Global Bid Desk. Using VisibleThread For Competitive Intelligence

Transcription

1 1 Global Bid Desk Using VisibleThread For Competitive Intelligence

2 Today s Use Case Opportunity Introduction To Milestone Systems AS Competitive Marketplace Problem Adhoc Organization Investing in Win Rate Competitive Sales Playbooks VT Solutions & Workstreams VT s Decision Gates - Pursuit Compatibility Grid VT s Impact On Proposal Strategy Development Problem Opportunity Solution Ghosting / Black Hat 2

3 Video Management and Security Hyper Growth Industry growing +25 YoY Video Management Software is enabling cameras to be managed 3 Parcel tracking ATM transaction monitoring Provides online parcel tracking facility Complex logistics chains Goods can be located at any time Customers can check the dispatch status at any time by entering the parcel number Runs on Milestone VMS Enables to easy investigate and prove fraud Interaction with sources and surveillance solutions Transaction data is time-linked with video images of ATMs and analysed Any transaction that would need to be time-linked with digital video monitoring can be investigated License plate recognition Consumer behavior Simultaneous analysis of several video channels from different sources Possibility of matching against a hot list using different filters Lots of different applications possible: collection of road taxes, access control etc. Everything managed from one single point Indicates when more staff is needed by monitoring the flow of customers Provides alerts when shelves need restocking Used to study and improve store design in order to optimize traffic flow Can help developing training tools to spot shoplifting or help customers efficiently

4 Hyper Competitive Market 1% difference between Milestone and our biggest competitor Minor product and Go To Market difference Significant differences in sales execution Global IP VMS market shares 2012A Other 53% Milestone 8% OEM partner Milestone growth vs. Global VMS market growth (rebased to 100) Milestone Market Consistent growth well above market growth 2006A 2007A 2008A 2009A 2010A 2011A 2012A 2013A Milestone is the No.1 player globally for IP-based Video Management Software +441% +324% +593% 4

5 Milestone Systems Intro Software Manufacturer #1 VMS Global Market share Don t sell direct to end customers All proposals are Teaming VMS is at the core of video surveillance Recording installations Camera Network Business Units (PM / BD) Milestone presence Server and Storage R&D (Existing products) Client Networ k Investigation/Exp ort Video Management Software (VMS) Cameras (Manufacturer Alliance Partner Program) Continuous feedback Second-line Investigation/Exp ort Court Viewing 3 rd party hardware/software (Solutions Partner Program) Simple installation characteristics Demand intuitive products that are easy to understand, purchase, install and configure Less technical insight Decision makers are typically security resellers Complex installation characteristics Significantly more educated end-users Often gather best-of-breed solutions themselves or via IT resellers Pre-sales support Distributors / OEMs Marketing Certification Resellers End-users After-sales support Milestone s Open Platform VMS is at the core of video surveillance installations 5

6 Understanding The Playing Field Large End User Account drive 25% of the revenue from 250 accounts: 1. The Rules of Large Project Opportunities: 2. Milestone Winning Solution Includes 3. Milestone Organizational / Channel Needs Winning Solution Milestone Channel Needs The Rules of Opportunities 6

7 Milestone BD-CMM Baseline Target Proposed 2015 Objective Current Milestone Position 7

8 Milestone Global Bid Desk Overview Strategy and Business Case: Global Bid Desk Objectives 1. Increase Win Rate Large end-user project proposal support 2. Increase Profitability Partners win more of the right projects 3. Increase Retention Less effort and improved results. End User RFPs Very Detailed Limited Response Time Highly Technical Biggest Projects Milestone Standardize Response Global Team Of Specialists Ensure Technical Compliance Create Winning Proposal Partner Response Validated QA Pairs Lower Time Investment Reduce Delivery Risks Highest Quality Proposal Results Win More Projects 8

9 Governance Proposal Management Key Account Management Program Management Solution Business Development Investing in Win Rate: A. Governance is biggest ROI thru pursuit decisions B. Proposal Management and development of the win theme in support of a pursuit decision C. Key Account Management contributes and supports the pursuit and capture activities D. Program Management supports the pursuit with a quality assurance technical solution #A Weekly meetings to review project pursuit business cases Bid decision gate discipline Win rate improvement of 2x 3x #B Develop the Win Theme Create the Executive Summary Proposal development and compliance Win rate improvement #C Capture Management Position Milestone to be the preferred solution Implement Price To Win Strategy Win rate improvement #D Develop the winning solution Lower the delivery risks Provide Delivery support VisibieThread Provided Significant Capability 9

10 Teaming On The Right Projects Customer focused capture skills and strategy Win Themes, and Price To Win Strategies Pursuit planning, scheduling and managing Proposal planning, development and delivery Executive summaries Customer presentation development Proposal Managers Key Account Managers R i g h t P r o j e c t s Technical Program Managers Disti, Partner + CBM Account ownership Project registration Source document ownership Delivery ownership Solution engineering, costing and ownership Technical compliance and referenceabilty Past performance analysis 10

11 Global Bid Desk Critical Paths 11 Critical Paths To Successful Launch: 1. Bid Desk Process & Alignment 2. Opportunity Pursuit Governance Process 3. Centralized Milestone Body Of Knowledge 4. Proposal Management and Automation System 5. Key Account Capture Team

12 Director of BD Capture Manager Competitive Intelligence Price To Win Black Hat High Value VT Users Roles The Director of Business Development role is to manage, support, and supervise the business development department. Director of Business Development responsibilities include but are not limited to: initiating marketing strategies, setting sales targets, defining strategy to achieve these targets and following the set strategy punctually, developing draft proposals, developing concepts based on team meetings, managing the proposal development process and maintaining the time lines for the Proposal teams, supporting marketing activities (including trade/scientific shows, mailings). A strong Director of Business Development must have the ability to discuss strategic and sensitive issues with clients and internal teams. The Capture Manager is responsible for developing and managing win strategies and short- and long-term capture team assignments. The Capture Manager works in partnership with the Proposal Manager and Program Manager to implement the strategy. A Capture Manager's responsibilities include but are not limited to: developing a compelling win strategy; achieving corporate/team partner buy-in; preparing, maintaining, and implementing the formal Capture Plan, including team assembly, conducting customer, self, and competition analyses, and intelligence gathering; establishing pricing strategy; assisting with the development of win themes, discriminators, and ghosts; identifying potential significant risks and determining how to mitigate them. The Capture Manager also establishes resource needs, including overhead and B&P budgets. Competitive Intelligence employees are responsible for producing actionable intelligence that improves win rates on high-priority opportunities within a business unit. A Competitive Intelligence employee fosters knowledge sharing within the organization and trains others in Competitive Intelligence tradecraft while producing in-depth, tailored competitive analyses for opportunities. The Competitive Intelligence employee is also responsible for analyzing new markets, facilitating black hat workshops and collaborating closely with price to win analysts. Price to Win employees operate as members of the Business Development team and are responsible for conducting Price to Win and competitive analysis on a full range of capture efforts. Price to Win employees are responsible for developing a bid pricing strategy and price recommendations, as well as collecting and analyzing public documentation and proposal debriefs using market-research tools to generate meaningful programmatic analyses to promote effective and strategic pricing solutions. The Price to Win employee also supports and participates in black hat strategy sessions to develop customer and competitor intelligence. The Black Hat will provide a competitive assessment to address the proposal's competition in terms of the responding team's strengths and weaknesses as compared to the competition, using standard evaluation criteria. A successful Black Hat will review and disseminate competitive intelligence about the competition, as well as review the capture and proposal strategies to improve the overall win theme and plan. 12

13 Competitive VT Work Streams Proposal Development Worksheet Dictionaries (MBOK) QA Database Discriminators Win Themes FABs Feature, Advantage, Benefit Statements Pursuit Decisions H.I.M Report (Hot Button s, Issues and Motivators Familiarity Compliance Table of Contents Prioritize Execute Milestone s VisibleThread Usage Compare Discovery Analyze 13

14 Proposal Development Worksheet 14

15 Coordination With Bid Desk Process 0.1 Receive Tender CBM s forward the tenders to GBD on average 1-2 days after they receive them Day 3 Analyze the Source Documents and Schedule CBM call Development Worksheet Day 4 Engineering work including: Compliance QA, Design, Visio, and Other Day 5 GBD Proposal Plan Draft including if needed: Response type, TOC, Pricing, Partners Day 6 Proposal Development Day 7 Executive Summary Day 10 Handoff to partner Day 11 Submit Submit GBD Proposal Development Start Pursue Decision GBD Analysis & PDW Engineering GBD Analysis & PDW 15

16 VT - Pursuit Compatibility Grid Governance Tool Purpose Quantify the opportunity Select the Right opportunities to invest into winning together Pursuit Types Type 1: 80% Win rate Type 2: <50% Win Rate Type 3: <10% Win Rate Type 4: 0% Win Rate X 3. New Product / Similar Market: Partner Pursue without Bid Desk support Caution Pursuit Indication. Make sure you have a product to meet the need of your customer base, then focus on the competition less Relative match with existing products and services 4. New Product / New Market - Don t support pursuit as is. Weak/Success Unlikely Pursuit Indication. Drop, if you pursue, it will require a detailed plan and far more resources than leads in sectors 1,2, and 3. Existing markets and customers More Less 1. Similar Product / Similar Market: - Bid Desk Pursue Strong Pursuit Indication: Know product, market, and customer: Focus on competition 2. Similar Product / New Market: -Partner Pursue with Bid Desk Support More Caution Pursuit Indication: Learn the market. Establish your company in the market before focusing on the competition. 16

17 Dictionaries Body Of Knowledge Corporate Marketing Proposals Benefits From The Centralized Milestone Body Of Knowledge Database: Product Writing styles, document types, document templates Productivity Gains because of eliminating accessibility, versioning, approved content challenges Data reuse and content management create compliance, risk mitigation and accelerates new resource onboarding. Sales Centralized Database improves compliance, product risk mitigation, and Product Management and Development insights 17

18 Question / Answer Analysis What are the differences? 1. Document Purpose 2. Question Type 3. Answer Length 4. Expected Output 5. Reviewer Process 6. Customer Decision Support Question classification Metadata tagging Answer Length A1 / A10 / A30 / A60 / A120 / A240 Response Types Statement of Compliance Request for Quotes Technical Purchased Specifications Non-Priced Responses A&E Specifications Technical Specifications Technical Proposals Tenders Request for Proposals Request for Information Questionnaires Market Survey Supplier Qualification Process Customer Example Hyderabad Metro Rail - Thales Metro Rail System Alcatel/Lucent Auckland Transport Cassidian Sydney Trains Oman Airport Staten Vegvesen Region Ost DAA ING AGT Shell Oil ABB 18 18

19 QA Automation / Management Tools Visible Thread For Docs Provides automated discovery, baseline compliance and document parsing Clarity Grader HTML content discovery engine Qorus Docs Breeze Proposal automation with a initial focus on question/answer proposal types Docgeneration Proposal template creation Qvidian Process Management 19

20 Compliance To Requirements VT improves compliance tracking with standardized dictonaries

21 Win Themes Best Practices 21 Concept Compliance and Responsivenes s Discriminators Features, Advantages, and Benefits Description Are often confused. Both must be addressed. Are features of your offer or solution that (1) differ from a competitor's offer and (2) are acknowledged by the customer as important. Both conditions must be met. Are needed to sell effectively in person and in a proposal. Sales and proposal professionals with extensive training about features, advantages, and benefits, often omit benefits, fail to link features to benefits, or mention benefits only at the end of a presentation or proposal section. We prioritize these three areas to support the Price To Win VT is used to enable the prioritization

22 Feature, Advantage, Benefit Process VT Usages Accelerates Teaming Proposal Development Tracks word usage for each FAB Step 1: Review the customer case and select a customer issue to address Step 2: Select a Milestone feature which can be used to address the customers issue Step 4: Write a new combined feature statement. Step 3: Select a partner feature which can be used to address the customers issue Step 5: Newly combined feature statement is created. Steps to create the combined features, advantages and benefits Combined Feature Statement Combined Advantage Statement Creation Work Flow Creation Work Flow Step 6: Convert the combined feature statement into an advantage statement. Step 8: Write a combined advantage statement. Step 7: Analyze and select the possible advantages that the combined feature statement can deliver. Step 9. Newly created combined advantage statement. Step 10. Convert the combined advantage statement into a combined benefits statement. Step 11: Review case study which is a brief summary of the previous customer meetings. Step 13: Write a new combined benefit statement. Combined Benefits Statement Creation Work Flow Issue Step 12: Theoretical customer brainstorm on how the advantages are linked to the customer s issues with the objective to get the customer to state the value of addressing these issues. Step 15: Repeat (3) Step 14: Newly created additional times combined benefit statement. Combined Feature Statement Formula Combined Advantage Statement Formula Combined Benefit Statement Formula Milestone Feature Customer Issue Partner Feature Combined Feature Statement Combined Feature Statement Analysis Advantage Statement Combined Feature Statement Advantage Statement Customer Issue Combined benefit statement 22

23 VT - Win Themes and PTW Process 23

24 24 Any Questions