Weaving the Sales and Bid Management fabric

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How Sales, Account Management and Bid Management interlock for best results for supporting business imperatives.

How Sales, Account Management and Bid Management interlock for best results for supporting business imperatives.

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  • 1. SSWeaving the Sales & Bid Management Fabric[Capturing the Hearts and Minds of Prospects & Clients]Presented by:Bill Graham APM.APMPbill.graham@sales-synthesis.co.za[082 570 4124]26th July, 2012
  • 2. 2Agenda• The Organisational Fabric• Business Acquisition Flow• Business Application Framework & Business Models• Value Derivation• Summary & Closure• Q&A
  • 3. 3
  • 4. 4Organisations have Unique Fabric Infrastructures
  • 5. 5Organisations have Unique Fabric InfrastructuresCompany A operates differently than Company B
  • 6. 6Organisations have the same basic Focus PointsMarket PenetrationOpportunity ConversionPolicies & ProcessesBusiness NecessitiesCompany A operates differently than Company B
  • 7. 7Business Necessities must be clearly definedStrategy Plans ActionsMarket PenetrationOpportunity ConversionPolicies & ProcessesBusiness Necessities
  • 8. 8Policies and Processes are not optionalVague Optional MatureStrategy Plans ActionsMarket PenetrationOpportunity ConversionPolicies & ProcessesBusiness Necessities
  • 9. 9Success is measured by Opportunity ConversionProspect Customer ClientVague Optional MatureStrategy Plans ActionsMarket PenetrationOpportunity ConversionPolicies & ProcessesBusiness Necessities
  • 10. 10Growth is a requisite of a Successful OrganisationEmerging Dominant PervasiveProspect Customer ClientVague Optional MatureStrategy Plans ActionsMarket PenetrationOpportunity ConversionPolicies & ProcessesBusiness Necessities
  • 11. 11Think Quality – When you are out of Quality you are out of BusinessEmerging Dominant PervasiveProspect Customer ClientVague Optional MatureStrategy Plans ActionsMarket PenetrationOpportunity ConversionPolicies & ProcessesBusiness NecessitiesUnderstandingClients’Needs
  • 12. 12
  • 13. 13A Holistic Perspective for Business SuccessEmerging Dominant PervasiveProspect Customer ClientVague Optional MatureStrategy Plans ActionsMarket PenetrationOpportunity ConversionPolicies & ProcessesBusiness Necessities
  • 14. 14A well-defined Business Acquisition Flow is RequiredEmerging Dominant PervasiveProspect Customer ClientVague Optional MatureStrategy Plans ActionsMarket PenetrationOpportunity ConversionPolicies & ProcessesBusiness Necessities
  • 15. Business Acquisition FlowStrategise&PlanLandscapeAnalyse thecurrentsituationWhat can gowrong withsales?Back to basics– Billion DollarrevolutionUnderstandhow value isdefinedFollow asales processCreate keyaccountplansWinningWaysFollow a bidprocessContinuouslyImproveBecome atrustedadvisor15
  • 16. Business Acquisition FlowStrategise&PlanLandscapeAnalyse thecurrentsituationWhat can gowrong withsales?Back to basics– Billion DollarrevolutionUnderstandhow value isdefinedFollow asales processCreate keyaccountplansWinningWaysFollow a bidprocessContinuouslyImproveBecome atrustedadvisor16
  • 17. Business Acquisition FlowStrategise&PlanLandscapeAnalyse thecurrent situationWhat can gowrong with sales?Back to basics –Billion DollarrevolutionUnderstand howvalue is definedFollow a salesprocessCreate keyaccount plansWinningWaysFollow a bidprocessContinuouslyImproveBecome atrusted advisor17
  • 18. 18If everything was fine, then the Status Quo would suffice in moving the business forward• Targets not being achieved• Organisation’s business aspirations not being met• Disconnect between Management and Staff• Ambiguity - and/or duplication - of Roles and Responsibility• Unclear – or poorly communicated – business strategies• Unskilled employees – or ‘square pegs’ in ‘round holes’• Misalignment between Organisation and Client(s)Analyse the Current Situation
  • 19. • Unmanaged salesforce during a growth era• Missed opportunities• Poor opportunity cost derivation• Inaccurate risk identification• Data inconsistency across support systems• Role clarity & ambiguity• Visibility of sales-related information across the organisation• Misalignment of solutions to client needs• Ignoring of best practice(s)• Management’s will to invest in long sales cyclesWhat can go wrong with Sales?19
  • 20. Problem Indicators Inaccurate forecasting Poor client submissions Unknown opportunities Sales GAP increasingPossible Reasons Non-Conformance toprocess Lack of discipline• Incorrect salesforce Lack of sales leadership• Overpaid salesforce Unmotivated salesforce Contract not drivingrequired behaviour Weak/unknown brand• Territory mis-alignment No RIP No client/industryknowledge Unfocused salesforce• Company takeover• The unknown?Interventions Micro-management Re-evaluate salesforce Direct sales leadership Weekly sales meeting• Salespeople to presentproduct value props.• Industry knowledge Performance letters Review collateral Product training• Plus developmenttargets Territory allocation review• Restructure Client technology updates• Based on industry• Relevance to client Presentation to clientboardsIdeal Situation Salesforce• Well equipped• Motivated• Passionate• Pro-active Contract• Defines territory• Defines remuneration• Drives behaviour Support• Collateral• Systems• Methodology & policies• Marketing Metrics• Solid qualified pipeline• Win/Loss ratio > 80%• Well crafted submissions(with clear crafted valueprops)• Target achievementSales: Back to Basics20
  • 21. Most of the proposals we submit come with pricing and more closely resemble a quotation.Consultative sellers supply profit as their productvs. Traditional sellers supply product.Consultative sellers use a Profit ImprovementProposal vs. Traditional sellers use a quotation.Consultative sellers’ products are improvedcustomer profits vs. Traditional sellers’ productsare equipment, a service, a process or a system.Consultative versus Traditional Sales21
  • 22. Sales ProcessConductInitialAssessmentUnderstandBusinessNeedsCreate ValuePropositionConfirmValuePropositionPresentValuePropositionReachAgreement &ClosePhase 1Identify IndustryIssues/Trends/StandardsAssess CompanyBuyingInformationAssess High LevelBusiness NeedsEstimateProducts/Services MatchEvaluate Gatewayinfluence withdecision makerMake Go/No GoDecisionPhase 2DetermineBusiness DriversVerify andDetermine BuyingInformationFormulate andDocument Buying/Selling PlanNegotiate &ConfirmBuying/SellingProcessCommitmentsMake Go/No GoDecisionPhase 3HypothesizeProduct/ ServiceOpportunitiesDevelop InitialValue PropositionConduct InitialSurvey InterviewsMake Go/No GoDecisionPhase 4Inform CustomerConduct Follow-upSurvey InterviewsReview SurveyInterview FindingsWith CustomerBegin ContractComplianceProcessMake Go/No GoDecisionPhase 5Prepare ValuePropositionComponentPrepare SolutionComponentPrepare DemoComponentPrepare Integratedpresentation(s)MakePresentation(s)Assess CustomerReactionPhase 6Prepare and PresentProposalPresentationNegotiate & Agreeon Terms &ConditionsObtain SignedContract and CloseActivityObjectivesTasksToolsDesiredOutcomes22
  • 23. John Henry Patterson [December 13, 1844 – May 7, 1922]The founder and CEO of the National Cash Register Co. was known to be a stern controlfreak. He was also the father of modern sales training. He was among the firstentrepreneurs to organize sales training programs and retreats. His company providedsalespeople with scripts and encouraged them to view the sales cycle as a four-stage processthat identified the key milestones as the initial approach, the proposition, the productdemonstration and closing the deal.23
  • 24. 1. Overview of Account (from the Client’s perspective)2. Current Financial Analysis (Annual Reports, Investor documentation, press releasesetc.)3. Competitor Analysis – list of the top4. Relationship Matrix5. Vendor projects (plus financials, stage of delivery, status (issues), etc.)5. Opportunity List (mapped onto Sales CRM/Tracking System)6. Critical Success Factors7. Resource(s)8. Communication ProgramA Best Practice account plan contains at least the following elementsAccount Plan Contents24
  • 25. WHAT IS BID MANAGEMENT? It is a Function It consists of pre-defined Processes It includes an Offer (Proposal) There is a Company Introduction (Please don’t overdo) It involves Promises & Commitments being made (Legal) It consists of Compiling a Proposal (This is the content) It is typically the result of a Response to a Client Request (RFP?)Bid Management25
  • 26. Bid ManagementBid Management is part of the Sales Phase of the Service Delivery LifeCycle.It enables a client to obtain value from the ‘solutions/product/service’ that theService Provider is proposing.Lengthy discourse with the prospects are necessary to identify the problemthey are attempting to resolve [Account Management]26
  • 27. Many organisations undertake reviews as part of their business development & proposal processes.These reviews are designed to help select the right opportunities to bid, confirm win strategies,address proposal and performance risk, and support development of high quality, winning proposals.Source: Shipley Associates• Purple Team: Assesses the probability of winning (Pwin) and alignment with organisational goals• Blue Team #1: Reviews initial capture strategy and capture plan• Black Hat Team: Predicts competitors’ solutions• Blue Team #2: Reviews updated capture plan and solution set• Pink Team: Reviews storyboards and mock-ups to confirm solution set and to validateproposal strategy• Green Team: Reviews cost/price solution• Red Team: Reviews final proposal draft—including price—to predict how the customer will scorethe proposal• Gold Team: Approves final proposal and price: Compiles lessons learned from capture planning through proposal development tocontract awardTeam Reviews27
  • 28. 28
  • 29. Business Application FrameworkSource: Raymond WesselsSales and MarketingSales ManagementBack OfficeHR ManagementOperationsClient ManagementInfrastructureManagementFinancial ManagementDebtorsCreditorsAuditMaterialsManagementClientSatisfactionManagementClientContactManage -mentClient ContractManagementCostingAccountingInvoicingResource ManagementProject ManagementResource Billing &CostingTimesheets & ClaimsSolutions andService DeliveryQuality ManagementOutcome MeasurementOffer ManagementProcurementOperational PlanningOpport. AssessmentResource PlanningLearningService Delivery andMaintenanceManagementClientInsightMarketingManagementOfficeManagementResource AcquisitionResource SchedulingManagementInformationEmployeeAdministrationHR Planning andMonitoringEmployee Acquisition (Recruitment)Remuneration andBenefitsHR DevelopmentWelfareManagementLegislationSkills Development andRe -skillingReporting PlanningClient Product &Service PortfolioClient Strategy3rd Party ManagementSupplier ManagementCompetitor AssessmentEnablersWorkflowKnowledgeManagemente-LearningDocumentManagementMessaging / Fax / MailCollaborationSales ManagementKMSkills Inventory andResource AvailabilityProduct and ServicePortfolioRisk and SecurityManagement12329
  • 30. Client ManagementSource: Raymond WesselsClient ManagementClientSatisfactionManagementClientContactManage -mentClient ContractManagementClientInsightClient Product &Service PortfolioClient StrategyEnablersWorkflowKnowledgeManagementDocumentManagementMessaging / Fax / MailCollaborationWhat is required for Success?30
  • 31. Sales and MarketingSource: Raymond WesselsSales and MarketingSales ManagementOffer ManagementOpport. AssessmentMarketingManagement3 rdParty ManagementSupplier ManagementCompetitor AssessmentSales ManagementEnablersWorkflowKnowledgeManagementDocumentManagementMessaging / Fax / MailCollaborationWhat is required forSuccess?31
  • 32. Integrated Management SystemSource: VariousEnablersWorkflowKnowledgeManagementDocumentManagementMessaging / Fax / MailCollaboration32
  • 33. Sales Phase of the Service Delivery Life-Cycle33Prospect Plan Propose PresentLessonsLearnedAccount ManagementAlign to Client ProcurementIdentify Qualify Craft Proposal Client Adjudication DeliverySubmitRedTeamReviewDecisiontoProceedDecisiontoProceedBlack HatTeamReviewMomentof Truth21Source: Various
  • 34. Sales Phase of the Service Delivery Life-Cycle34Prospect Plan Propose PresentLessonsLearnedAccount ManagementAlign to Client ProcurementIdentify Qualify Craft Proposal Client Adjudication DeliverySubmitRedTeamReviewDecisiontoProceedDecisiontoProceedBlack HatTeamReviewMomentof Truth21Source: Various
  • 35. 35
  • 36. 36Dominant ExclusiveEmerging PervasiveAbsentSymbioticrelationshipwith clientsSustainabilityMaking the competitors irrelevantProjects ParticularPerforming PertinentPeople PlacesThe Sustainable Business ImperativeBuilding mutually beneficial and sustainable long-term client relationships
  • 37. Where Value is Defined and RealisedValue Proposition Value Definition Value DerivationClient XValidate SolutionFunctionalityRealise the BenefitsVendorUnderstand theProblemArchitect Solution XThe Client Value ContinuumLengthy discourse with the prospects are necessary to identify the problemthey are attempting to resolve [Account Management]37Momentof Truth
  • 38. 38Available, in every aspect of a person’s work-life, there are defined bestpractices. These have been created over a period of time and are the verifiedactions that the successful leaders in that specific line of work demonstrate.By focusing on these best practices - and systematically & meticulouslyembedding them into your processes/activities – major productivityimprovements can be achieved (and sustained).The trick is in having the ability to review the plethora of these best practicesand being able to select the pertinent features to ensure that the derivedbest practices are indeed relevant for that particularrequirement/environment.Best Practices
  • 39. 39
  • 40. The factors influencing sustainability can generally be categorised into:¤ Mandatory¤ Economic¤ Social¤ Environmental.Mandatory factors have an unwavering influence on organisations, while the latterfactors are variable based on the interaction between the organisation and its eco-system. They are typically associated with intellectual choice.Source: Melrose Atteridge---------- Fixed, for a given organisationVariable – driven by choice, for a givenorganisationFactors Affecting Sustainability40
  • 41. LeadershipExecutiveManagement• Ensure that the market development strategies supportbusiness aspirations• Delivery of revenue to the business• Mitigation of identified risks• Delivery of profit (value) to the clientStructureProcessesSales is not a spectator sportSource: Sales SynthesisEstablishment of a sustainable Business Centric Framework41Momentof Truth
  • 42. 42
  • 43. 43Sales and Bid Management Discussion
  • 44. 44Dominant ExclusiveEmerging PervasiveAbsentSymbioticrelationshipwith clientsSustainabilityMaking the competitors irrelevantProjects ParticularPerforming PertinentPeople PlacesThe Sustainable Business ImperativeBuilding mutually beneficial and sustainable long-term client relationships
  • 45. 45Dominant ExclusiveEmerging PervasiveAbsentSymbioticrelationshipwith clientsSustainabilityMaking the competitors irrelevant
  • 46. Problem Indicators Inaccurate forecasting Poor client submissions Unknown opportunities Sales GAP increasingPossible Reasons Non-Conformance toprocess Lack of discipline• Incorrect salesforce Lack of sales leadership• Overpaid salesforce Unmotivated salesforce Contract not drivingrequired behaviour Weak/unknown brand• Territory mis-alignment No RIP No client/industryknowledge Unfocused salesforce• Company takeover• The unknown?Interventions Micro-management Re-evaluate salesforce Direct sales leadership Weekly sales meeting• Salespeople to presentproduct value props.• Industry knowledge Performance letters Review collateral Product training• Plus developmenttargets Territory allocation review• Restructure Client technology updates• Based on industry• Relevance to client Presentation to clientboardsIdeal Situation Salesforce• Well equipped• Motivated• Passionate• Pro-active Contract• Defines territory• Defines remuneration• Drives behaviour Support• Collateral• Systems• Methodology & policies• Marketing Metrics• Solid qualified pipeline• Win/Loss ratio > 80%• Well crafted submissions(with clear crafted valueprops)• Target achievementSales: Back to Basics46
  • 47. Ideal Situation Salesforce• Well equipped• Motivated• Passionate• Pro-active Contract• Defines territory• Defines remuneration• Drives behaviour Support• Collateral• Systems• Methodology & policies• Marketing Metrics• Solid qualified pipeline• Win/Loss ratio > 80%• Well crafted submissions(with clear crafted valueprops)• Target achievement47
  • 48. 48Think Quality – When you are out of Quality you are out of BusinessEmerging Dominant PervasiveProspect Customer ClientVague Optional MatureStrategy Plans ActionsMarket PenetrationOpportunity ConversionPolicies & ProcessesBusiness NecessitiesUnderstandingClients’Needs
  • 49. 49Think Quality – When you are out of Quality you are out of BusinessUnderstandingClients’Needs
  • 50. 1. Overview of Account (from the Client’s perspective)2. Current Financial Analysis (Annual Reports, Investor documentation, press releasesetc.)3. Competitor Analysis – list of the top4. Relationship Matrix5. Vendor projects (plus financials, stage of delivery, status (issues), etc.)5. Opportunity List (mapped onto Sales CRM/Tracking System)6. Critical Success Factors7. Resource(s)8. Communication ProgramA Best Practice account plan contains at least the following elementsAccount Plan Contents50
  • 51. 51
  • 52. Most of the proposals we submit come with pricing and more closely resemble a quotation.Consultative sellers supply profit as their productvs. Traditional sellers supply product.Consultative sellers use a Profit ImprovementProposal vs. Traditional sellers use a quotation.Consultative sellers’ products are improvedcustomer profits vs. Traditional sellers’ productsare equipment, a service, a process or a system.Consultative versus Traditional Sales52
  • 53. Consultative sellers supply profit as their productvs. Traditional sellers supply product.Consultative sellers use a Profit ImprovementProposal vs. Traditional sellers use a quotation.Consultative sellers’ products are improvedcustomer profits vs. Traditional sellers’ productsare equipment, a service, a process or a system.53
  • 54. Sales ProcessConductInitialAssessmentUnderstandBusinessNeedsCreate ValuePropositionConfirmValuePropositionPresentValuePropositionReachAgreement &ClosePhase 1Identify IndustryIssues/Trends/StandardsAssess CompanyBuyingInformationAssess High LevelBusiness NeedsEstimateProducts/Services MatchEvaluate Gatewayinfluence withdecision makerMake Go/No GoDecisionPhase 2DetermineBusiness DriversVerify andDetermine BuyingInformationFormulate andDocument Buying/Selling PlanNegotiate &ConfirmBuying/SellingProcessCommitmentsMake Go/No GoDecisionPhase 3HypothesizeProduct/ ServiceOpportunitiesDevelop InitialValue PropositionConduct InitialSurvey InterviewsMake Go/No GoDecisionPhase 4Inform CustomerConduct Follow-upSurvey InterviewsReview SurveyInterview FindingsWith CustomerBegin ContractComplianceProcessMake Go/No GoDecisionPhase 5Prepare ValuePropositionComponentPrepare SolutionComponentPrepare DemoComponentPrepare Integratedpresentation(s)MakePresentation(s)Assess CustomerReactionPhase 6Prepare and PresentProposalPresentationNegotiate & Agreeon Terms &ConditionsObtain SignedContract and CloseActivityObjectivesTasksToolsDesiredOutcomes54
  • 55. ConductInitialAssessmentUnderstandBusinessNeedsCreate ValuePropositionConfirmValuePropositionPresentValuePropositionReachAgreement &Close55
  • 56. Client ManagementSource: Raymond WesselsClient ManagementClientSatisfactionManagementClientContactManage -mentClient ContractManagementClientInsightClient Product &Service PortfolioClient StrategyEnablersWorkflowKnowledgeManagementDocumentManagementMessaging / Fax / MailCollaborationWhat is required for Success?56
  • 57. Source: Raymond WesselsClient ManagementClientSatisfactionManagementClientContactManage -mentClient ContractManagementClientInsightClient Product &Service PortfolioClient StrategyEnablersWorkflowKnowledgeManagementDocumentManagementMessaging / Fax / MailCollaboration57
  • 58. Sales and MarketingSource: Raymond WesselsSales and MarketingSales ManagementOffer ManagementOpport. AssessmentMarketingManagement3 rdParty ManagementSupplier ManagementCompetitor AssessmentSales ManagementEnablersWorkflowKnowledgeManagementDocumentManagementMessaging / Fax / MailCollaborationWhat is required forSuccess?58
  • 59. Source: Raymond WesselsSales and MarketingSales ManagementOffer ManagementOpport. AssessmentMarketingManagement3 rdParty ManagementSupplier ManagementCompetitor AssessmentSales ManagementEnablersWorkflowKnowledgeManagementDocumentManagementMessaging / Fax / MailCollaboration59
  • 60. Bid ManagementBid Management is part of the Sales Phase of the Service Delivery LifeCycle.It enables a client to obtain value from the ‘solutions/product/service’ that theService Provider is proposing.Lengthy discourse with the prospects are necessary to identify the problemthey are attempting to resolve [Account Management]60
  • 61. Bid Management is part of the Sales Phase of the Service Delivery LifeCycle.It enables a client to obtain value from the ‘solutions/product/service’ that theService Provider is proposing.61
  • 62. Weaving it all together62
  • 63. 63Dominant ExclusiveEmerging PervasiveAbsentMaking the competitors irrelevantUnderstandingClients’NeedsBid Management is part of the SalesPhase of the Service Delivery Life Cycle.It enables a client to obtain value from the‘solutions/product/service’ that the ServiceProvider is proposing.SustainabilityWeaving it all together
  • 64. 64Dominant ExclusiveEmerging PervasiveAbsentMaking the competitors irrelevantUnderstandingClients’NeedsBid Management is part of the SalesPhase of the Service Delivery Life Cycle.It enables a client to obtain value from the‘solutions/product/service’ that the ServiceProvider is proposing.Sustainability
  • 65. 65Q&A