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Entrepreneurship

The Key to Creating Intrinsic Value in Business

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Value creation is the essence of business. Value is what attracts and keeps customers. Value is what attracts and retains employees. It’s also what attracts and maintains relationships with investors, suppliers, distributors and the wide range of other stakeholders who are critical to the firm’s long-term success.

A business that does not create value will eventually fail.

How to Create Value as a Means to an End

To know how to create value in business, it’s helpful to understand what it is. It may seem a simple matter, but it is actually a topic that philosophers have debated for millennia. For many business people, value roughly translates into price, the amount someone else is willing to give us in the marketplace, in exchange for our good or service. This is the notion of “exchange value” and it is the secret sauce of supply and demand and what makes a market whir.

Economists also talk about a slightly different notion of value, which is its “use value,” or utility.  Here, we’re talking about how valuable something is to me. It’s not the exchange value that you and I both agree on, but how much use I as an individual get out of particular product or service. Our different perspectives or circumstances might well result in wildly diverging valuations for the very same thing.

Use value and exchange value are critical things to get right when you’re running a business. If you don’t know how to assess the use value, or utility, of a particular technology, process, or even of a person, you are going to misunderstand how they fit into the overall value-creation process of your firm. If you don’t know how to properly assess the exchange value of your resulting goods and services, you will fail to read the market, and falter in marketing and sales.

Use value and exchange value undergird modern economics and our understanding of the way business works. They are also both examples of a broader notion of value called “instrumental value,” which is to say value, as a means to some other end. With use value, a machine or a person is as a means to create products and services. With exchange value, those products and services are a means to earning money.

If you’re getting the instrumental value of the inputs or the outputs of your business wrong, you’re probably not going to be in business over the long-haul. There is a class of businesses, however, that work with instrumental values, while also keeping an eye on another type of value.

How to Create Value as an End in Itself

While instrumental value is a means to some other end, “intrinsic value” is a fundamental consequence of something’s very existence.

Intrinsic value is not the kind of topic you find most economists spending their days contemplating. Although value investors use the term in a specific sense, the kind of intrinsic value I’m talking about is more the domain of philosophers, spiritualist, psychologists and anthropologists, musicians and artists.

Every once in a while though, you will bump into a business person who seems to operate in this field of intrinsic value creation. You tend to find them in those businesses that focus obsessively on quality or on design. You can also see their telltale marks in firms that seem to pay inordinate attention to how their products and services are actually being used by customers – not just whether those customers are satisfied with them, but whether they are successful with them.

Creating Intrinsic Value for Customers

From a customer perspective, we all know that there are some products whose value extends far beyond mere economic calculation. It might be our child’s teddy bear, our wedding ring, or a book whose message or story touched us deeply. The same is true, of course, with services. It might be an ambulance driver going above and beyond the call of duty, a sympathetic person at an airline call center during a family emergency, or a college professor who changed the direction of your life.

For these people, and in some cases, the organizations behind them, the product or service is not just a means to make money. These offerings have intrinsic value in themselves. In other words, with this rare breed of business, the object of production and the act of service create meaning through the ways in which customers interact with them.

One might say that these products and services have a certain something, a quintessence, that cuts to the essence of their value proposition, channeling a kind of invisible, intrinsic value to their users.

Every time a child hugs a teddy bear as she nods off to sleep at night, value and meaning are created. That value isn’t captured in the books of the teddy bear manufacturer, designer or retailer, but it is there, quietly accruing in thousands of little beds throughout the world, invisible to the calculations of the economist.

Creating Intrinsic Value for Employees

As important as these myriad sources of uncalculated value truly are, it still undervalues the full intrinsic value creation of most firms. This hidden component of value centers on the meaning we create through our work.

For every kid whose life takes a change for the positive as the result of some professor’s extra little bit of attention, there is a teacher who derived some sense of purpose from trying to make a difference. For every beautifully designed car, there is a team of designers who gained a wonderful sense of meaning from getting that one right. In some of these cases, there may be financial rewards associated with these employees’ extra effort, but that’s not the reason they do it. As author Dan Pink explains so wonderfully in “Drive,” they do it for reasons that go far beyond rational economic considerations. They do it for a sense of “autonomy, mastery and purpose.”

In other words, part of the reason we go the extra mile in our work centers on a type of value that goes beyond our traditional notions of economic exchange.

There is something tremendously powerful about our drive for meaning. When we find meaning in our work, it can act as a powerful aphrodisiac, an injection of inspiration capable of getting us through the most trying of times. It might be the firefighter who has seen her work translated into a saved life. It might be an engineer whose solar panel design single-handedly resorts in the reduction of millions of pounds of carbon that might otherwise be dumped into our atmosphere. Or it might be that teacher who has seen the effect his connections with students can have on the long-term direction of their lives.

For these people, work is not simply a means to a paycheck. For these people, work creates value through helping them to create meaning of their lives. It is what enables them to be of service to the world and the company’s that offer this type of work create a powerful attractor for the best and brightest employees.

Meaning, Mission and Value Creation in Business

Businesses that know how to engage this quintessential quality of intrinsic value creation have a huge advantage over firms that wield purely instrumental notions of value creation.

Firms that create intrinsic value through meaning face a kind of paradox. That meaning and purpose, that desire to serve a mission, is what creates economic value for the firm. It’s what brings people to work and what draws customers in. No mission, no money. And yet, missions are ultimately dependent upon the firm’s ability to generate revenues. No money, no mission.

Managing this paradox of value creation requires that firms get a much deeper understanding of the nature of the value they create – both value as a means to money and as an end in itself. Businesses that know how to master the tension between instrumental and intrinsic value creation are businesses that know how to translate meaning into money.

These are the truly great mission-driven companies, the ones that attract and engage us the deepest.

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About the Author

This article was written by Gideon Rosenblatt of The Vital Edge. Gideon ran an innovative social enterprise called Groundwire for nine years. He worked at Microsoft for ten years in marketing and product development, and created CarPoint, one of the world’s first large-scale e-commerce websites in 1996. The Vital Edge explores the human experience in an era of machine intelligence.

Entrepreneurship

Science is the Next Big Thing in Startups

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From pharmaceuticals to petrochemical processes: Newcomer companies and investors and investors alike are setting their sights on science. How the start-up scene moves beyond the mobile apps bubble…

For the last two years Silicon Valley analysts and venture capitalists are anticipating the burst of yet another bubble. This time, under the risk are the mobile start-ups which constitute the biggest share of the market. Out of 50 companies listed in Forbes’ “the hottest startup of 2015” (by valuation) only six companies are based on innovations in other-than-mobile area, one company provide cleaning services, while the rest are diverse mobile apps.

Meanwhile many products listed can be barely called innovative. A significant proportion of the listed start-ups are texting apps, apps for people search (starting from business partners to life partners) or delivery services. While those services can definitely facilitate one’s life, in general they differ from their predecessors by only a narrower audience.

Many venture investors expect stagnation if not decrease on the markets, which is why they start to transfer their capitals from start-ups offering customers software to start-ups offering specific solutions for existing businesses. Such companies are expected to demonstrate more stability in the near future.

The Market for Mobile Apps Might be Saturated

Back in 2012 a talented entrepreneur could walk into a venture capitalist’s office, say his startup was a mobile-first solution for pretty much any problem (payments! photos! blogging!), and walk out with a good-size seed investment. “That pitch was enough to get going,” says Roelof Botha, a partner with VC firm Sequoia Capital. “It’s not enough anymore.”

“I think investors are bored with investing in another messaging app. And our idea is crazy enough that it might just work. ”, has declared in 2014 Nadir Bagaveyev a founder of a start-up using 3-D printers to make rocket engines. By 2016 the company attracted investors funding sufficient to launch its first rocket.

Pharma and Biotech Start-Ups in High Demand

Currently the most successful science-based start-ups are the companies offering innovative solutions in the field of pharmaceuticals and biotechnologies. It’s noteworthy that despite the previous revelations and even judicial proceedings the list of the most expensive start-ups still includes Theranos, blood analyzing laboratory, whose story did not descend from the main pages of the global leading media from 2014.

It first amazed the audience with its fantastic take-off and then with its collapse. One of the crucial parts of the success story of this start-up is its fundamental difference from the majority of the services produced in the Silicon Valley. Unlike the others, it was not a story of yet another beautiful gadget for communication or mobile app, but the story of the scientific idea which intended to conquer the world.

The great success stories in other scientific areas are now happening on occasional basis. However certain facts allow to predict that the situation is to change soon. One of such factors is growing interest among the big corporations to attract innovative solutions from outside to develop their businesses.

Given the accelerating pace of scientific and technological development of the world, the activities of internal R & D departments are often turn to be insufficient to ensure stable development of innovative business. Outsourcing of the R&D may become the efficient mechanism to stimulate the growth of the company. And high-tech start-up can certainly benefit from it.

Start-Up Technology for the Petro-Business

In December, 2016 world leading companies in the field of gas processing, petrochemicals and chemicals announced their intentions to enforce their R&D capacities by attracting start-ups. 3M, AkzoNobel, BASF, The Dow Chemical Company, DuPont, Henkel, Honeywell UOP, LG Chem, Linde, Sibur, Solvay and Technip together created a global stage for startups and investors.

“The petrochemicals industry can and must rely on the potential of open innovations to facilitate further inventions and implementation of new solutions in all major application areas, from construction and medicine to packaging and 3D printing. Thanks to the participation of international partners, IQ-CHem is now the largest global project within the industry which attracts innovative solutions and provides for their implementation into practice,” said Vasily Nomokonov, Executive Director of Sibur, a company which coordinates the project.

Positive Experience in Chemicals and Beyond

Some of the listed companies have already gained positive experience in working with start-ups which may have driven them to elaborate a systemic approach to attract innovative companies.

At the beginning of 2016, SIBUR and RRT Global start-up reached an agreement to build a pilot plant for isomerization based on RRT Global technologies in Sibur’s Industrial Park SIBUR “Tolyattisintez”. According to Oleg Giyazov, co-founder and CEO of RRT Global cooperation with a large corporation bring significant advantages to his company.

“By cooperation with Sibur we get a huge industrial experience that enables us to develop technologies and solutions better fitted to the market demand. This advantage is often not given due attention, but we, on the contrary, see significant opportunities in it. Currently, RRT Global cooperates with several companies around the world” he said.

Another petrochemical leader BASF enjoys successful cooperation with Genomatica start-up. In 2013 BASF started the production of 1,4-butanediol based on renewable feedstock (renewable BDO) using Genomatica’s patented process and in 2015 the license was expanded to the Asian market.

Unlike traditional forms of cooperation between a start-up and a venture capitalist, a cooperation between start-up and a relevant corporation allows to minimize the risks associated with investing in a potentially promising idea where the key word is “potential” (but not “guaranteed”). While delivering services in the same field as the start-up the corporation gets an opportunity to more effectively and accurately estimate the market value of an innovative idea and to support its implementation.

Structural Changes Ahead: Outlines of A Coming Market

In the short term prospective, possibly in 2017, the global start-up market will face structural changes – both in terms of start-ups professional orientation and of funding mechanism. In the future science-based start-ups will dominate the market and will change our lives at a deeper level than the way of sending a text message or searching the restaurant for an evening meal. To be more concise this is already happening in the pharmaceutical industry, and the other scientific areas are to follow.

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About the Author

This article was written by Dominik Stephan of Process Worldwide. See more.

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Callum Connects

Norman Tien, Founder of Neuromath and Early Math Matters

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From a young age, Norman Tien, found his passion helping students as a math tutor and went on to translate that into a successful business.

What’s your story?
From the age of 14, I knew I would be in business for myself and started designing my company logo.

Growing up in a poor family, I worked part time while I was in school. That’s when I started tutoring and realised I had a gift to help students “see” mathematics. I delivered good results, and my students started to love math as well.

A turning point was when I was down with dengue fever and I realised I had to grow my business to the next level. I started a learning centre and that was the beginning of Neuromath. The initial years were tough as costs went up while my personal income took a dive. I almost gave up, but I pushed through.

Today, we have 3 specialty math enrichment centres managed and delivered by my dedicated team of teachers.

What excites you most about your industry?
“How to win” has always influenced how I position myself in the industry. I researched the psychology of learning, why some students are so naturally good at math, while others struggled. I managed to find the connection, and have always sought out niches to position myself so I can win.

In the beginning, I fused academic delivery with psychology to differentiate my services. Now I have a good team of teachers fully equipped with a psychological skillset.

In the next evolution of our business, we will incorporate technology into education in order to customise each student’s learning experience based on his or her needs.

What’s your connection to Asia?
I was born and educated in Singapore. One key driver why I started a business was, as a youth, I witnessed how my dad struggled daily as a taxi driver trying to make ends meet.

That said, I am very blessed to be in Singapore and to be given the right education. I see this as a very important factor to my success today.

Favourite city in Asia for business and why?
Singapore – well, for one, most of my businesses are here. Singapore is convenient for business and is very well governed. There are rules and systems that make the entire entrepreneurial journey more secure here. One big plus is the location: Singapore is a hub that allows us to connect to the world.

What’s the best piece of advice you ever received?
船到桥头自然直 –
There is a Chinese saying that when a boat goes near the pier, it will automatically align itself (with the current). It means we don’t have to worry too much, that things will take care of themselves.

A mentor once challenged me: “But who can guarantee you can even reach the pier?”

It is such a highly competitive world we are in, who can guarantee success? This is the ONE question that has been etched in my mind for decades. The Chinese saying always comes to mind when I am positioning, designing and strategizing for my business.

Who inspires you?
Mr. Lee Kuan Yew – The fact that he started ruling the country just like a startup. With limited resources, he was able to find a strong positioning to differentiate his country from the rest of the of Asia. With hardwork and proper planning, he transformed Singapore from a fishing village to a prominent financial hub in Asia.

Because Mr. Lee Kuan Yew positioned Singapore so well, government owned companies, such as Singapore Airlines, have emerged as the best in the world.

His story inspires me, spurs me to understand that success is not by chance but by design – every little step, all the strategies are all planned out. Not at all by chance.

What have you just learnt recently that blew you away?
My business coach, Marshall Thurber, shared with me the power of the “Trim Tab” – a small part of the rudder system in a ship. This Trim Tab, despite its small size, is able to influence the entire ship’s direction by turning it.

This metaphor helped me see that a man can influence the entire world if the right effort is applied. We are now living in an entirely new world, the way we commute with an app on the phone – that’s the power of the Trim Tab at work.

If you had your time again, what would you do differently?
I would embark on the same journey but I would seek a mentor at a very early age.

I have been through many hard knocks along the way, and I definitely could have shortened the learning curve if I had a mentor to advise me on the many aspects of entrepreneurship.

How do you unwind?
Driving down long highways helps me unwind, that’s when I let my mind relax and wander.

I love long distance driving and riding. My wife gave me a Harley Davidson Tourer for my 50th birthday and we intend to embark on riding holidays together in Asia.

Favourite Asian destination for relaxation? Why?
Hong Kong – I love the fast pace and the vibrance of the city. I love the cars there and it’s a very unique and exciting experience for me. And of course, I love the food there too!

Everyone in business should read this book:
One Minute Millionaire – this book highlights the mindset of an individual that is the key determinant for success in whatever we embark on. As long as we know we have a very strong reason why we need to do it, we can do it!

Shameless plug for your business:
I am the CEO and Founder of 2 Math enrichment brands:
Neuromath is a Specialist Math Learning Centre that helps students from Primary 1 to Junior College, empowering them with strategies, skills and a strong desire to learn and problem solve. We use technology to train students to avoid careless mistakes reclaiming 30 marks or more in Math exams and achieve their full potential in math.
www.neuromath.com.sg

Early Math Matters is a premier Mathematics and Cognitive Development enrichment centre for preschool children aged 3-6 years old. Through purposeful play and our renowned EMM approach, we help learners build a strong foundation for problem solving at an early age, and instil in them a passion & love for math that will stay with them for life.
www.earlymathmatters.com

We are actively seeking passionate teachers, entrepreneurs and investors who are keen to grow the education business with us.

How can people connect with you?
I speak regularly at workshops for schools, parents and platforms demonstrating the use of technology for peak performance in education.

Do contact me at
www.NormanTien.com

Alternatively, you can connect with me:
www.NormanTien.com/facebook
www.NormanTien.com/linkedin

This interview is part of the ‘Callum Connect’ series of more than 500 interviews

Callum Laing is an entrepreneur and investor based in Singapore. He has previously started,
built and sold half a dozen businesses and is now a Partner at Unity-Group Private Equity and Co-Founder of The Marketing Group PLC. He is the author two best selling books ‘Progressive Partnerships’ and ‘Agglomerate’.

Connect with Callum here:
twitter.com/laingcallum
linkedin.com/in/callumlaing
Download free copies of his books here: www.callumlaing.com

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