To read the full version of this content please select one of the options below:

Turning value into money

Robert G. Docters (Partner in the boutique strategy consultancy i2 Partners, LLP in New York (rob@i2partners.com).)
Michael R. Reopel (Senior Officer in A.T. Kearney’s strategy practice and is based in Cambridge, MA (mike.reopel@atkearney.com).)
Jeanne‐Mey Sun (Manager in A.T. Kearney’s strategy practice and is based in Chicago, IL (jeanne‐mey.sun@atkearney.com).)
Stephen M. Tanny (Professor at the University of Toronto. He is also Chief Economist for Ernst & Young, LLP (tanny@math.utoronto.ca).)

Journal of Business Strategy

ISSN: 0275-6668

Article publication date: 1 August 2004

1765

Abstract

Providing customers with value is often not enough for a company to operate profitably. While ensuring that a product or service offers value to users and customers, there must be a conscious plan to capture a portion of that value. This is called monetization (turning value into money) and is often sudden and destructive of value, as when managers employ short‐term tactics to meet a budget shortfall. Smarter monetization strategies include ways of voluntarily extracting value though brand management or creating a market for liquidating inventories. This will allow managers to meet budgets without compromising company value.

Keywords

Citation

Docters, R.G., Reopel, M.R., Sun, J. and Tanny, S.M. (2004), "Turning value into money", Journal of Business Strategy, Vol. 25 No. 4, pp. 25-30. https://doi.org/10.1108/02756660410547368

Publisher

:

Emerald Group Publishing Limited

Copyright © 2004, Emerald Group Publishing Limited

Related articles