Supplier value capture
The mirror image of customer value capture, and the half suppliers forget on purpose: growth, margin and strategic value back to your own business.
Value-based approaches are rarely killed by customers. They are killed by internal budget reviews, when a finance director asks what the account is returning and nobody has the answer ready. Supplier value capture is the mirror image of customer value capture and the half that gets forgotten, sometimes on purpose, because the account team’s attention is on the customer’s numbers and not their own.
Three things come back. Growth, in revenue and share of wallet. Margin, which value-based pricing and shared-savings terms protect where a discount cannot. And strategic value: the reference, the capability built, the market opened, which a balanced scorecard captures and a P&L does not. The book adds one more discipline, patience with named milestones, because value-based work pays late, and a board that was promised a date will wait for it in a way a board promised “eventually” will not.
Set out in full in: Creating Customer Value Propositions with AI (Kogan Page, 2027), chapters 4 and 8.
Related terms
Value capture
Proving the value landed, in both directions: in the customer's KPIs and in your own board's numbers.
Selling twice
In a value-based approach you sell every offer twice: once to your own leadership, then to the customer. An offer not sold inside your company is a rumour.
Performance review
Not an audit of a document. A working session on a living strategy, run as coaching rather than inspection.
The 3M test
Material, margin, momentum: the three questions an offer has to pass with your own leadership before it is pitched to a customer.
See the method run on one real account in three days: the One Page Proposition.