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 AmericaWireless Major
AccountsLucent Technologies April 2003
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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
From The Capture Management Life-Cycle
Winning More Business, by Gregory A. Garrett and
Reginald J. Kipke, CCH, 2003
4
The Capture Management Life Cycle (Phases
Stages)
From The Capture Management Life-Cycle
Winning More Business, by Gregory A. Garrett and
Reginald J. Kipke, CCH, 2003
5
Pre-Bid Phase Opportunity Profile Stage
Inputs Tools Techniques Outputs
Knowledge of your customer Knowledge of your company Knowledge of your competitors Quantify Opportunity Risk Opportunity Risk Assessment Grid Elements of Opportunity Elements of Risk Opportunity Quantification Tool Risk Quantification Tool Gather Competitive Intelligence Competitor Profile Sources of Competitive intelligence Develop Win Strategy Sweet Spot-Sour Spot Analysis Win Theme Strategy Plan Customer Positioning Plan Customer Contact Plan Outline the Opportunity Stakeholder Presentation Outline Qualified Opportunity Competitor Profile Win Strategy Outline of Offer Stakeholder Review Presentation
From The Capture Management Life-Cycle
Winning More Business, by Gregory A. Garrett and
Reginald J. Kipke, CCH, 2003
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Sweet Spot vs. Sour Spot Analysis
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Pre-Bid Phase Capture Project Plan Stage
Inputs Tools Techniques Outputs
Bid/No Bid Decision Alignment on Strategy Resource Commitment Escalation Support Stakeholder Opportunity Review Package Capture Core Team Capture Core Team Capture Core Team Roles Responsibilities Deliverables Proposal Layout A Bidders Dozen Golden Rules Proposal Development Checklist Proposal Production Checklist Work Tasks Work Breakdown Structure Resources Organization Breakdown Structure Types of Team Structures Responsibility Assignment Matrix Opportunity Budget Plan Timeline Types of Timelines Task List Schedule Communication Plans Project Communication Plan Change Control Plan Alert-Jeopardy-Escalation Plan Identified Deliverables Proposal Layout Win Theme Strategies Identified Work Tasks Identified Resources Identified Timeline Communication Plans Project Communication Plan Change Control Plan Alert-Jeopardy-Escalation Plan
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
Inputs Tools Techniques Outputs
Engaged Capture Team Validated Capture Project Plan Agreed to Communication Plan Documented Proposal Development Plans List of Action Items with Owner and Due Dates Execute the Capture Project Plan Capture Team Status Meetings Action Item Register Stakeholder Status Report Stakeholder Status Review Outline Develop Solution Solution Architecture Compliance Matrix Solution Linkage Matrix Delivery Plan Develop Risk Mitigation Plans Sources of Risk Ways of Mitigating Risks Risk Mitigation Plan Risk Mitigation Plan Log Develop Business Case Business Case Scenarios Business Case Models Product/Service Profile Customer Business Case Common Business Case Terms Develop Proposal Attributes of Winning Proposals Customer Solution Design Pricing Delivery Plan Risk Mitigation Plans Business Cases Customer Proposal Executive Summary Technical Response Delivery Response Pricing Response Contractual Response
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
Why Bids/Proposals Lose Evaluation Points
Questionable or inadequate understanding of requirements or needs
Incomplete response to the solicitation critical sections left out of the proposal
Noncompliance with specifications misinterpretation of the specifications
Insufficient resources (time, funds, personnel, etc.) to accomplish the required services or tasks
Insufficient information about the resources required for satisfactory performance under the contract
Poor proposal organization obstacles in correlating proposal content to the solicitation or requirements
Failure to show relevance of past experience to the proposed project
Unsubstaintiated or unconvincing rationale for proposed approaches or solutions
Wordiness. Mindboggling wordiness
Repeating requirements without discussing how they will be performed
Source Building a Contract Solicitations/Bids and Proposals A Team Effort? National Contract Management Association
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Negotiations Contract Formation Stage
Inputs Tools Techniques Outputs
Solicitation (RFP, RFQ, Etc.) Bid or Proposal Buyers source selection process Sellers past performance Previous contracts Competitor Profile Business Ethics/Standards of Conduct Guidelines Market and Industry practices Oral Presentations Highly skilled negotiators Legal Review Business Case Approval Contract Negotiation Formation Process Plan negotiations Conduct negotiations Document the negotiations and Form the Contract Contract or Walk away
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
1980s and Before 1990s and After
Continuity Change
Planning Coping with the unexpected
Adjustment Transformation
Diversification Focus and segmentation
Management Leadership
Instruction Facilitation Learning
Individuals Project Teams
Knowledge Competence
Scale Flexibility Speed
Uninformed Customers Knowledgeable Demanding Customers
National Boundaries Freedom of Movement
Adapted from Colin Coulson-Thomas, Creating
the Global Company, New York, McGraw-Hill, 1992.
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Globalization Paradigm Shift
Old paradigm New paradigm
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 drive 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
Adapted from The Global Challenge, by Moran and
Riesenberger, McGraw-Hill, 1994
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What it Takes to Win Business Globally
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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Individual Globalization Competencies
Global Attitude
Adapted from the Global Challenge, by Moran
Riesenberger, New York, McGraw-Hill, 1994
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Organizational Globalization Competencies
Core Competencies WorldwideOrganizational Solution
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 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
Adapted from The Global Challenge, by Moran and
Riesenberger, New York, McGraw-Hill, 1994
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Thank You Are there any comments or questions?