"Value is relative and not an absolute. Unless you have radical disruptive innovation and no reference value, what matters when you sell to your customers is not how much value you deliver, but how much more value do you bring versus the competition. This differential represents your true value, your differentiated value, which becomes the basis for your pricing strategy and price setting. Value is always a number in B2B. You need a rational story about how much value you bring to the customer and the relevant stakeholders, and that rational story must include dollars. Saying you have 20 percent more reliability than competitors is a nice benefit, but that benefit closes sales only when you express it in terms of cost savings, revenue potential, or an emotional benefit, as shown in the value triad in figure 6.1
The language in figure 6.1 is plain and straightforward. You are reducing costs or providing savings. On the cost-reduction side, perhaps your product offers lower weight or greater efficiency. Perhaps the benefit you provide helps the customer grow their revenue, potentially by charging higher prices. You can also provide a benefit through an emotional contribution: reassurance, confidence, lower risk, better relationships."Trechos retirados de Stephan M. Liozu. em "Dollarizing Differentiation Value: A Practical Guide for the Quantification and the Capture of Customer Value"