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Creating Value for Your Customers
by Becoming a Knowledge
Organization
Ed Kless
“The customer never
buys a product. By
definition the customer
buys the satisfaction of
a want. He buys value.”
-Peter F. Drucker
What is a Business Model?
How your company creates
value for and capture value
from customers
“Disruptive threats
come inherently
not from new
technology but
from new
business models.”
-Andrew Grove
Current Business Model
Revenue = Capacity + Efficiency + Cost-plus
pricing
Current Business Model
Four Assertions
• Growth without profit is perilous.
• Non rival assets are more leverageable
than rival assets.
• Effectiveness is always and everywhere
more important than efficiency.
• Value-led pricing is superior to cost-plus
pricing for capturing value.
The Knowledge Organization
Knowledge Organization Model
Profit = Capital X Effectivenes
s
X Value-led
pricing
Two models
Revenue = Capacity + Efficiency + Cost-plus
pricing
Current Business Model
Knowledge Organization Model
Profit = Capital x Effectiveness x Value-led
pricing
↑ ↑ ↑ ↑
From Revenue to Profit
Creating value for your customers by becoming a knowledge organization
$0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
$35,000
$40,000
Cost
Price
Value
The Whale
From Capacity to Capital
Four Forms of Capital
• Financial
• Structural
• Intellectual
• Social
Facts about Knowledge Workers
• They own the means of production.
• Their organizations need them more than they
need the organization.
• The office is their servant, not their master.
• Effectiveness is far more important than efficiency.
• Judgments are more important than
measurements.
• Ultimately, they are volunteers.
Creating value for your customers by becoming a knowledge organization
From Efficiency to Effectiveness
Anti-efficiency
• Continuing education
• Knowledge management/CKO
• Total Quality Service (Ritz-Carlton)
• Mentoring and coaching
• Networking
• Business development
• Social media
• Value-led pricing
What you can measure you can manage!
- Peter F. Drucker
From Cost Plus to Value-led Pricing
“The single most important
decision in evaluating a
business is pricing power. If
you’ve got the power to raise
prices without losing business
to a competitor, you’ve got a
very good business. And if you
have to have a prayer session
before raising the price by 10
percent, then you’ve got a
terrible business.”
-Warren Buffet
The 1 Percent Effect
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
- Fixed
Costs
+ Revenue - Variable
costs
+ Price
2.7%
3.7%
7.3%
11.0%
1.5%
2.5%
4.6%
7.1%
McKinsey AT Kearny
The One Percent Windfall
Revenue * .01 + Net Profit
Far Niente
Causation Chain
Product/Service ➙ Cost ➙ Price ➙ Value ➙ Customer
Customer ➙ Value ➙ Price ➙ Cost ➙Product/Service
Behavioral Economics
Anchoring
Barron Joseph von Neinbach Model
WA HF PF
C
B
A
Sage Firm of the Future Symposia
• San Francisco, CA: November 18-19
• Chicago, IL: May 13-14
• New York, NY: August 12-13
http://na.sage.com/fotf
Ed.Kless@sage.com

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