This is “Overall Positioning: First, Take a Hard, Honest Look at Your Area A”, section 6.4 from the book Competitive Strategies for Growth (v. 1.0).
This book is licensed under a Creative Commons by-nc-sa 3.0 license. See the license for more details, but that basically means you can share this book as long as you credit the author (but see below), don't make money from it, and do make it available to everyone else under the same terms.
This content was accessible as of December 29, 2012, and it was downloaded then by Andy Schmitz in an effort to preserve the availability of this book.
Normally, the author and publisher would be credited here. However, the publisher has asked for the customary Creative Commons attribution to the original publisher, authors, title, and book URI to be removed. Additionally, per the publisher's request, their name has been removed in some passages. More information is available on this project's attribution page.
For more information on the source of this book, or why it is available for free, please see the project's home page. You can browse or download additional books there. You may also download a PDF copy of this book (5 MB) or just this chapter (754 KB), suitable for printing or most e-readers, or a .zip file containing this book's HTML files (for use in a web browser offline).
The following questions are among the most essential that one can ask about the business that can be answered by the customer value analysis you have completed:
To illustrate a common finding, consider a manufacturer who has, for the past several years, touted its efficiency as its primary point of difference. The firm’s management has been consistent in communicating this priority both internally (mission statement, coffee cups, posters on the wall) and externally with distributors and customers, proud of the fact that it is the “most efficient in the industry.” Then, in a 3-Circle growth project, some leaders in the firm discover the surprising insight that customers only care about the firm’s efficiency if they see some benefit from it. In some ways, the firm’s promotion of its efficiency is almost resented by some customers who do not believe they see anything being passed down in the way of lower costs or greater efficiency for them. Recall similar cases in this book (e.g., Resource Recovery Corporation, Food Supplier, Inc.) in which executives discovered that their Area A was not nearly as large and distinctive as they had envisioned. So the first step in plotting growth is to get a clear understanding of your current Area A, being open to the possibility that customers may not view you as you think they do. As noted in Chapter 5 "Sorting Value", an important element of this assessment is identifying where you currently reside in consumers’ minds on the value map. Figure 6.4 "First Priority in Growth Strategy: Assess Your Area A" summarizes this first priority.
Figure 6.4 First Priority in Growth Strategy: Assess Your Area A