2020 - smps rt - capture planning v01 · lindsay diven, cpsm | 1 capture planning lindsay diven,...

Lindsay Diven, CPSM | www.marketerstakeflight.com 1

Capture Planning Lindsay Diven, CPSM | marketerstakeflight.com

Welcome

SMPS Research Triangle:Introduction to Capture Planning


Today’s Agenda1

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CAPTURE PLANNING DEFINED

CAPTURE PLAN ELEMENTS

GAP FINDING

DIFFERENTIATION FRAMEWORK

5 GETTING STARTED

6 BEST PRACTICES / SUMMARY / Q&A

CAPTURE PLANNING

DEFINED

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Capture Planning

Process of identifying opportunities, assessing the environment, and implementing winning strategies to

capture a business opportunity.

Influence the client to prefer your organization and solution.

Successful capture planning requires written, action-oriented capture plans and the discipline to implement,

monitor, and adapt those plans.

As defined by Shipley Associates


BUSINESSDEVELOPMENT

PROPOSAL MANAGEMENT

CAPTURE PLANNING

LET’S DEFINE


Capture Planning Progression

• Developing a dedicated focus on winning a particular pursuit

Unknown Position

Known Position

Improved Position

Favored Position

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CAPTURE PLANNINGINVOLVES

Identify or help define new opportunitiesConsult with the client on possible solutions and alternatives

Identify and meet with key people and decision makers

Help client create specifications and RFP

Presell your solution—preempt further competition if possible

Introduce your team and build confidence and trust

Create the most advantageous alliances


Ability to Influence Your Outcome or Position

Client/FirmAssessment

Capture Planning

Proposal Management

IdentifyOpportunity

Receive RFP Close/Book AwardClient Evaluation

High

Low

Ability to Influence Outcome/Position


IMPROVED WIN RATES

IMPROVEDPROFITABILITY

PREDICTABLY OF

FORECASTS

Benefits of Capture Planning

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CAPTURE PLANELEMENTS


Capture Plan

• Written Document

• Basis for proposal plan

• Source for roughly 40-50% of proposal’s content

• Elements may be unknown at first

• Continuously refine


Typical Capture Plan Elements

Opportunity Summary & Overview

Key information & latest intelligence

Competitive landscape

Selection process

Client and decision maker analysis

Risks and risk mitigation

Teaming strategies and org chart

Themes and differentiators

Action plan and fatal flaws

CAPTURE PLAN

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• Snapshot information for the opportunity: agency, timeframe, potential scope, project delivery method, terms, etc.

• Information about the opportunity that gives you insight on the rationale behind the solicitation and a better understanding of it

SUMMARY:

OPPORTUNITY SUMMARY & OVERVIEW

• Key requirements, proposal deliverables, and schedule• Evaluation and selection process

OVERVIEW:


• Any information that needs to be highlighted verbatim to help the proposal team

KEY INFORMATION:

KEY INFORMATION & LATEST INTELLIGENCE

• Key information from client and partner interactions or prior proposals for the same work

LATEST INTELLIGENCE:


• Who are your competitors and why?• Teams already formed• Strengths and weaknesses of each team

COMPETITORS:

COMPETITIVE LANDSCAPE

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• What is the selection process – fee, qualifications, etc.• Will there be a shortlist presentation?• Will you need to provide designs for pricing (design-build)?

SELECTION PROCESS


• Lists the key decision makers and influencers• Identifies professional, technical, and personal issues for each• Indicate their social style, number of visits regarding specific

pursuit, and if they are a helper/blocker for your firm

CLIENT & DECISION MAKERANALYSIS

Decision Maker or Influencer(Name, Organization, Role/Title)

Visits(in last year

discussing project)

Helper(score 1=neutral,

2=likes us, 3=loves us)Hot Buttons


• Potential project risks, if you are awarded• Pricing risks, if price involved• Teaming risks• Mitigations for each risk listed

RISKS & RISK MITIGATION

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TEAMING STRATEGIES &ORGANIZATION CHART

• Are you a prime or sub?• What other firms will you add to your team?• Have you worked with them before?• Do you need specialty consultants?• Do you need DBE/MBE or other requirements?• What team members are exclusive to your team?

PARTNERS:

• What does your internal team look like?• Who is the project manager? Have they met with the client’s PM?• Do you need firm specialists?• Who is available for the pursuit, proposal, and presentation?

INTERNAL TEAM:


WIN THEMES & DIFFERENTIATION

• What is the central message of your proposal that will resonate with the client’s needs and gaps?

• Theme development (The Differentiation Framework)

WIN THEMES:


WIN THEMES & DIFFERENTIATION

• What is your team’s strengths and weaknesses? How do those compare to your competitors? What strengths differentiate your team?

DIFFERENTIATION:

Your Team StrengthsYour Team

Weaknesses

Opportunities for Your Team (Competitor’s

Weaknesses)

Threats to Your Team(Competitor’s

Strengths)

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ACTION PLANS & FATAL FLAWS

• What actions need to take place to position your firm to win?• Who is responsible?• When should each action be completed?

ACTION PLANS:

• What can go wrong that could prevent your firm from winning?• What documentation/licensing/pre-qualification is needed before

submitting a proposal?

FATAL FLAWS:


HANDOUTS Capture Plan Template & Example

GAPFINDING

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WHAT IS A GAP?A Gap is the difference between what is “desired” by a client and what is currently being received.


Requirements vs. Gaps

REQUIREMENTS GAPS

QUALIFY YOU DIFFERENTIATE YOU


The Universe of Client Wants and Expectations –Including Those They Don’t Know About Yet

Client Wants/ Expectations

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Creating the Gap Zone


Competitor Weaknesses


The “Magic” Gap Zone



Gap Zone


“The Sweet Spot” Represents your Unique Strengths and Makes You Different



The Sweet Spot

Your Strengths

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The Truth about Gaps

• Some Gaps are created New technologies or innovative approaches

• Some Gaps need to be found Most competitors will find them

• All unique Gaps you fill make you look different

• Gaps are not Gaps until the client validates them


Gap Development Questions

How and to what extent are your needs being met today? Where are the shortfalls? Why?

What is the most common problem you face? If there were three thingsyou’d like to see the contractor community fix, what are they? What do you believe the community should be doing better to help your business?What is going well? What do you

attribute that success to? How have you institutionalized these success factors?

Historically, what has been your performance in meeting cost/schedule goals? Majority underruns/overruns? Why are you getting these results? What are you doing to fix or reinforce?

Have you tried in the past to get Contractor and Owner teams to share objectives and expectations? Has it been effective? Besides team building what works for you? What factors do you think should be in place to encourage Contractor and Owner teams to work together?


HANDOUT Gap Finding Questions

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DIFFERENTIATIONFRAMEWORK


The Differentiation Framework

Ask The Questions:

What client issue is

not being met?

Why You? So What? How So? What can you

provide for me?


Let’s Build a Differentiation Framework

You are faced with increased disposal costs at your Central Wastewater Treatment Plant; and by 2020 you will see exponential cost increase when your current contract expires.

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Features Describe What You Do

• Tangible aspects of your services

• Something you can touch, see, taste, or feel

• The “things” (people, systems, tools, equipment, etc.) you offer

• It’s mostly about you, not what you do for a client. Clients will ask “So What?”



We perform comprehensive alternatives and life-cycle analysis and provide recommendations for wastewater treatment plant upgrades including cost-effective methods for handling, treatment, and disposing of biosolids.

Define the “features” of your offering….


Benefits Tell The Client What You Can Do for THEM

• Describes what a feature can do

• Most significant payoffs to the client

• The benefit closes the GAP

• Positive outcomes: increased volumes, shorter schedule…..

• Individual outcomes: safety record, performance bonuses, etc.

• Often more business focused than project focused

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Our comprehensive alternatives and life-cycle analysis results in reduced disposal fees and chemical costs.

Define a tangible benefit….


Proofs Demonstrate You Have Delivered Similar Results in the Past

• Proves the benefit, not the feature

• Relies on hard statistics or client testimonials

• Money better than percent or schedule

• Can be internally developed or externally developed

• Operations (technical staff) provides the best proofs



On a recent wastewater treatment plant evaluation for the City of Washington, Missouri, we implemented a first of its kind (in Missouri) minimization process that will reduce waste activated sludge by 90% and disposal of biosolids by 40%.

Back it up with proof…

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The Value Proposition is Key


Value Proposition Ties Your Offering to the Owner’s Needs

• Clear, concise statement of value-driven, measurable experiences client will derive from working with you that he/she won’t derive from any competing firms

• Based on identification of GAPs, development of benefits and proofs

• Primary driver for win strategy

Gaps and Value Proposition Statements are actual statements that can be used in writing your

proposal sections such as cover letters, executive summaries and closing WHY US? slides.



When applied to your solids processes including systems currently under design and evaluation, we can offer alternatives to reduce your disposal of biosolids by more than 40% with an annual savings of $1.28 million in disposal fees and $972,800 in chemical costs.

Finish with a value proposition for this client…

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Putting It All Together…

You are faced with increased disposal costs at your Central Wastewater Treatment

Plant; and by 2022 you will see exponential cost increase when your current contract

expires. We perform comprehensive alternatives and life-cycle analysis and provide

recommendations for wastewater treatment plant upgrades including cost-effective

methods for handling, treatment, and disposing of biosolids. Our comprehensive

alternatives and life-cycle analysis results in reduced disposal fees and chemical

costs. On a recent wastewater treatment plant evaluation for the City of Washington,

Missouri, we implemented a first of its kind (in Missouri) minimization process that will

reduce waste activated sludge by 90% and disposal of biosolids by 40%. When

applied to your solids processes including systems currently under design and

evaluation, we can offer alternatives to reduce your disposal of biosolids by more than

40% with an annual savings of $1.28 million in disposal fees and $972,800 in

chemical costs.



You are faced with increased disposal costs at your Central Wastewater

Treatment Plant; and by 2022 you will see exponential cost increase when your

current contract expires. We perform comprehensive alternatives and life-cycle

analysis and provide recommendations for wastewater treatment plant upgrades

including cost-effective methods for handling, treatment, and disposing of biosolids.

Our comprehensive alternatives and life-cycle analysis results in reduced disposal

fees and chemical costs. On a recent wastewater treatment plant evaluation for the

City of Washington, Missouri, we implemented a first of its kind (in Missouri)

minimization process that will reduce waste activated sludge by 90% and disposal of

biosolids by 40%. When applied to your solids processes including systems currently

under design and evaluation, we can offer alternatives to reduce your disposal of

biosolids by more than 40% with an annual savings of $1.28 million in disposal fees

and $972,800 in chemical costs.





expires. We perform comprehensive alternatives and life-cycle analysis and

provide recommendations for wastewater treatment plant upgrades including

cost-effective methods for handling, treatment, and disposing of biosolids. Our

comprehensive alternatives and life-cycle analysis results in reduced disposal fees

and chemical costs. On a recent wastewater treatment plant evaluation for the City of

Washington, Missouri, we implemented a first of its kind (in Missouri) minimization

process that will reduce waste activated sludge by 90% and disposal of biosolids by

40%. When applied to your solids processes including systems currently under design

and evaluation, we can offer alternatives to reduce your disposal of biosolids by more

than 40% with an annual savings of $1.28 million in disposal fees and $972,800 in

chemical costs.

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alternatives and life-cycle analysis results in reduced disposal fees and

chemical costs. On a recent wastewater treatment plant evaluation for the City of

Washington, Missouri, we implemented a first of its kind (in Missouri) minimization

process that will reduce waste activated sludge by 90% and disposal of biosolids by

40%. When applied to your solids processes including systems currently under design

and evaluation, we can offer alternatives to reduce your disposal of biosolids by more

than 40% with an annual savings of $1.28 million in disposal fees and $972,800 in

chemical costs.









costs. On a recent wastewater treatment plant evaluation for the City of

Washington, Missouri, we implemented a first of its kind (in Missouri)

minimization process that will reduce waste activated sludge by 90% and

disposal of biosolids by 40%. When applied to your solids processes including

systems currently under design and evaluation, we can offer alternatives to reduce

your disposal of biosolids by more than 40% with an annual savings of $1.28 million in

disposal fees and $972,800 in chemical costs.









costs. On a recent wastewater treatment plant evaluation for the City of Washington,

Missouri, we implemented a first of its kind (in Missouri) minimization process that will

reduce waste activated sludge by 90% and disposal of biosolids by 40%. When

applied to your solids processes including systems currently under design and

evaluation, we can offer alternatives to reduce your disposal of biosolids by

more than 40% with an annual savings of $1.28 million in disposal fees and

$972,800 in chemical costs.

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TEMPLATE The Differentiation Framework

GETTINGSTARTED


GETTING STARTEDCAPTURE PLANNING

Start with one pursuit

Identify a champion

Gather all info you already have

Structure meetings or structure conversations

Attend client meetings

Document the process and lessons learned

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CAPTURE PLANNING BEST PRACTICES

Start early & commit to process

Identify a champion

Document the plan

Collaborate

Validate Gaps with clients

Use in proposal!


DISCUSSION Questions & Answers


PresentationStarter Kit

Presentation Slides

Capture Plan Template

Capture Plan Example

Gap Finding Questions

The Differentiation Framework

marketerstakeflight.com/captureplanning

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CONNECT WITH LINDSAY DIVEN, CPSM

@LindsayDiven\MarketersTakeFlight \LindsayDiven

[email protected] x134

FULL SAIL [email protected]

MARKETERS TAKE FLIGHT

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2020 - smps rt - capture planning v01 · lindsay diven, cpsm | 1 capture planning lindsay diven,...

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