This document provides guidance on winning private sector opportunities in architecture, engineering, and construction (A/E/C) markets. It discusses understanding market trends, determining a firm's match to private client needs, and providing a toolbox to win work efficiently and effectively. Private sector construction spending exceeds $700 billion annually in the U.S. The webinar will help participants apply a portfolio approach to prioritizing opportunities and implement "campaign to contract" capture planning to logically and efficiently win private work.
ACEC-Shift Your Paradigm Webinar - 21-MAY-2015m-rev1
1.
2.
3. THIS EDUCATIONAL ACTIVITY IS
PROTECTED BY U.S. AND
INTERNATIONAL COPYRIGHT LAWS.
REPRODUCTION, DISTRIBUTION,
DISPLAY AND USE OF THE
EDUCATIONAL ACTIVITY WITHOUT
WRITTEN PERMISSION OF THE
PRESENTERS IS PROHIBITED.
4. The webinar will provide participants with
insight, processes, and a toolbox to win Private
Sector opportunities through:
· Understanding A/E/C market trends
· Determining your firm’s match to private
market client needs
· Providing guidance on how to win work
efficiently and effectively.
5. U.S. Private Sector Construction Spending
Exceeds $700 Billion Annually
Private Sector A/E Spending
nearly 2.5 x Public sector
Top 500 Design Firms’ Private Sector
Revenue Reaches $73 Billion
7. 1. Understand the Market Trends
2. Determine your firm’s capability to pursue and
win work
3. Apply a portfolio approach to prioritizing and
managing opportunities
4. Implement “campaign to contract” capture
planning
5. Be logical and efficient
8. 1. Understand the Market Trends
2. Determine your firm’s capability to pursue and
win work
3. Apply a portfolio approach to prioritizing and
managing opportunities
4. Implement “campaign to contract” capture
planning
5. Be logical and efficient
17. 1. Understand the Market Trends
2. Determine your firm’s capability to pursue and
win work
3. Apply a portfolio approach to prioritizing and
managing opportunities
4. Implement “campaign to contract” capture
planning
5. Be logical and efficient
18.
19. Business Development Capability – Assess:
Firm’s BD culture
Strategic plans and goals
Capability to serve target markets
Client development and relationship building
Marketing management and BD support
Opportunity assessment and management
Campaigns to contracts – capture planning
Skill, resources, and processes gaps
Implement - Plan to fill gaps and maximize marketing
and sales efficiency and effectiveness
20. Process is not driven by government regulations
Rules may be less rigid (or harder to identify)
Information may not be public
Lead time may be shorter
May be easier (or harder) to get in
When they trust you access may be easier
Cost may be more important (or the only criteria)
But one fact is the same: “When all things are equal, clients hire friends
And when they are not equal, they still hire friends”.
.
21. 1. Understand the Market Trends
2. Determine your firm’s capability to pursue and
win work
3. Apply a portfolio approach to prioritizing and
managing opportunities
4. Implement “campaign to contract” capture
planning
5. Be logical and efficient
22. Templates and guidance are provided for:
Market assessment
Client identification and profiling
Lead and Opportunity identification
Opportunity portfolio assessment and
tracking
Pursuit plan and resource requirement
Decision-maker motivators and
relationship building
Activity responsibilities and milestones
Revenue and backlog forecasting
23. Take a “big picture view” of your world
Understand and appreciate the culture and its people
Identify universe of potential clients
Profile potential clients
Understand what business they are in and what
services they may need
Know the competition and your differentiators
Implement client development plans
29. Metro population - 3,395,300
Major industries - Financial services, technology,
biomedical, retail
Gross metro product - $204.7 B
Median household income - $67,976
Median home price - $193,600
Unemployment - 4.4%
Job growth (2013) - 2%
Cost of living - 1.6% below national average
College attainment - 39.5%
Net migration (2013) - 2,210
30. The “Miracle of Minneapolis”, Atlantic Magazine
Ranked as one the 10 best cities in the USA
Ranked as the 6th most attractive city
Ranked 3rd among top 50 bike-friendly cities
Ranked 3rd as most livable city in the USA
Ranked 2nd in American Fitness Index
Scored among ‘most innovative cities in America’
Ranked 3rd best city for recent college graduates
Ranked 11th for best places to start a business
Source: City of Minneapolis /
www.minneapolis.org
31. Andrews Sisters
James Arness
Warren Burger
Bob Dylan
F. Scott Fitzgerald
Judy Garland
J. Paul Getty
Josh Hartnett
Garrison Keillor
Jessica Lang
John Madden
Joe Mauer
Mayo Brothers
Prince
Charles Schultz
Vince Vaughn
Lindsey Vonn
Jesse Ventura
32. Google Maps
Wikipedia
City of Minneapolis’s Convention and Visitors Bureau
Minneapolis and St. Paul Business Journal
Engineering News Record Magazine
CBRE
Federal Reserve Bank, 9th District
Forbes Magazine
Fortune Magazine
Facebook for the “Who Even Lives Here?” image
Greater Minneapolis/St. Paul Chamber of Commerce
Minneapolis Chamber of Commerce/Meet Minneapolis
City of Minneapolis – Community Planning and Economic Development
50States.com
Minnesota Department of Employment and Economic Development
Atlantic Magazine
33. United Health*
Target*
Best Buy*
CHS*
Supervalu
3M Company*
U.S. Bancorp
General Mills
Medtronic
Land O’ Lakes
Ecolab
C.H. Robinson
Ameriprise Financial
Xcel Energy
Mosaic Company
Hormel Foods
Thrivent Financial
St. Jude Medical
* = Also on Fortune Global List
2014
34. Mayo Clinic
Target
Delta Airlines
Allina Health
Wal-Mart Stores
Wells Fargo
Fairview Health Services
UnitedHealth
Best Buy
3M Company
Health Partners
U.S. Bancorp
Essentia Health
Park Nicollet Health
Services
Supervalu
Hormel Foods
Thompson Reuters
Medtronic
35. Xcel Energy (Power)
Mosaic Company (Mining)
Target (Retail)
3M Company (Diversified
Ind.)
General Mills (Food)
Medtronic (Medical
Device)
Allete Inc. (Power)
Ecolab (Chemicals)
Ottertail Power (Power)
Life Time Fitness
(Recreation)
Fastenal (Industrial)
H.B. Fuller (Chemicals)
Hormel Foods (Food)
ENR, November 10, 2014, p 53 - 63
36. Target - 13,000
Wells Fargo - 7,000
HCMC - 5,800
Hennepin County - 5,200
Ameriprise Financial - 5,000
U.S. Bancorp - 3,400
City of Minneapolis - 1,800
Xcel Energy - 1,600
RBC Wealth Mgmt. - 1,300
Capella University - 1,200
Star Tribune - 1,100
TCF Bank - 1,100
Federal Reserve Bank -
1,000
Thrivent Financial - 1,000
AT&T - 745
39. CONSTRUCTION IN PROGRESS
Mosaic - $1.5B
Target - $840m
General Mills - $600m
3M Company - $770m
Life Time Fitness - $160m
CAPITAL EXPENDITURES
Target
Xcel Energy
3M Company
United Health Group
ENR, November 10, 2014, p 46 - 50
43. Typical activities include:
• Joining client professional and trade associations
• Involvement in community activities – sports, civic,
social, charitable organizations, etc.
• Online information gathering from client website,
SEC 10K filings, social media feeds, etc.
• Subscribing to online market and business
intelligence services such as Dun & Bradstreet,
Hoovers, AiHit, and Dodge Data & Analytics
48. Opportunity Tracking Provides Basis for
Prioritizing BD Activities and Resources
Portfolio “Net Probability” is an indicator of BD program
success: ≤ 25% poor; 30-40% ok; ≥ 50% good
54%
49. 1. Understand the Market Trends
2. Determine your firm’s capability to pursue and
win work
3. Apply a portfolio approach to prioritizing and
managing opportunities
4. Implement “campaign to contract” capture
planning
5. Be logical and efficient
50. Win rates are significantly
increased by:
• Understanding how you will be
asked to compete
• Knowing your client and your
competition
• Building relationships and trust
• Identifying and communicating
your unique value proposition
• Providing an efficient and
effective framework for
winning work
54. Basic go/no-go questions:
Is the opportunity “real”?
Do “we” (the firm) want it?
Can we win it?
If we win it, can we do it?
If we do it, can we make a profit, without
significant risk?
When we finish, will the client be satisfied?
You must be able to say yes to all questions!
55. By:
1. Understanding the Market Trends
2. Determining your firm’s capability to pursue and
win work
3. Applying a portfolio approach to prioritizing and
managing opportunities
4. Implementing “campaign to contract” capture
planning
5. Being logical and efficient
56. By:
1. Understanding the market trends
2. Determining your firm’s capability to pursue and
win work
3. Applying a portfolio approach to prioritizing and
managing opportunities
4. Implementing “campaign to contract” capture
planning
5. Being logical and efficient