Most companies today take an inherently adversarial approach to buying and selling in industrial markets, thereby missing out on opportunities for joint value creation with customers and suppliers. Sales as well as procurement are too obsessed with price and not enough with value. In this paper we present a set of principles that put joint value creation at the centre of the relationship with customers and suppliers. With respect to customers, the value quantification capability is the most important competency of the sales function, i.e. the ability to translate a firm’s competitive advantages into one quantified, monetary value reflecting both qualitative as well as quantitative customer benefits. With respect to suppliers, we call for the creation of new metrics, such as total value of ownership, reflecting innovation, management capabilities, sustainability, and other elements beyond quality, price, and delivery. With value quantification capabilities (sales) and total value of ownership models (procurement) the key element of relationship with both customers and suppliers is value first, then price.

如今，大多数公司在工业市场上采取固有的对抗性方法，从而错过了与客户和供应商共同创造价值的机会。销售和采购都过于沉迷于价格，而对价值却不够。在本文中，我们提出了一套原则，将共同创造价值置于与客户和供应商关系的中心。对于客户而言，价值量化能力是销售职能的最重要能力，即将公司的竞争优势转化为一个量化的，反映定性和定量客户利益的货币价值的能力。对于供应商，我们呼吁创建新的指标，例如所有权总价值，反映创新，管理能力，可持续性，以及质量，价格和交付以外的其他要素。通过价值量化功能（销售）和所有权模型的总价值（采购），与客户和供应商的关系的关键要素是价值，然后是价格。