Capture management

Copyright © 2018 by Baachu
Capture Micro
Certification
1

BD-CMM
Model -
Version 2
Leadership
Process
Management
Support
Capability
Categories
Customer
Building Vision
and Performance
Extending
Competencies
and Teams
Enhancing
Systems and
Infrastructure
Themes Increasing
Customer Value
Process Areas (PAs)
Innovation and Transformation
Ad Hoc
Relationship
Management
Solution
Collaboration
Response
Generation
Enterprise
Influence
Organizational
Direction
Sales
Management
Integrated
Teaming
Organizational
Competencies
Development
Skills
Development
Enterprise
Systems
Knowledge and
Infrastructure
Management
Work
Environment &
Tools
People
Quantitative
Performance
Management
Organizational
Process
Management
Project &
Quality Control
Improving
Visibility and
Accountability
Maturity Levels
Optimizing
Quantitatively
Managed
Defined
Managed
Initial
5
4
3
2
1

BD-CMM
Model -
Version 2
Leadership
Process
Management
Support
Capability
Categories
Customer
Building Vision
and Performance
Extending
Competencies
and Teams
Enhancing
Systems and
Infrastructure
Themes Increasing
Customer Value
Process Areas (PAs)
Ad Hoc
Relationship
Management
Solution
Collaboration
Response
Generation
Enterprise
Influence
Organizational
Direction
Sales
Management
Integrated
Teaming
Organizational
Competencies
Development
Skills
Development
Enterprise
Systems
Knowledge and
Infrastructure
Management
Work
Environment &
Tools
People
Quantitative
Performance
Management
Organizational
Process
Management
Project &
Quality Control
Improving
Visibility and
Accountability
Maturity Levels
Optimizing
Quantitatively
Managed
Defined
Managed
Initial
5
4
3
2
1
Continuous business development process improvement is enabled by quantitative feedback from the
process and from piloting innovative ideas and technology.
Detailed measures of the business development process and results are collected. Both the process
and products are quantitatively understood and controlled.
Process for business development activities is documented, standardised, and integrated into the
organisation. All activities follow an approved, tailored version of standard processes.
Basic business development management processes are established to track cost, schedule and
progress. The necessary process discipline is in place to repeat earlier successes.
Process is characterised as ad hoc and occasionally even chaotic. Few processes are defined. Success
depends on individual effort and heroics.

BD-CMM
Model -
Version 2
Leadership
Process
Management
Support
Capability
Categories
Customer
Building Vision
and Performance
Extending
Competencies
and Teams
Enhancing
Systems and
Infrastructure
Themes Increasing
Customer Value
Process Areas (PAs)
Ad Hoc
Relationship
Management
Solution
Collaboration
Response
Generation
Enterprise
Influence
Organizational
Direction
Sales
Management
Integrated
Teaming
Organizational
Competencies
Development
Skills
Development
Enterprise
Systems
Knowledge and
Infrastructure
Management
Work
Environment &
Tools
People
Quantitative
Performance
Management
Organizational
Process
Management
Project &
Quality Control
Improving
Visibility and
Accountability
Maturity Levels
Optimizing
Quantitatively
Managed
Defined
Managed
Initial
5
4
3
2
1
Win Ratio >65% - Capture Ratio >80%
Win Ratio <50% - Capture Ratio <50%
Win Ratio <25% - Capture Ratio <25%

Proposals
provide the
logical
justification
5
Business
issue
Develop a
budget and
solution
Express
solution as
requirements
Seek
proposals
Evaluate
alternative
proposals
Negotiate
and contract
Express
Solution as
requirements
Negotiate
and contract
Emotional
decision
Logical
justification
20% 60% 20%

Action Planning & Execution
Strategy
Development
6
Customer
Analysis
Competitive
Analysis
Capture Strategy Development

APMP Capture
Practitioner
Syllabus Areas
Here are the main syllabus areas:
Opportunity Capture Planning and Scheduling
Opportunity capture team selection and
management
Review Management
Customer focused opportunity capture skills
Gate Decision Management
Engaging Program Support
Engaging Bid support
7

APMP Capture
Practitioner
Syllabus Areas
Drafting the Executive Summary
Price to Win
Strategy
Teaming
Presentations and Persuasive Communications
Negotiation
Self Leadership
Leading Others
Internal and external stakeholder management
8

What is capture
planning?
Capture planning is when you evaluate available
opportunities and the business environment to
implement a strategy aimed at capturing and winning
these said specific opportunities.
9

What is Capture
Planning?
The aim is to make the customer prefer your proposal
and business over others.
10

What is capture
planning?
Sometimes people call it an ‘account plan’.
11

Capture
planning ?
Capture planning happens in unison with proposal
planning and preparation until the opportunity is seized.
12

Opportunity Plan ● An opportunity plan documents current customer
positioning and how a seller will move from an
unknown position to a known, improved and finally
favored position.
13

Customer
Intelligence
● Customer’s perspective of the requirement and value.
● Recent changes in company leadership, legal actions
or judgments, or even rumors of merger and
acquisition activity.
14

Competition
Intelligence
● Bidder comparison matrix scores the strengths and
weaknesses of all significant bidders against the
“what” and “why” of the requirements.
● Competitor weaknesses are viewed as opportunities.
Strengths are considered threats.
15

Identifying hot
buttons
16
Hot Buttons
Motivators
Issues
Financial
Operational
Transitional
What is driving the decision
makers to act
A combination of
some motivators and some
issues
Anything that concerns or
worries the decision makers
“What is the value to
the organisation?”
“What capabilities do we
need to meet our goals?”
“How do we get from where we
are today to where we want to
be?”
16

Bidder
comparison
matrix
17
Hot Button Weight Us
Comp.
A
Comp.
B
Discriminator
Total score 100
1- List hot
buttons
2 - Define
weightings
4 - List perceived ratings for
yourself and each
competitor
6 - Total each column
5 - Note the specific positive or negative
discriminator primarily responsible for
the ratings
3 - Add a column for each
competitor

Work
collaboratively
with the customer
● Create a clear customer contact plan and come to an
agreement on the messaging you want to present to the
customer.
● As you continue to refine and improve your intelligence,
the specifics of the customer’s concerns, requirements,
issues, and hot buttons will surface.
● In response, your solution must evolve to gain even
greater traction with the buyer and reflect customer-
focused writing.
18

What is a contact
plan?
An essential tool for successful customer relationship
management that lists
● the customers you plan to contact
● what you want to find out
● what you want to communicate
● when and where you will meet
● how you will communicate your messages
● documentation of any information
you gather during a meeting.
19

Proof Points ● Pieces of information Proposal Developers use to support
the soundness of a solution.
● They often describe performance on similar past efforts
and can take the form of project data, case studies,
customer quotes or testimonials, awards or recognition
earned, and more.
20

Opportunity/Cap
ture Plans
• Organisations can spend significant time and effort
developing opportunity/capture plans for strategic
pursuits.
21

Develop program,
opportunity, and
proposal budgets
● When you understand what it will take to move through an
improved position to a favoured one, establish the resources
and budget required.
● If the opportunity is significant enough and your company is
able to provide the necessary resources, the Opportunity
Manager can continue to focus on improving the win
probability.
● If not, it may be a good idea to no-bid, or consider switching to
a subcontractor position with another firm acting as prime
contractor.
22

Opportunity/Cap
ture Plans
• An organised approach can help teams get the most
out of the opportunity/capture plan and make sure
winning strategies and compelling arguments are
transferred into the bid.
23

Start With a Plan • The opportunity/capture plan is developed during the
opportunity/capture planning phase, typically before
an RFP is released.
24

Start With a Plan • It should evolve over the course of the
opportunity/capture development phase, continually
identifying and tracking actions and strategies that
need to be carried out to provide the best chance of a
successful bid.
25

Opportunity plan
>
Proposal plan
● A current, up-to-date opportunity plan and mocked-up
executive summary ensure effective proposal planning, save
time and establish a consistent message early.
● Information on the customer, requirements, and competition
transfers directly into the proposal plan.
● Win strategies inform proposal strategies, which can serve as
the anticipated structure of the solicitation.
26

Decision gate
reviews
● The number and focus of decision gates depend upon the
complexity of the opportunities and company governance
processes.
● Decision gates should remain investment decisions based upon
the win probability and value of the potential business.
● No-bid decisions free the company to use limited resources on
more winnable, profitable opportunities.
27

Link With
Proposal
Management
Plans
• Transform opportunity/capture plan elements into
simple, easy-to-digest conclusions. Then turn these
conclusions into proposal headings, complete
sections, or section introductions.
28

Opportunity/Cap
ture Team
• Opportunity/capture teams range from a part-time
person to a group of exclusively assigned individuals.
29

Opportunity/Cap
ture Team
Selection
Identify and commit individuals who have the skills,
knowledge, availability, and interest to fulfill their
assigned roles
30

Define Team
Roles
• The core opportunity/capture roles for the
opportunity/capture process are:
 Opportunity/Capture Manager
 Bid Manager
 Program or Project Manager
31

Capture
Manager
32
Customer knowledge
Marketing know-how
Proposals experience
Technical insight
Leadership skills
Company knowledge
Project management ability
Enthusiasm
Company credibility
Profile
Manages from pursuit decision
Leads development of the capture plan
and the winning solution
Owns the strategy throughout the
opportunity lifecycle
Plans and manages the customer interface
Defines and manages the capture budget
Leads development of the winning price
Oversees transition into the Bid
Management Plan
Mentors bid team on win strategy
and solution
Key Responsibilities

Identify and
Integrate the
Right Team
• Working with the core opportunity/capture team
members and selected Senior Managers, identify the
key resources needed to form an integrated core team
of functional experts.
33

Persuade Senior
Leadership for
Resources
• Identify the team and resources needed to capture the
opportunity, and persuade senior leadership that your
request is necessary, appropriate, and justifiable.
34

Hold a Kickoff
Meeting
• Hold a capture kickoff meeting to demonstrate senior
management support and to empower the
Opportunity/Capture Manager and motivate the team
to win the opportunity.
35

Keep Senior
Management
Involved
• Keep senior management informed and involved, and
never surprise your management sponsor.
36

Evaluate
Opportunity/Cap
ture Success
• The primary measure of opportunity/capture success
is the number and value of quality contracts won.
37

Using
reviews to
check
customer
focus
38
Win
strategy
Competitor
strategy
Content
planning
Document
readiness
Lessons
learnt
Proposal timeline
Pursuit
decision
Bid
decision
Submit
proposal
Win

Tailor and scale opportunity plans to match the
opportunity

Start early; “front-loading” proposal planning can give
you more time to develop a winning proposal

Work closely with customers to understand their needs.

Keep completed opportunity plans for reuse on future
deals

To best apply opportunity/capture plans to proposal
content, develop key intelligence and analysis using
consistent and reusable tools, templates and formats,
such as a key information summary sheet

Appoint a key proposal team member to take
responsibility for updating the opportunity/capture
plan and ensuring that its contents are applied to the
proposal

Ensure that functional reviews support the higher-level
aim of expressing key ideas, rather than focusing on
detail

Engage opportunity/capture team members with the
right skills, knowledge, and availability.

Provide necessary training and track the progress of the
team and individual members.

Keep senior management involved throughout the
process and for getting needed resources.

Define which elements will be reviewed at each gate
review and the expected degree of completion of that
element.

Full Stack Bidder
Certification
51

Copyright © 2018 by Baachu, Baskar Sundaram
All rights reserved. No part of this publication may be reproduced, distributed, or transmitted in any form or by any means, including photocopying, recording, or other electronic or
mechanical methods, without the prior written permission of the publisher, except in the case of certain other noncommercial uses permitted by copyright law. For permission requests,
write to the publisher, addressed “Attention: Legal,” at the address below.
Baachu
Sussex Innovation, No.1 Croydon, 12-16 Addiscombe Rd, Croydon CR0 0XT
www.mybidbuddy.com
Disclaimer
While an effort is made to use the most accurate available information, Baachu does not guarantee that the information shared is always current. Baachu does not warrant or make any
representations as to the content, accuracy or completeness of the information, text, graphics, links and other items contained on its printed material and web pages.

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