APMP Foundation: Establishing Requirements

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Second module in the Bid to Win APMP Foundation Preparation Distance Learning programme.

Covers Intelligence Gathering, Knowledge Management and Sales Participation

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  • Welcome to the third in the series of the APMP Foundation Training webinars.In this webinar we are going to address APMP Foundation Syllabus areas:Information GatheringKnowledge ManagementSales Participation - Candidates should be familiar with sales methodologies
  • In this session we will find out what else we need to know about the prospect, the competition we face and the possible partnerships that we could form so that together we can satisfy the prospect’s needs.We shall also consider how we may be compared against the competition through the prospect’s eyes.
  • By the a later unit on Developing Strategy we will examine how to position our resources and capabilities to address weaknesses in our own position and attack our competition where they are weakIn order to do this effectively we need to find out as much as possible about the customer and the competition we will encounter during the bid.We don’t always know everything and sometimes suffer from a lack of information.In these cases we may have to make an informed assumption about the situation. Knowing what information we lack can prompt us to go and find out. But, if we just don’t have the time or the resources then we need to make a judgment on how to proceed.Bid management is a part of the sales function. So to operate effectively with our sales colleagues and to transfer those skills across organisations using different approaches we need a basic awareness of sales methodologies and some of their terminology.
  • So when do start gathering information. The earlier we can start doing this the better so that we are well prepared.Think about how much information you we need in order to be able to produce a proposal, That will help in allocating an appropriate amount of time to your search.Knowledge of your sales methods and internal process will help you in knowing which documents to look at to find information. For example:In most organisations a summary of the Prospect’s business, the issues affecting it and the key players should be in the Account PlanIf the sales organisation is using the Strategic Selling approach then an analysis of the key decision makers will be in the Blue SheetA Solution Selling organisation will have an analysis of how different issues affect different buyers in the Pain ChainMost large organisations will have a Competitive Intelligence unit that provides analyses of competitor activity by marketLessons Learned from previous bids to similar customers may be a source of intelligence for this bid
  • Here is a set of useful questions about the prospect or customer.If you have answers to all of these questions then you’re in a good position. If not then you have what we call a gap in intelligence which you will need to fill.
  • Here is a set of useful questions about the prospect or customer.If you have answers to all of these questions then you’re in a good position. If not then you have what we call a gap in intelligence which you will need to fill.
  • Here is a set of useful questions about the prospect or customer.If you have answers to all of these questions then you’re in a good position. If not then you have what we call a gap in intelligence which you will need to fill.
  • Here is a set of useful questions about the prospect or customer.If you have answers to all of these questions then you’re in a good position. If not then you have what we call a gap in intelligence which you will need to fill.
  • Here is a set of useful questions about the prospect or customer.If you have answers to all of these questions then you’re in a good position. If not then you have what we call a gap in intelligence which you will need to fill.
  • Here is a set of useful questions about the prospect or customer.If you have answers to all of these questions then you’re in a good position. If not then you have what we call a gap in intelligence which you will need to fill.
  • Here is a set of useful questions about the prospect or customer.If you have answers to all of these questions then you’re in a good position. If not then you have what we call a gap in intelligence which you will need to fill.
  • Here is a set of useful questions about the prospect or customer.If you have answers to all of these questions then you’re in a good position. If not then you have what we call a gap in intelligence which you will need to fill.
  • Here is a set of useful questions about the prospect or customer.If you have answers to all of these questions then you’re in a good position. If not then you have what we call a gap in intelligence which you will need to fill.
  • Similarly, we should consider our competition from two perspectives. Firstly, the customer’s perception of the competition and then our own views. This intelligence will help us position ourselves against the competition.Remember, the customer’s perception counts!
  • Once we have gathered sufficient intelligence we will be in a position to try and make sense of it all. It is also worth considering the bigger picture of the industry sector and markets we and the prospect are operating in.What are the trends in that sector, such as introducing automation, or outsourcing.What is the political situation? Are government elections imminent and if so, does it make a difference?Are there international considerations, such as, political stability, a climate of peace, free markets and movement of goods?Once we have established where the intelligence gaps, and started to fill in the pieces we can look at organising this intelligence into knowledge.
  • It could be as simple as a bid file! What does this mean to you?What is your knowledge base?For example, it could be a CRM orcustomer relationship database system.
  • The Association expects that candidates should be aware of existing internal and external data sources in bids and to be able to add information to our knowledge base.
  • Here’s a useful definitionKnowledge management is the systematic process for acquiring, creating, synthesising, sharing and using intelligence, insights and experiences to achieve organisational goals.You will be relieved that you will not be expected to memorise this!
  • Here are some examples of where we can find out information about organisations in our sphere. Whether these are prospects, partners or competitors.It is usual to be able to apply to a business registration facility such as Companies House in the UK for a set of accounts.Whenever any of your staff have contact with a customer stress the importance of getting a visit report to update your knowledge base. Examples of contacts could be staff engaged on existing contracts, maintenance staff, account visits and so on.Bidders conferences provide great opportunities to hear briefing from the prospect and questions from your competitiors, but be careful about what you say as you do not want to give away information.
  • Add all intelligence into yourknowledge base.Sort intelligence byCustomer, and/orCompetitorInvite others to contribute to the knowledge baseGet information from other parts of your company that may touch customer – the information we hold could be useful to them alsoOur knowledge is the sum of our experience so don’t forget about:Lessons learned from previous bidsOutputs from previous bids that might be re-usable on this oneIt would be a useful discipline to include a “Review Lessons Learned” step at the START of every major activity in your proposal process.
  • Remember, the more we know about the prospects motives for buying the better we can describe our offer in terms of delivering their vision.Customer intelligence will help us be more RESPONSIVEWhen we appreciate how we are viewed compared with our competitors, we can write our proposal to emphasise our strengths over their weaknesses and downplay areas where the competition is stronger than us.Competitive intelligence will help us be more FOCUSED
  • In the Proposal Guide section on Customer Focus which starts on page 44, that’s in the Third Edition.There is some useful advice about Citing the Prospects vision.This quote is in the top right hand column on Page 45, I’ll read it out …
  • For this question we have the not! Word. Read the question fully followed by the possible answers and make your selection.
  • In the eTorial we will discuss your sales intelligence for the ManCocase and provide an opportunity for you to share your conclusions.Particularly focus on what you’d need to know to help the Sales Director build a Business Case for any systems investment.You should also read the topics Compliance and Responsiveness
  • APMP Foundation: Establishing Requirements

    1. 1. APMP® Accreditation Programme Establishing Requirements: Information Gathering Knowledge Management Sales Participation© APMP 2005 and Bid to Win Ltd 2010 Version: 0v9
    2. 2. Information GatheringChoosing the right opportunities Establishing Requirements Developing Strategy Information Gathering Knowledge Management Sales Participation Managing Time, Cost and Planning the Proposal Phase Communicating your Plan Quality Learning from Experience Understanding the prospect, their perceptions of us and of our competition
    3. 3. Learning objectives –develop the ability to:gather and analyse customer andcompetitive intelligenceidentify gaps in intelligencerecognise different sales methods Syllabus Requirement
    4. 4. Intelligence Gathering• Gather intelligence early• Continue to gather during and after the proposal• Consider: – How much intelligence do we need? – How much intelligence can we afford to gather? – Sources of intelligence on customers and competition
    5. 5. Customer InformationWho is the customer – who makes the decisions?What do we know about them?What does the customer need to achieve success?What is affecting them – what is their operating environment?What are the customer’s key concerns or hot buttons?Do you know their important decision dates?How does the customer make decisions?What is the customer’s buying process?Is there anything else that would be useful to know … ?
    6. 6. Customer Informationa Who is the customer – who makes the decisions? What do we know about them? What does the customer need to achieve success? What is affecting them – what is their operating environment? What are the customer’s key concerns or hot buttons? Do you know their important decision dates? How does the customer make decisions? What is the customer’s buying process? Is there anything else that would be useful to know … ?
    7. 7. Customer InformationA Who is the customer – who makes the decisions? What do we know about them? What does the customer need to achieve success? What is affecting them – what is their operating environment? What are the customer’s key concerns or hot buttons? Do you know their important decision dates? How does the customer make decisions? What is the customer’s buying process? Is there anything else that would be useful to know … ?
    8. 8. Customer InformationWho is the customer – who makes the decisions?What do we know about them?What does the customer need to achieve success?What is affecting them – what is their operating environment?What are the customer’s key concerns or hot buttons?Do you know their important decision dates?How does the customer make decisions?What is the customer’s buying process?Is there anything else that would be useful to know … ?
    9. 9. Customer InformationWho is the customer – who makes the decisions?What do we know about them?What does the customer need to achieve success?What is affecting them – what is their operating environment?What are the customer’s key concerns or hot buttons?Do you know their important decision dates?How does the customer make decisions?What is the customer’s buying process?Is there anything else that would be useful to know … ?
    10. 10. Customer InformationWho is the customer – who makes the decisions?What do we know about them?What does the customer need to achieve success?What is affecting them – what is their operating environment?What are the customer’s key concerns or hot buttons?Do you know their important decision dates?How does the customer make decisions?What is the customer’s buying process?Is there anything else that would be useful to know … ?
    11. 11. Customer InformationWho is the customer – who makes the decisions?What do we know about them?What does the customer need to achieve success?What is affecting them – what is their operating environment?What are the customer’s key concerns or hot buttons?Do you know their important decision dates?How does the customer make decisions?What is the customer’s buying process?Is there anything else that would be useful to know … ?
    12. 12. Customer InformationWho is the customer – who makes the decisions?What do we know about them?What does the customer need to achieve success?What is affecting them – what is their operating environment?What are the customer’s key concerns or hot buttons?Do you know their important decision dates?How does the customer make decisions?What is the customer’s buying process?Is there anything else that would be useful to know … ?
    13. 13. Customer InformationWho is the customer – who makes the decisions?What do we know about them?What does the customer need to achieve success?What is affecting them – what is their operating environment?What are the customer’s key concerns or hot buttons?Do you know their important decision dates?How does the customer make decisions?What is the customer’s buying process?Is there anything else that would be useful to know … ?
    14. 14. Competitor InformationCompetition (Customer view)• What do they think of them?• How have they performed for them in the past?• How well do they know them?• Do they know the competitors’ reference customers?• What further questions should you ask?Competition (Our view)• What do we know about their solution?• Have we lost to them in the past?• What do they know about us?• What else would be good to know?
    15. 15. Analysis• Where are our intelligence gaps? – Customer – Competitors – Industry/Market• Analyse after assembling and collating intelligence and generating data from what-if scenarios
    16. 16. Knowledge Management Organising your information Establishing Requirements
    17. 17. Learning objectives –develop the ability to:be aware of existing internal and external data sourcesand add to the knowledge base Syllabus Requirement
    18. 18. What is Knowledge Management?Knowledge management is the systematic process for : • acquiring, • creating, • synthesising, • sharing, and • usingintelligence, insights, and experiencesto achieve organisational goals.
    19. 19. Sources of Information Internet  3rd party research services Freedom of Information Act  Trade associations Consultancies such as Dun &  Bidders conferences Bradstreet  CRM systems Published information  Ex staff  Annual Reports  Proposal de-briefings  Conferences  Media/Press  Internal capability documents Industry contacts  Visit reports Partners Suppliers
    20. 20. Adding to the Knowledge Base Add all intelligence into a knowledge base Sort intelligence by Customer and/or Competitor Invite others to contribute to the knowledge base
    21. 21. Benefits of Intelligence Gathering Improved understanding of prospect’s needs, motivations and relationships Appreciation of how the prospect perceives us versus competition
    22. 22. Cite the prospect’s vision Studies have found that while nearly all bidders are technically qualified, the organisations selected are the ones that “had the best understanding of the prospect’s business”. Proposal Guide 45
    23. 23. Quick Quiz Question:In accepted best practice which is NOT an aspector benefit of Intelligence Gathering?:a. Help us understand how they perceive the competitionb. Ensures that we submit a competitive proposalc. Continues throughout the sales cycled. Contributes to our knowledge base
    24. 24. How did you do?a. Gathering Intelligence on our prospect should help usunderstand how they perceive the competition.b. Although it will help , gathering Intelligence on ourprospect will not necessarily ensure that we submit acompetitive proposal. So, this is the correct answer.c. Gathering Intelligence should continue throughout thesales cycled. Gathering Intelligence does contribute to our knowledgebase.
    25. 25. Sales Participation:Befriend your sales team Understand how to talk the salesperson’s language
    26. 26. Sales Participation• Knowledge of Sales methodologies Establishing RequirementsSyllabus Requirement
    27. 27. Common Sales MethodologiesSPIN Selling HuthwaiteStrategic Selling Miller HeimanPower Base Selling HoldenTarget Account Selling The TAS GroupSolution Selling SPIConsultative Selling HananFacilitative Selling Lore
    28. 28. Preparing for the e-torialList the information we know about ManCo • People • Motives • RequirementsList the information we know about the Competition • People • Sales Method • Strengths and WeaknessesInstructions for Intelligence Gathering Exercise: • How is the competition perceived by ManCo? • What information are we missing? • Place your work in the Class Space.

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