Capture management
- 1. Copyright © 2018 by Baachu Capture Micro Certification 1
- 2. Copyright © 2018 by Baachu BD-CMM Model - Version 2 Leadership Process Management Support Capability Categories Customer Building Vision and Performance Extending Competencies and Teams Enhancing Systems and Infrastructure Themes Increasing Customer Value Process Areas (PAs) Innovation and Transformation Ad Hoc Relationship Management Solution Collaboration Response Generation Enterprise Influence Organizational Direction Sales Management Integrated Teaming Organizational Competencies Development Skills Development Enterprise Systems Knowledge and Infrastructure Management Work Environment & Tools People Quantitative Performance Management Organizational Process Management Project & Quality Control Improving Visibility and Accountability Maturity Levels Optimizing Quantitatively Managed Defined Managed Initial 5 4 3 2 1
- 3. Copyright © 2018 by Baachu BD-CMM Model - Version 2 Leadership Process Management Support Capability Categories Customer Building Vision and Performance Extending Competencies and Teams Enhancing Systems and Infrastructure Themes Increasing Customer Value Process Areas (PAs) Innovation and Transformation Ad Hoc Relationship Management Solution Collaboration Response Generation Enterprise Influence Organizational Direction Sales Management Integrated Teaming Organizational Competencies Development Skills Development Enterprise Systems Knowledge and Infrastructure Management Work Environment & Tools People Quantitative Performance Management Organizational Process Management Project & Quality Control Improving Visibility and Accountability Maturity Levels Optimizing Quantitatively Managed Defined Managed Initial 5 4 3 2 1 Continuous business development process improvement is enabled by quantitative feedback from the process and from piloting innovative ideas and technology. Detailed measures of the business development process and results are collected. Both the process and products are quantitatively understood and controlled. Process for business development activities is documented, standardised, and integrated into the organisation. All activities follow an approved, tailored version of standard processes. Basic business development management processes are established to track cost, schedule and progress. The necessary process discipline is in place to repeat earlier successes. Process is characterised as ad hoc and occasionally even chaotic. Few processes are defined. Success depends on individual effort and heroics.
- 4. Copyright © 2018 by Baachu BD-CMM Model - Version 2 Leadership Process Management Support Capability Categories Customer Building Vision and Performance Extending Competencies and Teams Enhancing Systems and Infrastructure Themes Increasing Customer Value Process Areas (PAs) Innovation and Transformation Ad Hoc Relationship Management Solution Collaboration Response Generation Enterprise Influence Organizational Direction Sales Management Integrated Teaming Organizational Competencies Development Skills Development Enterprise Systems Knowledge and Infrastructure Management Work Environment & Tools People Quantitative Performance Management Organizational Process Management Project & Quality Control Improving Visibility and Accountability Maturity Levels Optimizing Quantitatively Managed Defined Managed Initial 5 4 3 2 1 Win Ratio >65% - Capture Ratio >80% Win Ratio >65% - Capture Ratio >80% Win Ratio >50% - Capture Ratio >65% Win Ratio <50% - Capture Ratio <50% Win Ratio <25% - Capture Ratio <25%
- 5. Copyright © 2018 by Baachu Proposals provide the logical justification 5 Business issue Develop a budget and solution Express solution as requirements Seek proposals Evaluate alternative proposals Negotiate and contract Express Solution as requirements Negotiate and contract Emotional decision Logical justification 20% 60% 20%
- 6. Copyright © 2018 by Baachu Action Planning & Execution Strategy Development 6 Customer Analysis Competitive Analysis Capture Strategy Development Action Planning & Execution Action Planning & Execution
- 7. Copyright © 2018 by Baachu APMP Capture Practitioner Syllabus Areas Here are the main syllabus areas: Opportunity Capture Planning and Scheduling Opportunity capture team selection and management Review Management Customer focused opportunity capture skills Gate Decision Management Engaging Program Support Engaging Bid support 7
- 8. Copyright © 2018 by Baachu APMP Capture Practitioner Syllabus Areas Drafting the Executive Summary Price to Win Strategy Teaming Presentations and Persuasive Communications Negotiation Self Leadership Leading Others Internal and external stakeholder management 8
- 9. Copyright © 2018 by Baachu What is capture planning? Capture planning is when you evaluate available opportunities and the business environment to implement a strategy aimed at capturing and winning these said specific opportunities. 9
- 10. Copyright © 2018 by Baachu What is Capture Planning? The aim is to make the customer prefer your proposal and business over others. 10
- 11. Copyright © 2018 by Baachu What is capture planning? Sometimes people call it an ‘account plan’. 11
- 12. Copyright © 2018 by Baachu Capture planning ? Capture planning happens in unison with proposal planning and preparation until the opportunity is seized. 12
- 13. Copyright © 2018 by Baachu Opportunity Plan ● An opportunity plan documents current customer positioning and how a seller will move from an unknown position to a known, improved and finally favored position. 13
- 14. Copyright © 2018 by Baachu Customer Intelligence ● Customer’s perspective of the requirement and value. ● Recent changes in company leadership, legal actions or judgments, or even rumors of merger and acquisition activity. 14
- 15. Copyright © 2018 by Baachu Competition Intelligence ● Bidder comparison matrix scores the strengths and weaknesses of all significant bidders against the “what” and “why” of the requirements. ● Competitor weaknesses are viewed as opportunities. Strengths are considered threats. 15
- 16. Copyright © 2018 by Baachu Identifying hot buttons 16 Hot Buttons Motivators Issues Financial Operational Transitional What is driving the decision makers to act A combination of some motivators and some issues Anything that concerns or worries the decision makers “What is the value to the organisation?” “What capabilities do we need to meet our goals?” “How do we get from where we are today to where we want to be?” 16
- 17. Copyright © 2018 by Baachu Bidder comparison matrix 17 Hot Button Weight Us Comp. A Comp. B Discriminator Total score 100 1- List hot buttons 2 - Define weightings 4 - List perceived ratings for yourself and each competitor 6 - Total each column 5 - Note the specific positive or negative discriminator primarily responsible for the ratings 3 - Add a column for each competitor
- 18. Copyright © 2018 by Baachu Work collaboratively with the customer ● Create a clear customer contact plan and come to an agreement on the messaging you want to present to the customer. ● As you continue to refine and improve your intelligence, the specifics of the customer’s concerns, requirements, issues, and hot buttons will surface. ● In response, your solution must evolve to gain even greater traction with the buyer and reflect customer- focused writing. 18
- 19. Copyright © 2018 by Baachu What is a contact plan? An essential tool for successful customer relationship management that lists ● the customers you plan to contact ● what you want to find out ● what you want to communicate ● when and where you will meet ● how you will communicate your messages ● documentation of any information you gather during a meeting. 19
- 20. Copyright © 2018 by Baachu Proof Points ● Pieces of information Proposal Developers use to support the soundness of a solution. ● They often describe performance on similar past efforts and can take the form of project data, case studies, customer quotes or testimonials, awards or recognition earned, and more. 20
- 21. Copyright © 2018 by Baachu Opportunity/Cap ture Plans • Organisations can spend significant time and effort developing opportunity/capture plans for strategic pursuits. 21
- 22. Copyright © 2018 by Baachu Develop program, opportunity, and proposal budgets ● When you understand what it will take to move through an improved position to a favoured one, establish the resources and budget required. ● If the opportunity is significant enough and your company is able to provide the necessary resources, the Opportunity Manager can continue to focus on improving the win probability. ● If not, it may be a good idea to no-bid, or consider switching to a subcontractor position with another firm acting as prime contractor. 22
- 23. Copyright © 2018 by Baachu Opportunity/Cap ture Plans • An organised approach can help teams get the most out of the opportunity/capture plan and make sure winning strategies and compelling arguments are transferred into the bid. 23
- 24. Copyright © 2018 by Baachu Start With a Plan • The opportunity/capture plan is developed during the opportunity/capture planning phase, typically before an RFP is released. 24
- 25. Copyright © 2018 by Baachu Start With a Plan • It should evolve over the course of the opportunity/capture development phase, continually identifying and tracking actions and strategies that need to be carried out to provide the best chance of a successful bid. 25
- 26. Copyright © 2018 by Baachu Opportunity plan > Proposal plan ● A current, up-to-date opportunity plan and mocked-up executive summary ensure effective proposal planning, save time and establish a consistent message early. ● Information on the customer, requirements, and competition transfers directly into the proposal plan. ● Win strategies inform proposal strategies, which can serve as the anticipated structure of the solicitation. 26
- 27. Copyright © 2018 by Baachu Decision gate reviews ● The number and focus of decision gates depend upon the complexity of the opportunities and company governance processes. ● Decision gates should remain investment decisions based upon the win probability and value of the potential business. ● No-bid decisions free the company to use limited resources on more winnable, profitable opportunities. 27
- 28. Copyright © 2018 by Baachu Link With Proposal Management Plans • Transform opportunity/capture plan elements into simple, easy-to-digest conclusions. Then turn these conclusions into proposal headings, complete sections, or section introductions. 28
- 29. Copyright © 2018 by Baachu Opportunity/Cap ture Team • Opportunity/capture teams range from a part-time person to a group of exclusively assigned individuals. 29
- 30. Copyright © 2018 by Baachu Opportunity/Cap ture Team Selection Identify and commit individuals who have the skills, knowledge, availability, and interest to fulfill their assigned roles 30
- 31. Copyright © 2018 by Baachu Define Team Roles • The core opportunity/capture roles for the opportunity/capture process are: Opportunity/Capture Manager Bid Manager Program or Project Manager 31
- 32. Copyright © 2018 by Baachu Capture Manager 32 Customer knowledge Marketing know-how Proposals experience Technical insight Leadership skills Company knowledge Project management ability Enthusiasm Company credibility Profile Manages from pursuit decision Leads development of the capture plan and the winning solution Owns the strategy throughout the opportunity lifecycle Plans and manages the customer interface Defines and manages the capture budget Leads development of the winning price Oversees transition into the Bid Management Plan Mentors bid team on win strategy and solution Key Responsibilities
- 33. Copyright © 2018 by Baachu Identify and Integrate the Right Team • Working with the core opportunity/capture team members and selected Senior Managers, identify the key resources needed to form an integrated core team of functional experts. 33
- 34. Copyright © 2018 by Baachu Persuade Senior Leadership for Resources • Identify the team and resources needed to capture the opportunity, and persuade senior leadership that your request is necessary, appropriate, and justifiable. 34
- 35. Copyright © 2018 by Baachu Hold a Kickoff Meeting • Hold a capture kickoff meeting to demonstrate senior management support and to empower the Opportunity/Capture Manager and motivate the team to win the opportunity. 35
- 36. Copyright © 2018 by Baachu Keep Senior Management Involved • Keep senior management informed and involved, and never surprise your management sponsor. 36
- 37. Copyright © 2018 by Baachu Evaluate Opportunity/Cap ture Success • The primary measure of opportunity/capture success is the number and value of quality contracts won. 37
- 38. Copyright © 2018 by Baachu Using reviews to check customer focus 38 Win strategy Competitor strategy Content planning Document readiness Lessons learnt Proposal timeline Pursuit decision Bid decision Submit proposal Win
- 39. Copyright © 2018 by Baachu 39 Use opportunity plans to document your work, inform your organisation, and facilitate reviews
- 40. Copyright © 2018 by Baachu 40 Tailor and scale opportunity plans to match the opportunity
- 41. Copyright © 2018 by Baachu 41 Start early; “front-loading” proposal planning can give you more time to develop a winning proposal
- 42. Copyright © 2018 by Baachu 42 Work closely with customers to understand their needs.
- 43. Copyright © 2018 by Baachu 43 Keep completed opportunity plans for reuse on future deals
- 44. Copyright © 2018 by Baachu 44 To best apply opportunity/capture plans to proposal content, develop key intelligence and analysis using consistent and reusable tools, templates and formats, such as a key information summary sheet
- 45. Copyright © 2018 by Baachu 45 Appoint a key proposal team member to take responsibility for updating the opportunity/capture plan and ensuring that its contents are applied to the proposal
- 46. Copyright © 2018 by Baachu 46 Ensure that functional reviews support the higher-level aim of expressing key ideas, rather than focusing on detail
- 47. Copyright © 2018 by Baachu 47 Engage opportunity/capture team members with the right skills, knowledge, and availability.
- 48. Copyright © 2018 by Baachu 48 Provide necessary training and track the progress of the team and individual members.
- 49. Copyright © 2018 by Baachu 49 Keep senior management involved throughout the process and for getting needed resources.
- 50. Copyright © 2018 by Baachu 50 Define which elements will be reviewed at each gate review and the expected degree of completion of that element.
- 51. Copyright © 2018 by Baachu Full Stack Bidder Certification 51
- 52. Copyright © 2018 by Baachu 52 Copyright © 2018 by Baachu, Baskar Sundaram All rights reserved. No part of this publication may be reproduced, distributed, or transmitted in any form or by any means, including photocopying, recording, or other electronic or mechanical methods, without the prior written permission of the publisher, except in the case of certain other noncommercial uses permitted by copyright law. For permission requests, write to the publisher, addressed “Attention: Legal,” at the address below. Baachu Sussex Innovation, No.1 Croydon, 12-16 Addiscombe Rd, Croydon CR0 0XT www.mybidbuddy.com Disclaimer While an effort is made to use the most accurate available information, Baachu does not guarantee that the information shared is always current. Baachu does not warrant or make any representations as to the content, accuracy or completeness of the information, text, graphics, links and other items contained on its printed material and web pages.