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
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