Evaluating your Value Proposition is a requirement if you wish to grow the business. Here are six categories that should be explored to determine where changes need to be made.
Risk Management: The benefits that fall under the Risk Management category represent opportunities for firms to use clean energy technologies to hedge against future threats to income, capital, or escalating costs.
Benefits of Emissions Reductions: Emissions reductions gained through the deployment of clean energy technologies or efficiency improvements help achieve risk-management goals and can enhance the bottom line, both immediately and over time.
Policy Incentives: Public policy has the power to jump-start markets. Most - but not all - of the policy incentives can result in immediate revenue streams for either the developer, generator, end user, or others.
Reduced Resource Use: The production of conventional energy is extremely resource intensive, which adds to the cost of the energy produced.
Corporate Social Responsibility: In addition to the direct cost savings or revenue boosters discussed above, clean energy tech nologies create value for firms developing, distributing, orusing these technologies, ultimately enhancing the firms’ corporate social responsibility (CSR) practices.
Societal Economic Benefits: The benefits in this societal category fall outside of the traditional value chain, almost as by-products of the benefits that are traditionally examined in a business case.
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Value Added Proposition
Creating value that can be captured is the essence of business.
The best way to capture value will obviously be different for different businesses. But one idea that we emphasize is working with what we term "complementors." A complementor is the opposite of a competitor. It is someone who makes your products and services more rather than less valuable. Not surprisingly, the complementor concept is especially relevant to the builders of the Information Economy. Hardware needs software and the Internet needs high-speed phone lines. No one, alone, can build the infrastructure for the new economy. It's a whole new system made up of many complementary parts.
The first thing to note is that added value is an allocentric concept. ("Allo" means others and is the reverse of "ego," or self.) Instead of asking what you can get on your own, it requires you to ask what others will lose if you go away. It forces you to imagine a world without you -- not a pleasant task -- and to consider just what it is that you bring to others.
While added value is on the abstract end of business concepts, that abstraction has its own rewards. It is a simple idea that relates to many different spheres, and, in the end, is highly practical. For chief executives, the important questions to ask are: What is your added value? Where does it come from? And how can you make it bigger, much bigger?