Creating Value for Leaders Balancing the Interests of Customers, Employees, Investors, and the Marketplace

Creating value is the foundation of all business. It’s what sets you apart from your competition, secures long-term customers, and brings distinct meaning to your brand and your stakeholders. Without creating value for your business, your unique offering will be seen as just another commodity in the eyes of your target market. Creating value is in every business leader’s vocabulary and uppermost in their overall strategy. In fact, creating value is the purpose of a company according to the Business Roundtable and the World Economic Forum. That is another key reason why more people want to understand and utilise value creation for their benefit and the good of their stakeholders. Many companies and leaders seek to create value but do not know how to. As a result, they create and destroy value unconsciously. This book shows you how to create value consciously. To create long-term value, organizations need to put in place the mindset, capabilities, and relationships that enable them to meet the needs of their customers and stakeholders. This book makes value creation understood and used by executives and leaders more effectively. The book describes value creation in its various nuances, how it arises, how it is used, and the width and scope of value creation, from how it impacts a company and how that company can become more successful by creating value for customers and other stakeholders. The author also provides tips for CEOs, managers, HR, and other professionals on how to succeed in value creation as a long-term strategy and in day-to-day work. Numerous examples and case studies illustrate the points being made by the author.

Table of Contents Acknowledgements Introduction The Importance of Value Chapter 1: Value What is real value? Creating Value for yourself means Creating Value for others The Impact of Culture on Creating Value The Sense of Value Using Customer’s Bill of Rights to Build a Customer Culture Value of Belonging: the Orphaned Customer Why "What’s In It For Me" Can Kill Value Creation What does being Secure have to do with Creating Value? Creating value, value co-creation and value destruction From Value Grabbing to Value Creating: Lesson for Leaders Is Value Co-Creation Always Necessary The Value Co-Creation Platform Wellbeing and Value Creation: Are they two sides of a coin? Chapter 2: Value Creation Education Example of Value Creation in Education: At the Michener Center, U of Texas, Austin Creating Value with Knowledge Training vs a Learning Mindset in Value Creation Chapter 3: Customer Value What is Customer Value and How Can You Create It? The 8 Principles of Customer Value Creation Some Misconceptions on Customer Value The Memory of Your Experience is More Important Than Your Experience Customer Value and Customer Satisfaction. Two sides of the same coin? Can Customer Value change Customer Behaviour and vice versa? Don’t give away too much to the Customer Steps in Value Creation Implementation: The Customer Department Customer Value Journey: Making the Journey Easy and Meaningful Creates Value Customers as Ambassadors How SME’s benefit by Creating Value for Customers: a case study Does a Customer Seek Customer Experience? Customer Centric Circles, the Self-Directed Approach to Service and Mindset Changes Ease and Simplicity Creates Experience and Value Chapter 4: Customer Value Starvation AIR INDIA, WHITHER GOEST THOU AND TATA: How to Create Value Adding More Value does not Cost Much; Creating Low Value does Cost You Value Creation Implementation Ideas. Avoid Value Destruction When Zero Defects are the Norms, Why Not Zero Customer Complaints? Nuisance Value: Value Creation or Value Destruction? Value Deprivation Chapter 5: Employee Value Employee Value Added is not what companies think! Value Creation by Employees 8 Tips for Value Creation for HR Professionals: Become Line Managers Employee Journey Using Employees to Build Market Place Foresight and Value Creation Do Specialists create more value than Generalists? Chapter 6: Businesses and Institutions Value Creation is Output / Input Are Companies Loyal? The real sources of value: Assets and Performance Value Creation and Destruction in Customer Value Constellations 4 Types of Companies: My Learnings from Value Creation 9 Reasons Why your Company Isn’t Creating Value Building Silos or Breaking Silos? Internal Customers is a Flawed Concept! Management by Creating Value Does Value Creation Need Financial Incentives? Companies Misunderstand Price The Case for Value Creation Centres: Value Councils go beyond Pricing Councils and Innovation Councils Journey of a Customer Value Creation Evangelist: From Companystan to Customerstan Chapter 7: Profits and Value How the Pure Profit Motive Destroys Value The Great Balancing Act: YOU CAN TIP THE BALANCE! Increase Profits Death of Profit: Customer Power Requires a Mindset Change to Improve Customer Retention and Profits Value Added Stories to Increase Price How Economics Creates Value Chapter 8: Value Destruction The Ukraine War Showcases Value Destruction and Learning From It Look at Value Destruction to Create More Value Co-Destruction Value Destruction: Non-Value-Added Tasks Destroy Value Will Value Destruction Ace Value Creation? Big Brother: Google, Apple and Microsoft Power And Value Money and Power: Motivators of Conscious or Unconscious Value Destruction Chapter 9: Leaders, Executives and Value Creation Value Creation and Leaders To Create More Value, Leaders Should Not Always Lead Fear: Value Creator or Value Destroyer for Leaders Trust Creates Value Should Creating Value be part of Leadership and Education Why Leadership-Development Programs fail: A Contrarian View Why Training Does Not Create Great Leaders? The Leadership Skill of being able to Unlearn: Create Value through Unlearning Are You a Value Creator or A Value Taker? The Chief Creating Value Officer Value Creation Implementation Ideas. Avoid Value Destruction Chapter 10: Transformation and Value Creation Value Creation for Transformational Growth of an Organization Transforming companies through Value Creation not Value Destruction: The Balancing Act Chapter 11: Purpose and Value Creation Our Purpose in Life The Purpose of a Company defined by the World Economic Forum Why Purpose Creates Value What is Value Creation and the new Purpose of a Company? Chapter 12: Sustainability and Value Creation Creating Value Through Sustainability Value Washing Chapter 13: Disruption and Creating Value Creating Value in a Disrupted Marketplace Marketing and Disruption Creating Value out of Value Destruction by COVID-19 Chapter 14: Marketing and Value Creation Marketing must Prevent Customer Value Starvation to Increase Profits Can marketing be a value destroyer? Pitching your Value Proposition: How to Focus on what Customers Value De-Commoditizing Commodities: Add Value Customer and Value Migration Value of being Anonymous? Does Planned Obsolescence Destroy Value? My Terms or Yours: What Creates More Value? Chapter 15: Value Creation and Technology Why Creating Value is a skill needed for the future with AI and Technology Technology as a Potential Value Destroyer CIO’s Can Be True Value Creators Chapter 16: Value Creation in Manufacturing Are you adding Value to your Suppliers and Partners? The Supplier Strikes Back Chapter 17: Value and Values Driving Businesses from Values: Values Create Value (And higher profits) Value and VBA Corporate Unconsciousness: a Wakeup Call Chapter 18: Value Waiting to Happen and Innovation Value is waiting to Happen Appendix A: Short Guide to Customer Value Creation Definitions from the book

Gautam Mahajan, international leader in Value Creation, strategy, general management, and globalization is President of Customer Value Foundation. He is Founder Editor of the Journal of Creating Value, jcv.sagepub.com. He chairs the Global Conferences on Creating Value and mentors the Creating Value Alliance, creatingvalue.co. Value Creation is coined as the Purpose of a company by the Business Roundtable. His books are Value Dominant Logic; Value Imperative; Value Creation; Creating Customer Value Can Make you a Great Executive; Total Customer Value Management; Customer Value Investment, Customer Value Starvation Can Kill (with Walter Vieira). He is associated with the Centre for Social Value Creation at the U of Maryland, and the Value Creation Wheel Lab at Nova School of Business and Economics in Lisbon, Portugal. We helped start the Value School at Kobe University, Japan, The Creating Value School at Japan Advanced Institute of Science and Technology, and the Value Research Center at Doshisha University in Japan and the Creating Value Centre in Denmark. He also chairs the Global Conferences on Creating Value. His clients included Alcoa, GE, GE Capital, State Farm Insurance, Wisconsin Energies, Sun Australia, Sealed Air, Rexam, Reynolds, Tatas, Godrej, ITC, Birla’s etc., Mr. Mahajan worked in the US for 17 years with Continental Group, (then a Fortune 50 company). He ran businesses for them. He is one of the inventors of the PET petaloid bottle and noise control kits. He has 18 US patents. Mr. Mahajan is past Global President of the Indo-American Chamber of Commerce. He was Chairman, PlastIndia Committee, Vice President All India Plastics Manufacturers Association, Trustee Plastics Institute of America. He was a member of the US India think tank. Among his honors is a Fellowship from Harvard Business School and Illinois Institute of Technology. He also has 18 US patents. He was honored by the Illinois Institute of Technology with its Distinguished Alumni award. He delivered the first Distinguished Engineering lecture at Illinois Institute of Technology, Chicago in May, 2012. He has chaired and given keynotes in conferences in several countries. He was the only Indian speaker at the Kotler Marketing summit in 2020, keynoted in 2021 and 2022. He can be reached at Gautam.Mahajan@gmail.com