Non-energy benefits—or according to IEA terminology, “Multiple Benefits”—of energy efficiency are attracting more and more attention. This is because of their potential contribution to the business case of energy efficiency. However, much work has yet to be done on this important subject, and could go in two directions: 1) improving, at the theoretical level, the conceptual framework enabling assessment and description of non-energy benefits. This would make it possible for engineers in charge of energy audits and decision-makers involved in energy-efficiency projects to better take these benefits into account when they make technical, strategic and financial analyses of buildings or industrial processes; 2) collecting data on non-energy benefits in a harmonized way. This would enable the creation of a data base useful to practitioners in the field. Within this context, the goal of this paper is to propose a methodology to assess and describe the industrial benefits of energy efficiency, one of the five categories identified by the IEA in its recent report (Capturing the Multiple Benefits of Energy Efficiency, Sept. 2014). To address this goal, the paper is organized into four parts: the first part synthesizes the concept of competitiveness and of its components: value, risks and costs. The second part shows, with concrete examples, how non-energy benefits contribute to competitiveness through increased value proposition and decreased risks and costs. The third part describes the value process mapping tool—a business management tool commonly applied in industrial process analysis—and how it can be used to highlight the unique contribution of energy services to the value stream. The fourth part shows how to translate competitiveness benefits of energy-efficiency into financial calculations. This new methodology enables a departure from the common view of energy as a commodity (where the goal is to save KWh) and to adopt a new perspective on energy and energy services as a strategic value for businesses.