ncma capturing new business€¦ · 16/03/2014 · standardizing decisions cutting tasks combining...
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16. Capturing New Business
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Capturing New Business
March 12, 2014
Presented by:
Jack Wrobel Executive Consultant Shipley Associates
National Contract Management Association (Boston Chapter) Bentley University
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Capturing New Business
Partnering with the customer during the RFP preparation
Really understanding the RFP instructions and evaluation criteria
Effectively responding to the RFP
Leveraging the post-proposal activities
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Partnering with the Customer During the RFP Preparation
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Early Engagement Enables Meaningful Exchange to Test Strategies and Themes With the Customer
If clients do not perceive they are getting a solution that meets their needs, they can choose to do nothing or go somewhere else.
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Do we tell, do we accept, do we guess, or do we mutually explore? -- Let’s Get Real or Let’s Not Play – Transforming the Buyer/Seller relationship
We Want It
Our Customer Wants It
A Solution that exactly meets the customer’s
needs
We Both Want the Same Thing
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Know Your Customer’s Buying Type
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Help Manage the Customer’s Risk
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Commit to a Single, Disciplined Process
Benefits
Reduced costs
Increased productivity
Improved forecasting
Increased visibility and control
Features
Flexible
Tailorable
Scalable
Based on best practices
Championed at executive level
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Don’t Be Trapped by Process
Improve Performance by:
Streamlining repetitive tasks
Standardizing approaches
Enforcing policies
Providing guidance on management priorities
Consider the Possibilities of:
Eliminating phases and gates
Standardizing decisions
Cutting tasks
Combining reviews
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Really Understanding the RFP Instructions and Evaluation Criteria
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Winning Proposals Don’t Just Happen
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Federal Rules Encourage Exchanges with Industry
Suggested Techniques
Industry conferences
Public hearings
Market research
One-on-one meetings
Presolicitation notices
Draft RFPs
RFIs
Presolicitation conferences
Site visits
Permitted Topics
Contract type
Terms and conditions
Acquisition schedule
Feasibility of requirements
Statements of work
Data requirements
Proposal instructions
Evaluation criteria
Past performance
Reference documents
Industry concerns
Source: FAR 15.201
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Move Off the Solution
How to answer a question with a question—successfully. The formula for Move Off the Solution is:
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Listening Softening
Statement The “Move”
Successful
Move Off the
Solution
Avoid guessing what the customer wants
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Finalize Competitor Analysis - Tap Open Sources on Competitors
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Effectively Responding to the RFP
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Focus All Teams on Customer Needs
Program Manager ≠ Proposal Manager ≠ Capture Manager
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Reflect Capture Strategy in Proposal
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Capture and Proposal Strategies Differ
Capture Focus Is Action
Gather intelligence on customer issues and competitors’ positions
Collaborate with customer on preferred solution
Influence draft and final RFPs
Implement marketing tasks
Perform IRAD to solidify baseline solution
Team to fill critical shortfalls
Proposal Focus Is Message
Show compliance and responsiveness to stated requirements
Describe offering and show customer benefits
Substantiate claims
Mitigate risks
Address past performance problems
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Problems of Starting with the Solution
Unnecessary costs
Features without value
Conflict with RFP
Last-minute proposal changes
Weak proposal messages
Surprises for customer
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Find a Winning Price-Capability Point
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Effective Win Themes Highlight How Customer Needs Will Be Met
Focused Themes Customer Focused Themes
List Your capabilities
(questionable Customer value)
Make Customer needs explicit
Parrot Customer requirements
(questionable Customer value)
Explain how Customer needs will
be met
Describe features only
(questionable Customer value)
Describe Customer benefits for
each feature
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“Give ‘em the usual.” “Give them what they want!”
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What Is a Theme Statement?
A Theme Statement IS:
A headline or attention-grabber
A “hook” – linked back to win strategy
One complete sentence
A statement of ESA’s greatest discriminator, related to one of the customer’s most important issues (whether stated or unstated)
A Theme Statement IS NOT:
An introduction
An overview
A paragraph
A bullet, or a list of bullets
A corporate capability statement proclaiming, “Whatever you want, we can do it all for you.” (Anybody can claim that.)
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Features Produce Benefits
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1. Link everything to the customer’s issue.
2. Substantiate every claim.
3. Keep it short.
Win Theme = Feature + Benefit + Proof
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Theme Statement Litmus Test
Factor/
Subfactor
Unsatis-factory
Poor Fair Good Excep-tional
1 2 3 4 5
Evaluation Criteria X The accessible, removable memory module is easy to change-out and proven to increase aircraft availability by 10%."
CAN I USE THIS THEME TO
JUSTIFY A HIGH SCORE?
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The Cost Volume – an opportunity
Fair
• Contractor makes reasonable return on investment
• Government pays no more than necessary
Reasonable
Price a prudent buyer would pay given available data on:
• Market conditions
• Alternatives for meeting requirements
• Evaluated prices of alternatives
• Technical evaluation factors
Realistic
• Considers scope of work and degree of effort
• Reflects clear understanding of requirements
• Consistent with technical proposal
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Past Performance Evaluation Considers Many Information Sources
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Leveraging the Post-Proposal Activities
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Manage Questions and Answers
Schedule and budget for questions
Address questions effectively
Include a Win Theme where ever possible in your answer
Respect your customer
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White Hat Review
The White Hat Review documents lessons learned from the capture and proposal efforts to improve future pursuits.
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Transition to Execution
There is only one chance to make a first impression
Use the post-proposal time to update your program planning
Take advantage now of the proposal team’s knowledge
Retain key team members
Plan for quick reaction staffing to supplement in-house talent
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Final Thoughts
Start with essential milestones. Add steps as you experience success.
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Final Questions and Discussion
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Shipley Associates—We Enable Winning
We help client’s win with:
Complete “win teams” for turnkey support
Staff augmentation to leverage internal resources
Virtual, blended, or onsite support
Training and tools – onsite, self-paced, or distance learning
Process improvement assessment and implementation
See more at: www.shipleywins.com
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Backup
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Better Processes, Better Results
Company Before Time Frame After
IT services (federal, state, municipal)
• 1,200 proposals/year
• < 30 % win rate
• $440 million sales
9 months • < 500 proposals per year
• > 70 % win rate
• $1.05 billion sales
Engineering services
• $20 million sales 12 months • > $60 million annual sales
IT services • $350 million sales 18 months • $1 billion sales
• Capture ratio doubled
IT services and logistics
• $1.2 billion sales 12 months • $1.8 billion annual sales
• Lowered costs by pursuing 40 % less business
Defense contractor
• $1 billion sales 12 months • $1.8 billion sales
Actual client results
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Shipley’s Seven-Phase Business Development Process
Phase Title Decision Milestone
0 Market Segmentation Marketing/Campaign
1 Long-Term Positioning Interest
2 Opportunity Assessment Pursuit
3 Capture Planning Preliminary Bid
4 Proposal Planning Bid Validation
5 Proposal Development Proposal Submittal
6 Post-Submittal Activities
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Shipley’s Business Development Process Phase 0: Market Segmentation
• Divide market into segments with similar needs, characteristics
• Develop marketing approach aligned with customers’ expectations
Identify and analyze strategic market areas or customers
Decide to pursue market or customer
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Gate 0: Marketing/Campaign Decision
The Marketing/Campaign Decision determines whether a potential market segment or customer fits your organization’s strategic focus.
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Phase 1: Long-Term Positioning
• Establish place in market
• Influence potential customers’ perceptions
• Prospect for leads
Decision to enter market
Decide specific opportunity is of interest
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Gate 1: Interest Decision
The Interest Decision verifies that an identified opportunity fits your organization’s strategic direction and capability.
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Phase 2: Opportunity Assessment
• Research opportunity, customer, and competition to determine win potential
• Confirm alignment with capabilities and strategic direction
Decision to assess opportunity
Decide to pursue opportunity
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Gate 2: Pursuit Decision
The Pursuit Decision analyzes customer, opportunity, and competitor intelligence to decide whether to advance to capture planning.
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Phase 3: Capture Planning
• Prepare, review, and implement capture plan to influence customer
• Move from unknown to known to preferred position with customer
Decision to pursue
Decide to plan proposal
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Gate 3: Preliminary Bid Decision
The Preliminary Bid Decision assesses win strategy, competitive position, technical solution, and price to win, determining whether to plan a proposal.
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Phase 4: Proposal Planning
• Refine solution and price to win
• Convert capture strategies into proposal messages
• Begin preliminary content planning
Decision to plan proposal
Decide to bid
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Gate 4: Bid Validation Decision
The Bid Validation Decision confirms your tentative plan to prepare a bid after seeing the final request for proposals.
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Phase 5: Proposal Development
• Make clear assignments
• Plan and approve content
• Draft proposal according to plan
• Review final proposal thoroughly
Decision to bid after RFP review
Decide to submit proposal
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Gate 5: Proposal Submittal Decision
The Proposal Submittal Decision determines whether your completed proposal presents your organization and offer acceptably, with risks justified by rewards.
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Gate 6: Final Offer Decision
If changes have occurred since your original offer, the Final Offer Decision is your last opportunity to accept or reject the deal.
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Phase 6: Post Submittal Activities
• Respond to customer
• Negotiate
• Revise proposal if necessary
Decision to submit proposal
Decide to accept or submit final offer
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