Are You Delivering Real Value to Your Customers?

price_is_what_you_pay_value_is_what_you_getMany business experts have hailed the arrival of a changing marketplace, one with a great emphasis on value and even a new value-conscious consumer.

But more than a little debate surrounds the questions of what really constitutes value and whether the so-called value-driven consumer actually exists.

Over the years, some have argued that today’s consumer is no more value driven than Cro-Magnon man was or space colonists are likely to be. In other words, the erosion of brand equity is nothing more or less than bad marketing.

Does value equal price?

Cost-vs-ValueMuch of today’s ineffective marketing stems from confusion between the words “value” and “price.”

Every consumer purchase can be seen as an equation in which value equals what you get divided by what you pay – and too many people mistakenly use “value” to describe the denominator of the equation rather than the result. This leads to tactics like price reductions and promotional discounts, “value” strategies that can actually erode a brand’s value.

On the other hand, by building up the “what you get” part of the equation rather than reducing the “what you pay” portion, smart marketers know they can get a stronger response over time.

How does prestige factor in?

Value Driven ConsumersAdmittedly it has become fashionable to consumers to demonstrate smart buying.

Yet prestige remains an important part of the value equation.  In marketing terms, it’s senseless to cut price and quality in order to maintain margins. Smart marketers maintain prestige imagery as part of their brand equity, while shifting their marketing emphasis to communicate the quality of their brand in more tangible terms.

Economists who think value equals price miss the point. In many cases, price is a secondary, sometimes limiting factor rather than the essence of value.

For example, while builders are notoriously price conscious, this does not keep a high-priced entry-door supplier from being the market leaders. A builder may actually consider the line low-priced because its decorative glass enhances the look of a home so much that its selling price is boosted far beyond the extra cost of the door.

Who defines quality?

Value-as-shown-in-dictionaryThen there is the manufacturer’s mistake: defining value as quality. Wrong again.

In a nutshell, value to a consumer is the satisfaction of a desire, not quality as defined by the manufacturer. What manufacturers consider a quality product may be irrelevant to the consumer, nothing but waste and useless expense.

Manufacturers may see this as irrational, but business common sense says there are no irrational consumers; they all behave rationally in terms of their own priorities.

There is nothing esoteric about this concept. Value merely means different things to different people at different times.

For more posts on value from Channel Instincts, see Are You Ready For A Dog Eat Dog World? and Are You Your Customer’s Biggest Fan?

Good Selling!

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Photo credit: StuartPilbrow via Flickr


Are Your Product Margins Caught Between a Rock and a Hard Place?

"Rock, Hard Place" Road Sign with dramatic clouds and sky.Accomplishing a growth agenda often requires a significant paradigm shift.  You can no longer afford to simply “market what we make.”

Your perspective needs to shift from one that is internally focused to one that is customer driven.  The shift places an increasing emphasis on customer need assessment as the means to extend current your core competencies.  As a result, the imperative for growth becomes to “make (or source) what we can market”.

Develop the Equation and Discover the Opportunity

A Matter of Perspective

For a brand position to be compelling, it must contain more than a communications and/or merchandising program although it includes those components.  It must be, first and foremost, a business proposition.

The Key

The key to understanding the channel is to adopt their business perspective.  And for the channel, the business equation is fairly simple:

Selling Price = Costs + Profit

The goal is to keep selling price and profits up, and costs down.  But in an increasingly competitive market, there is constant downward pressure on selling price which, in the absence of a corresponding decline in costs, only serves to lower your profit.  To rely upon increased volume to offset declining margins is a much riskier bet.

The Business Equation

Assessing the Opportunities

Develop the Equation and Discover the OpportunityBased upon that simple business equation, there are a limited number of opportunities for building materials manufacturers to have a positive impact on their channel partner’s business.  “Profit,” for example, is determined by your customer and the level of profitability will vary from customer to customer if not even job by job.  “Selling Price” is controlled by the market.

The Point of Impact

From the customer’s perspective, the only variable element in the equation is “Cost.”

“Cost,” for your customer, is comprised of four elements:  marketing and administration, materials, labor and the cost of money (interest or carrying costs).  As the market place puts more and more pressure on your customer’s selling price and margin, more and more of your customer’s costs are pushed up the channel toward you as the manufacturer.

Therefore, the real opportunity for you lies in the channel partner’s cost structure.

The Elements of Customer Cost or Opportunities for Your Brand Position

Marketing and Administration

These, not insignificant expenses, can and are likely being addressed by you with extensive marketing tools such as merchandising, POS, identity programs, and other communication initiatives.  This is the easiest to way to cut your customer’s cost and, consequently, every other major manufacturer has developed their own dealer merchandising programs, builder programs and contractor identity programs.  By themselves, these types of initiatives are not compelling points of competitive differentiation for a building materials manufacturer.  They are table stakes and have become the cost of participating in the channel.

A Material Difference

Historically building materials manufacturers have focused on the materials component of the equation.

A materials focus offers a manufacturer three basic positions:

Products Promoted As:                              Opportunity for Manufacturers:

1. Lower cost                                                 Viable for only the lowest cost producer

2. Better performance at same cost             Advantages created through technological                                                                                                                                                                                                                                                    innovation erode over time

3. Better performance at higher cost             Profitable margins but limited volume

Labor Savings as Part of The Building Products Selling Equation

For both dealers and builders, labor is a significant cost.  In fact, as much as 30% of the cost of a new home is tied up in labor.  Some of the more aggressive manufacturers attempt to lower this cost burden by making labor more efficient through, for example, training programs.  But the effort at reducing the cost of labor has, to date, been tangential to the manufacturer’s offering which is primarily materials focused.  But with a new building products brand position . . .

 . . . labor savings doesn’t have to be tangential. 

One of the greatest challenges faced by dealers is labor productivity.  For the pro, it’s the shrinking pool of skilled subcontractors.  The goal for both is to manage material and labor costs effectively with as few headaches as possible.  Ideally, labor savings as well as product performance are key benefits.

Churn and Turn

For dealers and builders, in particular, it’s the cost of money which poses a particularly thorny problem.  With low inventory turn, both dealers and “spec” builders can watch their profit erode through monthly interest payments.  On average, 6% of the total cost of a new home is financing cost (a builder’s total profit margin on the home averages only 11-12%).  Regardless of how many projects the pro can churn, it’s the speed with which they turn that can spell the difference between a profitable year and a disaster.

For the channel, the relationship with the homeowner offers the “promise” of quicker inventory turns, particularly where that relationship is used by the channel partner as a point of competitive differentiation.  But to be truly valuable to the channel, your brand must be an assurance of quality for the prospective buyer.  The quality perception generated by your brand can then be transferred to the dealers who stock our systems and the pros who use them.

Addressing the Opportunities

Given that the opportunity for building product manufacturers lies in the cost structure of their customers, where’s the “meat” in a new program?  There are several approaches that you can develop around the four key elements of “Cost:”

1.  Marketing and Administration

2.  Materials

3.  Labor

4.  Turn

Marketing and Administration

Think about how compelling and customer-specific merchandising and communications programs can become through “mass customization.”

It means turn-key and off-the-shelf promotions to supplement national programs and to generate traffic and sales on a schedule determined by the channel partner.


Since this is the historical basis of how a building materials manufacturer works to differentiate themselves, this type of innovation is more common to an organization’s branding efforts.


It means a “delivery system” that makes the pro more efficient through online design help, visualization and other tools that drive builder, contractor and dealer lead referrals.  And you can also provide online training videos and other tools to help the pro’s subcontractors become more knowledgeable and efficient.  Your product managers can also help this out by focusing on creating products that are easier and quicker to install.


For the pro, this kind of approach provides a brand in which the homeowner has confidence and which the pro can use as an effective point of differentiation.

In summary, the cost structure of your channel customers provides you ample opportunity for the development of a brand that extends beyond product alone.  Ultimately, this approach provides the bridge to the dealer, builder, contractor, remodeler and installer across which will flow an ever-increasing stream of products, services and solutions.  It’s a path that ensures long-term, profitable sales growth.


Does Marketing “Sell Dreams” and Sales Need to Make that “Dream” Happen, No Matter How Crazy the Dream?

Marketing DreamsIt’s been said to me that marketing writes the script but sales makes the movie.  Conceptually both sales and marketing should complement each another.  However, in reality both do not always meet eye to eye.  In other words, bad script…bad movie. An organization with maverick salespeople all off doing their own thing being managed four different ways will ruin even an exceptional Marketing Plan.

Looking at Marketing Through the Sales Lens

Looking at Marketing Through the Sales LensA sales rep needs to know how to position a product, set and manage customer expectations and be motivated to sell the product.  Sounds easy but does hard.

Why is this?

Most marketers, especially product managers,  understand their products inside and out. What they don’t understand is how this interacts with the sale rep’s role in getting it sold.

Sales Need to Make that Dream HappenSo, here are the “Questions You Must Answer for Sales” (in no particular order) for you to be successful as a marketer working with your sales team.  My thanks to David Shoaf for sharing these with me originally.

  1. What is the customer problem that your product is solving?  Listen up PM’s, this is not the laundry list of technical whiz-bangers you built into the product.  This is getting to the heart of the benefits (the value proposition) the product solves for the user.
  2. What are the critical qualifying questions I can use to confirm if my customer has this problem your product solves?  If I don’t know how to identify my customers buying criteria, I can’t effectively sell your product.
  3. What assumptions are you making about my customer’s business situation? What would drive the customer to adopt and use this product over any other solution that’s available to them?
  4. Who are the key competitors in this product segment? Who’s got the low price? Who’s got a unique solution? It is important to understand how you will position yourself in the market – and just as critical to understand how you will de-position the competition.
  5. What are the assumed customer buying criteria for the product? You should be able to be able to articulate the customer’s reasons to be looking at the market.
  6. Can you prove your claims? Coming to the selling situation with references, testing and other data points about the market, competitors or users adds significant credibility to me a sales person.  Kudos to many product managers for getting this one right more often than not!
  7. What drives the pricing in this segment? Which is likely to be the constraint – price, margin or inventory? What are the expected metrics: ROI, POS, etc.? Can my customer understand the pricing and ROI discussion in less than a minute?

Let’s be honest….I’m a sales person and I get measured on sales

knowing your competition better than they know themselves

So I have a few questions about how this new product will affect my metrics.

  1. What’s my plan? Are you giving me an unrealistic goal simply because you think this is a great product?
  2. What is the typical sales cycle for this product? How much time am I expected to spend selling it? Do I have exclusivity in my territory?
  3. Will this product cannibalize any products I sell now? If so, please explain to me how this is going to be handled.

The key here is alignment.  Sales & marketing executives should sign off on each other’s plan. The sales plan and the marketing plan should roll up hand and glove. Then you have accountability for performance.