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"How do you define value? (Moi ici: Excelente pergunta! Quantos gestores, quantos gestores seriam capazes de responder?) Can you measure it? What are your products and services actually worth to customers? (Moi ici: Continuamos com perguntas venenosas, daquelas que obrigam a estudar, a reflectir e sobretudo a observar os diferentes clientes) Remarkably few suppliers in business markets are able to answer those questions. And yet the ability to pinpoint the value of a product or service for one’s customer has never been more important. Customers – especially those whose costs are driven by what they purchase – increasingly look to purchasing as a way to increase profits and therefore pressure suppliers to reduce prices. To persuade customers to focus on total costs rather than simply on acquisition price, a supplier must have an accurate understanding of what its customers value, and would value. (Moi ici: Preço evalor não são a mesma coisa, ainda que um seja um proxi do outro... ou possa ser um proxi do outro. Se uma empresa não sabe o que é valor para um cliente, o mais certo é facturar menos do que podia, ou dedicar-se a um tipo de cliente que está mais interessado na minimização dos sacrifícios do que nos eventuais benefícios)
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Value in business markets is the worth in monetary terms of the technical, economic, service, and social benefits a customer company receives in exchange for the price it pays for a market offering. ...
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First, we express value in monetary terms, such as dollars per unit, guilders per liter, or kroner per hour. Economists may care about “utils,” but we have never met a manager who did! Second, by benefits, we mean net benefits, in which any costs a customer incurs in obtaining the desired benefits, except for purchase price, are included. Third, value is what a customer gets in exchange for the price it pays. We see a market offering as having two elemental characteristics: its value and its price. Thus raising or lowering the price of a market offering does not change the value that such an offering provides to a customer. Rather, it changes the customer’s incentive to purchase that market offering. Finally, considerations of value take place within some context. Even when no comparable market offerings exist, there is always a competitive alternative. In business markets, one competitive alternative may be that the customer decides to make the product itself rather than purchase it.
We can capture the essence of this definition of value in the following equation:
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The difference between value and price equals the customer’s incentive to purchase. Simply put, the equation conveys that the customer’s incentive to purchase a supplier’s offering must exceed its incentive to pursue the next best alternative. (Moi ici: Isto é verdade mas não sei se é sempre verdade... existem situações em que por mais baixo que seja o preço, o valor é que manda. Por exemplo, para quê comprar marcadores de quadro branco baratos se dão cabo do quadro? Se obrigam a uma limpeza mais demorada? Se a tinta não é tão visível? Ou seja... prefiro os esquemas de Bruce Chew (Geometry of Competition) que aprendi já lá vão uns anos. Para um dado nível de preço, quem me dá o melhor nível desempenho versus para um dado nível de desempenho, quem me dá o melhor nível de preço)
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Selecting the right market segment to target is the next step. (Moi ici: Cá está, começar por seleccionar os clientes-alvo. É o alicerce de todo o edifício competitivo que se vai construir) Because the supplier will need to conduct value assessments with at least two and perhaps up to a dozen customers to build an initial value model, it’s a good idea to start with a segment in which the supplier has particularly close, collaborative relationships with customers, extraordinary knowledge of how customers use the offering in question, or relatively simple offerings.
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Generate a comprehensive list of value elements. Value elements are anything that affect the costs and benefits of the offering in the customer’s business. (Moi ici: Anything? No lo creio!!! Acredito que devemos concentrarmos-nos naqueles elementos que nos ajudam a fazer a diferença!!! Nesses eficácia! No resto, eficiência) These elements may be technical, economic, service, or social in nature and will vary in their tangibility.
As it is generating the list, the team should consider the entire life cycle of the offering in question, from how the customer acquires and uses it to how the customer disposes of it when it is no longer needed. (Moi ici Recordar este postal) The list should capture all the potential effects that doing business with a supplier might have on the customer’s business.
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It’s important to be as inclusive as possible. Leaving out elements, particularly those that might make the supplier’s market offering look unfavorable next to the incumbent or next-best-alternative offering, will undermine the project’s credibility.
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By identifying as many elements as possible, the team will be able to gauge more accurately the differences in functionality and performance its offering provides relative to the next best alternative.
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Gaining Customers. Knowledge of how their market offerings specifically deliver value to customers enables suppliers to craft persuasive value propositions.
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Understanding value in business markets and doing business based on value delivered gives suppliers the means to get an equitable return for their efforts. The essence of customer value management is to deliver superior value and get an equitable return for it, both of which depend on value assessment. (Moi ici: Claro que com a linguagem sdl isto está tudo gatado, mas percebe-se onde os autores querem chegar)
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