Value creation vs value capture

Creating and capturing value is critical for the long-term success and survival of any organisation. However, despite the widespread use of these terms, there remains significant confusion about their precise meanings, their relationship, who benefits from them, and how they contribute to sustainable competitive advantage. In this article, our experts clarify the concepts of value creation and value capture, explore the interplay between them, and highlighting their implications for managers.  

Defining value creation and value capture

Value creation refers to the perceived benefit that a company’s products or services provide to its customers. It is closely linked to the concept of use value, which represents the utility or satisfaction that customers derive from consuming a particular offering. In contrast, value capture is about generating profits for the company’s shareholders. It is related to the concept of exchange value, which is the price paid by customers for the perceived use value.  

The interplay between value creation and value capture

Value creation and value capture are intricately linked, and their relationship is characterisd by both synergies and trade-offs. On the one hand, superior value creation can enhance a company’s ability to capture value by differentiating its offerings and commanding higher prices or greater market share. On the other hand, an excessive focus on value capture at the expense of value creation can undermine a company’s long-term competitiveness and growth prospects. Striking the right balance between the two and making strategic choices about resource allocation are critical challenges for managers. Businesses typically operate in one of four scenarios:

• Creating low value but capturing high value: These businesses are often well-established companies with strong market positions or quasi-monopolies. However, this position is often threatened by factors such as deregulation, anti-trust actions, or the emergence of new competitors.
• Creating and capturing low value: Companies in this situation are often in declining industries and face commoditisation. This is typically the final stage before bankruptcy or acquisition.
• Creating high value but capturing low value: These companies deliver significant value to customers but struggle to monetise their efforts effectively. This scenario is common among startups and some established companies with difficulties in capturing value from their innovations.
• Creating and capturing high value: This is the ideal scenario. Companies in this position have successfully developed offerings that provide superior value to customers while also implementing strategies to capture a significant portion of that value in the form of profits. However, sustaining this position requires continuous innovation and improvement to prevent complacency and maintain a competitive edge.

 

Individual, organisational, and societal level

Value creation and value capture are complex processes that occur at multiple levels, each with its own set of drivers and influencing factors. Below, we examine how these processes develop at the individual, organisational, and societal levels. At the individual level, value creation is driven by the creativity, skills, and personal attributes of people within an organisation. Employees who possess unique knowledge, expertise, and problem-solving abilities can generate new ideas, develop innovative solutions, and improve existing processes. Their interactions with the environment, including colleagues, customers, and external stakeholders, also contribute to value creation by providing diverse perspectives and insights. Value capture at the individual level is often linked to the recognition and rewards that employees receive for their contributions. This can include monetary compensation, promotions, and other forms of acknowledgment. However, the ability of individuals to capture value may be influenced by factors such as their bargaining power, the visibility of their contributions, and the structure of the organisation. At the organisational level, value creation is driven by a company’s ability to innovate, generate new knowledge, and effectively manage its resources. Innovation involves the development of new products, services, or processes that meet customer needs or solve problems in novel ways. The company’s ability to continuously adapt and reconfigure its resources in response to changing conditions is crucial in value creation. Effective resource management, including the allocation and deployment of tangible and intangible assets, is essential for organisations to create value efficiently and sustainably. Value capture at the organisational level is determined by a company’s ability to monetise the value it creates through various strategies such as pricing, marketing, and intellectual property protection. The effectiveness of these strategies depends on factors such as market dynamics, competitive landscape, and the bargaining power of the organisation relative to its customers and suppliers. At the societal level, value creation is influenced by the broader economic, political, and cultural context in which organisations operate. Entrepreneurship and innovation are key drivers of value creation at this level, as they lead to the emergence of new industries, technologies, and business models that can transform entire economies. Government policies and incentives also play a significant role in fostering value creation at the societal level. These can include investments in research and development, tax incentives for innovative activities, and regulations that encourage competition and protect intellectual property rights. The availability of resources such as skilled labour, infrastructure, and access to capital also influences the ability of societies to create value. Value capture at the societal level is often linked to the distribution of wealth and benefits generated by economic activities. This can be influenced by factors such as tax policies, social welfare systems, and the overall structure of the economy. Societies that enable a fair distribution of value among various stakeholders, including businesses, employees, and communities, are more likely to experience sustainable growth and development.  

Value creation vs value capture: implications for strategy and management

Value creation and capture has several important implications for both strategy and management. First, companies need to shift their focus from a narrow emphasis on value capture to a more balanced approach that prioritises value creation. This requires fostering a culture of continuous innovation, investing in research and development, and encouraging experimentation and calculated risk taking. Second, aligning incentives and performance metrics with long-term value creation goals is essential to avoid short-termism and encourage sustainable growth. Finally, embracing an open and collaborative approach to innovation, partnering with customers, suppliers, and other stakeholders, can help companies expand their value creation potential and access new sources of competitive advantage.

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It is only by understanding the dynamics and interplay between value creation and capture processes, and by making deliberate strategic choices to manage them effectively, that companies can position themselves for long-term growth and profitability. While the challenges are significant, the rewards of a value creation-focused strategy are substantial, both for individual firms and for the economy as a whole. At Farrelly Mitchell, our food and agribusiness experts excel at designing and implementing tailor-made strategies to capture value and deliver sustainable growth. With decades of experience supporting countless large scale commercial ventures, our team has developed the necessary skills and proprietary knowledge to quickly and effectively assess and improve your business strategy. To learn more about our services and position your company to create and capture value, contact us today.