Winning More Business

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The Capture Management Life-Cycle
Winning More Business
Presented By Gregory A. Garrett, CPCM,
PMP APMP NCA November 2003
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The Capture Management Life-Cycle
Key Topics of Discussion

• The World WE Live In!
• Creating Value for Customers
• The Capture Management Life-Cycle
• What it Takes to Win Business Globally
• The Capture Management Organizational Assessment
  Tool (CMOAT)

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The World WE Live In
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Creating Value for Customers
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From The Capture Management Life-Cycle, by
Gregory A. Garrett and Reginald J. Kipke, CCH
2003, pg. 4.
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Reference Text, pg. 15
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Reference Text, pg. 27
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Reference Text, pg. 31
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Reference Text, pg. 101
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Reference Text, pg. 136
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ScopeofGlobalization
Cultural
Political
Demand Structure
Economies ofScale
Competitiveness in the Globalizing Industry
StrategicFocus
Socio-economic
Technological
Adapted from Global Marketing, by Hassan and
Blackwell, Harcourt Brace Publishing, 1994
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Adapted from The Global Challenge, by Moran and
Riesenberger, New York, McGraw-Hill, 1994
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• CMOAT contains three critical elements
• A ten question organizational capture management
  capability assessment,
• A ten question organizational capture management
  performance assessment, and
• A model/matrix to visually illustrate the
  organizations current capture management
  capability and past performance.

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Reference Text, Appendix A
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• Sellers demonstrated Leadership Commitment to
  Winning More Business
• Sellers Resource Utilization
• Sellers Availability of Leading-edge Technology
  and Products
• Sellers Ability to Leverage their Supply-Chain
• Buyers Favor the Seller
• Sellers Past Experience and Past Performance
• Sellers Participation in Proposal and Project
  Requirements.
• Sellers Future Business Potential
• Executive for Bid/Proposal/Contract Management
  Assessment of Organizations Capture Capability
• Sales Executive Assessment of Organizations
  Capture Capability

Ten Key Capability Factors
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Reference Text, Appendix A
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• Sellers Actual Revenue vs. Sales Plan
• Sellers Actual Margin vs. Margin Plan
• Sellers Alignment of deals to Organizations
  Strategic Direction
• Sellers Project Management Executive Assessment
  of Recent Projects
• Sellers Recent New Business has Added Important
  Experience and/or skills
• Sellers Presale Expenses
• Sellers Actual Bid/Proposal Win Rate
• Sellers Customer Loyalty Index (CLI) Rating
• Sellers Actual Number of Days of Sales
  Outstanding (DSO) vs. Plan
• Sellers Revenue Generated via Contract Changes
  Management vs. Plan

Ten Key Performance Factors
Reference Text, Appendix A
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