Winning More Business Globally
Transcript of Winning More Business Globally
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Winning More
Business Globally
“The Capture Management Life-Cycle”
By: Gregory A. Garrett, CPCM, PMPVice President
Program Management
North America
Wireless Major Accounts
Lucent Technologies
April 2003NCMA – Conference
Commercial Contract
Management
Dallas, TX
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Winning More Business – Globally
Key Topics
• The Capture Management Life Cycle
• A Process Approach – Inputs, Tools & Techniques and Outputs
• Sweet Spot vs. Sour Spot Analysis
• Why Bids/Proposals Lose
• Key Characteristics Shaping the Global Business Environment
• Globalization Paradigm Shift
• What it Takes to Win Business Globally
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The Capture Management Life Cycle
Opportunity
Profile
Stakeholder
Buy-In
Capture
Project
Plan
Capture
Team
Kickoff BidDevelopment
Bid
Reviews
Opportunity
Growth
Contract
Fulfillment
Negotiation
and Contract
Formation
Stakeholder
Approval
Pr e-Bid
Phase
Bid
Phase
Post-Bid
Phase
3 Phases
10 Stages
From: The Capture Management Life-Cycle: Winning More Business, by Gregory A. Garrett and Reginald J. Kipke, CCH, 2003
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The Capture Management Life Cycle (Phases & Stages)
Pre-Bid Phase Bid Phase Post-Bid Phase
Opportunity Profile Stage
• Qualify Opportunity and R isks• Gather Com petitive Intelligence
• Develop W in Strategy
• Outline Opportunity
Stakeholder Buy-In Stage
• Conduct Bid/No Bid Review
• Obtain Strategy Alignment• Get Resource Comm itment
• Ensure Escalation Support
Capture Project Plan Stage
• Identify Deliverables
• Identify Work Tasks
• Identify Timeline
• Identify Resources
• Develop Comm unication Plans
Capture Team K ickoff
Stage
• Review Bid
• Validate Capture Project Plan
• Review Com munication Plans
• Review Propos al Developm ent Plans
Bid Development Stage
• Execute Capture Project Plan
• Develop Solution
• Develop R isk M itigation Plans
• Develop Business Case(s)
• Develop Proposal
Bid Review s Stage
• Conduct Pink Team Reviews
• Conduct Red Team Reviews
• Obtain Offer Certifications
Stakeholder Approval
Stage
• Review Ch anges, Solution, Risks
• Review Business Case
• Obtain Authority To Bid
Negotiation and Contract
Formation Stage• Conduct Oral Presentations
• Plan Negotiations
• Conduct Negotiations
• Develop Contract
Contract Fulfillment
Stage• Manage Project
• Adm inister Contract
• Manage Changes
• Closeout Contract
Oppo rtunity Growth
Stage• Conduct W in/Loss Review
• Manage Customer
Expectations
• Obtain Custom er Feedback
• Build Customer Trust
From: The Capture Management Life-Cycle: Winning More Business, by Gregory A. Garrett and Reginald J. Kipke, CCH, 2003
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Pre-Bid Phase: Opportunity Profile Stage
• Qualified Opportunity
• Competitor Profile
• Win Strategy
• Outline of Offer – Stakeholder
Review Presentation
• Quantify Opportunity & Risk
o Opportunity & Risk Assessment
Grid
o Elements of Opportunity
o Elements of Risk
o Opportunity Quantification
Tool
o Risk Quantification Tool
• Gather Competitive
Intelligence
o Competitor Profile
o Sources of Competitive
intelligence
• Develop Win Strategy
o Sweet Spot-Sour Spot Analysis
o Win Theme & Strategy Plan
o Customer Positioning Plan
o Customer Contact Plan
• Outline the Opportunity
o Stakeholder Presentation
Outline
• Knowledge of your customer
• Knowledge of your company
• Knowledge of your
competitors
OutputsTools &
Techniques
Inputs
From: The Capture Management Life-Cycle: Winning More Business, by Gregory A. Garrett and Reginald J. Kipke, CCH, 2003
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From: Sweet Spot - Sour SpotAnalysis
A Bidder’s Dozen: Golden Rules For Winning Work
David G. Pugh, Ph.D. – Lore International Institute
Our
Weaknesses
Competitor
Strengths
Competitor Weaknesses
Our Strengths
Customer Needs
Sweet Spot
Sour Spot
Mitigate our weaknesses
Neutralizetheir strengths
Highlight our strengths
Ghost their weaknesses
Strategy
Strategy Strategy
Strategy
Sweet Spot vs. Sour Spot Analysis
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Pre-Bid Phase: Capture Project Plan Stage
• Identified Deliverables
o Proposal Layouto Win Theme & Strategies
• Identified Work Tasks
• Identified Resources
• Identified Timeline
• Communication Plans
o Project Communication Plano Change Control Plan
o Alert-Jeopardy-Escalation Plan
• Capture Core Team
o Capture Core Team Roles& Responsibilities
• Deliverables
o Proposal Layout
o A Bidder’s Dozen: Golden
Rules
o Proposal Development Checklist
o Proposal Production Checklist
• Work Tasks
o Work Breakdown Structure
• Resources
o Organization Breakdown
Structure
o Types of Team Structures
o Responsibility AssignmentMatrix
o Opportunity Budget Plan
• Timeline
o Types of Timelines
o Task List Schedule
• Communication Plans
o Project Communication Plan
o Change Control Plan
o Alert-Jeopardy-Escalation Plan
• “Bid/No Bid” Decision
• Alignment on Strategy
• Resource Commitment
• Escalation Support
• Stakeholder Opportunity
Review Package
• Capture Core Team
OutputsTools &Techniques
Inputs
From: The Capture Management Life-Cycle: Winning More Business, by Gregory A. Garrett and Reginald J. Kipke, CCH, 2003
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Bid Phase: Bid Development Stage
• Customer Solution
o Designo Pricing
o Delivery Plan
• Risk Mitigation Plans
• Business Cases
• Customer Proposal
o Executive Summary
o Technical Response
o Delivery Response
o Pricing Response
o Contractual Response
• Execute the Capture Project
Plano Capture Team Status Meetings
o Action Item Register
o Stakeholder Status Report
o Stakeholder Status Review
Outline
• Develop Solution
o Solution Architecture
o Compliance Matrix
o Solution Linkage Matrix
o Delivery Plan
• Develop Risk Mitigation Plans
o Sources of Risk
o Ways of Mitigating Risks
o Risk Mitigation Plan
o Risk Mitigation Plan Log
• Develop Business Case
o Business Case Scenarios
o Business Case Models
o Product/Service Profile
o Customer Business Case
o Common Business Case Terms
• Develop Proposal
o Attributes of Winning Proposals
• Engaged Capture Team
• Validated Capture Project
Plan
• Agreed to Communication Plan
• Documented Proposal
Development Plans
• List of Action Items with
Owner and Due Dates
OutputsTools &Techniques
Inputs
From: The Capture Management Life-Cycle: Winning More Business, by Gregory A. Garrett and Reginald J. Kipke, CCH, 2003
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Why Bids/Proposals Lose
Source: Building a Contract: Solicitations/Bids and Proposals – A Team Effort?
National Contract Management Association
Repeating requirements without discussing how they will be performed
Wordiness. Mindboggling wordiness
Unsubstaintiated or unconvincing rationale for proposed approaches or solutions
Failure to show relevance of past experience to the proposed project
Poor proposal organization; obstacles in correlating proposal content to the solicitation or requirements
Insufficient information about the resources required for satisfactory performance under the contract
Insufficient resources (time, funds, personnel, etc.) to accomplish the required services or tasks
Noncompliance with specifications; misinterpretation of the specifications
Incomplete response to the solicitation; critical sections left out of the proposal
Questionable or inadequate understanding of requirements or needs
Why Bids/Proposals Lose Evaluation Points
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Negotiations & Contract Formation Stage
• Contract or Walk away
• Oral Presentations• Highly skilled negotiators
• Legal Review
• Business Case Approval
• Contract Negotiation &
Formation Process
o Plan negotiations
o Conduct negotiations
o Document the negotiations
and Form the Contract
• Solicitation (RFP, RFQ, Etc.)
• Bid or Proposal
• Buyer’s source selection
process
• Seller’s past performance
• Previous contracts
• Competitor Profile• Business Ethics/Standards
of Conduct Guidelines
• Market and Industry
practices
OutputsTools &
Techniques
Inputs
From: The Capture Management Life-Cycle: Winning More Business, by Gregory A. Garrett and Reginald J. Kipke, CCH, 2003
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Key Characteristics Shaping the Global Business Environment
• Freedom of Movement• National Boundaries
• Knowledgeable & Demanding
Customers
• Uninformed Customers
• Flexibility & Speed• Scale
• Competence• Knowledge
• Project Teams• Individuals
• Facilitation & Learning• Instruction
• Leadership• Management
• Focus and segmentation• Diversification
• Transformation• Adjustment
• Coping with the unexpected• Planning
• Change• Continuity
1990s and After1980s and Before
*Adapted from: Colin Coulson-Thomas, Creating the Global Company, New York, McGraw-Hill, 1992.
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Globalization Paradigm Shift
• Firms are evolving to a global orientation
for survival and growth
• Greater emphasis on quality, custom design,
speed, & small-lot size
• Multiple, smaller businesses are created
within a global umbrella
• Complexities of global commerce are
forcing companies to form
partnerships/alliances and reduce
permanent staffing
• Focus is on strategic thinking, vision,
planning, and execution
• Strategy is market driven and often led by
services
• Firms were primarily domestic-oriented
• Demand Exceeded supply in many
industries
• Single large national concern dominated
the market
• Companies competed through increasing
the size and number of employees
• Focus was on strategic planning and
continuous improvement
• Strategy was product driven
New paradigmOld paradigm
Adapted from “The Global Challenge”, by Moran and Riesenberger, McGraw-Hill, 1994
Wh t it T k t Wi B i Gl b ll
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Competitiveness
in the
Globalizing
Industry
Demand
Structure
Economies
of
Scale
Strategic
Focus
Scope
of
Globalization
T e c h n o
l o g i c a l
S o c i o - e c o n o m
i c
P o l i t i c a l
C u l t u
r a l
Adapted from: Global Marketing, by Hassan andBlackwell, Harcourt Brace Publishing, 1994
What it Takes to Win Business Globally
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Individual Globalization Competencies
Global Attitude
*Adapted from the Global Challenge, by Moran & Riesenberger, New York, McGraw-Hill, 1994
Vision Strategy Structure Implementation
Leadership Discipline Execution
Competencies
Required tomake it
work!
• Possess a global
mindset
• Ability to work
with a highly
diverse team
• Possess a long-
term orientation
Demonstrated
Abilities/Actions
• Motivates
employees to
excellence
• Facilitates
organizational
change
• Sets high
expectations
• Leads by example
• Focused on
process
improvement
• Serves as a team
or force multiplier
• Holds employees
accountable
• Leverages Supply-
Chain partners
• Skillfully executes
the deployment
cycle
• Plans and tracks
performance with
appropriatemetrics
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Organizational Globalization Competencies
Unified, understood and accepted by all
employees
Growth through coordinated centralization and
local adaptability
High
High
High
High, shared and interdependent
Central and unified
Flexibility, best candidate available from any
country
Best Available candidate
Shared and complex Emphasis on the Customer
and empowering employees
Shared and complex, real-time data, accurate
information
Shared and understood Performance Goals and
Metrics, with pay tied to performance
• Global Vision – Where the corporation intends to go, emphasis
is on acceptance
• Strategic Focus – Competitive advantages of the
organization
• Control – Flow of strategic direction from headquarters
• Local Autonomy – Degree of freedom allocated to the
subsidiary to change/modify products or services
• Coordination – Degree of Teamwork between subsidiary,
headquarters, and 3rd parties
• Domestic – Subsidiary Relationship – Flow of information – sharing
• Corporate Culture- Characteristics that unite people in
an organization
• Management Selection- Strong Leadership trait, team-
builder, and results-oriented
• Employee Selection- Combine country of origin and
corporate management staff
• Decision Processes- Control and flow of decision-making
• Information Processes – Control and flow of information
and knowledge
• Performance-Oriented- Results focused management and
employees
Worldwide
Organizational Solution
Core Competencies
*Adapted from The Global Challenge, by Moran and Riesenberger, New York, McGraw-Hill, 1994