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.
However, we have been involved in successfully executed strategies for billion-dollar, global organizations which resulted in:
- An 80% increase in customer-share
- A 4x increase in revenue
- Capture of multi-million dollar opportunities
These organizations were able to win big deals by developing and executing Capture Teams: multi-functional, cross-organizational teams, focused on achieving a single business development objective. Because they are singularly focused, they represent a major asset for seizing a present opportunity. They also have high strategic value in shaping the structure and vision of an organization for the future.
Global Partners will share their research and experiences with developing and executing Capture Teams, which will enable you to:
Discover what Capture Teams are and when to use them
- Organize and launch the Capture Team
- Create and execute the Capture Plan
- Implement a successful Capture Team Program by using proven approaches and tools
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
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
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.
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
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
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
FAB
Ask yourself, do your BDV teams, capture teams, etc like the group on the left, or have you
Big picturethat 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).
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
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
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
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
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
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.
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
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
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
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
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
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
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
PAUL
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
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
Charlie
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
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
Cooperation in all customer relations
Commitment by every team member
Competitive differentiation in all key aspects