Tech leaders today face the same pressure: rising CAC, shrinking CLTV, and profit erosion driven by lost deals and endless discounting. Even strong products can become commoditized when the sales story focuses solely on features, benefits, value, or short-term ROI.
Dr. Amir Kahani’s Unique Business Contribution (UBC) model flips this reality. Instead of selling what a company does, it proves how the solution advances the buyer’s business goals while also serving the needs of end customers. By using his proprietary business methodology named VSO (Value Selling Organization), combined with contribution-based selling and pricing strategies and ethics that create trust, UBC helps organizations lower CAC, increase CLTV, and build predictable profit growth.
“UBC creates a three-win situation,” says Dr. Kahani. “A win for the seller, a win for the buyer, and a win for the end consumer. That’s how companies stop leaking revenue and start scaling.”
From Fear to Play: The Psychology of Buying
Dr. Kahani draws on neuropsychoanalysis to explain how executives can influence decision-making at a deeper level. Most buying decisions- even in B2B- start with fear: fear of making the wrong investment, fear of failure, or fear of falling behind competitors.
“Once you understand that fear drives most purchases, the goal becomes transforming that fear into play,” he explains. “Like two children in a playground, there is give and take. When that shift happens, conversations stop being about features or value and start being about business outcomes for the entire ecosystem.”
This principle is central to Dr. Kahani’s two-day executive workshops. Leadership teams examine why buyers choose competitors, then reframe revenue conversations around customer success metrics and end-user outcomes. The result is a first draft of a UBC statement- an organizational North Star that defines measurable value creation across the entire business.
Case Studies in Revenue Transformation
The UBC model has delivered measurable results across industries:
- Cybersecurity firm (Orlando): All 50 employees – from R&D to sales – aligned around serving not only direct customers but also end users. Within months, profits grew 1.3x as the firm became an indispensable partner rather than a commodity vendor.
- B2B services company: By shifting from price competition to value-based pricing, the company increased average deal size by 40% and secured long-term contracts with premium clients.
“These aren’t just better sales scripts,” Dr. Kahani emphasizes. “When every part of the organization, from product development to customer service, understands they are serving the entire stakeholder ecosystem, it changes the game. Many negotiations are effectively won or lost in the first 30 seconds, when a buyer either sees business value or tunes out.”
UBC as Business Philosophy
For Dr. Kahani, UBC is not a sales tactic -it’s a strategic philosophy. When a UBC statement is clearly defined, every department begins to move in sync:
- Marketing campaigns highlight measurable business outcomes.
- Sales and revenue teams extend the same message consistently.
- Delivery teams fulfill promises that create visible impact across the value chain.
This consistency builds trust, and trust compounds into reputation.
Companies that adopt UBC often achieve:
- 20–30% lower CAC
- 25–40% higher CLTV
- Stronger long-term positioning in their markets
Dr. Kahani calls this the snowball effect- as more stakeholders experience positive outcomes, word of mouth builds, and market trust accelerates growth.
Insights Backed by Scholarship
Dr. Kahani has captured his approach in two books. The first distills UBC into a structured methodology for executives ready to rethink value creation. The second broadens the discussion, showing how timeless ethical principles from Judaism, Christianity, and Islam can guide leaders in building trust, loyalty, and sustainable profit.
Together, these works establish Dr. Kahani as both a strategist and a thinker who connects business outcomes with human values.
“You are not selling anymore; you are serving,” he concludes. “You no longer offer features or discounts; you deliver measurable outcomes for everyone in the value chain.”
Executives can follow Dr. Kahani’s work on LinkedIn or visit www.amirkahani.com
