Antix Consulting Capture Plan Template

MAKING
CONNECTIONS
DELIVERING
RESULTS
OPPORTUNITY CAPTURE PLAN TEMPLATE
FOR GOVERNMENT CONTRACTORS
ANTIX CONSULTING
Orianna Nienan
Managing Partner
Antix Consulting LLC
orianna@antixconsulting.com
www.antixconsulting.com
Book a Call

CONTENTS
• What is Deal Capture?
• Capture Manager Role
• Capture Resources
• Capture Activity Timeline
• Capture Strategy Template
• Opportunity Overview
• FDPS Record
• Customer Organization
• Customer Pain Points
• Customer Questions
• Competitive Analysis
• SWOT Analysis
• Gap Analysis
2
© 2023 Antix Consulting LLC. All rights reserved. May not be reproduced without permission.
• Contract Analysis / Risks
• Win Strategy
• Teaming Strategy
• Labor Estimates
• Price-to-Win
• Deal Shaping
• Customer Call Plan

What is Deal Capture?
3
• Deal capture refers to the process of identifying, pursuing, and securing specific
government contracts or procurement opportunities
• It is a strategic and proactive approach to winning government contracts by
effectively identifying and positioning an organization to compete for and secure
government business
• The goal of deal capture is to maximize the chances of winning contracts and to
drive revenue and growth in the government contracting sector
• Capture Plans are living documents that are updated throughout the lifecycle of
the deal
• They are often used to facilitate strategy sessions and for occasional deal
updates for leadership

Capture Manager Role
4
• Capture Managers are responsible for the following:
• Opportunity Assessment
• Market Research
• Strategic Positioning
• Capture Plan Development & Execution (including requested company investment if required)
• Team Building & Leadership (internally and externally, may include attracting contingent hires)
• Competitive Analysis
• Risk Analysis and Mitigation
• Relationship Management
• Teaming & Partnerships (including Teaming Agreement negotiations)
• Proposal Review & Oversight (ensures the proposal reflects the Capture Plan strategy and win
themes)
• Participate in post RFP submission activities (varies based on opportunity)
• Participates in contract negotiations
• Ensures Program Manager Handoff for Wins (clarifies any deal/scope/contract points)

Capture Resources
5
• A typical capture includes a dedicated Capture Manager (CM)
• For large government contract opportunities ($50M+ TCV) a CM can typically
effectively work 3-4 opportunities at one time depending on their overlapping
timelines (1-2 if close together)
• The CM determines what other resources are required, but typically includes
these roles in capture activities as needed:
• Contracts
• Pricing
• Technical Lead and/or Solution Architect
• Other technical resources depending on contract requirements

Capture Activity Timeline
6
18
months
12
months
6
months
3
months
RFP
Release
Opportunity
Identification
Opportunity Identification and Market
Research
Capture Plan / Strategy Development / Call
Plan
Teaming & Partnering
Pre-Proposal Activities
Proposal
Developme
nt
Proposal
Response
Submission
Post Submission
• Identify and track
potential
opportunities
• Align selected
opportunities to
Business
Development strategy
• Bring deal forward for
internal review
• Create a comprehensive capture
plan, including strategies,
tactics, and resources
• Position the organization to
align with the customer's needs
and priorities
• Develop relationships with key
stakeholders within the
government agency
• Highlight past performance and
capabilities
• Identify and establish
partnerships or
subcontracting
arrangements as
needed.
• Negotiate teaming
agreements and roles
and responsibilities.
• Attend pre-solicitation
meetings and industry days.
• Conduct market shaping
activities to influence RFP
requirements (if applicable).
• Engage with government
officials to clarify
requirements or address
concerns.
• Final Bid/
No-Bid Decision
• Write a
competitive
proposal that
addresses the
RFP's
requirements
• Engage in discussions,
negotiations, or
clarifications with the
government.
• Await the government's
decision and award.

7
OPPORTUNITY CAPTURE
PLAN TEMPLATE FOR
GOVERNMENT
CONTRACTORS

Opportunity Overview
8
• Name of the contract: [Add]
• Anticipated $ value: [Add]
• Contract Type(s): [Add] (e.g., FFP, T&M, etc.)
• New Requirement or Re-compete contract? [Add]
• If re-compete, include current Prime contractor incumbent and any known
subcontractor companies
• Include the history of awards including contractors and $ value
• Scope Summary: [Add]

FPDS Record
9
• For a re-compete contract, look up the record in FPDS
• You will need the current contract number
• Include a screen shot on this slide

Customer Organization
10
• Include a chart of your customer’s organization and highlight expected
personnel likely to be included on the Evaluation Committee (i.e.,
decision makers)
• When details are unknown due to lack of customer intimacy,
include at least the “Director” level person responsible for the
contract
• Continue to update this information as you work your opportunity
call plan

Customer Pain Points
11
• Conduct research
• Prior solicitations (if applicable)
• Draft solicitation (if applicable)
• Industry insights
• Relevant legislation & policy
• Reports from other government agencies (e.g., OMB)
• Interviews with potential contingent hires familiar with the work
• Interviews with ex-government employees that provide consulting services
• Information from customer meetings
• If you get a meeting with the customer, do as much research as you can first;
don’t give a generic capabilities presentation – try to present how your
existing solutions address customer needs

Customer Questions
12
• Meet with internal technical personnel (Solution Architect, Technical
Lead, etc.) and document their questions about the opportunity
• What else do you need to know to craft a solution?
• Create an initial draft of this list prior to any customer meetings

Competitive Analysis
13
• Who do you expect is bidding on this opportunity?
• If existing business, include the Prime contractor and known subs
• Conduct research to determine other bidders
• Online research to determine the number of bidders
• Freedom of Information Act (FOIA) requests (recommend doing
this through a third-party)
• Check with Business Development contacts within your network
• List Competitor Strengths and Weaknesses (see next slide)

SWOT Analysis
14
Strengths Weaknesses
• These are the internal, positive attributes and characteristics
that an entity possesses. They are the things that give it a
competitive advantage or make it stand out. Strengths could
include a strong brand, a talented team, efficient processes,
or valuable intellectual property.
• Weaknesses are also internal factors, but they represent the
areas where an entity is lacking or underperforming.
Identifying weaknesses is crucial for addressing internal
issues that need improvement. Weaknesses might include
inadequate resources, outdated technology, or a lack of
specific skills.
Opportunities Threats
• Opportunities are external factors in the environment that
can be leveraged to the entity's advantage. These are
external trends or situations that can be beneficial. For
example, emerging markets, changes in consumer behavior,
or new technologies can present opportunities for growth or
improvement.
• Threats, like opportunities, are external factors, but they
represent potential challenges and risks. They are external
conditions or trends that could harm the entity. Threats could
include competition, economic downturns, regulatory
changes, or other factors that may affect the entity
negatively.
Competitor 1: [Name]
Complete a SWOT analysis for each potential competitor and your own company

Gap Analysis
15
• Based on known scope, include any requirements for which your firm
does not have expertise
• Include technical scope for which you do not have past
performance references
• This could also include other gaps such as lack of a specific contract
vehicle or lack of a certain type of personnel (e.g., personnel with
clearances)

Contract Analysis / Risks
16
• Deal Risks – include any known deal risks (e.g., Do you have the correct contract
vehicle? Do you have the necessary past performance?)
• Performance Risks – if known, does the customer have any contract requirements
(e.g., service level agreements) that will be difficult for your firm to meet? Do you
have the capacity/bandwidth, etc.?
• Contract Risks – are there any contract Terms & Conditions that may be difficult
for you to accept? Are you able to meet the Federal Acquisition Regulations (FAR)
clauses included by reference? (If no Draft RFP, review the prior solicitation as a
starting point)
• Conflicts of Interest – do you have a real or perceived conflict in delivering the
services requested?
• Other Business Risks – miscellaneous

Win Strategy
17
• This looks different for every opportunity; however, consider these topics:
• Offering discriminators – something you can offer that others can’t or won’t
• These can be management (e.g., providing a particular resource the
government really wants), or technical (e.g., providing product features
that your competitors cannot)
• Unique deal “sweeteners” – what skin can you put in the game? (e.g., bidding
performance incentives or disincentives based on service level agreements, or
strategic services might you offer as added value with no additional cost

Teaming Strategy
18
What gaps do you have that you need to fill with teaming?
List Gap 1 List Gap 2 List Gap 3 List Gap 4
• List potential teaming
partners with high
quality past performance
references for this gap
• You may choose to break
this table out into “Pros”
and “Cons” for potential
teaming partners
partners with high
partners with high
partners with high

Labor Estimates
19
• Break out the scope and create a draft organization chart for how you would deliver
the program – the Capture Manager and a Technical Lead can work together on this
activity, depending on the CM’s background and knowledge
• Options for creating initial labor estimates:
• “Bottom-up”
• “Top Down”
• This can be updated as information is learned throughout the capture process
• It is highly beneficial to have this completed well in advance of Final RFP drop

Labor Estimates (continued)
20
• “Bottom-up”: If you have a Draft RFP, create a work breakdown structure (WBS) for
the scope and estimate the time it would take to deliver each piece of work
• “Top Down”: If you only know the total contract value and have a notional idea of the
work, list out how many FTEs you think are required to deliver for each section of
your organization chart; for example:
• Management: PM, PMO Lead
• Development Team: number & type/skills
• Testing Team: number & type/skills
• Security Team: number & type/skills, etc.

Price-to-Win (PTW)
21
• Conduct a pricing strategy session
• Discuss topics such as:
• Based on the competitive landscape, the customer and other deal factors, do the facts
point to the need for the lowest price or will you rely on a “best value” approach?
• Wrap rate
• Other profitability targets (depending on contract type, etc.)
• Research competitor labor rates for the expected contract vehicle
• Once you have a draft labor profile, apply expected competitor rates for applicable Labor
Categories to get an idea of what a competitor’s price might look like (requires some
assumptions); include any knowledge of prior bids against this competitor
• How differentiated your solution is has an impact on PTW; the more differentiated your offer,
the higher price you can typically bid
• For a re-compete contract, it is typical for an incumbent to target at least a 10% price
reduction, but this strategy is sensitive to many different deal factors

Deal Shaping
22
• Based on any information in this deck, are there any deal points you need the customer to
change in order for you to be able to bid?
• For example, do you need the government to change anticipated contract vehicle?
• Remove a specific requirement (such as CMMI Level 5, or other required certifications)
• Do you need changes to contract T&Cs such as OCI language in order to be compliant?
• Are there any favorable contract terms that would give the government a better deal that you
need to make them aware of?
• Are there any competitive advantages (such as SLA requirements you know your competition
couldn’t meet) that you would like to suggest the customer include in the Final RFP?
• Common shaping points incumbents often request for customers to include in RFPs so that
they can retain existing work include:
• Difficult personnel qualifications
• Very detailed past performance requirements that favor someone already doing the work
• Rigorous/difficult to meet certifications if they have already have them

Customer Call Plan
23
Create a call plan based on customer organization research
Meeting with
Who Objective(s)
Artifacts
Needed
[Company]
Attendees When Critical Questions
Name, title,
relevant details

24
Orianna Nienan
Managing Partner
Antix Consulting LLC
orianna@antixconsulting.com
www.antixconsulting.com
MAKING
CONNECTIONS
DELIVERING
RESULTS
Book a Call

Antix Consulting Capture Plan Template

Recommended

Recommended

More Related Content

Similar to Antix Consulting Capture Plan Template

Similar to Antix Consulting Capture Plan Template (20)

Recently uploaded

Recently uploaded (20)

Antix Consulting Capture Plan Template