In high profile business enterprises, How relevant is the customer value analysis for marketing and Business development?What are the considerations?

Customer Value Analysis is a powerful tool that should be used to better define a company’s products and services because it provides a better understanding of what customers value most. In addition it allows a company to view its performance relative to the competition. This information allows the management to focus its quality improvement activities on areas where it will be most beneficial and pertinent to its respective customers. Customer Value Analysis often leads to new product line extensions, the development of higher quality web content, and an optimal marketing strategy.

Very good question 

Well if we talk about high profile business, surprisingly we will find that Customer Value Analysis is at its BEST, just consider BMW, Jaguar or any other high profile brand we will not see too much public advertisements or public expressinonals but they continue to have business in good volume, so from where does the business come ?

Simply that is the answer that how valuable is the Customer Value to them.

Regarding to considerations I am agreed to Mr. Padmakumar

EXAMPLES OF CUSTOMER VALUE ANALYSIS IN THE FOLLOWING TOPICS: Adding Value Marketing is the science of choosing target markets through market analysis and market segmentation, as well as understanding consumer buying behavior and providing superior customer value. It is the science of choosing target markets through market analysis and market segmentation, as well as understanding consumer buying behavior and providing superior customer value. To reveal the company's strengths and weaknesses compared to other competitors, it is important to conduct a customer value analysis. Conducting an effective customer value analysis can lead a company to creating an accurate value proposition. Developing a value proposition is based on a review and analysis of the benefits, costs and value that an organization can deliver to its customers, prospective customers, and other constituent groups within and outside the organization. value (noun) a customer's perception of relative price (the cost to own and use) and performance (quality) customer value analysis (noun) the collection and evaluation of data associated with customer needs and market trends The Development of Value Driven Firms This was the precursor to customer value management. Becoming a value driven firm involves the training and certification of front line people to provide excellent customer service and value to a customers buying experience. Some people focus on customer service, others on customer experience, others on lifetime value for a customer; many companies believe that having a customer service department is all it takes to create customer value. Voice of Employee will be captured through the Customer Circles and Employee Value Add, and the Voice of Customer and Voice of Competitor will be captured by Customer Value Added (CVA). Customer relations Customer Portfolio Analysis Customer Intimacy Value Proposition Managing the relationship2. customer value mapping (noun) A method of measuring how you are doing in general and how you are doing in comparison to your competitors by matching the cost of your product with the benefits your customers receive for it. Total Customer Value Management (noun) Total Customer Value Management represents migration from product orientation to customer orientation. This required implementing a customer focused vision that meant a major shift in companies' strategic thinking, often including radical move from product or price as the basis for competition to process or service value, resulting in the concept Total Customer Value Management (CVM) External versus Internal Analysis Examine the discrepancies between internal proficiency and external factors to capture strategic value. Analysis of the external environment normally focuses on the customer. ) Analysis of the external environment normally focuses on the customer. Management should be visionary in formulating customer strategy, and should do so by thinking about market environment shifts; how these could impact customer sets, and whether those customer sets are the ones the company wishes to serve. Analysis of the competitive environment is also performed. analysis (noun) The process of breaking down a substance into its constituent parts, or the result of this process. Developing Products Explain how to determine product pricing on a newly developed product Developing products involves multiple steps and an in-depth analysis of your customer base. Developing product pricing involves establishing what your customer base is willing to pay. This is referred to as "value-based pricing." You may be able to extract value from customer surveys by asking them about the nature and annual costs of the problems that your new product addresses and how much it currently costs them to either solve or make do without a solution. Factors to consider in new product pricing include: Impact of new product on the entire product portfolio Value Analysis (internal & external) Competition and alternative competitive technologies Differing value segments (price, value, and need) Product Costs (fixed & variable) Forecast of unit volumes, revenue, and profit Competition Based on Value For a firm to deliver value to its customers, they must consider what is known as the "total market offering Total CVM also creates value by creating value for the employees, business partners (customer, delivery chain, supply chain, unions) and thereby for the shareholder. For a firm to deliver value to its customers, it must consider what is known as the "total market offering The migration from product-oriented to customer-oriented strategies is called Total Customer Value Management (TCVM). TCVM also creates value for employees, business partners (customers, delivery chain, supply chain, unions) and shareholders. supply chain (noun) A supply chain is a system of organizations, people, technology, activities, information, and resources involved in moving a product or service from the supplier to the customer. Supply chain activities transform natural resources, raw materials, and components into a finished product that is delivered to the end customer. Measuring the Market Customer value is defined by the following formula; Value = Benefits - Price. A customer value model (CVM) is a data-driven representation of the worth, in monetary terms, of what a company is doing or could do for its customers. Customer value models are tools used primarily in B2B markets where the choice of a given product, service, or offering is based primarily upon the amount of customer value created. Customer value is defined by the following formula; Value = Benefits - Price. B2B organizations also use another measuring model, called a customer lifetime value model, that seeks to quantify the value of a customer to its suppliers. Customer Value Model (noun) is a data-driven representation of the worth, in monetary terms, of what a company is doing or could do for its customers. Touch Points (noun) where customers can interact with retailers and suppliers via telephone, email, blog, customer service, sales representatives, text, telephone or other technologies. Company Capabilities Capability management uses the organization's customer value proposition to set goals for capabilities based on value contribution. Capability management uses the organization's customer value proposition to establish performance goals for capabilities based on value. Some capabilities directly contribute to the customer value proposition and have a high impact on company financials. Some capabilities directly contribute to the customer value proposition and have a high impact on company financials. Value contribution is assured when performed above industry parity at competitive cost. Valuing the Target and Setting the Price Value a target company prior to a merger To prepare an appropriate bid for a target company, the buyer has to accurately value the target company through the due diligence process. In order to reduce the number of failed mergers and acquisitions, it is essential that the concepts of valuations (shareholder value analysis) be linked into a due diligence process. Moreover, due diligence is an investigation on the current practices of process and policies and an examination aiming to make an acquisition decision via the principles of valuation and shareholder value analysis. It is essential that the concepts of valuations (shareholder value analysis) be linked into a due diligence process. Hence, the analysis should be done from the acquiring firm's point of view. discounted cash flow (noun) In finance, discounted cash flow (DCF) analysis is a method of valuing a project, company, or asset using the concepts of the time value of money. All future cash flows are estimated and discounted to give their present values (PVs)–the sum of all future cash flows, both incoming and outgoing, is the net present value (NPV), which is taken as the value or price of the cash flows in question. intellectual property (noun) Any product of someone's intellect that has commercial value: copyrights, patents, trademarks, and trade secrets. Vender Performance Measurement Vendor analysis is a formal, systematic evaluation of current and potential vendors. Performing a value analysis (an evaluation of each component of a potential purchase). Performing a vendor analysis (a formal, systematic evaluation of current and potential vendors). Supply managers evaluate suppliers utilizing the tools of value assessment and the fundamental value equation. Consistent with supply management orientation, these evaluations can be complemented with the firm's customer feedback. fundamental value equation (noun) Customer Perceived value of a product is the difference between the prospective customer's evaluation of all the benefits and all the cost of an offering and the perceived alternatives. Formally, it may be conceptualized as the relationship between the consumer's perceived benefits in relation to the perceived costs of receiving these benefits. It is often expressed as the equation : Value = Benefits / Cost. The wasteful practices inherent in businesses According to the Cardiff Business School, only5% of most business production operations are comprised of activities that directly relate to what customers want in a product or service. ') This means that up to95% of the activities in most businesses add no customer value at all. Activities classified as ‘non-value' can be split into two categories. The first, necessary, but non-value adding activities, constitutes as much as35% of most organizational work and is comprised of actions that do not directly contribute to what customers want in a product (e.g. payroll, behind-the-scenes cleaning, the fulfilment of government regulations, and so on). The second category, non-value adding activities, can comprise up to60% of work activities, yet these activities add no value to customers in any way, shape or form (e.g. production line snags, waiting periods, unnecessary paperwork, end-of-line quality inspections, etc.).

I agree with mr Pathiyil and like the example mentioned by mr, Dadhich