Customers don’t always know what experiences they would value, even if you ask them. Customers don’t spend their time imagining what product or service, along with its value to them, is going to be desired. This is why customer listening programmes should not be used to define value experiences,

Crossing The Chasm, Geoffrey A. Moore, HarperCollins, 1991.

You need to understand how your competitors are delivering, or intend to deliver, their value experiences to the customer. To do that, you need to do your best to keep abreast of everything that your customer values and what your competitors are providing.

value does not change as fast as technology.

Intermediaries survive by adding value. Identify those partners who can add the most value to the delivery of your sales and marketing objectives.

define the value experience that clients get

Clients do not buy ‘things’. They buy the experiences that those ‘things’ are able to deliver. And, when so doing, they measure the benefits against the costs.

measurable value of the experience that an organization or individual will get from an Offering, where Value = Benefits minus Cost

To extract these benefits, you need to take the value statements given by the customers interviewed to ascertain the experience