This is “Step 3: Sorting Value”, section 9.3 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 (694 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).
Step 3 involves the actual sorting of value into the seven categories defined by the 3-Circle model. As we have emphasized throughout the book, each of these categories has implications for growth strategies. Together, they summarize most of the core concepts of current work on growth strategy. For MedFactor’s drug OptiMod, Annie’s analysis based on interviews with several specialist physicians revealed a number of important insights (see Figure 9.2 "Three-Circle Analysis for MedFactor’s New Drug" for a summary). The analysis illustrates a classic case of a new brand facing an entrenched existing brand with whom physicians are quite familiar. Annie’s drug OptiMod gets unique credit from physicians only for its flexibility in dosage levels (Area A). In contrast, the competitor’s Vivatrol is a very familiar drug with which physicians have a great deal of experience. It is also perceived by physicians to have an advantage on the managed-care side, meaning that they believe the patient will pay less and be better served by insurance coverage for Vivatrol compared to OptiMod.
Figure 9.2 Three-Circle Analysis for MedFactor’s New Drug
The Figure 9.2 "Three-Circle Analysis for MedFactor’s New Drug" analysis captures physician perceptions as Annie identified them in the interviews. However, two critical points came as a complete surprise:
These two insights were quite significant but there was more. In addition to the earlier findings of important customer attributes that the executive team had not included in their original list, the physicians volunteered that two other factors were influential in their assessments of the two companies and their drugs: laboratory evidence and sales-force experience.
Figure 9.3 3-Circle Model Areas and Generic Growth Questions