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

1. SS
Weaving the Sales & Bid Management Fabric
[Capturing the Hearts and Minds of Prospects & Clients]
Presented by:
Bill Graham APM.APMP
bill.graham@sales-synthesis.co.za
[082 570 4124]
26th July, 2012

2. 2
Agenda
• The Organisational Fabric
• Business Acquisition Flow
• Business Application Framework & Business Models
• Value Derivation
• Summary & Closure
• Q&A

3. 3

4. 4
Organisations have Unique Fabric Infrastructures

5. 5
Organisations have Unique Fabric Infrastructures
Company A operates differently than Company B

6. 6
Organisations have the same basic Focus Points
Market Penetration
Opportunity Conversion
Policies & Processes
Business Necessities
Company A operates differently than Company B

7. 7
Business Necessities must be clearly defined
Strategy Plans Actions
Market Penetration
Opportunity Conversion
Policies & Processes
Business Necessities

8. 8
Policies and Processes are not optional
Vague Optional Mature
Strategy Plans Actions
Market Penetration
Opportunity Conversion
Policies & Processes
Business Necessities

9. 9
Success is measured by Opportunity Conversion
Prospect Customer Client
Vague Optional Mature
Strategy Plans Actions
Market Penetration
Opportunity Conversion
Policies & Processes
Business Necessities

10. 10
Growth is a requisite of a Successful Organisation
Emerging Dominant Pervasive
Prospect Customer Client
Vague Optional Mature
Strategy Plans Actions
Market Penetration
Opportunity Conversion
Policies & Processes
Business Necessities

11. 11
Think Quality – When you are out of Quality you are out of Business
Emerging Dominant Pervasive
Prospect Customer Client
Vague Optional Mature
Strategy Plans Actions
Market Penetration
Opportunity Conversion
Policies & Processes
Business Necessities
UnderstandingClients’Needs

12. 12

13. 13
A Holistic Perspective for Business Success
Emerging Dominant Pervasive
Prospect Customer Client
Vague Optional Mature
Strategy Plans Actions
Market Penetration
Opportunity Conversion
Policies & Processes
Business Necessities

14. 14
A well-defined Business Acquisition Flow is Required
Emerging Dominant Pervasive
Prospect Customer Client
Vague Optional Mature
Strategy Plans Actions
Market Penetration
Opportunity Conversion
Policies & Processes
Business Necessities

15. Business Acquisition FlowStrategise&PlanLandscape
Analyse the
current
situation
What can go
wrong with
sales?
Back to basics
– Billion Dollar
revolution
Understand
how value is
defined
Follow a
sales process
Create key
account
plans
WinningWays
Follow a bid
process
Continuously
Improve
Become a
trusted
advisor
15

16. Business Acquisition FlowStrategise&PlanLandscape
Analyse the
current
situation
What can go
wrong with
sales?
Back to basics
– Billion Dollar
revolution
Understand
how value is
defined
Follow a
sales process
Create key
account
plans
WinningWays
Follow a bid
process
Continuously
Improve
Become a
trusted
advisor
16

17. Business Acquisition FlowStrategise&PlanLandscape
Analyse the
current situation
What can go
wrong with sales?
Back to basics –
Billion Dollar
revolution
Understand how
value is defined
Follow a sales
process
Create key
account plans
WinningWays
Follow a bid
process
Continuously
Improve
Become a
trusted advisor
17

18. 18
If everything was fine, then the Status Quo would suffice in moving the business forward
• Targets not being achieved
• Organisation’s business aspirations not being met
• Disconnect between Management and Staff
• Ambiguity - and/or duplication - of Roles and Responsibility
• Unclear – or poorly communicated – business strategies
• Unskilled employees – or ‘square pegs’ in ‘round holes’
• Misalignment between Organisation and Client(s)
Analyse the Current Situation

19. • Unmanaged salesforce during a growth era
• Missed opportunities
• Poor opportunity cost derivation
• Inaccurate risk identification
• Data inconsistency across support systems
• Role clarity & ambiguity
• Visibility of sales-related information across the organisation
• Misalignment of solutions to client needs
• Ignoring of best practice(s)
• Management’s will to invest in long sales cycles
What can go wrong with Sales?
19

20. Problem Indicators
 Inaccurate forecasting
 Poor client submissions
 Unknown opportunities
 Sales GAP increasing
Possible Reasons
 Non-Conformance to
process
 Lack of discipline
• Incorrect salesforce
 Lack of sales leadership
• Overpaid salesforce
 Unmotivated salesforce
 Contract not driving
required behaviour
 Weak/unknown brand
• Territory mis-alignment
 No RIP
 No client/industry
knowledge
 Unfocused salesforce
• Company takeover
• The unknown?
Interventions
 Micro-management
 Re-evaluate salesforce
 Direct sales leadership
 Weekly sales meeting
• Salespeople to present
product value props.
• Industry knowledge
 Performance letters
 Review collateral
 Product training
• Plus development
targets
 Territory allocation review
• Restructure
 Client technology updates
• Based on industry
• Relevance to client
 Presentation to client
boards
Ideal Situation
 Salesforce
• Well equipped
• Motivated
• Passionate
• Pro-active
 Contract
• Defines territory
• Defines remuneration
• Drives behaviour
 Support
• Collateral
• Systems
• Methodology & policies
• Marketing
 Metrics
• Solid qualified pipeline
• Win/Loss ratio > 80%
• Well crafted submissions
(with clear crafted value
props)
• Target achievement
Sales: Back to Basics
20

21. Most of the proposals we submit come with pricing and more closely resemble a quotation.
'Consultative sellers supply profit as their product
vs. Traditional sellers supply product.'
'Consultative sellers use a Profit Improvement
Proposal vs. Traditional sellers use a quotation.'
'Consultative sellers’ products are improved
customer profits vs. Traditional sellers’ products
are equipment, a service, a process or a system.'
Consultative versus Traditional Sales
21

22. Sales Process
Conduct
Initial
Assessment
Understand
Business
Needs
Create Value
Proposition
Confirm
Value
Proposition
Present
Value
Proposition
Reach
Agreement &
Close
Phase 1
Identify Industry
Issues/
Trends/Standards
Assess Company
Buying
Information
Assess High Level
Business Needs
Estimate
Products/
Services Match
Evaluate Gateway
influence with
decision maker
Make Go/No Go
Decision
Phase 2
Determine
Business Drivers
Verify and
Determine Buying
Information
Formulate and
Document Buying/
Selling Plan
Negotiate &
Confirm
Buying/Selling
Process
Commitments
Make Go/No Go
Decision
Phase 3
Hypothesize
Product/ Service
Opportunities
Develop Initial
Value Proposition
Conduct Initial
Survey Interviews
Make Go/No Go
Decision
Phase 4
Inform Customer
Conduct Follow-up
Survey Interviews
Review Survey
Interview Findings
With Customer
Begin Contract
Compliance
Process
Make Go/No Go
Decision
Phase 5
Prepare Value
Proposition
Component
Prepare Solution
Component
Prepare Demo
Component
Prepare Integrated
presentation(s)
Make
Presentation(s)
Assess Customer
Reaction
Phase 6
Prepare and Present
Proposal
Presentation
Negotiate & Agree
on Terms &
Conditions
Obtain Signed
Contract and Close
Activity
Objectives
Tasks
Tools
Desired
Outcomes22

23. John Henry Patterson [December 13, 1844 – May 7, 1922]
The founder and CEO of the National Cash Register Co. was known to be a stern control
freak. He was also the father of modern sales training. He was among the first
entrepreneurs to organize sales training programs and retreats. His company provided
salespeople with scripts and encouraged them to view the sales cycle as a four-stage process
that identified the key milestones as the initial approach, the proposition, the product
demonstration and closing the deal.
23

24. 1. Overview of Account (from the Client’s perspective)
2. Current Financial Analysis (Annual Reports, Investor documentation, press releases
etc.)
3. Competitor Analysis – list of the top
4. Relationship Matrix
5. Vendor projects (plus financials, stage of delivery, status (issues), etc.)
5. Opportunity List (mapped onto Sales CRM/Tracking System)
6. Critical Success Factors
7. Resource(s)
8. Communication Program
A Best Practice account plan contains at least the following elements
Account Plan Contents
24

25. WHAT IS BID MANAGEMENT?
 It is a Function
 It consists of pre-defined Processes
 It includes an Offer (Proposal)
 There is a Company Introduction (Please don’t overdo)
 It involves Promises & Commitments being made (Legal)
 It consists of Compiling a Proposal (This is the content)
 It is typically the result of a Response to a Client Request (RFP?)
Bid Management
25

26. Bid Management
Bid Management is part of the Sales Phase of the Service Delivery Life
Cycle.
It enables a client to obtain value from the ‘solutions/product/service’ that the
Service Provider is proposing.
Lengthy discourse with the prospects are necessary to identify the problem
they are attempting to resolve [Account Management]
26

27. Many organisations undertake reviews as part of their business development & proposal processes.
These reviews are designed to help select the right opportunities to bid, confirm win strategies,
address proposal and performance risk, and support development of high quality, winning proposals.
Source: Shipley Associates
• Purple Team: Assesses the probability of winning (Pwin) and alignment with organisational goals
• Blue Team #1: Reviews initial capture strategy and capture plan
• Black Hat Team: Predicts competitors’ solutions
• Blue Team #2: Reviews updated capture plan and solution set
• Pink Team: Reviews storyboards and mock-ups to confirm solution set and to validate
proposal strategy
• Green Team: Reviews cost/price solution
• Red Team: Reviews final proposal draft—including price—to predict how the customer will score
the proposal
• Gold Team: Approves final proposal and price
: Compiles lessons learned from capture planning through proposal development to
contract award
Team Reviews
27

28. 28

29. Business Application Framework
Source: Raymond Wessels
Sales and Marketing
Sales Management
Back OfficeHR Management
Operations
Client Management
Infrastructure
Management
Financial Management
Debtors
Creditors
Audit
Materials
Management
Client
Satisfaction
Management
Client
Contact
Manage -
ment
Client Contract
Management
Costing
Accounting
Invoicing
Resource Management
Project Management
Resource Billing &
Costing
Timesheets & Claims
Solutions and
Service Delivery
Quality Management
Outcome Measurement
Offer Management
Procurement
Operational Planning
Opport. Assessment
Resource Planning
Learning
Service Delivery and
Maintenance
Management
Client
Insight
Marketing
Management
Office
Management
Resource Acquisition
Resource Scheduling
ManagementInformation
Employee
Administration
HR Planning and
Monitoring
Employee Acquisition (Recruitment)
Remuneration and
Benefits
HR Development
Welfare
Management
Legislation
Skills Development and
Re -skilling
Reporting Planning
Client Product &
Service Portfolio
Client Strategy
3rd Party Management
Supplier Management
Competitor Assessment
Enablers
Workflow
Knowledge
Management
e-Learning
Document
Management
Messaging / Fax / MailCollaboration
Sales Management
KM
Skills Inventory and
Resource Availability
Product and Service
Portfolio
Risk and Security
Management
12
3
29

30. Client Management
Source: Raymond Wessels
Client Management
Client
Satisfaction
Management
Client
Contact
Manage -
ment
Client Contract
Management
Client
Insight
Client Product &
Service Portfolio
Client Strategy
Enablers
Workflow
Knowledge
Management
Document
Management
Messaging / Fax / MailCollaboration
What is required for Success?
30

31. Sales and Marketing
Source: Raymond Wessels
Sales and Marketing
Sales Management
Offer Management
Opport. Assessment
Marketing
Management
3 rd
Party Management
Supplier Management
Competitor Assessment
Sales Management
Enablers
Workflow
Knowledge
Management
Document
Management
Messaging / Fax / MailCollaboration
What is required for
Success?
31

32. Integrated Management System
Source: Various
Enablers
Workflow
Knowledge
Management
Document
Management
Messaging / Fax / MailCollaboration
32

33. Sales Phase of the Service Delivery Life-Cycle
33
Prospect Plan Propose Present
Lessons
Learned
Account Management
Align to Client Procurement
Identify Qualify Craft Proposal Client Adjudication DeliverySubmit
Red
Team
Review
Decision
to
Proceed
Decision
to
Proceed
Black Hat
Team
Review
Moment
of Truth
21
Source: Various

34. Sales Phase of the Service Delivery Life-Cycle
34
Prospect Plan Propose Present
Lessons
Learned
Account Management
Align to Client Procurement
Identify Qualify Craft Proposal Client Adjudication DeliverySubmit
Red
Team
Review
Decision
to
Proceed
Decision
to
Proceed
Black Hat
Team
Review
Moment
of Truth
21
Source: Various

35. 35

36. 36
Dominant ExclusiveEmerging PervasiveAbsent
Symbiotic
relationship
with clients
Sustainability
Making the competitors irrelevant
Projects ParticularPerforming PertinentPeople Places
The Sustainable Business Imperative
Building mutually beneficial and sustainable long-term client relationships

37. Where Value is Defined and Realised
Value Proposition Value Definition Value Derivation
Client X
Validate Solution
Functionality
Realise the Benefits
Vendor
Understand the
Problem
Architect Solution X
The Client Value Continuum
Lengthy discourse with the prospects are necessary to identify the problem
they are attempting to resolve [Account Management]
37
Moment
of Truth

38. 38
Available, in every aspect of a person’s work-life, there are defined best
practices. These have been created over a period of time and are the verified
actions that the successful leaders in that specific line of work demonstrate.
By focusing on these best practices - and systematically & meticulously
embedding them into your processes/activities – major productivity
improvements can be achieved (and sustained).
The trick is in having the ability to review the plethora of these best practices
and being able to select the pertinent features to ensure that the derived
best practices are indeed relevant for that particular
requirement/environment.
Best Practices

39. 39

40. The factors influencing sustainability can generally be categorised into:
¤ Mandatory
¤ Economic
¤ Social
¤ Environmental.
Mandatory factors have an unwavering influence on organisations, while the latter
factors are variable based on the interaction between the organisation and its eco-
system. They are typically associated with intellectual choice.
Source: Melrose Atteridge
---------- Fixed, for a given organisation
Variable – driven by choice, for a given
organisation
Factors Affecting Sustainability
40

41. Leadership
Executive
Management
• Ensure that the market development strategies support
business aspirations
• Delivery of revenue to the business
• Mitigation of identified risks
• Delivery of profit (value) to the client
Structure
Processes
Sales is not a spectator sport
Source: Sales Synthesis
Establishment of a sustainable Business Centric Framework
41
Moment
of Truth

42. 42

43. 43
Sales and Bid Management Discussion

44. 44
Dominant ExclusiveEmerging PervasiveAbsent
Symbiotic
relationship
with clients
Sustainability
Making the competitors irrelevant
Projects ParticularPerforming PertinentPeople Places
The Sustainable Business Imperative
Building mutually beneficial and sustainable long-term client relationships

45. 45
Dominant ExclusiveEmerging PervasiveAbsent
Symbiotic
relationship
with clients
Sustainability
Making the competitors irrelevant

46. Problem Indicators
 Inaccurate forecasting
 Poor client submissions
 Unknown opportunities
 Sales GAP increasing
Possible Reasons
 Non-Conformance to
process
 Lack of discipline
• Incorrect salesforce
 Lack of sales leadership
• Overpaid salesforce
 Unmotivated salesforce
 Contract not driving
required behaviour
 Weak/unknown brand
• Territory mis-alignment
 No RIP
 No client/industry
knowledge
 Unfocused salesforce
• Company takeover
• The unknown?
Interventions
 Micro-management
 Re-evaluate salesforce
 Direct sales leadership
 Weekly sales meeting
• Salespeople to present
product value props.
• Industry knowledge
 Performance letters
 Review collateral
 Product training
• Plus development
targets
 Territory allocation review
• Restructure
 Client technology updates
• Based on industry
• Relevance to client
 Presentation to client
boards
Ideal Situation
 Salesforce
• Well equipped
• Motivated
• Passionate
• Pro-active
 Contract
• Defines territory
• Defines remuneration
• Drives behaviour
 Support
• Collateral
• Systems
• Methodology & policies
• Marketing
 Metrics
• Solid qualified pipeline
• Win/Loss ratio > 80%
• Well crafted submissions
(with clear crafted value
props)
• Target achievement
Sales: Back to Basics
46

47. Ideal Situation
 Salesforce
• Well equipped
• Motivated
• Passionate
• Pro-active
 Contract
• Defines territory
• Defines remuneration
• Drives behaviour
 Support
• Collateral
• Systems
• Methodology & policies
• Marketing
 Metrics
• Solid qualified pipeline
• Win/Loss ratio > 80%
• Well crafted submissions
(with clear crafted value
props)
• Target achievement
47

48. 48
Think Quality – When you are out of Quality you are out of Business
Emerging Dominant Pervasive
Prospect Customer Client
Vague Optional Mature
Strategy Plans Actions
Market Penetration
Opportunity Conversion
Policies & Processes
Business Necessities
UnderstandingClients’Needs

49. 49
Think Quality – When you are out of Quality you are out of Business
UnderstandingClients’Needs

50. 1. Overview of Account (from the Client’s perspective)
2. Current Financial Analysis (Annual Reports, Investor documentation, press releases
etc.)
3. Competitor Analysis – list of the top
4. Relationship Matrix
5. Vendor projects (plus financials, stage of delivery, status (issues), etc.)
5. Opportunity List (mapped onto Sales CRM/Tracking System)
6. Critical Success Factors
7. Resource(s)
8. Communication Program
A Best Practice account plan contains at least the following elements
Account Plan Contents
50

51. 51

52. Most of the proposals we submit come with pricing and more closely resemble a quotation.
'Consultative sellers supply profit as their product
vs. Traditional sellers supply product.'
'Consultative sellers use a Profit Improvement
Proposal vs. Traditional sellers use a quotation.'
'Consultative sellers’ products are improved
customer profits vs. Traditional sellers’ products
are equipment, a service, a process or a system.'
Consultative versus Traditional Sales
52

53. 'Consultative sellers supply profit as their product
vs. Traditional sellers supply product.'
'Consultative sellers use a Profit Improvement
Proposal vs. Traditional sellers use a quotation.'
'Consultative sellers’ products are improved
customer profits vs. Traditional sellers’ products
are equipment, a service, a process or a system.'
53

54. Sales Process
Conduct
Initial
Assessment
Understand
Business
Needs
Create Value
Proposition
Confirm
Value
Proposition
Present
Value
Proposition
Reach
Agreement &
Close
Phase 1
Identify Industry
Issues/
Trends/Standards
Assess Company
Buying
Information
Assess High Level
Business Needs
Estimate
Products/
Services Match
Evaluate Gateway
influence with
decision maker
Make Go/No Go
Decision
Phase 2
Determine
Business Drivers
Verify and
Determine Buying
Information
Formulate and
Document Buying/
Selling Plan
Negotiate &
Confirm
Buying/Selling
Process
Commitments
Make Go/No Go
Decision
Phase 3
Hypothesize
Product/ Service
Opportunities
Develop Initial
Value Proposition
Conduct Initial
Survey Interviews
Make Go/No Go
Decision
Phase 4
Inform Customer
Conduct Follow-up
Survey Interviews
Review Survey
Interview Findings
With Customer
Begin Contract
Compliance
Process
Make Go/No Go
Decision
Phase 5
Prepare Value
Proposition
Component
Prepare Solution
Component
Prepare Demo
Component
Prepare Integrated
presentation(s)
Make
Presentation(s)
Assess Customer
Reaction
Phase 6
Prepare and Present
Proposal
Presentation
Negotiate & Agree
on Terms &
Conditions
Obtain Signed
Contract and Close
Activity
Objectives
Tasks
Tools
Desired
Outcomes54

55. Conduct
Initial
Assessment
Understand
Business
Needs
Create Value
Proposition
Confirm
Value
Proposition
Present
Value
Proposition
Reach
Agreement &
Close
55

56. Client Management
Source: Raymond Wessels
Client Management
Client
Satisfaction
Management
Client
Contact
Manage -
ment
Client Contract
Management
Client
Insight
Client Product &
Service Portfolio
Client Strategy
Enablers
Workflow
Knowledge
Management
Document
Management
Messaging / Fax / MailCollaboration
What is required for Success?
56

57. Source: Raymond Wessels
Client Management
Client
Satisfaction
Management
Client
Contact
Manage -
ment
Client Contract
Management
Client
Insight
Client Product &
Service Portfolio
Client Strategy
Enablers
Workflow
Knowledge
Management
Document
Management
Messaging / Fax / MailCollaboration
57

58. Sales and Marketing
Source: Raymond Wessels
Sales and Marketing
Sales Management
Offer Management
Opport. Assessment
Marketing
Management
3 rd
Party Management
Supplier Management
Competitor Assessment
Sales Management
Enablers
Workflow
Knowledge
Management
Document
Management
Messaging / Fax / MailCollaboration
What is required for
Success?
58

59. Source: Raymond Wessels
Sales and Marketing
Sales Management
Offer Management
Opport. Assessment
Marketing
Management
3 rd
Party Management
Supplier Management
Competitor Assessment
Sales Management
Enablers
Workflow
Knowledge
Management
Document
Management
Messaging / Fax / MailCollaboration
59

60. Bid Management
Bid Management is part of the Sales Phase of the Service Delivery Life
Cycle.
It enables a client to obtain value from the ‘solutions/product/service’ that the
Service Provider is proposing.
Lengthy discourse with the prospects are necessary to identify the problem
they are attempting to resolve [Account Management]
60

61. Bid Management is part of the Sales Phase of the Service Delivery Life
Cycle.
It enables a client to obtain value from the ‘solutions/product/service’ that the
Service Provider is proposing.
61

62. Weaving it all together
62

63. 63
Dominant ExclusiveEmerging PervasiveAbsent
Making the competitors irrelevant
UnderstandingClients’Needs
Bid Management is part of the Sales
Phase of the Service Delivery Life Cycle.
It enables a client to obtain value from the
‘solutions/product/service’ that the Service
Provider is proposing.
Sustainability
Weaving it all together

64. 64
Dominant ExclusiveEmerging PervasiveAbsent
Making the competitors irrelevant
UnderstandingClients’Needs
Bid Management is part of the Sales
Phase of the Service Delivery Life Cycle.
It enables a client to obtain value from the
‘solutions/product/service’ that the Service
Provider is proposing.
Sustainability

65. 65
Q&A