Why Value-Add Is a Dead Idea and Value-Included Is the Only Strategy That Wins
By Gerry Lubanszky | Founder, Consumer Products Institute of Canada (CPIOC)
May 2026 | For Sales, Business Development & Account Management Professionals in Canada’s Consumer Products Sector
NOBODY BUYS A SHOVEL BECAUSE THEY WANT A SHOVEL
Let me tell you something that sounds obvious, but apparently isn’t, because most of the industry is still getting it wrong.
Nobody buys a shovel because they want a shovel.
They buy a shovel because they need a hole. More precisely, they need a finished foundation. Or a planted garden. Or a properly buried utility line. The shovel is just the tool; it’s the means to an end that the customer has already pictured in their head before they ever walked into a store or opened a catalogue.
Now here’s where it gets interesting. And painful.
Most vendors, and I mean most, spend the majority of their time polishing the shovel. They invest in R&D on the grip ergonomics. They engineer a lighter handle. They sharpen the blade and coat it in rust-resistant alloy. They show up to a buyer meeting with a beautiful product deck, gleaming photography, and a feature comparison matrix that proves conclusively that their shovel is the best shovel in the market.
And the buyer sits across the table, nods politely, and feels nothing.
Why? Because the buyer doesn’t care about your shovel. The buyer cares about the hole. And what they really, desperately care about is the finished foundation, the outcome that the hole makes possible. The shovel is one step in a journey. A journey the vendor refused to see, because the vendor was too busy staring at the product in their own hands.
I’ve watched this scene play out thousands of times over three decades in the Canadian consumer products industry. I’ve seen brilliant products fail in market because the team behind them never stopped to ask: What is the customer actually trying to accomplish? I’ve watched account managers lose deals they should have won. Not because the product was inferior, but because they never connected their offering to an outcome the customer actually cared about.
This article is about that gap. The gap between what vendors sell and what customers actually buy. And it’s about the strategic shift from the outdated, broken logic of “value-add” to the only model that works in 2026 and beyond: Value-Included.
Keep the shovel in mind. We’ll come back to it.
THE PRODUCT-CENTRIC TRAP
Here’s an uncomfortable truth about the business development profession: the way most salespeople were trained to sell is a relic of the 20th century. The features-and-benefits framework — identify your product’s attributes, translate them into customer benefits, present them persuasively — was designed for a world in which customers had less information, fewer alternatives, and less sophistication than they do today.
That world is gone.
Philip Kotler, arguably the most influential marketing thinker of the modern era, said it plainly: “Marketing is not the art of finding clever ways to dispose of what you make. It is the art of creating genuine customer value.” Kotler said that decades ago. We nodded. We put it on the wall. And then we went right back to disposing of what we made.
Seth Godin, whose clarity on this subject has never been matched, put it even more directly: “Don’t find customers for your products; find products for your customers.” It’s eleven words. Read them again. Then ask yourself honestly: which direction does your current sales process run?
Product-centricity isn’t just outdated. It is actively hostile to customer needs. It positions the vendor’s agenda — what we make, what we need to sell, what we need to move this quarter — above the customer’s agenda, which is to solve a problem, achieve an outcome, or build a capability. When those two agendas are in conflict, and they often are, the product-centric vendor will unconsciously prioritize their own. Every time. It’s structural.
And here’s what makes this particularly dangerous in 2026: your buyers know it.
Gen Z buyers and buying teams, the people who are increasingly sitting across the table from you, also grew up in an era of radical information transparency. They researched your product before you called them. They’ve read the reviews, benchmarked the competitors, and already formed a hypothesis about whether you can solve their problem. The moment they sense that you’re running a product-first pitch, they disengage. Not loudly at first; they’ll still sit through the meeting. But internally, they’ve already moved on. You can feel it in the room, if you’re paying attention.
The product-centric trap isn’t a minor inefficiency. It is a strategic failure mode that is bleeding revenue, eroding relationships, and costing an entire generation of BD professionals the credibility they need to compete.
The Core Problem
When the vendor’s agenda and the customer’s agenda are in conflict, product-centric thinking will prioritize the vendor’s agenda every time — not out of malice, but out of structure. That’s not sales. That’s disposal.
THE VALUE-ADD MYTH
Let’s talk about “value-add.” It’s everywhere. Sales professionals use it. Marketing teams build programmes around it. Category managers negotiate it into trade agreements. It has become one of the most comfortably accepted phrases in the consumer products lexicon, which is exactly why we need to interrogate it.
What does “value-add” actually say?
It says: Our core product doesn’t fully meet your needs. But if you buy it, we’ll throw some extras on top to compensate.
Think about that for a moment. Value-add is, by definition, an admission that the core offering is incomplete. It is a vendor saying, out loud, that the foundation isn’t solid — but here’s some scaffolding we’ll bolt on after the fact to make it feel more stable. It positions the vendor as someone who couldn’t design a complete solution, so they’re papering over the gaps with extras.
Free shipping on the first order. A co-op marketing fund. Branded display materials. An extra training session. These are not solutions. They are compensations.
The Nobel Prize-winning psychologist Daniel Kahneman gave us two concepts that are directly relevant here: loss aversion and the peak-end rule. Loss aversion tells us that customers feel the pain of a gap or a deficiency far more acutely than the pleasure of an extra. The peak-end rule tells us that customers remember an experience by its most intense moment and by its ending, not by the accumulation of its features. Translated into BD terms: your customer will remember how they felt when your solution either brilliantly solved their problem or frustratingly fell short. They will not remember the list of value-adds you attached to the proposal.
This is why value-add almost never creates the loyalty and retention vendors expect from it. It doesn’t address the memory that matters. It addresses the feature list, which the customer barely reads after the contract is signed.
So, what’s the alternative?
Value-Included. Here is a precise definition, because language matters:
Value-Included means designing and delivering a complete solution that addresses the customer’s full outcome from the beginning, with no need for bolt-ons, compensations, or after-the-fact extras. The value is not added to the product. The value is the product.
“Value-add is what vendors offer. Value-included is what customers actually buy.”
Value-included is not a packaging decision. It is not a sales technique. It is a complete strategic reorientation from the inside out. It requires a different design process, a different conversation with the customer, and a fundamentally different definition of what your job actually is.
THE CUSTOMER-CENTRIC SHIFT
So, what does genuine customer-centricity actually look like in business development? Not the poster on the wall. Not the slide in the deck. The real, operational, day-to-day thing.
Simon Sinek’s foundational insight from Start with Why is more relevant to BD professionals than most people in this industry realize. The best BD professionals don’t start with their product’s WHAT. They don’t even start with the HOW of their commercial model. They start with the customer’s WHY, the deep, often unarticulated reason behind the customer’s need. Why does this outcome matter to them? What organizational pressure is this buying decision trying to relieve? What does success look like for them not just commercially, but operationally and reputationally?
Theodore Levitt, whose 1960 essay “Marketing Myopia” remains one of the most important business documents ever written, argued that companies fail when they define themselves by what they make rather than what their customers need. His famous example: railroad companies that thought they were in the railroad business, when they were actually in the get-people-where-they-want-to-go business. Their myopia was their obsession with the product and not the outcome.
The consumer products industry is full of railroad companies.
The shift from product-centric to customer-centric business development is not complicated to describe. It is, however, sometimes uncomfortable to execute because it requires the sales professional to ask questions they may not love the answers to. Here is the framework I teach, and the one I am asking you to internalize before your next pitch meeting:
The Three Questions Before Any Pitch or Proposal
- What outcome is my customer trying to achieve? Not “what product are they looking for” but what problem are they solving? What does the finished foundation look like for them?
- What does success look like for them specifically and measurably? Not vaguely. Not “growth” or “efficiency.” What number, what shelf position, what category share, what operational metric defines a win for this customer?
- What is the complete solution that gets them there, regardless of what I sell? This is the dangerous question. Answer it honestly.
That third question is where most vendors flinch. Because the honest answer may include capabilities, services, or partnerships that the vendor doesn’t control. And the temptation — the deeply human, entirely understandable temptation — is to quietly scope the solution down to what the vendor can provide and hope the customer doesn’t notice the gap.
Believe me, they notice!
The right answer when your honest assessment reveals a gap is not silence. It is partnership. It is transparency. It is saying: “Here is the full solution your outcome requires, here is what we bring to it, and here is who we’d recommend for the piece we don’t cover.” That level of integrity is so rare in this industry that it will immediately differentiate you. Full stop.
Now, here is the part of this conversation that I want to speak directly to those of you who are in the early years of your sales career.
You have something that no previous generation of salespeople had at your stage: you haven’t been hardwired into the wrong habits yet. You haven’t spent fifteen years running product-first pitches. You haven’t built a career identity around a particular selling framework that you now need to defend. You are, in the most literal sense, free to build your approach from the ground up, the right way, from day one.
That is not a small advantage. That is a generational one. Don’t waste it by learning to sell the way vendors sold in 1995.
“Nobody buys a shovel because they want a shovel. They buy it because they need a hole.”
The question every sales professional must answer: what hole is your customer trying to dig?
WHAT VALUE-INCLUDED LOOKS LIKE IN PRACTICE
I want to make this concrete, because strategic principles without operational reality are just philosophy. Let’s look at what value-add thinking and value-included thinking actually produce when applied to real commercial situations in the consumer products sector.
| Value-Add Thinking | Value-Included Thinking |
|---|---|
| “We’ll include free delivery on your first order.” | “We’ve designed our replenishment model so your shelves are never empty. Delivery frequency, lead times, and buffer stock are already factored into our proposal.” |
| “We offer co-op marketing support as part of the programme.” | “We’ve built a go-to-market activation plan specific to your store format and shopper profile. It’s already integrated into what we’re proposing and not a bolt-on.” |
| “We’ll throw in display materials for the launch.” | “Our launch plan is built around your planogram and your traffic patterns. The display solution is already designed for your specific footprint.” |
| “We can offer category insights reports as part of our partnership.” | “Before this meeting, we analyzed your category performance, identified three gap opportunities in your current assortment, and built our recommendation around closing those gaps.” |
Notice what’s happening in the right column. It’s not just different language. It’s a fundamentally different amount of upstream work. Value-included requires you to do the hard thinking before you walk in the door. The type of thinking that most vendors skip because it takes longer, because it requires deeper customer intelligence, and because it means you might discover that your product alone isn’t the complete answer.
But here’s the commercial reality: vendors who do that upstream work win more business. Not sometimes. Consistently. And they retain customers longer, because the solution they delivered was actually designed around an outcome. Outcomes, when achieved, create loyalty in a way that discounts and bolt-ons never will.
James Clear, in Atomic Habits, makes a distinction that maps perfectly onto this conversation: systems beat goals. A goal is something you aim at; a system is the structure that reliably produces results. Value-add is a goal-patching behaviour. You notice a gap in your offering, and you patch it with an add-on. Value-included is a system: a deliberate, upstream design process that ensures the outcome is built into the solution from the start.
Systems beat goals. Every time. Build the system.
And remember the shovel. The vendor who wins is not the one with the best blade. It’s the one who shows up already knowing the dimensions of the foundation and brings everything needed to build it.
THE BUSINESS DEVELOPMENT PROFESSIONAL’S NEW MANDATE
I want to speak directly to the Gen Z professionals reading this. Those of you in your mid-twenties, building your careers in sales, BD, and account management in the Canadian consumer products space. This section is for you specifically, and I am not going to dress it up.
Your generation has tools that no previous cohort of salespeople ever had. You have real-time category data, shopper behaviour analytics, digital listening tools, CRM platforms that track customer engagement in granular detail, and the ability to map a customer’s competitive landscape in an afternoon. You have access to insights that account managers twenty years ago would have killed for.
You have no excuse to sell the way vendors did back then.
None. Zero. I say that with warmth, but I say it firmly: if you are walking into meetings with a product deck and a price list as your primary tools, you are leaving the most valuable parts of your toolkit in the car.
Zig Ziglar said, in a simpler time: “Stop selling. Start helping.” That was revolutionary advice when he said it. Today, it is the minimum viable standard. The bar has moved. Helping means showing up with a solution that was designed around the customer’s outcome before you asked for a single minute of their time. It means being a solution architect, not a product pusher.
A solution architect understands the customer’s problem at a structural level. They design a solution that addresses the full outcome, not just the part the vendor happens to supply. They are transparent about gaps and proactive about partnerships. They measure their success by their customer’s success metrics, not by their own quota alone.
This is the new mandate for business development in consumer products. The vendors who survive and thrive in the next decade will be those who stopped thinking in product SKUs and started thinking in customer outcomes. The rest will be gradually replaced by the ones who did.
Choose which one you want to be. And then build accordingly.
Ready to Build Your BD Practice the Right Way?
The ideas in this article — value-included strategy, outcome-based selling and solution architecture — are not abstract concepts. They are teachable, learnable, and immediately applicable skills that can change the trajectory of your career in Canada’s consumer products industry.
The Consumer Products Institute of Canada (CPIOC) offers role-specific credentialing programmes designed precisely for Sales, Business Development, and Account Management professionals working in this sector. These are not theory-first, classroom-last programmes. They are built around real commercial challenges like the kind you face every week. They’re also mentored by executives who have actually done this work, at scale, in Canada’s competitive retail and consumer products environment.
Not theorists. Practitioners. People who’ve sat in the seat you’re sitting in and figured out what actually works.
If this article challenged the way you think about your role, and I hope it did, the next step is to connect with CPIOC and explore what a structured, best-practice development path looks like for where you are in your career right now. The foundation doesn’t build itself. But with the right framework, it goes up faster than you think.
“Turning Learning into Leverage”™
About the Author
Gerry is the Founder of the Consumer Products Institute of Canada (CPIOC) — Canada’s professional development institution for Sales, Business Development, and Account Management professionals in the consumer products sector. With three decades of frontline experience in Canadian commercial strategy, Gerry writes and speaks on the ideas that are reshaping how the next generation of BD professionals think, sell, and lead.
© 2026 Consumer Products Institute of Canada (CPIOC). All rights reserved. This article may be shared with attribution.
