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Provide MORE Value to your Customers

The most critical element to consider is the expansion of value and the applied methods of implementation to minimize financial risk. Much of the understanding involves both value and volume while combining industry dynamics with current macroeconomic scenarios.



Value refers to establishing what is essential to the customer, resulting in creating a healthier relationship that delivers a higher perception of excellence. The outcome reveals that benefits and services result in a simple equation, Customer Value = Benefits-Costs.

However, bringing "value" to the customer requires the ability to articulate macroeconomics that describes the current condition, long-term factors, interest rates, national productivity, collectively with economic indicators that include the business cycle. The situation consolidates the opportunity cost and the production possibilities typically curved by supplies, comparative advantage, and the gains for trade relevant to markets.

Today - right now is the time for small businesses to evaluate the "value" they provide to enable market opportunities. There are many types of deliverable values defined by various methodologies to sanction a perfect platform - to create products/services, new markets, new channels while maintaining existing customers.

If you plan on a market comeback after the coronavirus, you will surely experience shrinking margins as competition will probably be more intense. The result will drive commoditization with a moderate increase in costs. The approach to developing value is relevant to customer desires, demands and often essential to convenience. Other examples of significance include:

  • The perception of how value is delivered.

  • The experience to acquire.

  • The innovation of products or services that ultimately solve a problem.

The objective is to create an all-new demand to achieve a high impact at a low cost while aligning with social importance. Moving forward will require crucial elements from developing an organizational structure, paying less for services to support a sustainable strategy. The approach requires you to be more relevant than ever, improving the value to remain competitive and possibly finding the necessary real estate in a standalone market.

Strategy plays a vital role in the rise and fall of businesses based on strategic moves they plan to accomplish versus those without one to deploy. The situation requires us to renew our purpose, processes, ensure market-space creation while articulating our economic accomplishments to establish sustainable performances.

The strategy is to strengthen our focus on the competition, not necessarily the customer, relative to the core strategy. The outcome should be the results of your time and attention to develop benchmarks while responding to competitors' strategic moves, preferably than understanding how to deliver value - as it about defining what value is missing.

Today, start thinking about conducting industry analysis, finding and understanding the five forces of Michael Porter, and the procedural development of a SWOT analysis to match organizational strengths and weaknesses to opportunities and threats crucial to your market. Now is the time - to develop an analytical framework that includes the necessary tools and methodology to systematically connect innovation to value while creating industry boundarie