The Government Technology & Services Coalition (GTSC) and its Emerging Small Business Group on December 16 hosted a session for small companies to learn about business development in the Federal sector. Our presenter, Tony Sacco was Vice President of SAIC and has over 40 years of experience in business development, IT systems development, integration and operations. Topics included:
>>Introduction to the BD lifecycle from a small business perspective
>>Challenges and opportunities in each phase
>>Strategies and techniques to be successful at BD
About the GTSC Emerging Small Business Group
The Emerging Small Business Group is open to GTSC members with revenue <$2.5 million. It will focus on understanding the numerous challenges of starting/growing a small business in the Federal space and marshaling GTSC’s vast resources of peers, owners, mentors, subject matter experts and online virtual tools to provide our emerging small business members the knowledge and techniques they need to meet the challenges of growing a business.
Chair: Elaine Kapetanakis, CEO, Kapstone Technologies
A simple, straight forward set of 25 slides which provides the basics of S&OP (Sales & Operations Planning) from concept to implementation. (Used to introduce and discuss S&OP concepts with clients and prospective clients.) S&OP is also know as IBF or IBP (IBF = Integrated Business Forecasting; IBP = Integrated Business Planning)
Inquiry
Document Flow
Create a Quotation
Output of the Quotation Documentation
Creation of a Sales Order with Explicit Reference to the Quotation
Creation of a Sales Order without Explicit Reference to the Quotation
Output of the Sales Order Confirmation
Creation of the Quantity Contract Documentation
Creation of a Sales Order with Explicit Reference to the Contract
Creation of a Sales Order without Explicit Reference to the Contract
Output of the Contract..
A simple, straight forward set of 25 slides which provides the basics of S&OP (Sales & Operations Planning) from concept to implementation. (Used to introduce and discuss S&OP concepts with clients and prospective clients.) S&OP is also know as IBF or IBP (IBF = Integrated Business Forecasting; IBP = Integrated Business Planning)
Inquiry
Document Flow
Create a Quotation
Output of the Quotation Documentation
Creation of a Sales Order with Explicit Reference to the Quotation
Creation of a Sales Order without Explicit Reference to the Quotation
Output of the Sales Order Confirmation
Creation of the Quantity Contract Documentation
Creation of a Sales Order with Explicit Reference to the Contract
Creation of a Sales Order without Explicit Reference to the Contract
Output of the Contract..
“You can download this product from SlideTeam.net”
Presenting this set of slides with name 30 60 90 Day Sales Action Plan. This is a three stage process. The stages in this process are 30 Day Plan, 60 Day Plan, 90 Day Plan. This is a completely editable PowerPoint presentation and is available for immediate download. Download now and impress your audience. https://bit.ly/3aYUFnr
Due Diligence - What You Don’t Find Out Will Hurt YouNow Dentons
This presentation focuses on the details of the due dilligence process. It covers the definition and role of due dilligence, provides a legal due diligence checklist and gives an overview of key due dilligence points and mining considerations.
Operational Excellence Models, Strategies, Principles & ToolsAurelien Domont, MBA
Toolkit Downloadable at www.slidebooks.com | Created By ex-McKinsey & Deloitte Consultants | Download and Reuse Now 10+ Operational Excellence Models, Strategies, Principles & Tools.
Creating An Effective Business Development StrategyTom Cutshall
Creating a business development strategy requires a collaborative effort from the entire business team. A key aspect of creating an effective business development plan is looking back and evaluating what worked and didn't work.
In this presentation, you will know about the role and responsibilities of an Agile Business Analyst? What is the context and need for an Agile business Analyst
Business Value Measurements and the Solution Design FrameworkLeo Barella
The presentation covers a process and artifacts to establish better communication between business and IT and improve the quality and consistency of solutions. It also includes a tool to measure business value of the solutions that are being proposed and allows the business audience to make educated choices based on overall IT Business impact.
Primary focus of Business Continuity Plan is to offer exclusive Business Continuity Planning and Disaster Recovery Resources for organizations at reasonable prices. We provide extremely useful and comprehensive templates, samples, checklist, guidelines, and questionnaire which can help planning the BCP/DR as per the most effective and international standards.
Our instructive templates like Business Continuity Plan, Business Impact Analysis, The Enterprise Business Continuity and Disaster Recovery Plan, Facility Risk Assessment, Small Business Continuity & Disaster Recovery Plan, Pandemic Disaster Plan can be of immense help for organizations to formulate strategies in order to survive and increase business in the event of disaster or pandemic.
APMP Foundation: Proposal Outline DevelopmentBid to Win Ltd
Second session in the Planning the Proposal Phase module of Bid to Win's APMP Foundation Accreditation preparation webinars.
In this webinar we shall learn about the purpose and content of the proposal outline, and how it can help us get organised.
The presentation is design to provide answer to the very basic question "What is Business Analysis?", it is designed to guide the professionals who want to enter into BA profession or have started working as BA's.
How to Write a Business Case: 4 Steps to a Perfect Business Case TemplateWorkfront
Yes, poor planning and lackluster top management support can kill otherwise well-built projects, but right up there is also the inability to make a convincing business case for your project. Luckily for you, the presentation provides a step-by-step guide for not only building a strong business case, but creating a business case template you can use again and again. Let’s get started…
This document is containing details about Business Analysis & Business Analyst the agendas are as below :
Introduction to Business Analysis
Scope of Business Analyst in IT & Non-IT Organizations
Require Skill Matrix & Prerequisites for Business Analyst
Business Analysis Methodology
Role Business Analyst in SDLC
Alternatives & BA Professional Courses
Introduction to CMMi Levels & Role of BA in CMMi Levels
Your Global Sales Playbook: How to Take on International ExpansionSales Hacker
DocSA company can only be as big as its global ambitions.
International sales bring new markets, fresh revenue streams, unique talent, and a higher return on investment. But a methodical go-to-market plan is critical in ensuring that your organization is set up for success.
When appropriately composed, these strategies mitigate expansion risk and encourage efficient use of resources, timelines, and capital for global expansion. How can you avoid the most common international expansion mistakes?
Globalization Partners' Chief Revenue Officer, Diane Albano, joined us to share expert insight into building a global sales strategy that can dramatically improve the long-term outlook of your company.
In this business analysis training session, you will learn about Introduction to Business Analysis. Topics covered in this course are:
Introduction to Business Analysis
• Business Process – What and Why?
• Who is a Project Manager?
• Who is a Business Analyst?
• What is Business Analysis and why is it important?
• Roles, Responsibilities and necessary Skills for a Business Analyst
To know more, visit this link: https://www.mindsmapped.com/courses/business-analysis/getting-started-with-business-analysis-fundamentals/
“You can download this product from SlideTeam.net”
Presenting this set of slides with name 30 60 90 Day Sales Action Plan. This is a three stage process. The stages in this process are 30 Day Plan, 60 Day Plan, 90 Day Plan. This is a completely editable PowerPoint presentation and is available for immediate download. Download now and impress your audience. https://bit.ly/3aYUFnr
Due Diligence - What You Don’t Find Out Will Hurt YouNow Dentons
This presentation focuses on the details of the due dilligence process. It covers the definition and role of due dilligence, provides a legal due diligence checklist and gives an overview of key due dilligence points and mining considerations.
Operational Excellence Models, Strategies, Principles & ToolsAurelien Domont, MBA
Toolkit Downloadable at www.slidebooks.com | Created By ex-McKinsey & Deloitte Consultants | Download and Reuse Now 10+ Operational Excellence Models, Strategies, Principles & Tools.
Creating An Effective Business Development StrategyTom Cutshall
Creating a business development strategy requires a collaborative effort from the entire business team. A key aspect of creating an effective business development plan is looking back and evaluating what worked and didn't work.
In this presentation, you will know about the role and responsibilities of an Agile Business Analyst? What is the context and need for an Agile business Analyst
Business Value Measurements and the Solution Design FrameworkLeo Barella
The presentation covers a process and artifacts to establish better communication between business and IT and improve the quality and consistency of solutions. It also includes a tool to measure business value of the solutions that are being proposed and allows the business audience to make educated choices based on overall IT Business impact.
Primary focus of Business Continuity Plan is to offer exclusive Business Continuity Planning and Disaster Recovery Resources for organizations at reasonable prices. We provide extremely useful and comprehensive templates, samples, checklist, guidelines, and questionnaire which can help planning the BCP/DR as per the most effective and international standards.
Our instructive templates like Business Continuity Plan, Business Impact Analysis, The Enterprise Business Continuity and Disaster Recovery Plan, Facility Risk Assessment, Small Business Continuity & Disaster Recovery Plan, Pandemic Disaster Plan can be of immense help for organizations to formulate strategies in order to survive and increase business in the event of disaster or pandemic.
APMP Foundation: Proposal Outline DevelopmentBid to Win Ltd
Second session in the Planning the Proposal Phase module of Bid to Win's APMP Foundation Accreditation preparation webinars.
In this webinar we shall learn about the purpose and content of the proposal outline, and how it can help us get organised.
The presentation is design to provide answer to the very basic question "What is Business Analysis?", it is designed to guide the professionals who want to enter into BA profession or have started working as BA's.
How to Write a Business Case: 4 Steps to a Perfect Business Case TemplateWorkfront
Yes, poor planning and lackluster top management support can kill otherwise well-built projects, but right up there is also the inability to make a convincing business case for your project. Luckily for you, the presentation provides a step-by-step guide for not only building a strong business case, but creating a business case template you can use again and again. Let’s get started…
This document is containing details about Business Analysis & Business Analyst the agendas are as below :
Introduction to Business Analysis
Scope of Business Analyst in IT & Non-IT Organizations
Require Skill Matrix & Prerequisites for Business Analyst
Business Analysis Methodology
Role Business Analyst in SDLC
Alternatives & BA Professional Courses
Introduction to CMMi Levels & Role of BA in CMMi Levels
Your Global Sales Playbook: How to Take on International ExpansionSales Hacker
DocSA company can only be as big as its global ambitions.
International sales bring new markets, fresh revenue streams, unique talent, and a higher return on investment. But a methodical go-to-market plan is critical in ensuring that your organization is set up for success.
When appropriately composed, these strategies mitigate expansion risk and encourage efficient use of resources, timelines, and capital for global expansion. How can you avoid the most common international expansion mistakes?
Globalization Partners' Chief Revenue Officer, Diane Albano, joined us to share expert insight into building a global sales strategy that can dramatically improve the long-term outlook of your company.
In this business analysis training session, you will learn about Introduction to Business Analysis. Topics covered in this course are:
Introduction to Business Analysis
• Business Process – What and Why?
• Who is a Project Manager?
• Who is a Business Analyst?
• What is Business Analysis and why is it important?
• Roles, Responsibilities and necessary Skills for a Business Analyst
To know more, visit this link: https://www.mindsmapped.com/courses/business-analysis/getting-started-with-business-analysis-fundamentals/
Taking a Master Planning Approach to YOUR Customer Advocate ProgramKatie Lockett
Reference Managers can be the hub of activity associated to reference requests, marketing, content, and much more. A multitude of roles and projects can leave your program with little vision and lack of executive support that it can stand on its own. Learn how to evaluate your program using a model that will not only help in prioritizing goals but will create a program framework for success. Using this model will ultimately support conversations with leadership, invoke execute support, and help the RM position be seen as a viable asset to the business.
Account Management in Public Relations, is one area that continues to affect the way Client Relationship is managed and how effectively communication programmes are managed. This presentation take the perspective that practitioners on the Agency side need to move away from traditional practice and embrace a new paradigm.
This presentation was given by the Cabinet Office on Commercial Masterclasses.
The presentation was on the 28 May 2013 in York presented by John Dawson (NAVCA) and Stephen Hornby (Serco).
Find out more about the NCVO's voluntary work: http://www.ivr.org.uk
For the first time, developing a business plan can be daunting. In our simple guide, we explain the importance of a business plan and just as critical the importance of having a compelling business idea for your business in the first point. We then step by step take you through the eight critical elements of a good business plan and provide you with checklists at the end of each section.
These eight are;
1) Product/ Service - what is it you are offering?
2) The Market and Competition
3) Marketing
4) Business System
5) Organisation and HR
6) Opportunities and Risks
7) Implementation Schedule
8) Your Financial Plan
This presentation provides the basic information about Management Consultancy, the steps involved, life cycle, how to prepare proposals, client management, expectations, benefits to business and some tools, tips and techniques
The agency-client relationship can be difficult to establish and grow. These are the things I've learned over the years as both a consultant as well as operations leader, hiring consultants and agencies.
Similar to Business Development for Small Government Contracting Companies (20)
The Government Technology & Services Coalition celebrates 5 years of serving the homeland and national security community. The 2016 Annual Report reviews the organization's 2016 activities and highlights some of the accomplishments since its founding.
GTSC releases our 2015 Annual Report on activities with the U.S. Departments of Homeland Security (DHS), Defense (DOD), Justice (DOJ), Treasury, State and the Office of the Director of National Intelligence (ODNI). GTSC is the premier non-profit, non-partisan organization representing small and mid-sized companies in homeland and national security.
Government Technology & Services Coalition & InfraGard NCR's Program: Cyber Security: Securing the Federal Cyber Domain by Strengthening Public-Private Partnership
Presentation: Cybersecurity for Government Contractors
Presenter: Robert Nichols, Partner, Covington & Burling LLP
The Government Technology & Services Coalition's Annual Report, covering the period of June 2013 - November 2014.
The Government Technology & Services Coalition (GTSC) is a nonprofit, non-partisan association of innovative, agile small and mid-sized company CEOs that create, develop, and implement solutions for the Federal homeland and national security sector. These companies founded the Coalition to band together to work with their Federal partners to achieve their mission despite significant budget challenges by bringing the innovation, creativity and exceptionalism of successful small businesses to the homeland and national security mission. These CEOs — many former government officials — joined together to share best practices, information and resources to lead the initiatives and solutions that would bring the best of our community together to protect our homeland.
Our vision is to provide an ethical, effective platform for information exchange between the public and private sector on homeland and national security ideas, technologies and innovations that will achieve mission.
Our mission is to provide exceptional advocacy, capacity building, partnership opportunities and marketing in the Federal security space for small and mid-sized companies. We do this to support and assist our government partners achieve their critical missions with the highest integrity; best and most innovative technologies; and results-based, quality products and services to prevent, protect against, mitigate, respond to, and recover from, any terrorist attack or natural disaster.
Government Technology & Services Coalition & InfraGard NCR's Program: Cyber Security: Securing the Federal Cyber Domain by Strengthening Public-Private Partnership
Presentation: How do we Protect our Systems and Meet Compliance in a Rapidly Changing Environment
Presenter: Sean McCloskey, Program Manager, Cyber Security Evaluations Program, DHS
Description: With all the constant innovation in cyber, what is “cutting edge”? What constraints hinder innovation? How is technology being used to address the Executive Orders, comply to standards, and other meet other mandates? What areas still need resources, ideas and innovation? Join us to hear advances in cyber security technology and ways to protect and monitor systems that will provide for resilient infrastructures and incorporate new solutions.
Government Technology & Services Coalition & InfraGard NCR's Program: Cyber Security: Securing the Federal Cyber Domain by Strengthening Public-Private Partnership
Presentation: How do we Protect our Systems and Meet Compliance in a Rapidly Changing Environment: Cyber Security Information and Event Management
Presenter: Dr. Jim Murray, Technical Staff, HBB Systems, LLC
Description: With all the constant innovation in cyber, what is “cutting edge”? What constraints hinder innovation? How is technology being used to address the Executive Orders, comply to standards, and other meet other mandates? What areas still need resources, ideas and innovation? Join us to hear advances in cyber security technology and ways to protect and monitor systems that will provide for resilient infrastructures and incorporate new solutions.
Government Technology & Services Coalition & InfraGard NCR's Program: Cyber Security: Securing the Federal Cyber Domain by Strengthening Public-Private Partnership
Presentation: How do we Strengthen the Public-Private Partnership to Mitigate and Minimize the Damage: Improving Cybersecurity and Resilience Through Acquisition
Presenter: Emile Monette, Senior Advisor for Cybersecurity, GSA, Office of Mission Assurance
Description: How do we approach deliberate attacks against Federal contractors who handle and have access to massive amounts of sensitive and confidential data and information? From the increasing Insider threat to state-sponsored attacks, how can the Federal government partner more effectively with the private sector to detect and mitigate these attacks?
Government Technology & Services Coalition & InfraGard NCR's Program: Cyber Security: Securing the Federal Cyber Domain by Strengthening Public-Private Partnership
Presentation: How do we Protect our Systems and Meet Compliance in a Rapidly Changing Environment
Presenter: David Knox, Vice President of National Security Solutions, Oracle
Description: With all the constant innovation in cyber, what is “cutting edge”? What constraints hinder innovation? How is technology being used to address the Executive Orders, comply to standards, and other meet other mandates? What areas still need resources, ideas and innovation? Join us to hear advances in cyber security technology and ways to protect and monitor systems that will provide for resilient infrastructures and incorporate new solutions.
GTSC's National Preparedness Month Symposium
Presentation: Alert/Notification Technologies: The Integrated Public Alert and Warning System (IPAWS)
Presenter: Antwayne Johnson, Director, IPAWS, FEMA
Description: FEMA has been on the cutting edge of supporting and developing technologies and social media to advance alerts and notifications of severe events. IPAWS provides public safety officials with an effective way to alert and warn the public about serious emergencies using the Emergency Alert System (EAS), Wireless Emergency Alerts (WEA), the National Oceanic and Atmospheric Administration (NOAA) Weather Radio, and other public alerting systems from a single interface. Join us to learn more about how these technologies are aiding in preparedness, earlier alerts and advanced communication platforms to assure interoperability and improved communication to forward FEMA’s mission.
GTSC's National Preparedness Month Symposium
Presentation: Government Contracts & Insurance Issues: How Prepared is Your Company?
Presenter: Justin Chiarodo, Partner, Dickstein Shapiro LLP; John Gibbons, Partner, Dickstein Shapiro LLP
Description: Disasters require advance planning to protect your business. Beyond physical preparedness for a disaster or terrorist attack, your firm should pay close attention to its assets – and how your company can best leverage them. This panel will discuss both government contracts and insurance considerations relating to disasters.
GTSC's National Preparedness Month Symposium
Presentation: How Can We Leverage Technology to Improve Performance: Social Media in Emergency Management
Presenter: Todd Jasper, Director of Homeland Security & Emergency Management, Man-Machine Systems Assessment (MSA)
Description: Technological advances are allowing FEMA to integrate people, processes and information better than ever before. Social media apps and tools are transforming the way people communicate before, during and after a disaster. These technologies afford FEMA unique opportunities to analyze and crowd share data, communicate alerts and information about disasters and increase FEMA's situational awareness on the ground faster and more efficiently.
GTSC's National Preparedness Month Symposium
Presentation: How Can We Leverage Technology to Improve Performance?
Presenter: Dr. Kevin Delin, CEO, SensorWare Systems
Description: Technological advances are allowing FEMA to integrate people, processes and information better than ever before. Social media apps and tools are transforming the way people communicate before, during and after a disaster. These technologies afford FEMA unique opportunities to analyze and crowd share data, communicate alerts and information about disasters and increase FEMA's situational awareness on the ground faster and more efficiently.
GTSC's National Preparedness Month Symposium
Presentation: The Evolving Threats: GAO's Report on DOD's Infrastructure Adaptation for Climate Change
Presenter: Brian Lepore, Director of Defense Capabilities and Management, GAO
Description: From more violent and frequent weather incidents to long-term recovery efforts and mitigation, FEMA faces greater threats than ever. This panel will identify some of the overarching factors contributing to their increasing challenges and discuss mitigation, response and recovery trends.
GTSC's National Preparedness Month Symposium
Presentation: The Evolving Threats: What Does the Future Hold? A Local Government Perspective
Presenter: Brian Usher, President-Elect, American Public Works Association; Director of Public Works, Largo, Florida
Description: From more violent and frequent weather incidents to long-term recovery efforts and mitigation, FEMA faces greater threats than ever. This panel will identify some of the overarching factors contributing to their increasing challenges and discuss mitigation, response and recovery trends.
GTSC's National Preparedness Month Symposium
Keynote: FEMA’s Preparedness: A Leading, Agile, Focused Agency
Presenter: David J. Kaufman, Associate Administrator, Policy, Program Analysis, and International Affairs, U.S. Department of Homeland Security/FEMA
Description: FEMA’s Office of Policy & Program Analysis is tasked with shaping FEMA and strengthening its ability to fulfill its mission by becoming a more agile, results oriented organization. This keynote will describe the efforts to achieve that vision and how the Office is working to strengthen public private partnerships to incorporate best practices from the lessons learned from previous disasters.
More from Government Technology and Services Coalition (20)
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
Experience unparalleled EXTENDED STAY and comfort at Skye Residences located just minutes from Toronto Airport. Discover sophisticated accommodations tailored for discerning travelers.
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The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
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➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
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➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
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"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
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Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Business Development for Small Government Contracting Companies
1. 1
A Primer in Business
Development
with Small Businesses in Mind
Tony Sacco
Presented for the Government Technology & Services
Coalition
Emerging Small Business Work Group
2. 2
Objectives for Today
Help build the knowledge and process components
to successfully bid and win jobs as a PRIME
Strategies to know when to PRIME, when to SUB
Address the BD lifecycle from a process
perspective
Introduce a proven process for the BD life cycle
Address BD from a relationship perspective
Answer questions relating to the how and why
3. 3
Who am I?
Started my career as an engineer
Joined SAIC when it was a Small Business
Spent 30 years managing projects and programs
Spent the last few years supporting sales/ business
development
SAIC EAGLE PM for 7 years - $1.2B in Task Order
awards
Mentored over 12 small businesses
Spent 40 years developing customer relationships
4. 4
Rules of the Road
The first part of my presentation is about process- a
way to conduct BD through the life cycle
The second part of the presentation is my opinions
and beliefs developed over a lifetime
You are encouraged to challenge and express your own
You will learn by being interactive so please interrupt
and ask questions
5. 5
Semantics
I will use the following words throughout my
discussion:
Client
Customer
Buyer
Prospect
Do they have different meanings to You?
7. 7
Why Process?
Insanity is continuing to do the same thing and expecting
different results
-
Albert Einstein
Insanity is continuing to do different things and
expecting the same results
- Tony Sacco
8. 8
Business Development
Business development is an art not a
science, however it requires a
disciplined approach implemented
over life cycle for it to be successful.
10. 10
Identification Inputs
What does your org do?:
Product
Service
What does your org want to do?
What are your organizational goals?
Account plans
Strategic initiatives and plans
Do you have targeted customers?
11. 11
Product or Services?
A Key focus of BD is to understand what you sell
Product
Off-the-shelf
Development
Service
Existing service
New service
Sales strategies are different for each!
12. 12
Strategic planning
Does you organization understand where they are?
Do they understand what they want to be?
Do they understand the gaps between the two?
Do they have a plan to fill the gaps and reach their
goals?
Are they committed to the plan and willing to invest
the resources to make it happen?
Without this, growing business is at best
problematical!
14. 14
Branding
Did your prospect know your organization before you
met?
Did they know your capabilities?
Do your peers know about you?
Have you established vendor/ supplier relationships?
Are you active in public forums, especially those
involved in your service or product area?
Has your organization’s service or product been
reviewed, e.g. Gartner Magic Quadrant?
Have you thought thru a marketing strategy and
implemented it?
If not then your first call is a cold call that requires you
to do your homework about the customer.
15. 15
Client Focus
How do your skills, knowledge and experiences align
with a potential customer
Is your service proposition focused on mission, IT
infrastructure or other support functions?
Can you address real world concerns, especially
problems that this customer faces?
Can you tell a story that describes your company’s
approach or other aspects that makes your service
proposition unique?
Can you address lessons learned, mistakes that were
found and corrected?
Can you address how your service proposition can best
benefit the customer?
16. 16
How do SBs get started?
Relationships
Reputation
Uniqueness in their service offering
Technical innovation
Filling a gap; being there at the right time
Typically SBs start in a subcontractor role
No vehicles
No company past performance
17. 17
Transition challenges for
Small Businesses
Startup with limited or no customer base
First prime contract
First contract with new customer
First Fixed Price or Cost Plus contract
First contract using Subcontractors
Recertification from 8a or other SB classification
Recertification out of SB designation
All require different approaches in identifying new
customers, new sources of revenue
18. 18
Lead generation
Opportunity Leads:
Internal staff
Cold calls
Competitors
Trade Publications
Government Publications (e.g. FBO)
Industry Associations (e.g. GTSC!)
Networking Events
Consultants
Existing Client Relationships
New techniques/processes/products
Government policies/new administration/new initiatives
Draft RFPs/RFIs
Industry Days
Market intelligence companies (e.g. GovWin)
Others????
19. 19
Identification Outputs
Opportunity that is real and that will be funded
Customer has shown a positive attitude toward your org
Discovered that the competitive environment is favorable
No prohibitive favorite or other large obstacle
No OCI implications for your organization
Demonstrated that the opportunity is aligned with your
business plans
Determined that your org has the capabilities for the
opportunity
Defined that the opportunity is feasible to bid and the
estimated ROI is reasonable
Documented your findings in a Opportunity Description
Plan for the resources you need to support the next phase
Received approval for resources needed to at least
complete Qualification Phase (Phase 2)
22. 22
Qualification Inputs
Opportunity Description
Where it fits in your organization’s priority
Preliminary Analysis of:
Procurement timeframes
Customer requirements
Competitive landscape
Customer organization
Customer funding: real or wish list
Possible solutions/approaches
23. 23
Qualification Processes
Understand opportunity context
Align customers goals with internal goals
Develop understanding of customer org
Start developing a Capture Plan
Start developing and executing a Call Plan
Build momentum/enthusiasm within your org
Start understanding the competitive landscape
Address your org weaknesses and possible teaming
Start developing your win strategy
24. 24
Understand Opportunity
Context
Is there a level playing field?
Customers want all viable competitors to bid on
programs
Customers seem willing to make accommodations to
avoid competitor complaints
Best time to influence competition is early in the
acquisition stages when customers solicit and
encourage comments
Customers try to determine what supports a
successful program
Understand where the opportunity fits in the client’s
overall organization
25. 25
Align Customer’s Goals with
Internal Goals
Focus on customer issues
Assist in technical and programmatic issue resolution
Volunteer technical support
Assist in defining what is feasible
Promote program
As the Customer’s Acquisition Strategy/Plan solidifies
Offer initiatives (demos, etc.) that bias customer in our favor
Comment on scope of work; try to shape it to your advantage
Offer white papers on issues
Assist in crafting solutions to program challenges
Help customer defend plan against other agencies and/or
competitors who want to take on the customer
26. 26
Understand customer organization and
project stakeholders
Direct Customer and staff
Managerial and technical staffs
SETA contractors
Customer’s leadership organization
Program executive officers (PEO) and staffs
Similar directorate-level organizations
Customer procurement organization
End users and other stakeholders
Influencers
Key technical personnel
Supporting contractors
Source Selection Evaluation Board
Source Selection Authority
Congress and staff
27. 27
Source Selection
Organization and Hierarchy
Source
Selection
Authority
Decide
Source
Selection
Advisors
Recommend Decision
Compile and Rank
SSEB
Chair
Management
Team
Past
Performance
Team
Technical
Team
Security
Team
Cost
Team
SSEB (Source Selection Evaluation Board) teams typically correspond to
the evaluation criteria.
Score
28. Start Developing a Capture Plan
28
Opportunity overview
Discussion of overall acquisition
Win strategies
Procurement Schedule RFIs, RFPs, Submission dates, Award dates
Your company’s capabilities and limitations
Identify internal and external teaming needs/possible partners
Probable solution
Probable management (including staffing), technical, and price
solutions
Possible solution-unique teaming requirements/alternative
solution(s)
Customer analysis
Probable decision makers, hot buttons, discriminators. budgets
Opportunity Call Plan
Competition analysis
Potential competitors
Incumbent influence and considerations
Competitive environment
Ways to influence customer and shape in your favor
Solution generation
R&D and other means to create our program solution
Schedule activities with resources, milestones and dependencies
Capture Team Resources and Include events marketing, trade shows,
IR&D, CDR, demos, technical resources (overhead expenditures) through Post Award if possible
29. Start Developing and
Executing a Call Plan
29
Components:
What you want to find out
Who to go with
When/Where
Messages/demos/ leave behinds
Stress how your solution solves their problem and show
customer benefits
Who to see and why
Who else would they recommend to see
Every encounter should/must include:
What are the next steps
When and who accomplishes them
Make sure every meeting and outcome is documented!
30. Analyze Call Plan Results
30
Major Issues/Hot Buttons
End product and service
Desires versus requires
Satisfaction of their customers
Hidden agendas
Politics
Rivalries
Risks (transition, mission support, etc.)
Costs/Budgets
Internal competence
Funding levels?
Personal success
Discriminators - Customer values
What customer uses to differentiate contractors
What customer sees as related to major issues
Where does the customer envision risk and how will you
mitigate it
31. 31
Build Momentum/Enthusiasm
Within Your Org
Sell the opportunity within your org
Develop business case
Why you will win
What it means to win
Who is competing?
Define your needs for continuing pursuit
Capture manager
Solutions Architect, Subject Matter Expert, etc.
Senior Management Support
Proposal Infrastructure support
Define Preliminary Probability of Win (Pwin)
32. 32
Start Understanding the
Competition
Real focus is on their strengths and weaknesses
Strengths
Competitor characteristics that customers value
Characteristics that help competitors position to win
Weaknesses
Competitor characteristics that concern the customer
Competitor shortcomings that can lower their evaluation
Blind spots
Look for mistakes the competition may have made in the past
Their branding/image campaign to this customer
What did they do for a similar contract?
Possible teaming strategy
Tools, methods, commitments, investments,
technologies, centers of excellence, etc. relevant to opportunity
Likely program manager and other key personnel
Probable general technical and management approaches and solutions
Possible program costs & competitive pricing – conduct Price to Win
Wrap/Sell rates
Labor rates and discounts
33. 33
Address Your Company’s
Weaknesses & Possible Teaming
Perform preliminary requirements analysis
Identify your org’s strengths and weaknesses
Find gaps
Identify other org/teams that can fill gaps and
increase Pwin
Have existing customer relationship
Demonstrated performance in gap areas
Can complement rather than compete
Take competition off the street
You have had successful teaming past experiences
Fit within your pricing structure
Who is best positioned to prime?
Conduct a SWOT analysis for your team and likely
competitors
36. 36
Start Developing Your Win
Strategy
Win strategy drives your pursuit
You can refine it continually through Capture
4 parts to a win strategy
What actions do you need to take to win
Who to hire; investments to make; who to team
with, etc.
Identify your competitive advantage
Need to develop clear picture of what you have
that enables you to deliver superior value to the
customer
Create your value proposition
Need to develop a clear statement of why
customers should award contract to you
Identify how you influence the customer
Includes formal/informal marketing and white
papers
Continues in earnest into Capture Phase
37. Qualification Outputs
37
Drafted a preliminary Capture Plan that will support your
pursuit of the opportunity, to include initial identification of
internal and external team members
Discovered key customer players, agendas, hot buttons,
issues, ways to discriminate among competitors, etc.
Profiled likely competitors, their motivation, and general
approaches
Produced white papers to help influence customer
requirements/vet possible solution approaches
Addressed your general program management approach
Determined your competitive advantage and translated it
into a compelling win proposition that drives your win
strategy
Conducted formal and informal marketing to shape the
competition in our favor
Identified and assigned resources to lead next phases
Refined capture and proposal budget estimates for approval
39. 39
Capture Inputs
Draft Plans from Qualification
Identified Capture and support personnel
Handoff from BD to Capture
Pbid and Pwin Assessment
Pursue gate approval from senior
management
41. 41
Refine Win Strategy
Understand your discriminators- the parts of your
solution that offer unique benefit to your
customer- better, faster, cheaper, greener
Understand your weaknesses and how you
intend to correct them
Develop strategy to attack your competitor’s
weaknesses
Get done what you said to do to win
Win strategies must develop win themes that
permeate your proposal and are the basis of
“why you?”
42. Finalize solution approaches
42
Understand program objectives
Identify operational constraints
Refine understanding of customer/ stakeholder expectations
Develop high-level operational views (system context, SLAs,
risks, etc.)
Define potential solutions
Understand “as is” environment
Understand customer’s target capabilities
Develop and evaluate feasible alternatives
Define and initiate investments (if approved)
Determine customer solution preferences (if possible)
Provide technical support for Capture Team
Define technical Go/No-Go points
Identify technical resources for bid
Develop key milestone schedule
Address risks and mitigation, discriminators, etc.
43. 43
Refine Competitive
Environment
Conduct a “Black Hat” Review
Quick way for good input on competitor approaches to
procurement
Need participants who understand customer, this job,
and competitors
Companies/consultants specialize is this service
Complete Competitive Analysis
Revise competitor’s likely approach
Develop likely competitor themes and ghosts
Determine competitor pricing
Create Detailed Picture of Competitors
Strengths
Likely approaches
Win themes
How they plan to beat You
44. 44
Basis of Estimate
Supports cost realism with rationale for:
Developing a specific estimate
Selecting a specific work history
Similarity between this job and past efforts
Using a particular estimating method
Realism and credibility of an estimate
Provides customer:
Cost realism justification
Basis for fact-finding and negotiation
Your understanding of the project
Baseline for contract changes
Provides you:
Realistic cost build-up and functional buy-in
Baseline to create budgets and manage costs
Cost amount to support competitive decisions
Baseline to manage contract changes
Basis for detailed project plans and responsibilities
45. 45
Conduct a Price to Win
Analysis
Objective, independent assessment of what price it
takes to win a competition
Understand competitors approaches and probable
labor rates
Do a bottom up and top down analysis
Factor in customer budgets and ICGE, if known
Gives you some operating points to then decide how
to price an opportunity
Price to win analysis is usually outsourced; expensive
but can give you a competitive advantage
46. Develop Straw-man Proposal
46
Create WBS – the “what” of the deal
Create solution approaches – the “how” of the deal
Create OBS – the “who” of the deal
Mapping these three elements forms your solution framework
Create Schedules – the “when” of the deal
Create Basis of Estimate – the “how much” of the deal
Identify Past Performance Success – credibility
Create an Executive Summary – to package and close
the deal that answers the question –
Why Us?
Make it available to the entire proposal team
47. 47
Analyze Final RFP when
Released
Identify Surprises- If it changes much from the draft and you
don’t know about it may be a no bid
Define document submission requirements
Summarize RFP evaluation criteria
Determine problems presented by RFP
Develop and submit questions to customer for clarification if
allowed
Refine proposal team and resource requirements
Analyze requirements and finalize assignments
Determine differences between draft and final RFPs and
proposals
Define how team proceeds from draft materials to
submission
Direct final proposal design activities
Address issues with your team Final Bid/No Bid discussion
48. 48
Analyzing the RFP
Section A – SF 33
Section B – Pricing Tables
Section C – Statement of Work, PWS, SOO
Section D – Packaging and Marking
Section E – Inspection and Acceptance
Section F – Deliveries or Performance (POP)
Section G – Contract Administration Data
Section H – Special Contract Provisions
Section I – FAR Provisions
Section J – List of Attachments
Section K – Representations and Certifications
Section L – Proposal Preparation Instructions
Section M – Evaluation Factors for Award
49. 49
Capture Outputs
Updated capture plan to ensure you have aligned the right
internal & external resources needed to win
Gained a more detailed view of our competitors’
approaches, pricing, possible ghosts and indicators of
actions they may take
Developed detailed baseline program solutions and
approaches that contain your probable discriminators
Generated a win strategy that will score well against
evaluation criteria since its discriminators and themes
address key customer issues
Determined the pricing strategy that can win and supported
that strategy with the right details
Created your proposal straw man
Received approval to initiate proposal development
53. Proposal Development Processes
53
Identification and Qualification: Customer
Identification, Desires and Hot Buttons
Capture: Figuring Out How to Win
Proposal Development: Preparing the
Compelling and Compliant Sales Document
54. 54
Compliant vs. Compelling
Compliant
Section L and Section M
Make your proposal easy to evaluate
Compliance matrix helps
Compelling
Substantiation for every assertion
Win themes are addressed and easy to find
DRIVES HOME “why us?”
56. 56
What about Task Orders?
Found under IDIQ vehicles
Typically competitive
RESPONSE TIME - one to three weeks
Have a streamlined process in place
Consolidate reviews
DO NOT ELIMINATE CAPTURE – Don’t waste your
time and money on Bluebirds!
Very rarely a surprise to you doesn’t mean all
competitors are surprised
If you are not ready to create a winning prop - No BID
Be wary of wired procurements
Work with your customer to insure they issue RFIs
and DRFPs. Convince them that a accurate forecast
fosters competition.
57. 57
What Comprises a Typical
Proposal
Technical Volume – Your approach and
solution to the RFP
Management Volume – How you will
manage the solution
Cost Volume – What are your prices
Past Performance – Relevant experience
Others ?
59. 59
How Does a SB Find Resources?
Proposal Development involves specific skills over
typically a short duration
How can you acquire resources:
Work DL after hours
Work everyone after hours
Outsource:
Pricing?
Proposal Management?
Production and graphics?
Writers: technical, resumes, past performance ?
Independent reviewers?
60. Proposal Team Responsibilities
60
Proposal Manager Must Do’s
Understand RFP
Develop outline and allocate
requirements
Enforce compliance
Keep team focused on win
strategies, themes, and review
team comments
Manage Resources Effectively
Help team members succeed
Integrate Efforts of Entire Team
Conduct daily status meetings
Facilitate team communication
Reinforce team ownership of
entire proposal
Maintain Commitments
Adhere to proposal contract
Enforce schedule
Involve Line Management
in Decision-making
61. 61
Major Team Responsibilities
(cont.)
Pricing Lead
Production
Responsible for
implementing Price-to-Win
strategy
Responsible for quality of final
delivered product
Graphics and text processing
Review Team Lead
Editing
Responsible for assembling
and conducting proposal
reviews
Production
Program / Solution Manager
Comprehensive
Responsible for proposed solution
Constructive
Technical and management
approaches
Win strategy implemented into
themes and discriminators
Consistent
Validation of strategy,
content, compliance
Basis of estimate (BOE)
62. 62
Compliance Management
Requirements begin with RFP decomposition
Outline based on Instructions to Offeror
Every requirement mapped to specific location in
outline
Writers given exact text of requirements to be
covered in their sections
Guides proposal development and writing
Ensures every requirement is covered
Reviewers given same mapping as writers
Final product includes compliance matrix
Customers want compliance—Answer their questions in their order
63. 63
Strategies, Themes, and Specific
Sections
Strategy and Theme Development
Outlines for each volume
Features and Benefits
Selected Sections
Executive Summary
Resumes
64. Definitions
BASIC
THEME
Major point of disclosure or emphasis or strength that
supports why the customer should choose you and not your
competitors (customer-driven; e.g., exceeding customer
expectations)
HOT
BUTTON
Issue or bias that can trigger an emotional response, either
negatively or positively, from key customer decision makers
COMMON
THEME
Theme that is common to all competitors (still customer-driven
—derived from the customer’s requirements and wish list)
DISCRIMIN- Theme that cannot be claimed by every competitor. These are
contractor-driven—derived from your strengths and
ATOR
weaknesses (still tied to customer expectations)
GHOST
Theme designed to neutralize a competitor. These are
competitor-driven—derived from the competitions’ strengths
and weaknesses and require that you know the competition
(still tied to customer expectations)
65. Discriminators Answer Two
Critical Questions
65
What’s different about You? (Your Features)
Discriminators are tangible characteristics unique to a
competing firm
Discriminators identify
Our strengths versus the competitors’weaknesses
Our weaknesses versus the competitors’strengths
Even playing fields – both strong or both weak
Why buy from You? (Your Benefits)
Discriminators respond to the client’s needs and issues –
concerns, hopes, biases, opinions, experiences, etc.
The discrimination process helps us
Highlight our strengths
Neutralize our weaknesses
Counter the competitors’strengths
Ghost the competitors’ weaknesses
Stress low risk approach
66. 66
Themes
1. Assertion
What we want the customer to believe
1. Benefit
Why this benefits the customer
1. Substantiation
What we have to demonstrate in the proposal to
have the customer believe the assertion
67. 67
Sample Theme Template
Example Theme
Assertion
We are able to retain personnel in highly competitive
positions
Benefit
Reduced need to train new personnel means more efficient
support to customer
Substantiation
Graphic providing retention statistics for past six years;
focus on hard-to-find skill sets, e.g., IT, biopharmaceutical
Graphic showing how we retained 1,330 incumbent
personnel at original transition of this contract from previous
contractor
Graphic comparing our retention history with this customer to
that for local community (or other appropriate statistic)
68. 68
Characteristics of Bad
Themes
Un-validated assertions; no “because…”
Use of clichés
“Unique”
“Unmatched”
“Our proven…”
Emphasize something irrelevant to “why select us”
Claim as “unique,” but is something other bidders
can claim
Wordy, rambling
Not substantiated by data or examples in different
sections
69. 69
Characteristics of Good
Themes
Short, tightly worded, single focus, action
statement
Structure includes all 3 parts (sequence can
vary)
Assertion
Benefit to customer
Substantiation
Tie to the evaluation criteria and/or hot buttons
for the section where they appear
70. 70
Executive Summary
Contents
Top level description of our solution/approach
Statement of high-level proposal themes
Summary of best-value case
Description of companies on team and what they
offer
Compelling answer to the question “Why us?” tied to
benefits to the customer
May include:
Road map to proposal
Major proposal graphics
71. The Challenge of Resumes
71
Typically resumes are most under-appreciated part of
proposal response
Everyone has a resume
Just needs a little updating
Lessons Learned
Plan ahead
Do NOT employ a traditional chronological resume –
tailor so that it is clear the person meets or exceeds the
customer’s requirements
Do NOT rely on the person him/herself to develop the
final resume – employ an expert resume writer
73. Pricing Strategy
73
Try to identify customer budgets, IGCE
Understand your Basis of Estimate
Use benchmarks wherever possible
Understand your risks – price accordingly
Know the difference between Cost/Price
Don’t make assumptions for option years that may
increase costs!
Attempt to understand competition price points
Review price to win analysis
Decide what profit you want for the risk you take
74. What about LPTA?
74
Typically used when commodity products or services
are procured
Budget pressures forcing more wide-spread use
Strategy:
Prepare a just compliant proposal
Assess risk, understand your costs!
Consider where you can cut your price
Offer alternatives to lower your cost, if possible
Some SBs thrive in this environment, but I think to
embrace LPTA is a going-out–of-business strategy
77. 77
Post Submission Inputs
A completed and submitted proposal
Technical
Management
Price
Past Performance
78. 78
Post Submission Processes
Preparation for/delivery of Orals/Demonstrations
Respond to Customer Questions (CR and DR)
Preparation of BAFO
Complete negotiations
Customer
Subcontractors
Operationalize Transition Planning/startup
Complete/resolve proposal promises
Implement change management
Start building the delivery team
79. Post Submission Outputs
79
Delivering the proposal does NOT mean “it’s all over”
You must develop convincing, compliant answers to
all CR and DR
This is not the time to completely revise your solution or
approach
You may be able to incorporate some
updated/enhanced offerings
Implemented plans for transition and contract startup
Infrastructure, organization, and procedures to
support successful negotiations are identified
Staffing/Resource Commitments
Win or lose you must move on to Phase 6!
80. 80
BD Life Cycle Phases
Phase 1 - Opportunity Identification
Phase 2 – Opportunity Qualification
Phase 3 – Capture
Phase 4 – Proposal Development
Phase 5 - Post Submission
Phase 6 – Post Award – Account Management
82. 82
Post Award Processes (Win)
Have a celebration!!!!
Ask for a debrief
Complete contract documentation
Deliver initial documentation
Finalize organization/staffing
Initiate program startup activities/infrastructure
Execute, execute, execute!
Conduct Kick-off – customers/internal and external
stakeholders
Develop lessons learned – what worked/what didn’t
Remember if you fail, your customer fails
Manage for a win-win
Start/resume client account management activities
83. 83
Post Award Processes (Loss)
Acknowledge and recognize the team
Request/Attend customer debrief
Gather intelligence on the “real reason”
Review courses of action
Develop lessons learned
Demonstrate commitment to client
Account Management – uncover the next one!
84. 84
What to Ask for in Debriefs
What did evaluators like or dislike?
Where we COMPLIANT?
Where perceived risks addressed?
Was our technical approach clear; risks addressed
and mitigated?
Was our management approach, including key
personnel and schedule, appropriate?
Were our staffing, startup and transition plans
comprehensive and did they address risk and
mitigations?
Did we score well in past performance?
Was our price competitive?
Request to have the debrief face to face
85. Account Management
85
Separate from Program Management
Account management = Relationship management
Care and feeding of the client
Maintain contact with all external stakeholders
Identify new hot buttons/concerns
Know what is going on in your clients organization
Support/defend program
Monitor performance and customer feedback
Work the next opportunity
Update and maintain in your Account Plan
86. 86
Elements of a Good Account
Plan
Client facts – org, mission, strategic vision, etc.
Client movers and shakers
Major problems/major initiatives
Budget and funding forecasts
Time Phased Opportunity scale
Your strategic vision and roadmap for the account
Call plan
Resource requirements-people, technology, tools
Accuracy and currency
87. 87
Post Award Outputs
Account Management
Account Management
Account Management
Start the BD process over again
Updated Account Plan
And as a sidebar – Deliver what you promised!
88. Summary Business
Development Process
88
Opportunity
Identification
• Decision
to Seek
Opportunity
Opportunity
Qualification
Capture
• Opportunity • Pursue–
Selection
Review
No Pursue
Review
Proposal
PostSubmission
• Proposal
Readiness
Review
Key Gate Reviews that move opportunity from Identification
(Phase 1) into Proposal (Phase 4)
J9461-BDO-102
PostAward
89. 89
Resources Required
throughout the Lifecycle
Identification
Qualification
Capture
Proposal Development
EXECUTION
TIME
Knowledge
Solution
Pwin
90. 90
Summary of Leadership
Roles
Sales/BD “owns” the client relationship
Capture “owns” wining the opportunity
Solution Architect “owns” the technical solution
Proposal manager “owns” producing the Proposal
Book Bosses “own” their volumes
Program Manager “owns” the delivery team
Winning an opportunity
is a TEAM effort
92. 92
Process Summary
Insanity is continuing to do different things and expecting
the same results
- Tony Sacco
Develop a process that works for your organization and
commit to continuous improvement while maintaining
awareness for your team
94. 94
BD is a Process and Not an
Outcome
TEXTBOOK DEFINITION:
“BD is a series of planned activities designed to develop
awareness, credibility, perception of quality, and belief that your
organization is the right one to satisfy their requirements”
There is no single magic activity that will convince your
customer to buy from you. However, when properly leveraged
and executed, BD can pave the way for establishing a
relationship with a new customer.
Example: You see a dozen commercials for a car but you
probably wouldn’t buy that car just because you have seen the
commercials. Conversely, when you are ready to buy a car,
would you buy one you have never heard of?
95. 95
Business Development Occurs in
3 Phases
1.
Marketing
Focuses on finding a qualified prospect - a client with
money who plans to spend it on services we can provide
This includes
Understand with your value proposition
Understanding long term business strategy
Identifying leads from conversations
Exploring and Qualifying business opportunities
Developing Capture strategies
96. 96
Business Development Occurs in
3 Phases
2.
Selling and Capturing
Focuses on converting the qualified prospect into a client
This includes:
Understanding buyer needs in depth
Performing a competitive analysis
Knowledge of what you sell
Developing discriminators and win themes
Vetting the proposed solution options
Influencing the customer on why you
Closing the deal!
97. 97
Business development occurs in
3 phases
3. Post Sales- Account management
View the client as an organization
Understand strategic and tactical goals
Find the organizational thought leaders
Go beyond addressing your capabilities
Identify where the skeletons lie
Address/ monitor current business and customers
Maintain your account plan!
98. 98
Market Analysis – Where are you?
and where should you grow?
Existing
Client
New
Client
Existing •Highest ROI
•High Probability
Work
New
Work
•Lowest ROI
•Low Probability
99. 99
Building, Maintaining and Expanding Client
Relationships – the Key to Effective BD
Building Relationships
Maintaining Relationships
To sell additional work to current clients
People do business with people they trust.
To stay positioned for opportunities with past clients and industry
contacts
Expanding Relationships
To sell work to potential new clients (prospects)
People do business with people they have a trusting relationship.
And
relationships are built over a period of time.
Relationships are not built by marketing calls or Industry days.
AM should be the coach, mentor and cheerleader to inspire
your organization to create and keep customers.
100. 100
Face-to-Face Meetings –
the best way to get information
Clients are the best source of accurate information
They can provide information that outsiders cannot
They are the closest to the daily shifts of the opportunity
Their body language is often just as important as what they tell
you
The client representative you meet may have one or more
“buyer roles”
End User
Supporting organizations
Decision maker
Contracts/Counsel
The role of the client representative impacts
The type of information you obtain
The slant on the information provided
101. Make a Better Marketing Call
101
During exploration, the focus of your marketing calls is on:
Building relationship with the client
Gaining information for decision making
Initial meeting:
Have a good “elevator speech”
Bring SMEs to help establish credibility
Choose a subject or issue your client raised
Address how you worked the issue in the past, and lessons
learned
Always, Always set up for the next call
Offer to have special planning or brainstorming session and
bring in other experts; act as the “trusted advisor”
Bring in an expert for a session on “Where is the Technology
going?”
Create a follow-on need by discussing your client’s future
vision and strategy, and by solving root problems rather than
symptoms
102. 102
Elements Of a Good Elevator
Speech
Who you are and what is your organization
What your organization does
What differentiates you from the competition
How can you help your customer
Keep it crisp
Or in other words: How do you offer value, benefit to
the client and quality?
103. 103
Understand the client’s needs –
so you offer the benefits they want
Uncover the client’s real needs, wants, and desires – many of
which may not appear in the upcoming RFP
Start with the qualities the typical client usually wants
A relationship built on trust, founded on chemistry and rapport,
characterized by understanding and assurance
Confidence in our willingness to serve them – to put them first, be
there when they need us, answer unanticipated questions
A solution to their problem that is faster, better, cheaper, safer and
greener
Expertise and providing the right people at the right time
Innovation
The above five qualities are a given – in addition to the above
there may be other driving wants and needs and desires that may
need to be met – Find out what they are and address them in your
proposal
104. 104
Government is Risk Adverse!
Clients, especially Government clients, are risk
averse
They choose the path of least resistance
They don’t want to fail
Ever heard the term –You can’t go wrong with IBM!
You must demonstrate why you are the low risk solution
You must demonstrate how you identify and manage risk
Clients will always choose the organization they trust will
deliver what they want/need/require
If they don’t have trust in you they won’t have trust in your
organization
105. 105
Be Mindful of Ways to
Influence the Procurement
Use calls to help SHAPE the requirement
Present your views on what it will take to make the program a
success
Link your views on success to your unique qualifications
Influence evaluation criteria to play to your strengths
Influence the procurement methodology – e.g. best value vs.
lowest cost technically acceptable bidder
White papers that address aspects of your approach
Identify and reach out to as many stakeholders
Effective responses to RFIs and draft RFPs can also build positive
perceptions … and dramatically affect aspects of the final RFP
(proposal format, scope of work, evaluation factors and weights)
106. 106
Rhetoric Quiz
Name the last five Heisman trophy
winners
Name the last half dozen Academy
Award winners for best director
Name the last four CIOs at DHS
Name all the hopefuls that ran in the
republican primaries for the 2012
Presidential election
How many gold metals did USA win in
the London Summer Olympics?
107. 107
The Point
These are no second-rate achievers. They are
the best in their fields.
None of us remember the headliners of
yesterday.
The applause dies. Awards tarnish.
Achievements are forgotten. Accolades and
certificates are buried with their owners.
What can you do for your client’s to solve their
problems now and in the future –
is what really counts!
108. 108
Rhetoric Quiz - Two
Identify a teacher who inspired you in high
school
Name three friends who have helped you
through a difficult time
Think of a boss who motivated you to achieve
Name someone who made you feel
appreciated and special
Think of five people you enjoy spending time
with
109. 109
The Lesson in BD
The people who make a difference in your life are not the ones with the
most credentials, the most money, or the most awards. They are the
ones that care.
Customers do not care what you know until they know that you care.
Customers do not care what you know until they know that you care.
People like to do business with people who care.
People like to do business with people they trust.
People give business to people who help.
People give business to those who follow through and deliver.
Example – My High School Science teacher
If you understand this, you will be successful in Business Development.
110. 110
Secrets to Success in
Business Development
Do your Homework- Know your client’s business
and problems they are having
Have Face to Face meetings with your client
Listen, Listen, Listen
Know what you are selling
Be realistic on whether to sub or prime
Know your competition and your discriminators
Be genuine in caring about your client’s needs
Test out approaches/solutions with your client-help
shape procurement to favor your approach
Respond to the formal RFP with a compelling,
compliant and value solution/ approach
Never give up!!!
111. 111
Contact Information
Tony Sacco
Project Insights LLC
Email: tonysacco45@yahoo.com
Cell: 703 919-4111
Government Technology & Services
Coalition
www.GTSCoalition.com
Editor's Notes
The source selection decision must be justified from the ground up.
The number and area of interest of the review panels is dictated by the RFP. There will be one for each major section of the required proposal.
Each panel reads the corresponding section or volume for all proposals, and each is scored against the the standards in the source selection plan, not against each other.
The panel’s assessments are collated and validated by one or more review layers.
The Source Selection Advisory Council assessed the scoring and uses it to prepare a decision recommendation to the Selection Authority.
If the Source Selection Authority does not accept the recommendation, the decision memorandum is returned to the council for reconsideration and rework.
Key point is that the capture manager is ultimately responsible for the oversight of the proposal development.
Win strategy
Themes
Resources
Problem resolution
Proposal team tailored to the RFP and opportunity.
Steps
Breakdown the RFP requirements.
Map to outline.
Give explicit guidance to writers.
Use to review.
Produce compliance matrix for proposal.
Steps
Breakdown the RFP requirements.
Map to outline.
Give explicit guidance to writers.
Use to review.
Produce compliance matrix for proposal.