B2B Companies thrive or survive based on their customer-recognized value. Price adjustments only change the relative attractiveness of the value offering. Our decades of experience have convinced us there are four discrete but inter-related actions (shown below) related to Value Management.
In many cases, there’s ample opportunity for B2B companies to ADD Value to their customer
value proposition. Our goal is to help companies put VALUE IN; by using a systematic process where value can be Confirmed, Created, Communicated and Captured in order to increase revenues and margins.
We call it the 4 C’s of Value Management (and fully credit Penn States’ ISBM Organization for the early framework). We've honed and deployed these tools and processes over the years with our former companies and know they work.
The systematic measurement of Value is essential. The Key Question is “How is our Value Position with targeted customers relative to our competitors?”
We have the expertise to assess value using the Customer Satisfaction, Customer Loyalty, Net Promoter Score tools to ensure that your companies' Value is appropriately measured.
We will work with internal teams and external customers to confirm recognized Customer Value. The Key Questions are "Where can we create New Value that Customers (or Influencers) will Recognize? ... and how significant will this Value be to them?"
We will work with internal teams and external customers to confirm recognized Customer Value.
Many communications efforts are well intentioned but fall short of achieving their objectives. Additionally, front line customer-facing personnel are often inadequately trained. The Key Questions to Answer: “How effective do we Communicate our Value?” and "How well is it understood?"
We seek to quantify and improve the effectiveness of traditional B2B Marketing Communications as well as the front-line Sales/Business Development teams.
Companies can have many business processes fully optimized (product quality, OTIF, etc.) yet still not capture their desired margins or share positions. The Key Questions to Answer are “How well do we Capture Value (in terms of price or customer share premiums) and what changes are possible?
Many times, companies have under-developed customer centric and/or channel strategies, outdated segmentation schemes, poor pricing mechanisms, incomplete Value or Sales Training, etc. and are missing opportunities to capture increased price or share premiums.