The most profitable companies in the world tend to create a lot of value. If you want to create a company seeking "pure profit", you'd be well advised to create a lot of value. Get-rich-quick scams sometimes work, but they're not scalable, and hardly ever "much more profitable" than solid businesses.
In the Lean world (as in Lean Manufacturing), the definition of value is the customer's definition. That makes sense, as that's the definition that, at least over the long term, controls how much you can make.
Value is closer to revenue than profit, IMO. Profit is an internal accounting issue.
If you give me two $10 bills in exchange for a single $20 bill, it's clear that the value of what you gave me was $20, but unless you are counterfeiting or laundering money, I presume your profit was $0.
Conversely, if you save the seeds from tomatoes, grow them in your yard, and sell me $20 of tomatoes, same $20 of value, and presumably close to $20 in profit.
Value is definitely closer to revenue, but it's important to note that it can diverge. For example, channel-stuffing [1] creates revenue but does not deliver value. Fraud too can have high revenue but deliver no value.
Goods and services that don't turn a profit can still have great value. For instance, can you monetize the air you breath? Not really, but I imagine it has great value to you.
