How do you align your internal culture and processes with your value proposition and mission and vision?

Some dangers of being misaligned: - Clients see a disparity between what you say and what you do, which diminishes trust - Employees become disillusioned, lack engagement are are unlikely to be positive advocates for your business - Suppliers and partners become wary about partnering with you because they don't want to be seen as misaligned by proxy

Alignment starts with recruitment and selection at every level of your company and building teams with diverse skills, capabilities, and experiences to help challenge one another. You'd have to ask the experts I work with for more insight here. However, this is one factoid I've garnered.

Defining a value proposition involves identifying the unique value that your product, service, or brand provides to your customers. Here are some steps that can be taken to define your value proposition: identify your target market, analyze the competition, determine the benefits, craft your messaging and test and refine. An example of value proposition could be: "Our brand stands for inclusivity and diversity, so you can trust that our products are designed to meet the needs of all customers, regardless of their background or identity." Having a strong value proposition can help with both attraction and retention, so it should be well crafted to ensure it resonates with your audience.

Yes at a high level your overarching value proposition is important, but when onboarding internally or externally, granularity is required. Especially if you're supporting an enterprise or complex product or services. Creating an easily understood value add per customer type per product/ service (i.e. this customer gets X value from this service and other customer gets Y value from this service) needs to be a focus. This documentation is used from Marketing --> Sales --> Delivery --> Success --> Support. All departments need to understand these details to ensure alignment.

Many organizations make the mistake of trying to sell their customer based on the value proposition that has been defined for their product or service. By focusing too much on what you "believe" your product or service can accomplish for your customers, you lose sight of the actual challenges your customer is trying to solve, and how your product or solution might align more closely to the customer pain that is being experienced.

Votre proposition de valeur vous permet de vous différencier sur votre marché, afin que vos clients idéaux puissent vous identifier rapidement. Elle communique le bénéfice ou l’avantage principal de votre offre : votre manière unique de répondre à la problématique de vos clients. Une erreur courante est de confondre l’énoncé de mission de l’entreprise avec la PV. La mission guide et inspire la PV. La première explique ce que fait l’entreprise pour accomplir sa vision (guidance interne), tandis que la PV sert le point de vue des clients selon leurs valeurs et attentes spécifiques (guidance externe). Le Value Proposition Canvas d'Alexandre Osterwalder est un outil super efficace pour affiner votre PV.

"La proposition de valeur réside dans la réponse à cette question fondamentale : qu'est-ce que vous offrez à vos clients que personne d'autre ne peut fournir ? Pour définir cette proposition, il est essentiel de comprendre votre marché cible, ses besoins, et ses lacunes, ainsi que la manière dont votre solution répond à leurs problèmes ou désirs. Il est également crucial d'identifier vos arguments de vente uniques, tels que votre expertise, votre qualité, votre innovation, ou encore votre impact social.

D'après mes expériences, commencez par l'énoncé de vision. Beaucoup de dirigeants font l'erreur de limiter la vision de leur entreprise à leurs ambitions égotiques, ou expriment une vision creuse dans un objectif d'image marketing. Une vision authentique exige de l'écoute et un espace d'émergence pour appréhender l'évolution de l'entreprise dans le futur : ce qu'elle accomplit, sa place, sa contribution dans le monde, l'intérêt de toutes les parties prenantes, etc. Ensuite, élaborez votre mission en clarifiant ce que vous faites, pour qui, et comment vous créez de la valeur pour servir la vision à long terme.

Marketing and Success in Onboarding need to be aligned here. Marketing would tease out the value add per solution/client/persona and Success/Onboarding/Delivery would then implement each service with the previously defined ROI. The verbiage should be the same from Marketing through the onboarding and delivery process with more granular details as clients move along in the process. Just marketing to them high level details of the results and impact is nice, now SHOW them once they've signed how to get the results advertised.

One area that's overlooked by many companies is communicating the journey you're on, in terms of living and breathing your vision & values. Your vision in particular focuses on the future for your business. So it's important to recognise this as a constant journey of evaluating, recognising where you need to improve, and communicating how you plan to get there. Nobody expects you to be perfect from the very start (or ever!), but what's crucial to build trust is to communicate that you recognise your imperfections, and detail the steps you'll take to improve. Then communicate more as you actually take those steps! This will help your customers to connect with the human side of your business too, and we all know people buy from people!

La meilleure manière de communiquer votre alignement c'est de vous rendre visible aux meilleurs endroits, là où vos clients idéaux et prescripteurs sont présents, et surtout d'incarner les valeurs, la vision et la mission que vous prônez avec votre entreprise. Les clients sont de plus en plus exigeants, les entrepreneurs qui font la différence sont ceux qui incarnent leur message et la communiquent avec authenticité.

We are seeing a massive conversation around Employee Experience, which is based on the same principles as Customer Experience. The two compliment each other. Think of Yin & Yang. If you have a brilliant CX aligned with the above, but, a poor EX, then the when the target or client starts to engage with unhappy employees, due to a poor EX, then the CX is all for nothing. Business needs to recognise both are critical. Happy, purpose led employees will help drive a brilliant CX.

Alignment of the internal culture, mission and value proposition is the result of strong leadership. It is very easy for an organization to declare a mission and align a value proposition with their products or services, however the internal culture of the company is dictated by the leaders and those who work for them. Company culture is created by leaders demonstrating and being the example of the culture they wish to foster. If you want to foster a culture of personal sacrifice, the leader must demonstrate this in their actions, not just demand it of their team. It is only when leaders are aligned with the company mission and values, and demonstrate them through their actions that company culture becomes a reflection of the mission.