Michael D. Moberly   March 2, 2010

All value proposition statements (pitches) should be framed, sequenced, and articulated so that a management/leadership team audience will likely interpret-assess the subject matter and objectives similarly in terms of relevance, importance, usefulness, and application, etc., to them and their companies!  Obviously, this represents a significant and relatively complex challenge to achieve in a time restricted ‘pitch’! 

In addition, a value proposition statement should include:

1. a clear, believable, and understandable statement of the tangible – quantifiable results that will be delivered, i.e., the added value a client will – can expect to experience and when. 

2. logical and evidence-based linkages – paths between the product and/or service being pitched and how it will favorably impact the audience’ business, i.e., benefits, returns, address unmet needs. etc.

Value proposition pitches that focus exclusively on intangible asset services must, in addition to the above, include statements to:

1. to influence management/leadership teams to acknowledge that a company’s intangible assets reach well beyond the conventional brand, reputation, image, goodwill, and IP.

2. to identify the mandated fiduciary responsibilities relative to managing, utilizing, protecting, and effectively exploiting a company’s intangible assets, i.e., Stone v Ritter, Delaware, 2006.

3. that give credence to the economic fact that 65+% of most company’s value, sources of revenue, building blocks for growth and sustainability lie in intangible assets, and are not merely ‘sound byte’ cliches, rather they’re business (economic) realities.

4. bring clarity and understanability to the reality that intangibles ‘lack physicality’ by providing examples that minimize managerial skepticim and dismissiveness about the contributory and exploitative value of a company’s intangible assets. 

A good ‘value proposition’ pitch for intangible asset services can also include insights reported in Accenture’s recent national study, i.e., ‘50% of companies today rely on intangible assets and intellectual capital as their primary drivers of value, but only 5% (of the reporting companies) have internal controls, procedures, and processes in place for the stewardship, oversight, and management of those assets at the board and c-suite levels respectively!