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Our Point of View 8

Our Point of View
8.
If a company is to create customer value and build shareholder wealth in ways that also lead to the enhancement of community wellbeing, the value propositions it offers must not only create value for customers, they must also contribute to the creation of value for end consumers.

Diagram

Creating customer value and shareholder wealth on an ongoing basis requires the establishment of a cycle of customer value and shareholder wealth creation within each customer segment.

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Creating customer value and shareholder wealth on an ongoing basis requires the establishment of a cycle of customer value and shareholder wealth creation within each customer segment. These cycles operate more effectively and are more sustainable when the value created for customers also results in greater value or benefit for end consumers.

Many industries are now structured in ways that see businesses operating in relatively small and sometimes isolated components of their industry value chain where they can become completely disconnected from end consumers. Much of their energy and resources are expended in competing with direct rivals. This tends to force down prices and encourage commoditisation. Often, end consumer needs are not even apparent let alone explicitly considered when developing or refining value propositions.

Value propositions that contribute to the creation of value for end consumers as well as creating value for direct customers not only help retain those customers and keep revenue streams secure, they can also provide a real hedge against commoditisation by permitting a greater degree of value pricing. The key is to ensure that the value propositions a company offers really help its customers to create value for their customers, and ultimately for end consumers. When this is not the case, products and services are much more likely to be commoditised, and both revenue and profit growth will generally have to come at the expense of customers and suppliers through the exercise of market power. This can only be done for a relatively limited period.

In addition to unlocking opportunities for value pricing, value propositions that also contribute to end consumer value creation can be specifically engineered to align with the interests of the wider community. This is because the long term best interests of consumers are often closely aligned with those of the wider community.

KBA has a well developed methodology for helping clients to align their value proposition development efforts with the long term best interests of end consumers, regardless of where a company operates in its industry value chain.