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How to Win Big Deals
Paul Hesselschwerdt
President
Fabrizio Battaglia
Partner
Image credit: Flickr user Boondockdurden
Process
Challenges
Global Alignment of
Teams
Prioritization, including
capacity to capture
big deals
Creating executive
relationships
To show the added value
respect to competitors
Results
Challenges
New product
introduction
Growing business with
customers
Winning business at
target premiums
Growth in emerging
markets
Major Reasons for Failed Sales Strategies
Failing to design a winning
strategy that differentiates you
Gaining buy-in from the entire
team
Failing to execute the plan
Failing to question underlying
assumptions as the situation
changes
This webinar will enable you to…
1. Understand What Capture Teams Are
2. Understand When and Why to Use Capture Teams
3. Organize and Launch the Capture Team
4. Create the Capture Plan
5. Execute the Capture Plan
The Typical Approach Alignment ApproachVS.
What is behind the Alignment Approach?
Cooperation
Engagement
Differentiation
What Are Capture Teams?
Multi-functional, cross organizational teams, focused on achieving a single
business development objective.
Expanding Customer ShareWinning a Large Order
1. Understand What Capture Teams Are
2. Understand When and Why to Use Capture Teams
3. Organize and Launch the Capture Team
4. Create the Capture Plan
5. Execute the Capture Plan
When and Why to Use Capture Teams
When you are focused on winning a
Complex Opportunity
When you are not getting the share
you deserve
Outside looking in
1. Understand What Capture Teams Are
2. Understand When and Why to Use Capture Teams
3. Organize and Launch the Capture Team
4. Create the Capture Plan
5. Execute the Capture Plan
Organizing and Launching the Capture Team
Team Sponsor
Team Leader
Ad hoc
Members
CT Devil's
Advocate
Core Members
Organizing and Launching the Capture Team – 1st meeting
Assessment: Can you win, Should you compete?
HighRelationships
Low Deal/Account Knowledge High
Competitive
CompetitiveBlind
Collaborative
1. Understand What Capture Teams Are
2. Understand When and Why to Use Capture Teams
3. Organize and Launch the Capture Team
4. Create the Capture Plan
5. Execute the Capture Plan
What does a Capture Team Process Look Like?
When you are focused on winning a
Complex Opportunity
When you are not getting the share
you deserve
Two Objectives: One program
Two Objectives: One program
The Preparation Phase
The team organizes
information and makes
collective sense of it
The face to face
The team meets,
decisions are made,
Strategies are defined
and tested.
The Follow-up
Implementation Support
and Action plan update
Capture Team Challenge Questions
Challenge Question Category Confidence
1 - 5
Implications
1 - 5
Actions
1 - 5
1. Customer Issues and Objectives that are
driving their process now (overall score)
N/A 2.7 3.0
- What is the customer trying to accomplish? N/A 4 2
- How urgently does the Customer need to
accomplish his objectives?
N/A 2 3
- Why did the Customer begin the Process now? N/A 2 4
2. Relationships / web of Influence (overall
score)
2.8 4.0 4.5
- Who is the Decision Maker (DM)? What are his/her
business and personal needs?
3 5 5
- What is the Decision Maker (DM) opinion of us vs.
Competition?
3 5 4
- Who are the Key Decision Influencers (KDIs)? How
and how much will they influence the decision? What
are their business and personal needs? What is their
opinion of Us vs. Competition?
2 2 4
- Who are the Approvers/Evaluators? What will be
their role in the decision process? What are their
business and personal needs?
3 4 5
3. Major Competitor (overall score) 3.0 3.0 4.3
- Which Vendor (including Us) does the DM consider
to be the number 1 choice for this opportunity? Why?
3 4 5
- What are the major Strengths and Weaknesses of
Us vs. Major Competitor as perceived by the DM and
KDIs?
4 3 4
- How will the Major Competitor position themself and
Us with the DM and KDIs?
2 2 4
4. Differentiated Offer (overall score) 1.5 2.3 3.0
- Why will the DM and KDIs perceive our offer to be
significantly better than the offer of the Major
Competitor?
N/A 2 4
- Among the KDIs and Key Users, who would be a
strong supporter for our offer vs. the offer of the Major
Competitor?
1 3 3
- How will our offer be perceived vs. Major
Competitor’s by the Specs Evaluators?
2 2 2
1. Understand What Capture Teams Are
2. Understand When and Why to Use Capture Teams
3. Organize and Launch the Capture Team
4. Create the Capture Plan
5. Execute the Capture Plan
Capture Team Case Studies
Major Infrastructure
Project
Rapidly Grow Account
Share
Capture Long-Term
Service Contracts
Large Order Case Study
Provides Flexibility
Financial Viability
Local Support
Initiatives & Capabilities
Unique Offer
Competitive Superiority
Rapidly Grow Account Share Case Study
Coordinate all functions
that have an influence
on the value created
for the customer
Connecting the plan to
the customer executives
Leadership for a diverse
and dispersed team
Capture Long-Term Service Contracts Case Study
Establish the right roles
and empower the
Capture Team
Continuously challenge
assumptions, gather and
analyze data about the
situation
Find out competitors’
likely strategy and take
action to counteract
1. Understand What Capture Teams Are
2. Understand When and Why to Use Capture Teams
3. Organize and Launch the Capture Team
4. Create the Capture Plan
5. Execute the Capture Plan
How the Global Partners Process Helps
Cooperation
Engagement
Differentiation
How to Win Big Deals Webinar
How to Win Big Deals Webinar:
http://bit.ly/19xIi8a
Developing and successfully executing
a strategy is one of the most
challenging undertakings in business.
Research and experience continue to
show that only a small percentage of
strategies are successfully executed.
In this webinar, you will learn how to
develop and execute Capture Teams:
multi-functional, cross-organizational
teams, focused on achieving a single
business development objective.
Ph. 781-352-2460
info@globalpartnersinc.com
www.globalpartnersinc.com
Global Partners, Inc.
One Broadway
Cambridge, MA, 02142
Contact Us for More Information

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How to win big deals

  • 1. How to Win Big Deals Paul Hesselschwerdt President Fabrizio Battaglia Partner Image credit: Flickr user Boondockdurden
  • 2. Process Challenges Global Alignment of Teams Prioritization, including capacity to capture big deals Creating executive relationships To show the added value respect to competitors Results Challenges New product introduction Growing business with customers Winning business at target premiums Growth in emerging markets
  • 3. Major Reasons for Failed Sales Strategies Failing to design a winning strategy that differentiates you Gaining buy-in from the entire team Failing to execute the plan Failing to question underlying assumptions as the situation changes
  • 4. This webinar will enable you to… 1. Understand What Capture Teams Are 2. Understand When and Why to Use Capture Teams 3. Organize and Launch the Capture Team 4. Create the Capture Plan 5. Execute the Capture Plan
  • 5. The Typical Approach Alignment ApproachVS.
  • 6. What is behind the Alignment Approach? Cooperation Engagement Differentiation
  • 7. What Are Capture Teams? Multi-functional, cross organizational teams, focused on achieving a single business development objective. Expanding Customer ShareWinning a Large Order
  • 8. 1. Understand What Capture Teams Are 2. Understand When and Why to Use Capture Teams 3. Organize and Launch the Capture Team 4. Create the Capture Plan 5. Execute the Capture Plan
  • 9. When and Why to Use Capture Teams When you are focused on winning a Complex Opportunity When you are not getting the share you deserve Outside looking in
  • 10. 1. Understand What Capture Teams Are 2. Understand When and Why to Use Capture Teams 3. Organize and Launch the Capture Team 4. Create the Capture Plan 5. Execute the Capture Plan
  • 11. Organizing and Launching the Capture Team Team Sponsor Team Leader Ad hoc Members CT Devil's Advocate Core Members
  • 12. Organizing and Launching the Capture Team – 1st meeting Assessment: Can you win, Should you compete? HighRelationships Low Deal/Account Knowledge High Competitive CompetitiveBlind Collaborative
  • 13. 1. Understand What Capture Teams Are 2. Understand When and Why to Use Capture Teams 3. Organize and Launch the Capture Team 4. Create the Capture Plan 5. Execute the Capture Plan
  • 14. What does a Capture Team Process Look Like? When you are focused on winning a Complex Opportunity When you are not getting the share you deserve Two Objectives: One program
  • 16. The Preparation Phase The team organizes information and makes collective sense of it
  • 17. The face to face The team meets, decisions are made, Strategies are defined and tested.
  • 19. Capture Team Challenge Questions Challenge Question Category Confidence 1 - 5 Implications 1 - 5 Actions 1 - 5 1. Customer Issues and Objectives that are driving their process now (overall score) N/A 2.7 3.0 - What is the customer trying to accomplish? N/A 4 2 - How urgently does the Customer need to accomplish his objectives? N/A 2 3 - Why did the Customer begin the Process now? N/A 2 4 2. Relationships / web of Influence (overall score) 2.8 4.0 4.5 - Who is the Decision Maker (DM)? What are his/her business and personal needs? 3 5 5 - What is the Decision Maker (DM) opinion of us vs. Competition? 3 5 4 - Who are the Key Decision Influencers (KDIs)? How and how much will they influence the decision? What are their business and personal needs? What is their opinion of Us vs. Competition? 2 2 4 - Who are the Approvers/Evaluators? What will be their role in the decision process? What are their business and personal needs? 3 4 5 3. Major Competitor (overall score) 3.0 3.0 4.3 - Which Vendor (including Us) does the DM consider to be the number 1 choice for this opportunity? Why? 3 4 5 - What are the major Strengths and Weaknesses of Us vs. Major Competitor as perceived by the DM and KDIs? 4 3 4 - How will the Major Competitor position themself and Us with the DM and KDIs? 2 2 4 4. Differentiated Offer (overall score) 1.5 2.3 3.0 - Why will the DM and KDIs perceive our offer to be significantly better than the offer of the Major Competitor? N/A 2 4 - Among the KDIs and Key Users, who would be a strong supporter for our offer vs. the offer of the Major Competitor? 1 3 3 - How will our offer be perceived vs. Major Competitor’s by the Specs Evaluators? 2 2 2
  • 20. 1. Understand What Capture Teams Are 2. Understand When and Why to Use Capture Teams 3. Organize and Launch the Capture Team 4. Create the Capture Plan 5. Execute the Capture Plan
  • 21. Capture Team Case Studies Major Infrastructure Project Rapidly Grow Account Share Capture Long-Term Service Contracts
  • 22. Large Order Case Study Provides Flexibility Financial Viability Local Support Initiatives & Capabilities Unique Offer Competitive Superiority
  • 23. Rapidly Grow Account Share Case Study Coordinate all functions that have an influence on the value created for the customer Connecting the plan to the customer executives Leadership for a diverse and dispersed team
  • 24. Capture Long-Term Service Contracts Case Study Establish the right roles and empower the Capture Team Continuously challenge assumptions, gather and analyze data about the situation Find out competitors’ likely strategy and take action to counteract
  • 25. 1. Understand What Capture Teams Are 2. Understand When and Why to Use Capture Teams 3. Organize and Launch the Capture Team 4. Create the Capture Plan 5. Execute the Capture Plan
  • 26. How the Global Partners Process Helps Cooperation Engagement Differentiation
  • 27. How to Win Big Deals Webinar How to Win Big Deals Webinar: http://bit.ly/19xIi8a Developing and successfully executing a strategy is one of the most challenging undertakings in business. Research and experience continue to show that only a small percentage of strategies are successfully executed. In this webinar, you will learn how to develop and execute Capture Teams: multi-functional, cross-organizational teams, focused on achieving a single business development objective.
  • 28. Ph. 781-352-2460 info@globalpartnersinc.com www.globalpartnersinc.com Global Partners, Inc. One Broadway Cambridge, MA, 02142 Contact Us for More Information

Notas do Editor

  1. Paul the reason why these challenges are difficult to address is because …. Next slide 1.05 Challenges of webinar registrants Link the challenges as we go and as often as possible
  2. the reason why these challenges are difficult to address is because of 4 fundamental reasons One study showed that as much as 71% of strategies fail to deliver expected results Inexperience leads to three major problems: Failing to develop and articulate a winning strategy that the entire team adopts Jumping to an easy strategy that is narrow and too easily thwarted by competitors Failing to execute the plan Failing to question underlying assumptions as the situation changes This webinar will address how the Capture Team and the process overcomes these failures
  3. Paul Jeff, this has only 5 goals, the others have 6 In this webinar you will learn how to: What are Capture Teams. Give definition and a brief history of Capture teams, linking back to Aerospace and infrastructure businesses. When to use them. To win a big opportunity, when the opportunity is a big ‘winner take all’; when the opportunity requires coordination across geographies and disciplines; when the supplier has to leverage all of its resources; when the supplier is the incumbent or breaking in Organizing the team. This is an often overlooked yet critical element of capture planning. Companies usually assume that the current account manager and team should become the capture team., but this is sometimes not the right choice. What are the characteristics of a good team leader and team members? The key role of the ‘Spoiler’, the devils advocate who questions everything about the capture plan. The role of the capture team executive sponsor. The Capture Plan. This is not a list of customer meetings. The plan is a combination Risk Mitigation and Action Plan. And it is very dynamic, requiring updating at least weekly Executing the Capture Plan. Can use case studies for critical steps Critical Success factors. 2 CSFs, 1) continuously challenging assumptions, your actions, customers actions and competitors actions; 2) discipline of executing the plan. The combination of doing both increases probability of success. Not following 1 or both almost certainly leads to failure
  4. FAB Ask yourself, do your BDV teams, capture teams, etc like the group on the left, or have you Big picture that summarize the previous 2 slides. (would be good to find a big picture with contrast that shows the common way of working (a group people with different ideas and objectives) and GPI approach (several groups of people with the same objective in their head).
  5. FAB What we do Unite and engage everyone around a single Business Development objective Enable cooperation across your global organization in all customer relationships Facilitate development of a differentiated, value-based offer How we do it Ultimately it is a combination of expert coaching and facilitating the team For example, we serve as a challenger to the team, challenging their assumptions and actions. Commitment by every team member Competitive differentiation in all key aspects
  6. Let’s start by the fundamental element the team ABB won a major infrastructure project (check Charlie’s case study) ST Microelectronics increased its share of business with Schneider Electric by 80% using a Capture Team process (check article) 1:08 Shaping specifications and designing a winning solution Ensuring a long lasting relationship at all levels in both organizations after the win Winning at a good price Position our value over and beyond competition Enabling a long term contract covering multiple products over many years Defining roles and managing expectations for building a large base of users and consumers over time Structuring a win – win major provider role and increasing customer loyalty Ensuring you are the first to be called when a need emerges
  7. Paul In this webinar you will learn how to: What are Capture Teams. Give definition and a brief history of Capture teams, linking back to Aerospace and infrastructure businesses. When to use them. To win a big opportunity, when the opportunity is a big ‘winner take all’; when the opportunity requires coordination across geographies and disciplines; when the supplier has to leverage all of its resources; when the supplier is the incumbent or breaking in Organizing the team. This is an often overlooked yet critical element of capture planning. Companies usually assume that the current account manager and team should become the capture team., but this is sometimes not the right choice. What are the characteristics of a good team leader and team members? The key role of the ‘Spoiler’, the devils advocate who questions everything about the capture plan. The role of the capture team executive sponsor. The Capture Plan. This is not a list of customer meetings. The plan is a combination Risk Mitigation and Action Plan. And it is very dynamic, requiring updating at least weekly Executing the Capture Plan. Can use case studies for critical steps Critical Success factors. 2 CSFs, 1) continuously challenging assumptions, your actions, customers actions and competitors actions; 2) discipline of executing the plan. The combination of doing both increases probability of success. Not following 1 or both almost certainly leads to failure
  8. PAUL 2 major reasons When winning a Major Opportunity will require an organization-wide effort and significant resources Winning the deal is imperative for our future Our company must cooperate and focus on key opportunities and markets We have to engage competition in the most advantageous manner possible When we believe we are not getting the share in the account that we deserve. We can create unique value for the customer, but it is not being adequately promoted. We are outside looking in
  9. paul In this webinar you will learn how to: What are Capture Teams. Give definition and a brief history of Capture teams, linking back to Aerospace and infrastructure businesses. When to use them. To win a big opportunity, when the opportunity is a big ‘winner take all’; when the opportunity requires coordination across geographies and disciplines; when the supplier has to leverage all of its resources; when the supplier is the incumbent or breaking in Organizing the team. This is an often overlooked yet critical element of capture planning. Companies usually assume that the current account manager and team should become the capture team., but this is sometimes not the right choice. What are the characteristics of a good team leader and team members? The key role of the ‘Spoiler’, the devils advocate who questions everything about the capture plan. The role of the capture team executive sponsor. The Capture Plan. This is not a list of customer meetings. The plan is a combination Risk Mitigation and Action Plan. And it is very dynamic, requiring updating at least weekly Executing the Capture Plan. Can use case studies for critical steps Critical Success factors. 2 CSFs, 1) continuously challenging assumptions, your actions, customers actions and competitors actions; 2) discipline of executing the plan. The combination of doing both increases probability of success. Not following 1 or both almost certainly leads to failure
  10. Paul Describe each key role Sponsor must be executive level to cut through inertia and politics and get the resources. Sponsor also may do the peer to peer meetings with the customer, but not meet below that level Focus on the role of the team Devils advocate. This person needs to have sufficient credibility and knowledge to constantly challenge the team Core members need several capabilities; 1. strong networks inside the supplier and the customer organization and 2. good knowledge of differentiated offers that can beat the competition.
  11. PAUL This from the Holden or Steve Martin book. Clean up the matrix It is an initial assessment done by the team to determine how difficult it will be to win and whether we should bid at all. Basically says we need to look at 2 things; How much information we have about the deal and what is the current state f the relationships within the account. If we score very low in both dimensions we are, in effect Blind and seriously consider not pursuing the opportunity. If we have either hi relationships or high deal or account knowledge we can be competitive. If we have high degrees of both, we are most likely the incumbent supplier and can collaborate and drive the deal with the customer. The assessment is done initially by the core team using as much data as possible and critiqued and challenged by the devils advocate. Once done, it can be circulated for further input. Which is more important, high relationships or high deal knowledge? Probably high relationships as this can help us to gain more deal knowledge. On the other hand if a competitor has a unique knowledge, i.e. the customer does not have the resources it needs to complete a project and the supplier does have those resources, this can provide a significant competitive advantage The assessment is used to create a first level gap analysis by asking; what relationships do we need to develop and what knowledge do we need to get
  12. FAB In this webinar you will learn how to: What are Capture Teams. Give definition and a brief history of Capture teams, linking back to Aerospace and infrastructure businesses. When to use them. To win a big opportunity, when the opportunity is a big ‘winner take all’; when the opportunity requires coordination across geographies and disciplines; when the supplier has to leverage all of its resources; when the supplier is the incumbent or breaking in Organizing the team. This is an often overlooked yet critical element of capture planning. Companies usually assume that the current account manager and team should become the capture team., but this is sometimes not the right choice. What are the characteristics of a good team leader and team members? The key role of the ‘Spoiler’, the devils advocate who questions everything about the capture plan. The role of the capture team executive sponsor. The Capture Plan. This is not a list of customer meetings. The plan is a combination Risk Mitigation and Action Plan. And it is very dynamic, requiring updating at least weekly Executing the Capture Plan. Can use case studies for critical steps Critical Success factors. 2 CSFs, 1) continuously challenging assumptions, your actions, customers actions and competitors actions; 2) discipline of executing the plan. The combination of doing both increases probability of success. Not following 1 or both almost certainly leads to failure
  13. FAB The assessment is completed for either type of Capture Team. However, the Capture Team Process will differ depending on whether it is a Single Opportunity capture team or an account penetration capture team. Lets look at the process for each
  14. FAB An Account penetration capture Team process differs in several fundamental ways First, the supplier is proactively identifying multiple opportunities to pursue rather than responding to a single customer-driven opportunity The scope and scale of the capture team is much larger than with a single opportunity, often global and involving everyone who touches the account. The process is much longer, it may take a year or more before the capture team achieves its goals
  15. FAB An Account penetration capture Team process differs in several fundamental ways First, the supplier is proactively identifying multiple opportunities to pursue rather than responding to a single customer-driven opportunity The scope and scale of the capture team is much larger than with a single opportunity, often global and involving everyone who touches the account. The process is much longer, it may take a year or more before the capture team achieves its goals
  16. FAB An Account penetration capture Team process differs in several fundamental ways First, the supplier is proactively identifying multiple opportunities to pursue rather than responding to a single customer-driven opportunity The scope and scale of the capture team is much larger than with a single opportunity, often global and involving everyone who touches the account. The process is much longer, it may take a year or more before the capture team achieves its goals
  17. FAB An Account penetration capture Team process differs in several fundamental ways First, the supplier is proactively identifying multiple opportunities to pursue rather than responding to a single customer-driven opportunity The scope and scale of the capture team is much larger than with a single opportunity, often global and involving everyone who touches the account. The process is much longer, it may take a year or more before the capture team achieves its goals
  18. PAUL
  19. FAB/PAUL/CHARLIE In this webinar you will learn how to: What are Capture Teams. Give definition and a brief history of Capture teams, linking back to Aerospace and infrastructure businesses. When to use them. To win a big opportunity, when the opportunity is a big ‘winner take all’; when the opportunity requires coordination across geographies and disciplines; when the supplier has to leverage all of its resources; when the supplier is the incumbent or breaking in Organizing the team. This is an often overlooked yet critical element of capture planning. Companies usually assume that the current account manager and team should become the capture team., but this is sometimes not the right choice. What are the characteristics of a good team leader and team members? The key role of the ‘Spoiler’, the devils advocate who questions everything about the capture plan. The role of the capture team executive sponsor. The Capture Plan. This is not a list of customer meetings. The plan is a combination Risk Mitigation and Action Plan. And it is very dynamic, requiring updating at least weekly Executing the Capture Plan. Can use case studies for critical steps Critical Success factors. 2 CSFs, 1) continuously challenging assumptions, your actions, customers actions and competitors actions; 2) discipline of executing the plan. The combination of doing both increases probability of success. Not following 1 or both almost certainly leads to failure
  20. PAUL Describe what was interesting and unique about each case and reference back to earlier topic(s) in the presentation. Here is the key learning from the execution of each of these strategies Major infrastructure project in the Philippines Rapidly growing account share in a technology business Capturing long term service contracts in a major hospital system
  21. Charlie
  22. Fab Critical success factors for this program Coordinate all functions that have an influence on the value created for the customer Connecting the plan to the customer executives Leadership for a diverse and dispersed team
  23. Paul
  24. In this webinar you will learn how to: What are Capture Teams. Give definition and a brief history of Capture teams, linking back to Aerospace and infrastructure businesses. When to use them. To win a big opportunity, when the opportunity is a big ‘winner take all’; when the opportunity requires coordination across geographies and disciplines; when the supplier has to leverage all of its resources; when the supplier is the incumbent or breaking in Organizing the team. This is an often overlooked yet critical element of capture planning. Companies usually assume that the current account manager and team should become the capture team., but this is sometimes not the right choice. What are the characteristics of a good team leader and team members? The key role of the ‘Spoiler’, the devils advocate who questions everything about the capture plan. The role of the capture team executive sponsor. The Capture Plan. This is not a list of customer meetings. The plan is a combination Risk Mitigation and Action Plan. And it is very dynamic, requiring updating at least weekly Executing the Capture Plan. Can use case studies for critical steps Critical Success factors. 2 CSFs, 1) continuously challenging assumptions, your actions, customers actions and competitors actions; 2) discipline of executing the plan. The combination of doing both increases probability of success. Not following 1 or both almost certainly leads to failure
  25. Cooperation in all customer relations Commitment by every team member Competitive differentiation in all key aspects