Value Creation
Imagine if,
You had a company-wide focus -
On creating and improving product value and performance.
What if this became a core competency -
And was a key part of everyone’s job?
What kinds of problems would this solve?
What kinds of opportunities would this present?
How beautiful would that be?
You are doing All these elements now, right?
Chances are - you are not doing this now. It’s not the norm, yet buyers and users of your products and services are evolving quickly and demanding more. More utility, more features and benefits, more clarity on why to select you. And more future brand promise – all at an attractive price point.
Increasing the Value of your products, services, sales approaches and brand are the most powerful Revenue Growth Drivers. But these can often be the most difficult.
It’s challenging to do this with internal resources. So often there are different daily priorities and perhaps obvious departmental disconnects that bleed energy. And then there’s Inertia – that quality that keeps things going even when you want to stop. Creating incremental value requires outside help and transformational approaches. This is where we come in.
CEVOH will work with you to improve the value of the products and services offering. We follow a process – almost a checklist really – to clarify things you can easily do to improve the value of your offering.
these are the Value Growth Drivers. Compare your organization to each element below.
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Value Creation
You have specific initiatives in place designed to increase the value you bring to customers. You measure and trend this at the individual product level, the sales channel level and at a macro company level.
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Voice of the Customer
You systematically measure the voice of the customer and use it to identify and improve your own value drivers, your offering and your go-to-market plans.
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Value Equation and Discriminators
You develop a detailed list of features, benefits, and discriminators for our products / services. You compare these against the verified customer needs to build.
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Pricing Optimization Strategy
You price such that you know you are achieving the maximum customer value while extracting that value into revenue. You only reward discounts for specific customer behavior such as trial, growth and volume.
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Customer Understanding
You possess a holistic understanding of your customers’ needs, and the relative priority of those needs, across the entire purchase and use cycle. You utilize ethnography to understand the critical elements of the customer experience and you track operational metrics for each element.
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Segmentation
You tier customers based on future value, differences in how customers use our offerings, and fit with our growth goals—not just sales volume.
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Sales Value – Hiring, Onboarding and Training
You only hire candidates who have the capability to add value during the sales process. You train sellers to demonstrate how our products and services meet value needs and we grade them during role-play presentations.
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Customer Touches
You see each customer touch as an opportunity to build value. You never use grandfathering sales techniques such as good-til-cancel, or til-forbid.
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Revenue Plans
Your marketing, sales and go-to-market plans are co-owned by sales, marketing and product fulfillment departments. Your revenue/marketing plan puts a priority on Value Creation, Volume and Velocity for maximum market effect. Your plans include specific things you will stop doing that no longer meet these needs.
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Thought Leadership
You provide thought leadership to your stakeholders including customers, users, investors and employees. The thought leadership is published and sets the market aiding in preselling your brand and products.
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Financial and Guidance Benchmarking
Your organization sets strategic financial goals based on market assessments, not on internal financial goals. Your organization knows the historic and trended growth performance of the top five market leaders in our industry.
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Quarterly Goal Setting and Forecasting
You set challenging, yet fair, goals across our organization. You forecast at least quarterly by using objective customer reactions. Your sales team reports at least quarterly against these goals with a likely to win-capture metric.
