Ten Slides in Ten Minutes - From Parking Lot to Proposal Win


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Pondering the thoughts when arriving in the company parking lot through to the proposal win

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Ten Slides in Ten Minutes - From Parking Lot to Proposal Win

  1. 1. SS Ten Slides in Ten Minutes: From Parking Lot to Proposal Win [Capturing the Hearts and Minds of Prospects & Clients] Presented by: Bill Graham APM.APMP bill.graham@sales-synthesis.co.za December, 2013 1
  2. 2. The Parking Lot • Seeing the organisation from the outside. What does the building ‘say’ • Organisational culture based on parking allocation and company vehicles • Ease of accessibility and ‘want to enter’ • Security without the administrative burden/bureaucracy • What ideas are you bringing into the organisation? • What aspects of an opportunity have you considered before embarking on the formal business acquisition journey? • Standing in the parking lot: Is the motivation to rather get back into the car and leave? Focus should be to address any impediments 2
  3. 3. The Living Landscape • The marketplace is ever-changing • Competition stronger • Prospect’s attention span shorter • Prospects becoming more knowledgeable and sophisticated • Commodity sales organisations pushing for a purchasing decision based on price only • Requirement to understand the local conditions and regulatory requirements • Prospect requirement of a Single Point of Contact (SPOC). Focus should be to address any impediments 3
  4. 4. Opportunity Support Structures • Sales Services/Support: o Bid Centre:  Bid Managers  Proposal Co-ordinators  Functionality [e.g. secure war rooms, printing, binding, scanning, hotdesks] o Sales Operations:  Forecasting, education/training, custodians of sales methodologies, processes, forum/s, reviews, opportunity management systems etc. • Account Management: Market Management, Relationship building & Opportunity Scouting • Sales leadership: Supportive, innovative, dynamic, youthful, involved… 4
  5. 5. The Bid Strategy • Based on a robust Account Development Plan [produced by the Account Management team] • A formidable ‘Bid Team’: o Bid: Bid Manager, Proposal Co-ordinator, Quality Assurance o Sales: Account Management, Leadership o Technical: Solution Architecture, Service Management (Execution), Project Management (Delivery), Peer Reviews o Commercial: Legal (incl. regulatory) & Financial (pricing) • Relevant action plan – resourced appropriately (skills, experience, team player/s…) • Based on support of client’s business imperatives • Input from Strategic Market Development: How to make the competitors irrelevant. 5
  6. 6. Rigorous Situational Analysis needs to be undertaken When developing strategies, analysis of the organisation and its environment - as it is at the moment and how it may develop in the future - is important. The analysis has to be executed at an internal level as well as an external level to identify all opportunities and threats of the new strategy. There are several factors to assess in the external situation analysis: • • • • • • • • Industries Markets (customers) Competition Technology Supplier markets Labour markets The economy The regulatory environment. Focus should be to address any impediments 6
  7. 7. What a Bid Team should NOT be – nor Allow • Dominated by any individual’s views • The shoehorning of solutions • Non-team players • ‘9 to 5’ employees [willing to work office hours only] • Managers who use positional power • Non-reviewed submission content • Members that do not follow the defined processes • Members that do not respect other bid team members • Members that have unrecorded ‘formal’ side-conversations • Members that go ‘rogue’. 7
  8. 8. The Congealed Corporation • Leadership drowning at C-Level [recycled C-level employees, from failed corporations] • Finance: Head in the Books – not in the Business o Have we reached the level of reducing internal costs to the level of stupidity? o Viewing the business from spreadsheets • Human Resources: Lacking the human element o Parity with business operations on various boards/committees o Decisions overriding business operations • Marketing: Too busy organising events and parties o Focus should be on Strategic Market Development o Need to be supportive of Account Management. 8
  9. 9. Executive Summaries should result from a clearly defined process Account Plan Shortlisted/Down Selection Response to a RFX: Pre-Amble Client Requirements Introducing the Respondent/s Solution Design Criteria Support of Business Requirements Summary of the Proposed Solution Benefits of the proposed solution and services Expectation of Client in relation to Proposed Solution 9. Future Directions 10. Service Provider Differentiators Access to the client for specific issues, concerns etc 1. 2. 3. 4. 5. 6. 7. 8. Crafted from a Client’s Business Perspective What you can do for them! Brief & Focused Response to a Best and Final Offer (BAFO) 1. 2. 3. 4. 5. 6. Introduction Design approaches Third Parties & Partnerships Implementation Roadmap Billing & Invoicing Single Service Provider, Single Point of Accountability 7. Conclusion Resulting from Client interactions 9
  10. 10. Proposal Win – should be a ‘Win-Win’ Value Proposition Customer Vendor Value Definition Value Derivation Validate Solution Functionality X Understand the Problem & Propose a Business Solution Realise the Benefits Architect the Technical Solution The Ultimate Goal X Symbiotic relationship with clients Moment of Truth With robust Account Management: Clients’ assist in building the barriers to entry for your Competitors 10