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Crafting Global Proposals - there are only winners & losers

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A light-hearted look at what to careful of when working on global proposals.

A light-hearted look at what to careful of when working on global proposals.

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  • 1. Crafting Global Proposals - There are only Winners and Losers Presenter - Bill Graham APM.APMP 30th May, 2013
  • 2. Crafting Global Proposals: – There are only Winners & Losers Presented by: Bill Graham APM.APMP [Independent Consultant] bill.graham@sales-synthesis.co.za [+27 (0) 82 570 4124] May, 2013 SS
  • 3. Slide: 3 Pre-Amble
  • 4. Slide: 4 Dominant ExclusiveEmerging PervasiveAbsent Symbiotic relationship with clients Sustainability Making the competitors irrelevant Projects ParticularPerforming PertinentPeople Places The Sustainable Business Imperative Building mutually beneficial and sustainable long-term client relationships Source: Sales Synthesis Multi-National Companies [MNCs] may embrace a new dawn or a long dark night.
  • 5. Slide: 5 Structure of the Presentation • The presentation has been built using ‘real life experiences’ • There are a number of agenda items [following slide] • Some Sections have ‘Questions’, to which there are prizes • Each Section closes with a ‘Points to Ponder’ slide • Certain slides have ‘interesting’ quotations • The ‘Closing’ attempts to pull all of the ‘messages’ together • There is a bibliography at the end of this presentation • APMP instruction: Please complete the presentation of the evaluation on the website [Be honest, I am ‘thick-skinned’]
  • 6. Slide: 6 Today’s Agenda 1. Introduction: ‘The little five’ and ‘The eldest one wears yellow socks’ 2. The Runaway Terrain and the Opportunity Landscape 3. Winning Weighs for Business Heavyweights 4. Al Capone’s business lessons 5. Cross-Cultural Resource Profile & Plan 6. Case Study: Even with a global ‘Win’, everything was not peachy in Wonderland - Interactive session using a ‘real life’ review 7. Closing: Share prices, duvets and ducks 8. Q&A Session
  • 7. Slide: 7 1. Introduction
  • 8. Slide: 8 The Little Five The Leopard The Rhino The Lion The Buffalo The Elephant
  • 9. Slide: 9 Understand the True Nature of Things What markings are on a Leopard? What is a Lion’s worst enemy? What is the gestation period for an African Buffalo? What percentage of male Black Rhinos die because of intra-species fights? What are the closest living relatives to an Elephant?
  • 10. Slide: 10 Some answers – as with other things - may not be as obvious as they may seem
  • 11. Slide: 11 Question Answer What markings are on a Leopard? These markings are often called spots, but they are actually rosettes. What is a Lion’s worst enemy? A porcupine! If a Lion comes across a porcupine - and gets tricked into eating it - it gets sharp quills in its jaw for life! What % of male black Rhinos die because of intra-species fights? Black Rhinos fight each other - 50% of males and 30% of females die from these intra- species fights. What is the closest living relative/s to an Elephant? The Elephant’s closest living relative/s a are Manatees (also known as sea cows) and hyraxes (small, weasel-like land animals). What is the gestation period for an African Buffalo Gestation period is 330 days. Some answers may not be as obvious as they may seem
  • 12. Slide: 12 Know the Landscape What markings are on a Leopard? What is a Lion’s worst enemy? What is the gestation period for an African Buffalo? Rosettes A Porcupine 330 days What are the closest living relatives to an Elephant? Manatees (also known as sea cows) and hyraxes (small, weasel-like land animals). What percentage of male Black Rhinos die because of intra-species fights? 50%
  • 13. Slide: 13 Know Your Landscape What markings are on a Leopard? What is a Lion’s worst enemy? What is the gestation period for an African Buffalo? Knowledge Competition Relationship/s Investment - time What are the closest living relatives to an Elephant? What percentage of male Black Rhinos die because of intra-species fights? Conflict
  • 14. Slide: 14 Investment/s supporting business imperatives Shared Vision Communities of Interest Market Research, Analysis & Infusion Competitive Analysis Know Your Market Landscape – from your Business Perspective Knowledge Competition Relationship/s Investment - time Conflict
  • 15. Slide: 15 Global companies permeate their thinking… globally 'One Company' Investment/s supporting business imperatives Shared Vision Communities of Interest Market Research, Analysis & Infusion Competitive Analysis
  • 16. Slide: 16 Outcome: The Cliché Corporation Head Office Regional Offices National Offices • administrative overhead • no local knowledge • additional reporting • invoicing/billing dependent on non-local reward system • local competitors have advantage/s • culture clash • receptive gap • ‘one-size fits all’ challenge 'Every man is a creature of the age in which he lives; very few are able to raise themselves above the ideas of the time.' - Voltaire
  • 17. Slide: 17 Outcome: The Cliché Corporation Head Office Regional Offices National Offices • administrative overhead • no local knowledge • additional reporting • invoicing/billing dependent on non-local reward system • local competitors have advantage/s • culture clash • receptive gap • ‘one-size fits all’ challenge 'Every man is a creature of the age in which he lives; very few are able to raise themselves above the ideas of the time.' - Voltaire
  • 18. Slide: 18 Outcome: The Cliché Corporation – One Reality Global Account Manager [GAM] Regional Account Manager [RAM] National Account Manager [NAM] ‘I walk slowly, but I never walk backward.’ - Abraham Lincoln Business Account Manager [BAM] Salesperson Revenue recognition: Multiple counting of the same revenue
  • 19. Slide: 19 Know Your Landscape What markings are on a Leopard? What is a Lion’s worst enemy? What is the gestation period for an African Buffalo? Factual knowledge is an imperative Know your ‘real’ competition The higher profitable opportunities require a greater sales investment – time, resources etc. What are the closest living relatives to an Elephant? Relationships are key to successful engagements What percentage of male Black Rhinos die because of intra-species fights? Internal politics is self-destructing
  • 20. Slide: 20 Traditional Global Organisations ‘smother’ National entities Head Office Regional Offices National Offices Head Office Regional Offices National Offices <operating as individual entities> National Offices: • agility to compete • local knowledge • Focused on practical & realistic growth • administrative overhead • no local knowledge • additional reporting • invoicing/billing dependent on non-local reward system • local competitors have advantage/s • culture clash • receptive gap • ‘one-size fits all’ challenge Google: the company lacks the usual layers of middle-management, the hierarchical structure found in traditional corporations is non-existent.
  • 21. Slide: 21 Traditional Global Organisations ‘smother’ National entities Head Office Regional Offices National Offices Head Office Regional Offices National Offices <operating as individual entities> National Offices: • agility to compete • local knowledge • Focused on practical & realistic growth • administrative overhead • no local knowledge • additional reporting • invoicing/billing dependent on non-local reward system • local competitors have advantage/s • culture clash • receptive gap • ‘one-size fits all’ challenge Google: the company lacks the usual layers of middle-management, the hierarchical structure found in traditional corporations is non-existent. Reciprocal Altruism
  • 22. Slide: 22 Bid Management becomes a casualty of a Cliché Corporation Head Office Regional Offices National Offices • administrative overhead • no local knowledge • additional reporting • culture clash • receptive gap • no empathy [global to local] • compromised submission • potential ‘margin’ on ‘margin’ • ‘Too Many Cooks’ syndrome ‘Global’ Bid Manager Frustration Obfuscation ‘Local’ Bid Manager Best Practice – if not carefully selected & implemented - is sometimes merely a shortcut to bad delivery Time zone trouble If you think you know the answers, you’ll only look at the facts that fit
  • 23. Leadership Executive Management • Ensure that the Strategic Market Development initiatives support business aspirations • Delivery of revenue to the business • Mitigation of identified risks • Delivery of profit (value) to the client Structure Processes Growing a Business is not a spectator sport Source: Sales Synthesis Establishment of a sustainable Business Centric Framework Moment of Truth Slide: 23 'If you are riding a dead horse, the best strategy is to dismount' - unknown
  • 24. Source: Sales Synthesis Risk is filtered when the Service Provider understands the Client’s Business Framework and its relevance to ‘Proposals’ Slide: 24 Service Provider ‘House’ Risk propensity and commitment backed by the fiscal and management stamina Client’s ‘House’ Risk propensity and commitment backed by the fiscal and management stamina The Risk Rainbow Risk
  • 25. If National Pride could be translated into the Business World… Slide: 25
  • 26. Slide: 26 Points to Ponder Fact: Legacy structures cannot drive new business opportunities Fact: If team trust ever becomes a casualty, then the business initiative becomes high risk Fact: Activity does not necessarily translate into productivity Fact: The less you need to think about something - the more it's been thought about 'Hope is not a strategy' - unknown
  • 27. Slide: 27 Two game rangers are talking. 'How many children do you have?' The first asks the second. 'Three,' she answers. 'How old are they?' he asks. 'Well if you multiply their ages, you get 72. But if you add them together, you get the number of your house plus 1,' she says. The first game ranger thinks for a few seconds and says, 'I do not think there is enough information for me to solve this!'. The mother game ranger immediately says, 'Oh, of course, I forgot to tell you that the eldest one wears yellow socks!' The Eldest One Wears Yellow Socks How old are the three children?
  • 28. Slide: 28 2. The Runaway Terrain and the Opportunity Landscape - An Opportunity Mist - Drowning at C-Level
  • 29. Slide: 29 August 2012: A Global Account Manager heralded the imminent arrival of a RFP. The introduction was supported with an ‘overview’ presentation and then the evangelist departed to warmer climes. When a ‘Ticket to Ride’ is Too Costly
  • 30. Slide: 30 August 2012: A Global Account Manager heralded the imminent arrival of a RFP. The introduction was supported with an ‘overview’ presentation and then the evangelist departed to warmer climes. On the due date the formal Request for Proposal (RFP) arrived and it took a very short time before the Global Account Manager was pressurising for a ‘bid plan’… even before an appropriate qualification of the opportunity had been undertaken. Needless to say, this did not go down well with the Bid Manager. When a ‘Ticket to Ride’ is Too Costly
  • 31. Slide: 31 August 2012: A Global Account Manager heralded the imminent arrival of a RFP. The introduction was supported with an ‘overview’ presentation and then the evangelist departed to warmer climes. On the due date the formal Request for Proposal (RFP) arrived and it took a very short time before the Global Account Manager was pressurising for a ‘bid plan’… even before an appropriate qualification of the opportunity had been undertaken. Needless to say, this did not go down well with the Bid Manager. After a full analysis of the opportunity, it was decided to No-Bid. The company could not support many of the mandatory requirements. Perfect decision – even with the hiccup of the bid plan pressure. When a ‘Ticket to Ride’ is Too Costly
  • 32. Slide: 32 August 2012: A Global Account Manager heralded the imminent arrival of a RFP. The introduction was supported with an ‘overview’ presentation and then the evangelist departed to warmer climes. On the due date the formal Request for Proposal (RFP) arrived and it took a very short time before the Global Account Manager was pressurising for a ‘bid plan’… even before an appropriate qualification of the opportunity had been undertaken. Needless to say, this did not go down well with the Bid Manager. After a full analysis of the opportunity, it was decided to No-Bid. The company could not support many of the mandatory requirements. Perfect decision – even with the hiccup of the bid plan pressure. Now the twist in this sorry tale… the Global Account Manager decided to play their ‘pay grade card’ and, along with more pressure (by this time logic was nowhere to be seen), managed to get regional management to reconsider – and to continue working on the bid. When a ‘Ticket to Ride’ is Too Costly Allow the ‘on the ground’ regional entities to have their say – and listen, listen, listen…
  • 33. Slide: 33 The Opportunity Landscape are the possibilities (opportunities) that you can see, in the marketplace in which you have decided to play. Thus, your funnel is then populated with ‘real’ opportunities that can be formally qualified. So, where do these opportunities come from? The Opportunity Landscape
  • 34. Slide: 34 The Opportunity Landscape are the possibilities (opportunities) that you can see, in the marketplace in which you have decided to play. Thus, your funnel is then populated with ‘real’ opportunities that can be formally qualified. So, where do these opportunities come from? The Opportunity Landscape Head Office Regional Offices National Offices <operating as individual entities> National Offices: • agility to compete • local knowledge • Focused on practical & realistic growth
  • 35. Slide: 35 The Opportunity Landscape are the possibilities (opportunities) that you can see, in the marketplace in which you have decided to play. Thus, your funnel is then populated with ‘real’ opportunities that can be formally qualified. So, where do these opportunities come from? Account Managers are responsible for crafting Account Plans and the opportunities fall out of those. In fact, the first line of qualification is with the Account Manager. It’s the standard (vanilla) sales process – or, in other words, Sales 101. The Opportunity Landscape Head Office Regional Offices National Offices <operating as individual entities> National Offices: • agility to compete • local knowledge • Focused on practical & realistic growth Without the appropriate Global Organisational & Business Development structures there will be no light at the end of the tunnel – in fact, there may not even be a tunnel.
  • 36. Slide: 36 The Opportunity Landscape are the possibilities (opportunities) that you can see, in the marketplace in which you have decided to play. Thus, your funnel is then populated with ‘real’ opportunities that can be formally qualified. So, where do these opportunities come from? Account Managers are responsible for crafting Account Plans and the opportunities fall out of those. In fact, the first line of qualification is with the Account Manager. It’s the standard (vanilla) sales process – or, in other words, Sales 101. Where were we with this client? 1. No Account Plan 2. No setting of technical expectations 3. No setting of financial expectations 4. No competitive analysis 5. Need I go on? Not enough robust material from the Global Account Manager, on which to realistically pre- qualify and build a solid relevant response. The Opportunity Landscape Account Management must be owned at the most granular of levels and consolidated by a virtual Account Management team across the Enterprise
  • 37. Slide: 37 A multi-phased process to identify ‘business-relevant’ opportunities that, when closed, sustain a company. What is Opportunity Management? Relationship Building Market Management Opportunity Scouting Qualification Craft Solution/s Drive Opportunities Account Management Focus Building mutually beneficial and sustainable long-term client relationships Successful Sales Organisations have clearly defined Opportunity Management Actions – with relevant metrics Opportunity Management Actions
  • 38. Slide: 38 A multi-phased process to identify ‘business-relevant’ opportunities that, when closed, sustain a company. What is Opportunity Management? Relationship Building Market Management Opportunity Scouting Qualification Craft Solution/s Drive Opportunities Account Management Focus Building mutually beneficial and sustainable long-term client relationships Successful Sales Organisations have clearly defined Opportunity Management Actions – with relevant metrics Opportunity Management Actions Find the Business ‘Centre of Gravity’ Use Social Media to your benefit
  • 39. Slide: 39 Some major organisational failures can be fairly attributed to some of the C-Levels. Drowning at C-Level Be careful when fishing at the shallow end of the Gene Pool 'Smart people believe weird things because they are skilled at defending beliefs they arrived at for non-smart reasons' - Michael Shermer
  • 40. Slide: 40 Some major organisational failures can be fairly attributed to some of the C-Levels. Drowning at C-Level Some CEO’s have reached the age where the happy hour is a nap Be careful when fishing at the shallow end of the Gene Pool 'Smart people believe weird things because they are skilled at defending beliefs they arrived at for non-smart reasons' - Michael Shermer Fact: C-Level people are intelligent and so, when they believe something, you can be certain they will find a way to convince others that it’s ‘the single version of the truth’
  • 41. The Opinion Paradox Source: Sales Synthesis Number of Resources on the Bid Team Productivity The crest of sensibility Slide: 41 The larger a Bid Team, the lower the resultant productivity MNC Executive Involvement ‘Technical’ Involvement Opinions and Positional Power do not a robust Bid Team make The trajectory of hopelessness
  • 42. Slide: 42 Points to Ponder Fact: When you’ve lost the heart and soul of a bid team because of positional pressure to proceed in, what’s considered to be a futile direction, you’ve effectively lost, not only the battle, but the war Fact: Such occurrences alienate the Global Team from the Regional Team – on all future interactions !!! Fact: The need to dominate is usually as a consequence of the need for survival. ‘The person would need to be the right combination of personality and smarts to meet their high standards – and be willing to check his ego at the door’ - David A. Vise [Author: The Google story]
  • 43. Slide: 43 Lessons Learned There is enough material with this opportunity for a 3-day seminar on ‘how not to tackle bids’ but just a few of the lessons learned follow: 1. Ensure that there is an up-to-date Account Plan [This is what feeds the bid process] 2. Ensure that the Account Manager has undertaken a thorough pre-qualification of the opportunity [ascertain whether it’s business you can do or even want] 3. Allow the bid team to undertake a formal qualification of the opportunity (technical, business etc.) and then ‘stick’ to any ‘No-Bid’ decision [Trust the bid team’s decision] 4. Do not allow the ‘pay grade’ level of employees to be a reason why one should listen to them. The bid team, in all of its diversity, should be clearly listened to [the higher rank of people shouldn’t give them the ‘deciding voice’] 5. A bid team should be what it says… a ‘Team’. If things start to fragment then there is a valid reason. Senior management involvement will not change people’s logical reasoning [Teamwork is Dreamwork].
  • 44. Slide: 44 3. Winning Weighs for Business Heavyweights: - Traditional Business Development is rapidly becoming irrelevant - Service Management as a tool for increasing the conversion ratio
  • 45. Where Value is Defined and Realised Value Proposition Value Definition Value Derivation Client X Validate Solution Functionality Realise the Benefits Service Provider Understand the Problem Architect Solution X The Client Value Continuum Moment of Truth Slide: 45
  • 46. A Company’s success is determined by the market Source: www.melroseatteridge.com Time Revenue Trajectory with no intervention Turnaround Consumer pressure New competitors New technologies Competing products Dropping unit prices Reduce cost Product innovation Integrated company Capable leadership Slide: 46 Awareness & Intent
  • 47. The Domain for Traditional Sales is Shrinking Customer Sales Level/ Potential Customer Service/Relationship Requirements Large Small Low High Emerging Channels [incl. Internet-based Sales] Key/Global Account Management The shrinking domain for the traditional salesforce Adapted, by Melrose Atteridge, from work undertaken by Professor Nigel Piercy Successful Sales Organisations are embracing Direct Channel and Global Account Management models Few Many Slide: 47
  • 48. Client Classifications are an Imperative Organisations need to be fully aligned with their prospects, customers & clients Profitability and/or Relationship Effort Volume of Classified Type High Low Low High Loyal Nomadic Needs Based Discount Pressure Impulsive Source: Melrose Atteridge Account Management [Complex Solutions] Cafeteria Offerings [Commodity Sales] Slide: 48
  • 49. Different Classifications for Different Requirements Certain clients require a mix of relationship model/s and channels Profitability and/or Relationship Effort Volume of Classified Type High Low Low High Loyal Nomadic Needs Based Discount Pressure Impulsive Complex Sales e.g. infrastructure/s Commodity Sales e.g. Mobile phones Source: Melrose Atteridge Slide: 49
  • 50. Business Heavyweights weigh in with a relevant organisation Source: www.melroseatteridge.com & Corporate Executive Board RoleplayersProcesses(sales)MeasuresAttributes Pre-sales Account Manager Sales Manager Bid Manager Pricing Project Manager Service Manager Sales strategy Customer segmentation Account planning Strategic accounts Channel optimisation Client retention Channel partner sales Inside sales Sales culture Internal alignment Sales process Salesforce productivity Sales tools / information Job description Hiring Induction Training Sales coaching Performance management Sales management Retention / succession plans Targetting Rewards Business metrics Tools Channel intensity Lifetime value of account Revenue targets Margin targets Product mix Sales pipeline management Salesperson management Order management Account planning Compensation management Prospect Plan Propose Present Lessons learned delivery Account Management Slide: 50 A Reference Model Framework may be used to ensure completeness of purpose
  • 51. Slide: 51 Business Heavyweights need to ensure that they continue to be relevant to an ever-changing marketplace Strategic Market Development is a ‘living’ process
  • 52. • Strategy moulded by present solutions portfolio • Strategy stagnation • Limited portfolio for growth potential • Indeterminate value propositions Culture ResourcesProcess Org Struct Strategy Learning • Sales personnel have limited portfolio of offerings • Largest number of employees working in security • Low number of resources in areas where customer contact is prime • Low number of resources in areas where revenue growth could be derived • Development programmes available but relevance needs assessing • Potential for building skills base • • Open, honest, ethical • Predominantly European • Willing to learn • Potential to mentor / coach & grow • Functional structure sound • Reporting structure confusion • Unclear demarcation of authority • Inadequate resourcing in certain units • World-class employee handbook • Appearance of sound policies • Low adherence to policies and resultant interventions Relevance of Business Model must be determined through analysis Slide: 52 Armed with this information gaps may be determined & action plans crafted Source: Template, courtesy of Melrose Atteridge
  • 53. Slide: 53 Customer Service is an Imperative for Sustainability
  • 54. Slide: 54 According to Forrester Research, 90% of customer service decision-makers believe that good service experience is critical to their company’s success, and the importance of customer experience is on the rise. Customer Service is an Imperative for Sustainability Traditional Business Development solutions: high performance, ease of use and economical – pick any two
  • 55. Slide: 55 According to Forrester Research, 90% of customer service decision-makers believe that good service experience is critical to their company’s success, and the importance of customer experience is on the rise. National Offices: • agility to compete • local knowledge • Focused on practical & realistic growth Local Knowledge & Skills are Non-Negotiable Traditional Business Development solutions: high performance, ease of use and economical – pick any two Ensure this is not ‘lost in translation’
  • 56. Slide: 56 As competition increases in a shrinking market, a strategic push for companies to re- orchestrate their business around a client-centric approach becomes more important. National Offices: • agility to compete • local knowledge • Focused on practical & realistic growth Strategic Pushes: Global with ‘possible’ Dire Consequences Ensure this is not ‘lost in translation’ According to Forrester Research, 90% of customer service decision-makers believe that good service experience is critical to their company’s success, and the importance of customer experience is on the rise. Strategic push into emerging markets
  • 57. Slide: 57 Service is delivered from a National Level but may be ‘consolidated’ on a global basis with a SPOC Head Office Regional Offices National Offices Head Office Regional Offices National Offices Service Provider Client Local skills and knowledge Opportunity scouting Market management Relationship building Account management Service management Solution Definition ‘Single Point of Contact [SPOC]’ Bid Management Submission Content
  • 58. Account Plan Slide: 58 Executive Summaries should resonate with the reader 1. Introduction 2. Design approaches 3. Third Parties & Partnerships 4. Implementation Roadmap 5. Billing & Invoicing 6. Single Service Provider, Single Point of Accountability 7. Conclusion 1. Pre-Amble 2. Client Requirements 3. Introducing the Respondent/s 4. Solution Design Criteria 5. Support of Business Requirements 6. Summary of the Proposed Solution 7. Benefits of the proposed solution and services 8. Expectation of Client in relation to Proposed Solution 9. Future Directions 10. Service Provider Differentiators Response to a RFX: Response to a Best and Final Offer (BAFO) Shortlisted/Down Selection Access to the client for specific issues, concerns etc Crafted from a Client’s Business Perspective Brief & Focused What you can do for them!
  • 59. Slide: 59 Points to Ponder Fact: When you merge two companies, you end up with three Fact: When you try and manage from a distance you only manage to fail Fact: Global reach does not translate to global productivity ‘Don’t ask your barber if you need a haircut!’ - Warren Buffet
  • 60. Slide: 60 4. Al Capone’s Business Lessons - Who’s your Daddy?
  • 61. Slide: 61 Al Capone’s business lessons – Politics, withholding taxes, unrecoverable VAT etc. In 1929, Al Capone's was investigated for income tax violations. In 1931 Capone was indicted for income tax evasion. On October 17th the jury returned a verdict, finding Capone guilty of five counts of tax evasion and failing to file tax. The judge sentenced him to 11 years imprisonment. 'The first principle is that you must not fool yourself – and you are the easiest person to fool' - Richard Feynman
  • 62. Slide: 62 Regional Taxes – as a way of reducing Tax Evasion • A withholding tax - also called a retention tax - is a government requirement for the payer of an item of income to withhold or deduct tax from the payment, and pay that tax to the government • Some governments have laws that require taxes to be paid before the money can be spent for any other purpose • Unrecoverable VAT Negative Business Impact through inexperience or ignorance: • Pressure on profit if not added to pricing • Legislative issues • Cash flow • Pressure on profit if not added to pricing • Legislative issues Types of ‘Witholding Taxes’ are specific to different jurisdictions. They may/may not be applied to Employment, Interest, Dividends, Royalties, Rent, Real Estate. Under certain tax treaties, reduced withholding tax may be obtained and paid as a foreign tax credit in the payee's home country.
  • 63. Slide: 63 Al Capone’s business lessons – Politics, withholding taxes, unrecoverable VAT etc. In 1929, Al Capone's was investigated for income tax violations. In 1931 Capone was indicted for income tax evasion. On October 17 the jury returned a verdict, finding Capone guilty of five counts of tax evasion and failing to file tax. The judge sentenced him to 11 years imprisonment. Question: Name the person who did most of the work in obtaining proof of Al Capone’s tax violations?
  • 64. Slide: 64 Al Capone’s business lessons – Politics, withholding taxes, unrecoverable VAT etc. In 1929, Al Capone's was investigated for income tax violations. In 1931 Capone was indicted for income tax evasion. On October 17 the jury returned a verdict, finding Capone guilty of five counts of tax evasion and failing to file tax. The judge sentenced him to 11 years imprisonment. Who wants to stick their neck out? Question: Name the person who did most of the work in obtaining proof of Al Capone’s tax violations?
  • 65. Slide: 65 Al Capone’s business lessons – Politics, withholding taxes, unrecoverable VAT etc. In 1929, Al Capone's was investigated for income tax violations. In 1931 Capone was indicted for income tax evasion. On October 17 the jury returned a verdict, finding Capone guilty of five counts of tax evasion and failing to file tax. The judge sentenced him to 11 years imprisonment. Answer: Frank J Wilson Question: Name the person who did most of the work in obtaining proof of Al Capone’s tax violations?
  • 66. Slide: 66 Who’s Your Daddy? - Regulatory and Legal considerations Daddy Bujitu Mukadi Head of Department: Regulatory - Vodacom A Legal resource with local knowledge is an imperative for successful business risk reduction/containment in a territory • African Communities – leveraging Regional Initiatives • Risk Reduction/Containment • Corporate Knowledge • Relationship with Country Regulators • Industry specific laws/regulations. ‘A desk is a very dangerous place from which to view the world’ - John Le Carre
  • 67. Slide: 67 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 30 31 32 33 34 35 36 37 38 39 41 42 43 44 45 46 47 48 49 50 51 52 53 29 28 1 Morocco 2 Mauritania 3 Senegal 4 The Gambia 5 Guinea 6 Sierra Leone 7 Liberia 8 Côte d'Ivoire 9 Ghana 10 Togo 11 Benin 12 Nigeria 13 Burkina Faso 14 Mali 15 Niger 16 Algeria 17 Tunisia 18 Libya 19 Egypt 20 Chad 21 Cameroon 22 Equatorial Guinea 23 Gabon 24 Congo 25 Central African Republic 26 Sudan 27 Uganda 28 Rwanda 29 Burundi 30 Congo (DRC) 31 Angola 32 Namibia 33 South Africa 34 Lesotho 35 Swaziland 36 Botswana 37 Zimbabwe 38 Zambia 39 Malawi 40 Mozambique 41 Madagascar 42 Comoros 43 Tanzania 44 Kenya 45 Ethiopia 46 Somalia 47 Djibouti 48 Eritrea 49 Guinea-Bissau 50 Cape Verde 51 Seychelles 52 Mauritius 53 São Tomé and Príncipe 40 Commonwealth SADC COMESA SADC IGAD ECCAS UNICA NEPAD ECOWAS EAC COMESA CENSAD AMU OAU Other ECOWAS African Communities – leveraging Regional Initiatives Be Aware of Territories: Jurisdictions, Sovereignties, Countries, Communities.
  • 68. Slide: 68 Point/s to Ponder Fact: Any organisation with global aspirations needs to be ‘bulletproof’ Fact: History (or Hollywood) will elevate certain resources above others – at the expense of ‘the truth’ Fact: Regional groupings are typically only understood by the entities themselves or a Professor of International Studies.
  • 69. Slide: 69 5. Cross-Cultural Resource Profile & Plan
  • 70. Doing Global Business is Challenging – Even for ‘Cash Cows’ Slide: 70 Fact: Whatever brought success to an organisation will eventually be its downfall… Does anyone work for an organisation they consider as the number one in its industry?
  • 71. Sources: World Bank & IFC, Doing Business, 2011 Transparency International, Corruption Perceptions Index, 2011 Consider the Corruption Index: Doing Global Business is Challenging Slide: 71
  • 72. Understanding the impact of cultural differences is key to global business success 'Most businesses reward those that are supportive of the group’s strategies and punish those who challenge the authority of the leaders by raising doubt/s.' Model of Culture Time Focus Space Structure Action Time Orientation Power Communication Competition Source: Centre for Promoting Ideas, USA, 2012 Culture : ‘the inherited values, concepts, and ways of living which are shared by people of the same social group’ Activities: One after the other – with detail; Concurrent activities – less detail Past, present, future: Traditional – short term gains through to long term plans /results Hierarchy versus Equality: Dictatorial through to involvement Wealth, performance, ambition versus Job satisfaction Doing or being Individualism or collectivism: Individual is self-reliant versus shared values of group Personal zone: Business rather than personal issues High context versus low context Slide: 72
  • 73. Malawi Notes: Source: Doing Business 2012, Global ICT report 2012, IDC, Ovum, NSN, Melrose Atteridge Analysis $250-500m <$50m $50-100m $100-250m Multi-National Corporation (MNC)Spend - Country 4.22.7 3.2 3.72.2 NRI Index DoingbusinessRanking 1 Medium Low High >5 >$500m 183 20 Angola Botswana Cameroon Côte d’Ivoire Egypt Gabon Ghana Kenya Libya Mauritius Morocco Mozambique Nigeria Senegal South Africa Tanzania Tunisia Uganda Algeria Zambia Zimbabwe The country attractiveness measures the internet economy maturity against the complexity of doing business in the country. The size of the bubble indicates market size (enterprise ICT). The top 23 countries have been considered. Country Attractiveness – Consider the African Context Namibia The World Economic Forum's Networked Readiness Index (NRI) measures the propensity for countries to exploit the opportunities offered by information and communications technology. The NRI seeks to better comprehend the impact of ICT on the competitiveness of nations. Be certain that you understand the rationale of focusing on particular countriesSlide: 73
  • 74. A global ‘Cultural Differences Matrix’ is required Russia: • Action • Communication • Competition • Power • Time Focus • Time Orientation • Space • Structure Australia: • Action • Communication • Competition • Power • Time Focus • Time Orientation • Space • Structure Chile: • Action • Communication • Competition • Power • Time Focus • Time Orientation • Space • Structure Canada: • Action • Communication • Competition • Power • Time Focus • Time Orientation • Space • Structure The focus must be on the present – and planned - global country reach A global growth plan should not be crafted on a whim – or merely to follow the competition Slide: 74
  • 75. Lead by Example… Slide: 75
  • 76. Some cultures are more dedicated & focused than others… Slide: 76
  • 77. Point/s to Ponder 'The mere fact that a man is noted in his particular field of research, astronomy, physics, or mathematics should not be considered as presumptive evidence of his ability to see correctly things outside his experience.' - Joseph Rinn Business Personality: The shared culture, about a company, about each other, about the value of treating others with respect, about being proud of who you – and your colleagues are - and about loyalty and integrity [Being good when no one is watching]. Slide: 77 Why do psychics have to ask you for your name?
  • 78. Slide: 78 6. Case Study: Even with a global ‘Win’, everything was not peachy in Wonderland - Interactive session using a ‘real life’ review
  • 79. Slide: 79 Case Study: Even with a global ‘Win’, everything was not peachy in Wonderland - Interactive session using a ‘real life’ review
  • 80. Stakeholder Participation Resource/s [partial list] Global Entity South Africa (SA) Entity Rest of Africa (ROA) Entity AM – Account Manager X BM – Bid Manager X X X CCO – Chief Commercial Officer X CDM – Commercial Development Manager X CM – Commercial Manager X GAM – Global Account Manager X Lgl - Legal X NAM – National Account Manager X PDA – Principal Lead Architect X PL – Pursuit Lead X PR – Partner Relationships X SA – Solution Architect/s X X SC – Solution Consultant X SLAM – SLA Management X SM – Sales Management X SMT – Service Management X
  • 81. 1. Account strategy and plan not visible or communicated to all the bid members 2. Proposal gravitated to a technical response answering individual questions rather than a solution crafted to solve a business problem 3. Understanding of Africa’s complexity and unique sovereign issues did not manifest in the response 4. Fragmented teams/ with too many resources involved, resulting in gaps and overlaps 5. No Steerco formed that included the three entities 6. Disagreements regarding requirements within the team (e.g. contracting and billing entity, transparency of local costs to customer) 7. Double-counting of commissions between the three entities 8. Initial bid strategy devised between the Global entity and SA entity (excluding ROA entity) which resulted in ROA entity not being able to contribute to material pricing and solution elements early on 9. SA entity sales resource/s operated as a “middle man” between all three parties which resulted in poor communication and slowing the bid activities 10. The global entity has not utilised the ROA entity structure in the UK to reduce the cost associated with the transaction due to the selection of SA entity as contracting and billing entity. Observations (Top 10)
  • 82. Stakeholder Participation Resource/s Global Entity SA & ROA Entities ROA Entity AM – Account Manager X BM – Bid Manager X XX CCO – Chief Commercial Officer X CDM – Commercial Development Manager X CM – Commercial Manager X GAM – Global Account Manager X Lgl - Legal X NAM – National Account Manager X PDA – Principal Lead Architect X PL – Pursuit Lead X PR – Partner Relationships X SA – Solution Architect/s XX SC – Solution Consultant X SLAM – SLA Management X SM – Sales Management X SMT – Service Management X
  • 83. Slide: 83 Revisit: The Eldest One Wears Yellow Socks - riddle
  • 84. Slide: 84 Two game rangers are talking. 'How many children do you have?' The first asks the second. 'Three,' she answers. 'How old are they?' he asks. 'Well if you multiply their ages, you get 72. But if you add them together, you get the number of your house plus 1,' she says. The first game ranger thinks for a few seconds and says, 'I do not think there is enough information for me to solve this!'. The mother game ranger immediately says, 'Oh, of course, I forgot to tell you that the eldest one wears yellow socks!' Revisit: The Eldest One Wears Yellow Socks - riddle How old are the three children?
  • 85. Slide: 85 Answer: The Eldest One Wears Yellow Socks
  • 86. Slide: 86 Answer: The Eldest One Wears Yellow Socks Three Children’s ages Total (Product) Total (Sum) 1 1 72 72 74 1 2 36 72 39 1 3 24 72 28 1 4 18 72 23 1 6 12 72 19 1 8 9 72 18 2 2 18 72 22 2 3 12 72 17 2 4 9 72 18 2 6 6 72 14 3 3 8 72 14 3 4 6 72 13 The fact that the male game ranger knows the house number and that's not enough for him to determine the children’s ages tells us that it must be ambiguous. There is only one sum that comes up more than once, it's 14. Only one of these has an individual ‘eldest’… 3 - 3 – 8, as there are same age twins .
  • 87. Slide: 87 7. Closing: Share prices, duvets and ducks
  • 88. Slide: 88 Closing: A Review Building mutually beneficial and sustainable long-term client relationships Multi-National Companies [MNCs] may embrace a new dawn or a long dark night. Head Office National Offices <operating as individual entities> National Offices: • agility to compete • local knowledge • Focused on practical & realistic growth Local skills and knowledge Opportunity scouting Market management Relationship building Account management Service management Solution Definition
  • 89. Use intensive analytics to determine the correct growth strategies and territories [qualified opportunities] Flatten the organisational structures as much as reasonably possible [rapid relevant structures for decision-making] Move everything possible to a national level - with global ‘virtual’ teams [obtain national value and leverage globally] Be aware of belief systems and allow for ‘all user/s’ interaction [spread the decision-making to the correct entities] Closing: 4-Level Synthesis Slide: 89
  • 90. Slide: 90 Closing: Know Your Landscape Factual knowledge is an imperative Know your ‘real’ competition The higher profitable opportunities require a greater sales investment – time, resources etc. Relationships are key to successful engagements Internal politics is self-destructing
  • 91. Slide: 91 Use intensive analytics to determine the correct growth strategies and territories [qualified opportunities] Flatten the organisational structures as much as reasonably possible [rapid relevant structures for decision-making] Move everything possible to a national level - with global ‘virtual’ teams [obtain national value and leverage globally] Be aware of belief systems and allow for ‘all user/s’ interaction [spread the decision-making to the correct entities] Factual knowledge is an imperative Internal politics is self- destructing Know your real competition Relationships are key to successful engagements Higher profitable opportunities, the higher the investment Source: Sales Synthesis Closing: Answering RFP questions will not a winning proposal make…
  • 92. Slide: 92 Dominant ExclusiveEmerging PervasiveAbsent Symbiotic relationship with clients Sustainability Making the competitors irrelevant Multi-National Companies [MNCs] may embrace a new dawn or a long dark night. Politics, Regulatory Issues, Withholding Taxes, Unrecoverable VAT etc. Closing: Craft a Roadmap – including Value Propositions - to support a Client’s business sustainability… Territories: Market, Regional Communities, Client Attractiveness, Culture, Corruption Index Winners Losers
  • 93. Slide: 93 Closing: Consider a Strategic Staircase to illustrate the Vision… Value derivation from income generation activities 2013/14 2014/15 2015/16 2016/17 •Consolidate strengths •Introduce new brand •Grow revenue in existing market • Market positioning • Identified alliances • New client base •Success in emerging marketplace •Integrated Account Plans to specifically support the client Business Strategies •Revenue growth from new clients closed previous FY •Develop replicable solutions / services •Identify & grow in new markets •Focus on new clients •Embed CRM principles •Develop more replicable solutions and services •Dominate chosen markets •South African dominance with integrated value chain across major sectors •Revenue growth •Recognised brand •Employer of choice •First refusal partner •Non-domestic growth •First refusal partner with new clients •Client retention •Competitive KO • > X % marketshare OutcomesThrust Emerging Dominant Recognised Leader One of many Source: Sales Synthesis Symbiotic relationship with clients
  • 94. Slide: 94 Relax and formulate a balanced lifestyle…
  • 95. Slide: 95 The Chocolate Challenge How to eat chocolate indefinitely… Source: Tastefully Offensive ‘Life is like a box of chocolates ... You never know what you're gonna get.’ - Forrest Gump
  • 96. Slide: 96 Closing: Share prices, duvets and ducks Without a ‘third-party evaluation culture’, the future is…
  • 97. Slide: 97 Closing: Share prices, duvets and ducks – All Down Down… Down… Down… ‘Profit is an opinion, cash is a fact’ - Steward Hamilton, IMD Professor
  • 98. Slide: 98 When Duty Calls – Never Falter…
  • 99. Slide: 99 Closing Statement “There is something beautiful in all of our imperfections” - Kirsten Dunst (playing the character Nicole Oakley in Crazy/Beautiful “You might think that you're original, but we all come up that way” - Albert Hammond (from the Lyrics of “Who's For Lunch Today?” and…
  • 100. Slide: 100 8. Q&A Session
  • 101. Slide: 101 Q&A Session ‘Our greatest strength as a human race is our ability to acknowledge our differences - our greatest weakness is our failure to embrace them.’ - Judith Henderson
  • 102. Slide: 102 Bibliography: 1. Cross-cultural Differences in Management: Tagreed Issa Kawar, Princess Sumaya University for Technology 2. The Believing Brain: Michael Shermer 3. The Logic of Life: Tim Harford 4. Guns, Germs and Steel: Jared Diamond 5. Thinking about Sustainability: Stephen Bosman, MD – Melrose Atteridge [www.melroseatteridge.com] 6. The Secret Anarchy of Science: Michael Brooks 7. The Google story: David A. Vise 8. The Moral Landscape: Sam Harris Interesting Links: 1. www.sales-synthesis.co.za 2. www.prosperous-proposals.com 3. www.proposal-design-services.co.za 4. www.melroseatteridge.com
  • 103. 103 APMP BID & PROPOSAL CON 2013 | PAGE 103 Rate My Presentation • Please Rate the session by going to www.eventmobi.com/bpc2013 • Rate the session and presentation by stars (1 lowest – 5 highest) • Add comments to comment field

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