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



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



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



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




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: 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



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




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




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



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




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.



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



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



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



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

Winning More Business Globally

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