{"id":2641,"date":"2026-09-14T00:00:54","date_gmt":"2026-09-14T00:00:54","guid":{"rendered":"https:\/\/addbusiness.be\/?p=2641"},"modified":"2026-08-27T10:52:06","modified_gmt":"2026-08-27T10:52:06","slug":"what-is-value-in-a-conversation","status":"publish","type":"post","link":"https:\/\/addbusiness.be\/en\/2026\/09\/14\/what-is-value-in-a-conversation\/","title":{"rendered":"What is value in a conversation?"},"content":{"rendered":"

[vc_row][vc_column width=”1\/6″][\/vc_column][vc_column width=”4\/6″][vc_column_text uncode_shortcode_id=”547311″]Throughout this series I kept repeating it: value now emerges only in the conversation. But that raises a harder question, one I have kept dancing around. What actually is value in a conversation? When is it really created for the client, and when is it not? This piece digs deep into that, because if you cannot answer the question, ‘value’ is just a word. Here is the short version, which the rest unpacks: value in a conversation is not what you say. It is what changes in the other.<\/p>\n

Value is not in what you say, but in what changes in the other<\/h2>\n

The fundamental shift comes from Vargo and Lusch (2004). Value is not baked into a product or a presentation, ready to hand over. Value emerges in use, and is always judged by the recipient (Vargo and Lusch 2008). Translate that to a conversation: the words you speak carry no value in themselves. Value only exists once something changes in the other, once, afterwards, they understand, see, decide or can do something that was out of reach before. A conversation in which nothing changes for the client has created no value, however eloquent it was.<\/p>\n

The three spheres, and why the conversation is the only shared place<\/h2>\n

Gr\u00f6nroos and Voima (2013) sharpen this with three spheres. There is the provider sphere: everything you make and do on your side, your product, your preparation. There you produce only potential value; you are a facilitator there, not a creator of value. There is the customer sphere: the client’s own world, where they use things and create value-in-use, and where you have no access. And between them lies the joint sphere: the direct interactions where provider and client meet, and where you can actively co-create value by influencing the client’s own value creation.<\/p>\n

The conversation is that joint sphere. It is the only place where you can move from potential value to real, shared value. But only if you engage with the client’s value creation, and do not stand there broadcasting from your own sphere. The moment you launch into a monologue about yourself, you fall back into the provider sphere, and by definition no shared value emerges there.<\/p>\n

When is value created?<\/h2>\n

Value is created in a conversation when at least one of these things happens, and they all share a single trait: the client leaves changed.<\/p>\n

They see their situation more clearly. <\/b>You have helped them frame or reframe their own problem. That is sensemaking (Adamson 2022; Weick 1995): giving meaning to what was confused.<\/p>\n

Knowledge emerges that neither of you had alone. <\/b>Real dialogue, not question-and-answer, brings something new into being between you, relationship-specific knowledge (Ballantyne and Varey 2006). That is value created literally in the interaction.<\/p>\n

Uncertainty drops. <\/b>They can decide with more confidence. Removing risk is valuable in itself, because it is the biggest brake on any decision.<\/p>\n

It touches their context and use. <\/b>It connects with what they are really trying to achieve, their job-to-be-done (Christensen et al. 2016), and gains meaning in their situation, not in yours (Edvardsson, Tronvoll and Gruber 2011).<\/p>\n

Afterwards they can do something they could not do before. <\/b>The ultimate test: their capacity to act is greater than before the conversation. The thread running through all of this: value is a change in the client’s understanding, confidence or capacity to act, one they themselves would recognise as worthwhile.<\/p>\n

Value is not what you say. It is what changes in the other.<\/i><\/b><\/p>\n

When is it not?<\/h2>\n

Just as important is the other side, because that is usually where it goes wrong. No value is created in the following cases.<\/p>\n

You stay in your own sphere. <\/b>You talk about yourself: your features, your dashboard that looks nice but says nothing. That is potential value at best, nothing shared.<\/p>\n

It is a transfer of information. <\/b>You tell them what they already know or can get from an AI themselves. Passing on information is not creating value; it is exactly what lost its value.<\/p>\n

It is a monologue. <\/b>A pitch has no joint sphere. Without real two-way interaction, no co-creation is possible.<\/p>\n

You fill in for the other. <\/b>With IVEA you impose your own meaning. The client does not co-create, they are managed. No shared knowledge, no value.<\/p>\n

It stays at price and features. <\/b>Exchange value invites comparison and leads to commoditisation. It creates no contextual value. And if nothing changes for the client, it was a pleasant conversation with no consequence, precisely the hollow ending from the previous part.<\/p>\n

The test at a glance<\/i><\/b><\/p>\n

Value created, the client leaves changed: <\/b>they see more clearly, doubt less, know something new, or can decide and act better.<\/i><\/p>\n

No value, nothing changes: <\/b>you talk about yourself, transfer known information, deliver a monologue, fill in for the other, or stay at price and features.<\/i><\/p>\n

The deepest nuance: you do not deliver value, you make it possible<\/h2>\n

And then the deepest point. You cannot ‘give’ a client value in a conversation. Value is created by the client, in their context, in use (Gr\u00f6nroos and Voima 2013; Vargo and Lusch 2008). What a conversation can do is co-create in the joint sphere and facilitate the client’s own value creation. So ‘creating value in a conversation’ actually means: creating the conditions in which the client creates value for themselves, clarity they build themselves, a decision they own themselves, knowledge that becomes theirs. That is why every technique in this series points the same way: you do not add value by saying more, but by letting the other think, see and decide better. And only the client can judge whether it worked, because value-in-use is client-determined. The sobering and at the same time liberating conclusion: your job is not to be valuable, but to make the other more valuable.<\/p>\n

The test<\/h2>\n

There is a simple test for any conversation. Would the client, in their own words, say they are better off for it? Not ‘was it pleasant’, but ‘did something change for me, do I now see, know or can do something that was out of reach before?’. If the answer is yes, you have created value. If it is no, you have filled time.<\/p>\n

In practice: <\/b>after your next conversation, write one sentence from the client’s point of view: ‘After this conversation, I …’. If you can honestly finish it with something that changed for them, I understand something, I decided something, I can now do something, then value was created. If the only honest ending is ‘I heard something about their product’, then it was not.<\/p>\n

References<\/b><\/p>\n

Adamson, Brent. 2022. \u201cSensemaking for Sales.\u201d Harvard Business Review<\/i> 100 (1): 48\u201357.<\/p>\n

Anderson, James C., and James A. Narus. 1998. \u201cBusiness Marketing: Understand What Customers Value.\u201d Harvard Business Review<\/i> 76 (6): 53\u201365.<\/p>\n

Ballantyne, David, and Richard J. Varey. 2006. \u201cCreating Value-in-Use Through Marketing Interaction: The Exchange Logic of Relating, Communicating and Knowing.\u201d Marketing Theory<\/i> 6 (3): 335\u2013348.<\/p>\n

Christensen, Clayton M., Taddy Hall, Karen Dillon, and David S. Duncan. 2016. \u201cKnow Your Customers\u2019 Jobs to Be Done.\u201d Harvard Business Review<\/i> 94 (9): 54\u201362.<\/p>\n

Edvardsson, Bo, B\u00e5rd Tronvoll, and Thorsten Gruber. 2011. \u201cExpanding Understanding of Service Exchange and Value Co-Creation: A Social Construction Approach.\u201d Journal of the Academy of Marketing Science<\/i> 39 (2): 327\u2013339.<\/p>\n

Gr\u00f6nroos, Christian, and P\u00e4ivi Voima. 2013. \u201cCritical Service Logic: Making Sense of Value Creation and Co-Creation.\u201d Journal of the Academy of Marketing Science<\/i> 41 (2): 133\u2013150.<\/p>\n

Terho, Harri, Alexander Haas, Andreas Eggert, and Wolfgang Ulaga. 2012. \u201c\u2018It\u2019s Almost Like Taking the Sales Out of Selling\u2019: Towards a Conceptualization of Value-Based Selling.\u201d Industrial Marketing Management<\/i> 41 (1): 174\u2013185.<\/p>\n

Vargo, Stephen L., and Robert F. Lusch. 2004. \u201cEvolving to a New Dominant Logic for Marketing.\u201d Journal of Marketing<\/i> 68 (1): 1\u201317.<\/p>\n

Vargo, Stephen L., and Robert F. Lusch. 2008. \u201cService-Dominant Logic: Continuing the Evolution.\u201d Journal of the Academy of Marketing Science<\/i> 36 (1): 1\u201310.<\/p>\n

Series \u00b7 Value in the conversation \u00b7 Add Business<\/i>[\/vc_column_text][uncode_block id=”887″ inside_column=”yes”][\/vc_column][vc_column width=”1\/6″][\/vc_column][\/vc_row]<\/p>\n<\/div>","protected":false},"excerpt":{"rendered":"

When you create value for a client, and when you do not.<\/p>\n","protected":false},"author":2,"featured_media":2690,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[22],"tags":[49],"class_list":["post-2641","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-navigation-points","tag-value-in-the-conversation"],"yoast_head":"\nWhat is value in a conversation? - Add Business<\/title>\n<meta name=\"description\" content=\"What is value in a client conversation, and when is it really created? 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