Several days ago, I was talking with an entrepreneur about his company. For many years, he had achieved a reasonable level of success with the manufacture and sale of a particular product. But more recently his sales had trailed off and he was becoming worried. He made very telling statement, “the product is the same as it has been for the past 15 years – I don’t understand why people aren’t buying it in the quantities they once did.” Framed in this manner, the problem is obvious. But how often do we march on oblivious to the changes that are occurring around us?
I asked the entrepreneur to explain his value proposition, a question that was followed by silence. He admitted that he really had not thought about it for quite some time (actually it had been several years). The bottom line was that his customers no longer saw the value in his product the same way as they had in the past. Tastes change. Competition is fierce. Customers can sometimes feel like they are being taken for granted. Unless we make an effort to continually understand why our customers buy our products or services, we aren’t in a position to make the tiny tweaks or major overhauls that are necessary to maintain our winning streak.
Conventional wisdom says that a value proposition is a promise of value to be delivered. Obviously, there is a lot more to it. A restaurant where we eat sometimes seems to be having a bit of a struggle with its value proposition. I suppose that the proprietor could say to me the customer, “You pay me money and I’ll cook your dinner.” Technically that is a value proposition – but a pretty bad one. The website for this restaurant references “a special dining experience.” There are some other superlatives in the “About” section of the website, but nothing that would really grab you. There are a lot of little things about this place that demonstrate a lack of focus on a strong value proposition. The prime rib is fatty and gristly; the wait staff is not trained to make sure that a diner’s glass of tea or water is always full – even if it is not their assigned table; likewise, empty plates are not cleared by the bus staff while guests are at the table (only by the primary server), and finally, service can be a bit slow at times.
A value proposition needs to reflect the culture of the organization. In the case of the restaurant previously mentioned, there does not seem to be a culture of attention to detail. This restaurant probably gets 95% of the dining experience right but does not seem to care enough to nail that last 5%. If I owned the restaurant, I would re-tool the culture and become fastidious about the little things. My ultimate value proposition would be something like this: “Most restaurants can cook you a meal. We focus on that last 5% to make your dining experience 100% perfect.” Then I would follow that with a further explanation – “your drink glass will never be empty; we select only the highest quality beef, pork, poultry and fish; our wait staff will always be looking for ways to serve you – regardless of whether or not it’s their assigned table.” Not only does this clearly state what value we will be delivering, but it also defines the points of differentiation with competing venues.
A good value proposition is clear, inspiring, and differentiating. To avoid becoming irrelevant, entrepreneurs must continually review and refine their value propositions.
This blog is being written in tandem with my book, “An Entrepreneur’s Words to Live By,” available on Amazon.com in paperback and Kindle (My Book), as well as being available in all of the other major eBook formats.