"The difference between your positive and negative value differentiation is a surplus that I refer to as the value pool. In this case the value is the difference between what you provide and what your reference competitor offers."Olho para a figura e recordo um autor que ainda esta semana citei numa empresa, Larreché, e:
A originarão de valor, a única que não tem limites, promove a expansão da diferenciação positiva.
A captura de valor tem a ver com a maior ou menor proficiência na actução comercial.
A extracção de valor é interna e tem tudo a ver com a eficiência.
"The first challenge, again, is to figure out the mental frames that your customers (end users, OEMs, distributors) use when they think about your products or services. These lead to your value drivers, and you should have at least three but normally no more than five. Having too few gives you less flexibility in negotiations (fewer levers) and may also indicate that you don't completely understand the customer's business and its complexity. Having too many will muddy your story and blunt the impact of your most important arguments. It may also indicate that you don't understand your customer's business because you can't distinguish with confidence what truly matters to them and what is mere noise.Trechos retirados de "Dollarizing Differentiation Value: A Practical Guide for the Quantification and the Capture of Customer Value"
Once you have set priorities, you need to think about how to build your value story. What drivers do you start with? I recommend focusing on the biggest bang or the most compelling hook and concluding with a strong value proposition in terms of dollars-and-cents impact. ... When people struggle with these steps, the most common root cause I notice is that they have made their models too complicated. Take a close look at the value drivers you have chosen and their associated impacts. Do you really need to put the tiny marginal savings there? Just because you have created a value model and a value story doesn't mean that the craft of sales and selling has fallen by the wayside. You use the first two drivers to sell them and hook them; then you can switch to a customer conversation.
Storytelling is essential to making sure customers understand and embrace your story. Even the strongest numbers can't speak for themselves. Use the ratios and then the dollars so that the logic is transparent and intuitive for the customer. Use dramatic, round numbers and skip the decimal points. Your arguments need to be robust, but too much detail is a clear distraction when you are telling a story. That is why this task requires some emotional intelligence as well. If you have too much value, or fail to engage the customer in a conversation, you can lose credibility."