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APPLYING BUSINESS INTELLIGENCE & KNOWEDGE MANAGEMENT TECHNIQUES TOWARDS BUSINESS DEVELOPMENT Paul Johnson, President/CEO Highliner Consulting Group, LLC Hi Presentation for the 2015 National 8(a) Summer Conference

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WHAT IS BUSINESS INTELLIGENCE? Wikipedia Business intelligence (BI) is the set of techniques and tools for the transformation of raw data into meaningful and useful information for business analysis purposes. BI enables contractors to: Analyze project profitability, utilization, work-in-progress, AR aging, and business development effectiveness Analyze firm-wide data and drill down by organization, department, project phase, project manager or task Perform a what if analysis to determine potential revenue, profit and cash flow impact from changes in orders, job profit, or general conditions Simplify project planning and pricing analysis Leverage investments in existing resources and infrastructure by integrating data from existing sources Identify profitable partners and vendors to improve collaborative business processes

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WHAT ARE THE COMMON TOOLS USED IN BUSINESS INTELLIGENCE? ACCOUNTING SYSTEMS Provide project cost accounting data reports, financials, budgets and benchmarking ESTIMATING SYSTEMS Allow to draw from pricing data bases such as RS Means, assemblies and track pricing from vendors and vendor performance PROJECT MANAGEMENT SYSTEMS Allow to develop project schedules, WBS, and project resource planning and project performance BIDDING OPPORTUNITY SITES Identify solicitations based on industry (NAICS), identify competition, client/customer data and information INTERNAL PLANNING SOFTWARE Business planning and strategic planning

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WHAT IS KN OWLEDGE MANGEMENT? Wikipedia Knowledge Management (KM) is the process of capturing, developing, sharing and effectively using organizational knowledge. KM allows contractors to: Create, secure, capture, coordinate, combine, retrieve and distribute knowledge Reuse and share knowledge amongst all project stakeholders to improve processes, identify areas of efficiency and cost savings Reduce the time and costs to solve problems Preserve knowledge and lessons learned of both implicit and tacit knowledge as the property of the company Explicit vs. Tacit Knowledge Explicit knowledge can be expressed in words and numbers and is easily conveyed Tacit knowledge is hard to formalize and convey, typically a watch and learn event

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KEY KM COMPONENTS USED FOR BUSINESS DEVELOPMENT Contact Management Systems: Customer Resource Management (CRM) Contact Capture (Business Card Scanning applications) Business Intelligence Services: Dynamic Search Engines subscription and free services B2G/B2B Conferences & Networking Paid & public industry data and sources Capture Management Systems: Pipeline Management systems Collaborative Workspaces Proposal development systems Collateral Management Systems: Statement of Qualifications (SOQ)/Line cards Proposals and previous responses Resumes (individual & corporate)

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HOW CAN A SMALL EMERGING CONTRACTOR APPLY BOTH BI AND KM? First Things First: Take inventory of your current technologies and techniques How are you capturing contact information of buyers, clients, vendors and partners? Does your email system allow you to sort and apply rules to email contacts? How are you preparing estimates? Do you use an estimating program or spreadsheets? How are you identifying opportunities? Word of mouth, free list serves or paid subscription services? What is your go-no-go strategy? How do you decide which opportunities to pursue? How are you putting proposals and bids together? Do you bid similar types of work where you can reuse previous materials? Do you keep resumes of key employees current? When you submit, do you track success/failure rates? Do you perform lessons learned after bid/proposal submittals or project completions?

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Opportunity Contact Mgmt. Business Intel Capture Mgmt. Collateral Mgmt. BUSINESS DEVELOPMENT KNOWLEDGE MANAGEMENT CYCLE The Golden Opportunity

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COMBINING HUMAN INTELLIGENCE WITH KM & BI SCENARIO: Tracking Future Opportunity with the U.S. Navy in Guatemala Face-to-Face Matchmaking Meeting at a Conference Met Mrs. Shawn Smith U.S. Navy Small Business Liaison at the National 8(a) Conference in Orlando, FL Contact provided her business card as well as information regarding projected budget and spending Contact provided pre-forecast as well as historical spending in our NAICS code I followed-up with email and Statement of Qualifications (SOQ) Scheduled follow-up email and/or phone call in email calendar Identified future conferences contact we both will attend Scanned contact business card into our Contact Management System (CRM) Business Intelligence Tool Entered opportunity title and solicitation number to track into our paid business intelligence subscription service for federal contract opportunities Researched other interested vendors Reached out to past teaming partners and key vendors to inform or confirm knowledge of future opportunity

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Opportunity Contact Mgmt. Business Intel Capture Mgmt. Collateral Mgmt. BUSINESS DEVELOPMENT KNOWLEDGE MANAGEMENT CYCLE Contact Capture & Management

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KEYS TO A SUCCESSFUL CONTACT CAPTURE & MANAGEMENT SYSTEM Contact Capture and Contact Management Is the solution available on multiple mobile devices and platforms? Ensure your CRM is compatible with your card scanning application? Does your card scanning application allow you to make notes? Does your card scanning application allow you to connect with your e-mail client? Does your card scanning application allow you to connect social media applications such as LinkedIn, Facebook and Twitter? Does your card scanning application have an enterprise offering? Popular Commercial Options for Mobile Devices CardMunch (LinkedIn) PowerContacts - ScanBizCard Neat CamCard (free)

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Step 1: Contact Input - Power Contacts Snapshot from Mobile Device

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Step 2: Scan Business Card with ScanBizCard

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Step 3: PowerContacts Data Entry

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Step 4: PowerContacts Contact Export to CRM

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Alternative: Contact Management via Excel

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KEYS TO A SUCCESSFUL CONTACT MANAGEMENT SYSTEM Utilize a Customer Resource Management System (CRM) Is your CRM compatible with your e-mail client? Do you have a central repository of corporate contacts? Is there a written policy regarding contact retention? Pros/Cons of not providing company e-mails/cell phones Does your IT staff or vendor have a clear understanding of your intended use, output and the basic compatibilities of the program? Popular Commercial Options Salesforce SugarCRM Microsoft Dynamics Insightly

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Step 5: Import Contact Management into CRM Application

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Step 6: Contact Management Communication Management (Email)

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Opportunity Contact Mgmt. Business Intel Capture Mgmt. Collateral Mgmt. BUSINESS DEVELOPMENT KNOWLEDGE MANAGEMENT CYCLE Incorporating Business Intelligence Services

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Keys to a Successful Capture Management Program Considerations Does your capture management strategy balance risk/reward and reflect your corporate risk tolerance? Have you identified your Go/No-Go strategies? Are you too reliant upon a single capture management approach or do you blend both human intelligence with business intelligence from subscriptions services? Have you identified a corporate strategy towards balancing your marketing strategies? Have you put your organization in the strongest and strategically advantageous position? Do you have a lessons learned methodology and approach for evaluating both wins and losses? Does your system allow for collaborative workspaces in a corporate intranet space? Popular Commercial Options GovWinIQ (Pipeline Management) EZGovOpps (Pipeline Management) Domo (Dashboards) Smartsheets(Dashboards) Klipfolio (Dashboards)

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Opportunity Contact Mgmt. Business Intel Capture Mgmt. Collateral Mgmt. BUSINESS DEVELOPMENT KNOWLEDGE MANAGEMENT CYCLE Capture Management

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Step 7: Enter Opportunity into Business Intelligence Search Engine Paid Subscription Service: EZGovOpps

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Alternative: Enter Opportunity into Search Engine Free Service: FEDBIZOPPS

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Step 9: Import Opportunity into CRM tool

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Alternative: Export Opportunity Details into Excel

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Opportunity Contact Mgmt. Business Intel Capture Mgmt. Collateral Mgmt. BUSINESS DEVELOPMENT KNOWLEDGE MANAGEMENT CYCLE Managing Collateral

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KEYS TO A SUCCESSFUL COLLATERAL MANAGEMENT SYSTEM Samples of Collateral Resumes, estimates, SOQs, past proposals, graphics, templates, bid documents, etc. Strategic Capabilities Is your collateral management system dynamic? Does it allow search ability? Does your collateral management system have version control? Does your collateral management system allow for collaboration? Is your collateral readily available? Do you have an internal process to create buyer specific collateral? What do you consider collateral? (SOQs, proposals, resumes, graphics, etc.) Is your collateral management system compatible with your capture management, business intelligence and contact management systems? Popular Commercial Options (mobile portability) Knowledge Tree Box DropBox Sharepoint

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Step 10: Utilize Collaborative Workspaces to Collect Proposal/Sources Sought information from Stakeholders - (AMENDED)

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Step 11: Manage the Proposal & Bidding Process (AMENDED)

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Step 12: Link Collateral Management & Contact Management Communication via CRM System (AMENDED)

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Step 13: Collateral Management CRM to Cloud Storage System (Dropbox) (AMENDED)

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Opportunity Contact Mgmt. Business Intel Capture Mgmt. Collateral Mgmt. BUSINESS DEVELOPMENT KNOWLEDGE MANAGEMENT CYCLE All Systems Go!

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THANK YOU FOR YOUR TIME 255 E. FIREWEED LN., STE. 102 ANCHORAGE, ALASKA 99504 WWW.HIGHLINERCONSULTING.COM QUESTIONS COMMENTS?