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NCMA 3rd Annual Commercial Contract Management Conference

International Contract ManagementBetter Business by Crossing Borders 1 The Fairmont Dallas, Dallas, TX
Winning More Business Globally
The Capture Management Life-Cycle
By: Gregory A. Garrett, CPCM, PMP
Vice President, Program Management, North America
Wireless Major Accounts
Lucent Technologies
April 2003
NCMA 3rd Annual Commercial Contract Management Conference
International Contract ManagementBetter Business by Crossing Borders 2 The Fairmont Dallas, Dallas, TX
Winning More Business Globally
Key Topics
The Capture Management Life Cycle
A Process Approach Inputs, Tools & Techniques and
Outputs
Sweet Spot vs. Sour Spot Analysis
Why Bids/Proposals Lose
Key Characteristics Shaping the Global Business
Environment
Globalization Paradigm Shift
What it Takes to Win Business Globally

NCMA 3rd Annual Commercial Contract Management Conference
International Contract ManagementBetter Business by Crossing Borders 3 The Fairmont Dallas, Dallas, TX
Opportunity
Profile
Stakeholder
Buy-In
Capture
Project
Plan
Capture
Team
Kickoff
Bid
Development
Bid
Reviews
Opportunity
Growth
Contract
Fulfillment
Negotiation
and Contract
Formation
Stakeholder
Approval
Pre-Bid
Phase
Bid
Phase
Post-Bid
Phase
3 Phases
10 Stages
From: The Capture Management Life-Cycle: Winning More Business, by Gregory A. Garrett and Reginald J. Kipke, CCH, 2003
The Capture Management Life Cycle
NCMA 3rd Annual Commercial Contract Management Conference
International Contract ManagementBetter Business by Crossing Borders 4 The Fairmont Dallas, Dallas, TX
Pre-Bid Phase Bid Phase Post-Bid Phase
Opportunity Profile Stage
Qualify Opportunity and Risks
Gather Competitive Intelligence
Develop Win Strategy
Outline Opportunity
Stakeholder Buy-In Stage
Conduct Bid/No Bid Review
Obtain Strategy Alignment
Get Resource Commitment
Ensure Escalation Support
Capture Project Plan Stage
Identify Deliverables
Identify Work Tasks
Identify Timeline
Identify Resources
Develop Communication Plans
Capture Team Kickoff
Stage
Review Bid
Validate Capture Project Plan
Review Communication Plans
Review Proposal Development Plans
Bid Development Stage
Execute Capture Project Plan
Develop Solution
Develop Risk Mitigation Plans
Develop Business Case(s)
Develop Proposal
Bid Reviews Stage
Conduct Pink Team Reviews
Conduct Red Team Reviews
Obtain Offer Certifications
Stakeholder Approval
Stage
Review Changes, Solution, Risks
Review Business Case
Obtain Authority To Bid
Negotiation and Contract
Formation Stage
Conduct Oral Presentations
Plan Negotiations
Conduct Negotiations
Develop Contract
Contract Fulfillment
Stage
Manage Project
Administer Contract
Manage Changes
Closeout Contract
Opportunity Growth
Stage
Conduct Win/Loss Review
Manage Customer
Expectations
Obtain Customer Feedback
Build Customer Trust
From: The Capture Management Life-Cycle: Winning More Business, by Gregory A. Garrett and Reginald J. Kipke, CCH, 2003
The Capture Management Life Cycle
(Phases & Stages)
NCMA 3rd Annual Commercial Contract Management Conference
International Contract ManagementBetter Business by Crossing Borders 5 The Fairmont Dallas, Dallas, TX
Inputs Tools & Techniques Outputs
Knowledge of your customer
Knowledge of your company
Knowledge of your
competitors
Quantify Opportunity & Risk
Opportunity & Risk Assessment
Grid
Elements of Opportunity
Elements of Risk
Opportunity Quantification Tool
Risk Quantification Tool
Gather Competitive
Intelligence
Competitor Profile
Sources of Competitive
intelligence
Develop Win Strategy
Sweet Spot-Sour Spot Analysis
Win Theme & Strategy Plan
Customer Positioning Plan
Customer Contact Plan
Outline the Opportunity
Stakeholder Presentation
Outline
Qualified Opportunity
Competitor Profile
Win Strategy
Outline of Offer Stakeholder
Review Presentation

From: The Capture Management Life-Cycle: Winning More Business, by Gregory A. Garrett and Reginald J. Kipke, CCH, 2003
Pre-Bid Phase: Opportunity Profile Stage
NCMA 3rd Annual Commercial Contract Management Conference
International Contract ManagementBetter Business by Crossing Borders 6 The Fairmont Dallas, Dallas, TX
From: Sweet Spot - Sour Spot
Analysis
A Bidders Dozen: Golden Rules For Winning Work
David G. Pugh, Ph.D. Lore International Institute
Our
Weaknesses
Competitor
Strengths
Competitor
Weaknesses
Our
Strengths
Customer Needs
Sweet Spot
Sour Spot
Mitigate our
weaknesses
Neutralize
their strengths
Highlight our
strengths
Ghost their
weaknesses
Strategy
Strategy
Strategy
Strategy
Sweet Spot vs. Sour Spot Analysis
NCMA 3rd Annual Commercial Contract Management Conference
International Contract ManagementBetter Business by Crossing Borders 7 The Fairmont Dallas, Dallas, TX
Inputs Tools & Techniques Outputs
Bid/No Bid Decision
Alignment on Strategy
Resource Commitment
Escalation Support
Stakeholder Opportunity
Review Package
Capture Core Team
Capture Core Team
Capture Core Team Roles
& Responsibilities
Deliverables
Proposal Layout
A Bidders Dozen: Golden Rules
Proposal Development Checklist
Proposal Production Checklist
Work Tasks
Work Breakdown Structure
Resources
Organization Breakdown
Structure
Types of Team Structures
Responsibility Assignment
Matrix
Opportunity Budget Plan
Timeline
Types of Timelines
Task List Schedule
Communication Plans
Project Communication Plan
Change Control Plan
Alert-Jeopardy-Escalation Plan
Identified Deliverables
Proposal Layout
Win Theme & Strategies
Identified Work Tasks
Identified Resources
Identified Timeline
Communication Plans
Project Communication Plan
Change Control Plan
Alert-Jeopardy-Escalation Plan

From: The Capture Management Life-Cycle: Winning More Business, by Gregory A. Garrett and Reginald J. Kipke, CCH, 2003
Pre-Bid Phase: Capture Project Plan Stage
NCMA 3rd Annual Commercial Contract Management Conference
International Contract ManagementBetter Business by Crossing Borders 8 The Fairmont Dallas, Dallas, TX
Inputs Tools & Techniques Outputs
Engaged Capture Team
Validated Capture Project
Plan
Agreed to Communication
Plan
Documented Proposal
Development Plans
List of Action Items with
Owner and Due Dates
Execute the Capture
Project Plan
Capture Team Status Meetings
Action Item Register
Stakeholder Status Report
Stakeholder Status Review
Outline
Develop Solution
Solution Architecture
Compliance Matrix
Solution Linkage Matrix
Delivery Plan
Develop Risk Mitigation
Plans
Sources of Risk
Ways of Mitigating Risks
Risk Mitigation Plan
Risk Mitigation Plan Log
Develop Business Case
Business Case Scenarios
Business Case Models
Product/Service Profile
Customer Business Case
Common Business Case Terms
Develop Proposal
Attributes of Winning Proposals
Customer Solution
Design
Pricing
Delivery Plan
Risk Mitigation Plans
Business Cases
Customer Proposal
Executive Summary
Technical Response
Delivery Response
Pricing Response
Contractual Response

From: The Capture Management Life-Cycle: Winning More Business, by Gregory A. Garrett and Reginald J. Kipke, CCH, 2003
Bid Phase: Bid Development Stage
NCMA 3rd Annual Commercial Contract Management Conference
International Contract ManagementBetter Business by Crossing Borders 9 The Fairmont Dallas, Dallas, TX
Why Bids/Proposals Lose Evaluation Points
Questionable or inadequate understanding of requirements or needs
Incomplete response to the solicitation; critical sections left out of the proposal
Noncompliance with specifications; misinterpretation of the specifications
Insufficient resources (time, funds, personnel, etc.) to accomplish the required services or tasks
Insufficient information about the resources required for satisfactory performance under the
contract
Poor proposal organization; obstacles in correlating proposal content to the solicitation or
requirements
Failure to show relevance of past experience to the proposed project
Unsubstaintiated or unconvincing rationale for proposed approaches or solutions
Wordiness. Mindboggling wordiness
Repeating requirements without discussing how they will be performed
Source: Building a Contract: Solicitations/Bids and Proposals A Team Effort?
National Contract Management Association
Why Bids/Proposals Lose
NCMA 3rd Annual Commercial Contract Management Conference
International Contract ManagementBetter Business by Crossing Borders 10 The Fairmont Dallas, Dallas, TX
Inputs Tools & Techniques Outputs
Solicitation (RFP, RFQ, Etc.)
Bid or Proposal
Buyers source selection
process
Sellers past performance
Previous contracts
Competitor Profile
Business Ethics/Standards
of Conduct Guidelines
Market and Industry
practices




Oral Presentations
Highly skilled negotiators
Legal Review
Business Case Approval
Contract Negotiation &
Formation Process
Plan negotiations
Conduct negotiations
Document the negotiations and
Form the Contract
Contract or Walk away




From: The Capture Management Life-Cycle: Winning More Business, by Gregory A. Garrett and Reginald J. Kipke, CCH, 2003
Negotiations & Contract Formation Stage
NCMA 3rd Annual Commercial Contract Management Conference
International Contract ManagementBetter Business by Crossing Borders 11 The Fairmont Dallas, Dallas, TX
1980s and Before 1990s and After
Continuity Change
Planning Coping with the unexpected
Adjustment Transformation
Diversification Focus and segmentation
Management Leadership
Instruction Facilitation & Learning
Individuals Project Teams
Knowledge Competence
Scale Flexibility & Speed
Uninformed Customers Knowledgeable & Demanding
Customers
National Boundaries Freedom of Movement
*Adapted from: Colin Coulson-Thomas, Creating the Global Company, New York, McGraw-Hill, 1992.
Key Characteristics Shaping the Global Business
Environment
NCMA 3rd Annual Commercial Contract Management Conference
International Contract ManagementBetter Business by Crossing Borders 12 The Fairmont Dallas, Dallas, TX
Old paradigm New paradigm
1. Firms were primarily domestic-oriented

2. Demand Exceeded supply in many industries

3. Single large national concern dominated the
market

4. Companies competed through increasing the
size and number of employees

5. Focus was on strategic planning and continuous
improvement

6. Strategy was product drive
1. Firms are evolving to a global orientation for
survival and growth

2. Greater emphasis on quality, custom design,
speed, & small-lot size

3. Multiple, smaller businesses are created within a
global umbrella

4. Complexities of global commerce are forcing
companies to form partnerships/alliances and
reduce permanent staffing

5. Focus is on strategic thinking, vision, planning,
and execution

6. Strategy is market driven and often led by
services
Adapted from The Global Challenge, by Moran and Riesenberger, McGraw-Hill, 1994
Globalization Paradigm Shift
NCMA 3rd Annual Commercial Contract Management Conference
International Contract ManagementBetter Business by Crossing Borders 13 The Fairmont Dallas, Dallas, TX
Competitiveness
in the
Globalizing
Industry
Demand
Structure
Economies
of
Scale
Strategic
Focus
Scope
of
Globalization
Adapted from: Global Marketing, by Hassan and
Blackwell, Harcourt Brace Publishing, 1994
What it Takes to Win Business Globally
NCMA 3rd Annual Commercial Contract Management Conference
International Contract ManagementBetter Business by Crossing Borders 14 The Fairmont Dallas, Dallas, TX
Global Attitude
*Adapted from the Global Challenge, by Moran & Riesenberger, New York, McGraw-Hill, 1994
Vision Strategy Structure Implementation
Leadership Discipline Execution
Competencies
Required to
make it
work!
Possess a global
mindset
Ability to work
with a highly
diverse team
Possess a long-
term orientation
Demonstrated
Abilities/
Actions
Motivates
employees to
excellence
Facilitates
organizational
change
Sets high
expectations
Leads by example
Focused on
process
improvement
Serves as a team
or force multiplier
Holds employees
accountable
Leverages Supply-
Chain partners
Skillfully executes
the deployment
cycle
Plans and tracks
performance with
appropriate
metrics
Individual Globalization Competencies
NCMA 3rd Annual Commercial Contract Management Conference
International Contract ManagementBetter Business by Crossing Borders 15 The Fairmont Dallas, Dallas, TX
Core Competencies Worldwide
Organizational Solution
1. Global Vision Where the corporation intends to go, emphasis is on
acceptance
2. Strategic Focus Competitive advantages of the organization

3. Control Flow of strategic direction from headquarters
4. Local Autonomy Degree of freedom allocated to the subsidiary to
change/modify products or services
5. Coordination Degree of Teamwork between subsidiary, headquarters,
and 3
rd
parties
6. Domestic Subsidiary Relationship Flow of information sharing
7. Corporate Culture- Characteristics that unite people in an organization
8. Management Selection- Strong Leadership trait, team-builder, and
results-oriented
9. Employee Selection- Combine country of origin and corporate
management staff
10. Decision Processes- Control and flow of decision-making

11. Information Processes Control and flow of information and knowledge
12. Performance-Oriented- Results focused management and employees
Unified, understood and accepted by all employees

Growth through coordinated centralization and local
adaptability
High
High

High
High, shared and interdependent
Central and unified
Flexibility, best candidate available from any country
Best Available candidate

Shared and complex Emphasis on the Customer and
empowering employees
Shared and complex, real-time data, accurate
information
Shared and understood Performance Goals and
Metrics, with pay tied to performance
*Adapted from The Global Challenge, by Moran and Riesenberger, New York, McGraw-Hill, 1994
Organizational Globalization Competencies
NCMA 3rd Annual Commercial Contract Management Conference
International Contract ManagementBetter Business by Crossing Borders 16 The Fairmont Dallas, Dallas, TX
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