When people hear “value for money,” they often think it’s just a job for the product team or the quality department. But Rene T. Domingo says that kind of thinking is outdated—and risky.
“Not all departments or employees may directly impact quality,” says Domingo, an adjunct professor at the Asian Institute of Management. “But as cost centers, all directly impact costs, and therefore prices and profits.”
In a wide-ranging conversation with Financial Adviser PH, Domingo makes the case that Value-for-Money (VfM) isn’t just a pricing issue or a production goal—it’s a company-wide mission. And unless everyone gets on board, your business could fall behind.
Why Finance, HR, and Admin Matter More Than You Think
Many support teams think they’re far removed from product or pricing decisions. But Domingo challenges that idea head-on.
“Everyone can contribute to VfM through better quality, lower costs, or both—by cutting errors and working more efficiently in performing their respective tasks,” he says.
For example:
Finance can streamline budgeting to avoid waste.
HR can reduce turnover and training costs by improving hiring practices.
Admin teams can enhance back-office processes that ultimately affect delivery time, overhead, and customer experience.
The result? Lower operational costs without touching the product itself.
The Culture Shift: Making VfM Everyone’s Responsibility
To make VfM a true organizational priority, Domingo says companies must break down silos and shift from a product-centered to a value-centered culture.
That means helping every team understand that their decisions affect both cost and quality—directly or indirectly.
“Delivering competitive VfM requires a company-wide team effort,” Domingo emphasizes. And that starts with aligning goals, incentives, and communication around value, not just departmental performance.
This culture shift takes time—but it pays off in stronger margins, higher customer satisfaction, and better internal collaboration.
How to Inspire Teams Who Don’t “Own” the Product
So how do you get employees in non-product roles to care about VfM?
For Domingo, it’s all about making the connection between their daily work and customer outcomes.
“If you’re in HR, every hiring decision impacts cost and productivity,” he says. “If you’re in accounting, every delayed invoice or error affects cash flow and vendor relationships.”
The key is showing people that they’re not just supporting the business—they’re actively shaping it.
“This means everyone can contribute to VfM,” Domingo explains, “by cutting errors and working more efficiently in performing their respective tasks.”
VfM Isn’t a Department—It’s a Mindset
Domingo’s message is clear: in today’s economy, where customers expect both quality and affordability, VfM is no longer optional—or departmental. It’s strategic. It’s cultural. And it’s shared.
Whether you write code, manage payroll, or answer phones, you’re part of the value chain.
And that’s why every team—not just the product team—should be asking: How can I help deliver more value for every peso we spend?
