Shape & Lead
We do more than we get paid for
Who already values what we do, and why does it not show in the price?
Who already values what we do, and why does it not show in the price?
The product lasts longer than the competitor's. The plant has the certification the big client asked for. The suppliers have been audited, the carbon has been counted, the apprentices have been trained. All of it is real and all of it is sold at the same price as the version that did none of it. The value proposition describes what the company delivers. It is silent on how. The how is where the money went.
The CFO sees the cost of responsibility in the accounts and no line for it in the revenue model. The CMO suspects a premium and cannot prove it. And somewhere a procurement manager at a client has already chosen you over a cheaper rival because your posture made their own compliance easier, without telling you and without paying for it.
What the proposition charges for and to whom.
Raising prices is the smaller question. The larger one is which audiences are already rewarding the responsible performance, in which currency and how to make the proposition say so. A client pays a premium or renews. A procurement committee qualifies by it. A candidate joins and stays. A community extends the permission a competitor had to buy. Each of these is a form of payment that the current proposition is giving away. A lender then prices the loan on what they have verified. The decision is how to architect the proposition so that it collects.
The work is the Responsible Value Prop Audit. It puts a number on the difference between what the proposition charges for and what the company is already being rewarded for.
We audit the gap from three sets of signals. The commercial signal is what clients actually pay for, in price, renewal and share of wallet, read in the order book rather than in surveys. The partner signal is what makes you preferred over a lower-cost alternative, which usually surfaces in the tenders you win without being the cheapest. The workforce signal is where people stay and commit beyond the pay, which shows in the retention figures by site and by team. For each audience we identify the specific responsibility credential that translates into their preference. We size it. For the CFO that includes capital cost advantages not yet monetised; for the CHRO the retention premium the responsibility architecture is already producing.
Then we rebuild the proposition so that it captures what it earns: pricing tiers for the clients who reward it, partnership terms that reflect the value created on both sides, an employer narrative built on what people are already building their careers on, plus a competitive brief naming the positions where this creates a moat a rival without the architecture cannot copy.
What leaves the room is the value capture map by audience, the redesigned proposition and the positioning brief. The pricing and partnership conversations that follow are prepared with the teams who will hold them.
The case that follows takes a product built to last and sold as if it were not. We show what changes when durability is priced as what it is: a value the client already receives and would pay for if asked. The audit asks that question of every credential the company has built.
Durable products cost more to make and generate fewer repeat purchases. The company that designs for longevity is not making a sustainability choice. It is disrupting its own revenue model, deliberately.
ReadFabrice Macarty, Founder, CEO. He designs the value architecture that lets a company hold what it builds and be rewarded for it. On this situation he holds the architecture of the proposition: what it charges for, through which mechanisms, to which audience.
Philippe Bourrat, COO & Co-Founder. Twenty-eight years of customer intelligence and value capture for industrial and B2B leaders. He holds the client side: what is already being paid for, where the premium sits and how to ask for it without losing the account.
Responsibility can be built in full and still earn nothing, because others decide when it pays and how much. The audit finds where they have already decided in your favour.
Read the principle in Our Approach: The verdict belongs to othersThe credentials you have built, the price that ignores them, the client who chose you and did not say why. Tell us where it binds and we will tell you where to start.