence– Urgency
1. Customers’ Desired Attributes• Heavy usage
• Urgency• Permanence• Competitive price• Low maintenance
“Private Developer”
A segment is selected for analysis based on several criteria…
• Low price • Low maintenance• Heavy usage• Permanence• Urgency
“Municipality”
?
?
Selecting a Segment for Analysis
• Readiness to Act
• Accessibility
• Size
• Compatibility
• Competition
1. Segment’s Desired Attributes
• Heavy usage• Urgency• Permanence• Competitive price• Low maintenance
PrivateDevelopers
This segment best meets the conditions
What might some
“Deep Diving” reveal?
©copyright 2007 Urbany and DavisA
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©copyright 2007 Urbany and DavisA
BCD
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Segment Context Statement(step 1 revised)
“My goal is to figure out how Smith Design, Ltd.
can grow by creating more value for
Private developers of multiple use course
adaptations than
Green Space Providers, Ltd. and others do.”
©copyright 2007 Urbany and DavisA
BCD
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©copyright 2007 Urbany and DavisA
BCD
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The Firm: Smith Design, Ltd.(step 5)
• Identify Smith Design Ltd. CRA’s for this segment– “Before” Analysis and Worksheet (column 3)
• Smith’s view
– “After” Analysis and Worksheet (column 3)• Market’s view
• How is Smith Design perceived by this market?– Does Smith have an accurate notion of what this
market believes about his firm?– Can Smith identify the market’s perceptions of his
firm?
Smith Design Attributes
• “Before” Analysis– Experience– Staff– EIGCA membership– Time– Relationships– Reputation
• “After” Analysis– Experience– Reputation– Time
2. CompanyEquities/Disequities
1. Customers’Desired AttributesSmith Design, Ltd.
Smith’s reconciled capabilities, resources, and assets are represented by this circle
2. CompanyEquities/Disequities
1. Customers’Desired AttributesSmith Design, Ltd.
Smith’s reconciled capabilities, resources, and assets
Time
Experience
EIGCA member
Relationships
Staff
2. CompanyEquities/Disequities
1. Customers’Desired Attributes
This overlap represents the value customers in this segment believe Smith can create for them
Smith Design, Ltd.
2. CompanyEquities/Disequities
1. Customers’Desired Attributes
… in other words …
Smith Design, Ltd.
2. CompanyEquities/Disequities
1. Customers’Desired Attributes
This overlapping area represents Smith’s positive value or “equities.”
Equities
Smith Design, Ltd.
2. CompanyEquities/Disequities
1. Customers’Desired Attributes
Disequities andPotential Equities
Smith needs to determine how much his firm’s equities overlap with this segment’s needs…
Unmet needs
Smith Design, Ltd.
2. CompanyEquities/Disequities
1. Customers’Desired Attributes
Here we match the overlap of Smith’s CRAs with this segment’s needs?
Smith Design, Ltd.
Urgency&Time
Permanence&EIGCA
Private Developersegment
Aesthetic&Experience
2. CompanyEquities/Disequities
1. Customers’Desired Attributes
These areas are also meaningful
Smith Design, Ltd. Private Developersegment
2. CompanyEquities/Disequities
1. Customers’Desired Attributes
Customers feel they don’t need some of the value Smith creates (yet?)
Disequities andPotential Equities
Smith Design, Ltd.
2. CompanyEquities/Disequities
1. Customers’Desired Attributes
Here Smith has his unmatched and matched CRAs
Smith Design, Ltd.
Urgency&TimeStaff
Relationships Permanence&EIGCA
Private Developersegment
Aesthetic&Experience
2. CompanyEquities/Disequities
1. Customers’Desired Attributes
Disequities andPotential Equities
… and there are needs of the segment neither Smith nor his competitors recognized so they go unmet…
Unmet needs
Smith Design, Ltd Private Developersegment
2. CompanyEquities/Disequities
1. Customers’Desired Attributes
Disequities andPotential Equities
… an unmet (or unrecognized) need might be…
Smith Design, Ltd Private Developersegment
Environment friendly
2. CompanyEquities/Disequities
1. Customers’Desired Attributes
Disequities andPotential Equities
Next Smith must recognize…
Unmet needs
Smith Design, Ltd
Equities
Private Developersegment
2. CompanyEquities/Disequities
1. Customers’Desired Attributes
Disequities andPotential Equities
Some of this space is shared with competitors
Unmet needs
Smith Design, Ltd
Equities
Private Developersegment
©copyright 2007 Urbany and DavisA
BCD
GE
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©copyright 2007 Urbany and DavisA
BCD
GE
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Competition (step 6)
• What other firms are pursuing this market segment?– Likely sources of information?
• “Before” Analysis Worksheet– Smith’s view of competitors (Green Space Providers,
Ltd.) resources (column 4)
• “After” Analysis Worksheet– Segment’s view of competitors (Green Space
Providers, Ltd.) resources (column 4)
Equities
Disequities/potential equity
Unmet need
1. Customers’desired attributes
2. Companyequities/disequities
3. Competitor equities/disequities
… there are competitors who also create value for customers…
Smith Design, Ltd.
Green Space Providers, Ltd.
Private Developersegment
Points ofParity
Disequities/potential equity
Equities
Disequities/potential equity
Unmet need
1. Customers’desired attributes
2. Companyequities/disequities
3. Competitor equities/disequities
What both Smith and his competitor offer…
Smith Design, Ltd.
Green Space Providers, Ltd.
Private Developersegment
Points of Parity
Disequities/potential equity
1. Customers’desired attributes
2. Companyequities/disequities
3. Competitor equities/disequities
Once Competitors are added…
1. Customers’desired attributes
2. Companyequities/disequities
3. Competitor equities/disequities
Every unique area in the model takes on meaning…
1. Customers’desired attributes
2. Companyequities/disequities
3. Competitor equities/disequities
BPoints of Parity
… Area B contains the table stakes… value Smith must provideto be in the game…
2. CompanyEquities/Disequities
1. Customers’Desired Attributes
Absolutely must have…
Smith Design, Ltd. Private Developersegment
Aesthetic & Experience
Green Space Providers, Ltd.
3. Competitor equities/disequities
1. Customers’desired attributes
2. Companyequities/disequities
3. Competitor equities/disequities
BPoints of Parity
… Area A is Smith’s unique value to customers, the most important concept in his competitive strategy…
ASmith’s points of Difference
2. CompanyEquities/Disequities
1. Customers’Desired Attributes
Smith has these advantages over the competition…
Smith Design, Ltd.
Urgency& Time
Permanence& EIGCA
Private Developersegment
Green Space Providers, Ltd.
3. Competitor equities/disequities
1. Customers’desired attributes
2. Companyequities/disequities
3. Competitor equities/disequities
BPoints of Parity
Yet, the competitor has desirable points of difference as well…
ASmith’s points of Difference
CTheir pointsof Difference
2. CompanyEquities/Disequities
1. Customers’Desired Attributes
Smith must neutralize or duplicate this…
Smith Design, Ltd. Private Developersegment
Broad appeal
Green Space Providers, Ltd.
3. Competitor equities/disequities
1. Customers’desired attributes
2. Companyequities/disequities
3. Competitor equities/disequities
BPoints of Parity
Smith’s profitability depends upon the relative size and importance of his Area A compared to competitors’ Area C
ASmith’s points of Difference
CTheir pointsof Difference
2. CompanyEquities/Disequities
1. Customers’Desired Attributes
Are Smith’s advantages more attractive than the competitor’s?
Smith Design, Ltd.
Urgency& Time
Permanence& EIGCA
Private Developersegment
Broad appeal
Green Space Providers, Ltd.
3. Competitor equities/disequities
1. Customers’desired attributes
2. Companyequities/disequities
3. Competitor equities/disequities
BPoints of Parity
Area D is value competitors create that currently is not seen as valuable by the segment!
AYour points of Difference
CTheir pointsof Difference
DCommon disequity/Potential equity
2. CompanyEquities/Disequities
1. Customers’Desired Attributes
Possibly essential resources but often ignored by the market…
Smith Design, Ltd.
Staff
Private Developersegment
Green Space Providers, Ltd.
3. Competitor equities/disequities
1. Customers’desired attributes
2. Companyequities/disequities
3. Competitor equities/disequities
BPoints of Parity
… and each competitor has its own unique area of Potential Value
ASmith’s points of Difference
CTheir pointsof Difference
DCommon disequity/Potential equity
ESmith’s disequity/Potentialequity
FTheir disequity/Potentialequity
2. CompanyEquities/Disequities
1. Customers’Desired Attributes
Opportunity exists here…
Smith Design, Ltd.
Relationships
Private Developersegment
Green Space Providers, Ltd.
Size 3. Competitor equities/disequities
1. Customers’desired attributes
2. Companyequities/disequities
3. Competitor equities/disequities
BPoints of Parity
Significantly for the future, every customer/segment has “white space”
ASmith’s points of Difference
CTheir pointsof Difference
DCommon disequity/Potential equity
ESmith’s disequity/Potentialequity
FTheir disequity/Potentialequity
G
“White Space”
1. Customers’desired attributes
2. Smith’sequities/disequities
3. Competitor equities/disequities
BPoints of Parity
… an area representing customers’ needs that haven’t yet been met…
ASmith’s points of Difference
CTheir pointsof Difference
DCommon disequity/Potential equity
ESmith’s disequity/Potentialequity
FTheir disequity/Potentialequity
G
“White Space”
2. CompanyEquities/Disequities
1. Customers’Desired Attributes
Can Smith do something about this unmet need?
Smith Design, Ltd. Private Developersegment
Environment friendly
Green Space Providers, Ltd.
3. Competitor equities/disequities
1. Customers’desired attributes
2. Smith’sequities/disequities
3. Competitor equities/disequities
BPoints of Parity
This illustrates the model… it captures the market segment, the firm, and the competition.
ASmith’s points of Difference
CTheir pointsof Difference
DCommon disequity/Potential equity
ESmith’s disequity/Potential equity
FTheir disequity/Potentialequity
G
“White Space”
2. CompanyEquities/Disequities
1. Customers’Desired Attributes
So in the final analysis, the 3-circles might look something like this…
Smith Design, Ltd.
Urgency& Time
Staff
Relationships Permanence& EIGCA
Private Developersegment
Broad appeal
Environment friendly
Aesthetic & Experience
Green Space Providers, Ltd.
Size 3. Competitor equities/disequities
©copyright 2007 Urbany and DavisA
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©copyright 2007 Urbany and DavisA
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Alignment (step 8)
• Does Smith Design have a “Competitive Advantage” in this market?– Points of Difference– Sustainable CRA basis for points of difference
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©copyright 2007 Urbany and DavisA
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Dynamics (step 9)
• What changes are predictable in the:– Market– Competition– Environment
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©copyright 2007 Urbany and DavisA
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Finding Growth Opportunities (step 10)
• Is this a viable segment for Smith?– Can Smith meet its needs better than the
competition?– Is it financially attractive?
©copyright 2007 Urbany and DavisA
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©copyright 2007 Urbany and DavisA
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©copyright 2007 Urbany and DavisA
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©copyright 2007 Urbany and DavisA
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Positioning Statement Format
• For (target customer)
• Who (statement of need)
• Our (product/brand)
• Is a (product category)
• That (key benefit/reason to buy)
• Unlike (primary alternatives)
• We provide (differential advantage)
©copyright 2007 Urbany and DavisA
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©copyright 2007 Urbany and DavisA
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Smith’s Positioning Statement
• For Private Developers adapting existing golf courses for multiple uses
• Who require rapid design responses that provides durable facilities,
• Our staff at Smith Design, Ltd.• Are highly capable and experienced land planners • that provide customized designs for multiple use facilities
including aspects of golf.• Unlike Green Space Providers, Ltd., • We provide designs that incorporate golf with regionally
appealing outdoor recreation and spectator venues that are environmentally friendly.
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©copyright 2007 Urbany and DavisA
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Adding Tactics
• Now (and only now) Smith is ready to devise marketing tactics:– Assess the offering (learn new skills, acquire
equipment, adapt staff?)– Plan sales contacts– Design messages (presentations, media)– Set a price