Setting Up Your Business Development Organization for Success

Report
Setting Up Your Business
Development Organization for
Success
Presenters:
Olessia Smotrova-Taylor, CF.APMP, Fellow
David Huff
www.ostglobalsolutions.com
Paul Johnson
www.highlinerconsulting.com
Page  1
OST Global Solutions, Inc. and Highlighner Consulting GroupCopyright © 2014
www.ostglobalsolutions.com ● Tel. 301-384-3350 ● [email protected]
Challenges in Creating Business Development Success
Standing Up a BD
Organization
Optimizing an Existing BD
Organization
 Lack of resources
 All the pieces there, but they don’t work
together efficiently or effectively
 Lack of bandwidth because most personnel
are billable
 Lack of know-how in pipeline development,
capture, and proposal writing
 Low number of bids or low win rates
 Lack of strategic direction
 No proposal optimization tools such as a
library of reusable materials or collaboration
portal
 Not having the right processes and tools
implemented
 Difficulty transitioning from subbing to
priming
 Substandard marketing collateral
 Poorly qualified bids
 String of poor BD hires
 Inefficient use of resources
 Only leveraging handful of staff for BD
instead of the whole company
 Lack of cross-training; single points of failure
 Lack of knowledge of the right sequence of
steps to grow your BD organization
 Low-quality or recycled proposals
 Incumbentitis
 Not using MACs to full extent or at all
 String of poor BD hires
Page  2
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Steps to Business Development Success
Conduct Strategic
Business
Development
Planning Session 2.0
Set Up the Company
to Do Business with
the Government
Begin Business
Development
Process
1.0
Stand up Your
Marketing Campaign
to the Feds &
4.0
Partners
End Business
Development
Process
Yes
Enough Info
to Make
Decisions?
Perform Market
Research
3.0
No
Yes
Perform Business
Development During
Project Execution
Build the
Opportunities
Pipeline
Prepare Proposal
Qualify Each
Individual
Opportunity
9.0
Conduct Capture
8.0
Page  3
7.0
Check for Strategic Fit
5.0
6.0
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Identify Target Agencies
 Check on FBO.gov (free) or other
intelligence sources what is being
procured in your area of expertise and who
buys it
 Study agency websites: USA.gov links
- Agency mission (check for fit)
- Spending forecasts
 Research on USAspending.gov and
FEDspending.org to see what the agency
has procured using your NAICS or search
terms, and who are the top companies
winning – or –
 Narrow down the list of agencies and
research (agency websites, GovWin IQ
Agency Profiles, BGov Spending -> Agencies)
to understand what the agency spends on
and via what contract vehicles
Page  4
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How to Identify the Buyers
 Identify and attend Vendor
Outreach events
 Visit OSDBU (OSDBU.gov provides
a listing of the contacts) and ask
for key contacts for specific
contracts in your area of expertise
or an agency org chart
- You need at least Contracting
Officer AND the Program Manager
 Start identifying specific buyers’
contact information: BGov
(Calendar & Directories -> Agency
Contacts); GovSearch Caroll
Publishing directory and org
charts, GovWin IQ org charts (not
as detailed)
Page  5
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What Collateral You Need For Effective Business
Development
• Corporate profile
 Website
 One-page capability
statement
 Expanded capability
statement
(PowerPoint)
•
•
•
 Case studies and
white papers
•
•
•
Page  6
What to include in
• D&B and NAICS info
• Your core areas of expertise
the Capabilities
• A slide on growth and stability
Statement
• Mission, vision, and value statement
• Commendations and awards
Your company’s differentiator – what makes you different
People
• Organizational structure
• Workforce skills, education, and certifications
• Clearances
• Employee retention program and statistics (if they look good)
Infrastructure
• Program management processes (PMI PMBOK practices)
• Quality program (ISO, CMMI, other – even if you are earning them)
• Recruitment engine and your ability to scale up
• Risk management
• Contract vehicles
• Facilities
• Partners
• Enterprise systems and tools
Capabilities
• Diverse customer base snapshot
• Details on major lines of business, including examples of experience (use
very specific buzz words for that area of expertise)
• Strong financial foundation slide (credit, D&B paydex score and risk level)
Summary statement
Your contact information
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Capability Statement Before and After
Updated clear value
proposition
Original slide with a
confusing message
Page  7
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Explosive Growth Starts with Quality Pipeline
No matter whether in an Excel spreadsheet or a custom CRM tool, the pipeline
has to be updated weekly with quality opportunities custom-fit for your company
 Pipelines are the engine of
business growth
 Lack of a pipeline equals sluggish
performance and high risk of
extinction
 But Too Many Companies…
 Operate in a reactive mode
 Get opportunities on FBO, pay
occasional customer visits, and
pray for a BD Fairy
Page  8
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Goals of Business Development and Capture
One of the many modules from the Foundations of Federal Business
Development Course
1.
Identify opportunities and customers
2.
Avoid competition altogether by adding scope to an
existing vehicle, or getting a sole source award
3.
Reduce competitor pool by:
-
Type of competition - 8(a)
-
Invoking NAICS small business size limits
-
Driving an opportunity to a specific MAC vehicle or
Federal Supply Schedule
BD
4.
Get the customer EXCITED, looking forward to
receive your proposal and award the contract to you
5.
Make EVERY preparation step serve the purpose of
writing a highly compelling proposal
Page  9
Capture
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Use an Integrated, Multifaceted Approach
ABB = Always Be Bidding!
 Use more than 2-3 methods to find
early opportunities
 Leverage “rolodex gurus” in
conjunction with a trained Business
Developer
 If you are not bidding monthly on at
least two projects that are perfect for
you, you are not growing fast enough
 Commit to a “blitz” campaign to build
or revamp your pipeline
Page  10
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Technique 1 – Research in an Online Database
Use a combination of databases and dedicated researcher time instead of only
passive automatic keyword searches
 Learn about opportunities from
online sources and databases
 Do it early to leave time for Capture
◦ GovWin IQ
◦ Bloomberg Government
◦ Onvia
◦ ePipeline
◦ Govini
◦ Small Business Set Aside Alert
◦ FedBizOpps*
 Each database is known for
different things
*FBO is good only if you catch it early and
combine it with other methods
Page  11
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Technique 2 – Register Where Your Customers
Post Opportunities
Examine Federal Acquisition Jumpstation to find out about your prospective
customers: http://prod.nais.nasa.gov/pub/fedproc/home.html
 Register with Customer
Procurement Websites
 Many agencies lag posting on FBO
- Example: Army Single Face to
Industry (ASFI)
- https://acquisition.army.mil/
 Some never post on FBO
- Example: NSA – ARC
http://www.nsaarc.net
 Sandia National Laboratories
- http://supplier.sandia.gov/opportuniti
es/selection.aspx
Page  12
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Technique 3 – Get Face Time with the Customer
The “legwork” part of business development simply has to take place in order for
you to be successful; but research comes first for it to be meaningful
 Pay regular visits to the customer
 Build a trusted advisor
relationship
 Leverage the relationship to find
out:
- Problem areas
- Hot buttons
- True care-abouts
 Shape requirements
 Vet your solutions
Page  13
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Technique 4 – Leverage Your Workforce and
Partners
 Train your workforce to become your
sales force
 Establish a procedure to notify BD when
an opportunity emerges
 Onsite personnel notifies BD organization
 BD meets customer together with technical
personnel to discuss problem and solution
 BD identifies a contract with similar tasks
where the scope could be added
 A contract is modified to add scope and
funding
 An unsolicited proposal may be submitted
Helpful Resource: OST’s course –
Business Development for Project
Personnel
 An 8(a) sole source procedure is initiated
Page  14
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Technique 5 – Get Sole Source Awards
Sole Source eliminates time consuming process of RFP development, waiting for
contractor responses, evaluating all submissions; it also mitigates potential protests
 Sole source award up to $4 Million in Services
- Up to $6.5 Million in Manufacturing
 Super 8(a)s
- An 8(a) Alaskan Native firm, an 8(a) tribally-owned
Native American firm, or an 8(a) firm owned by a
Native Hawaiian Organization
- Unlimited contract value, no protests allowed [13 CFR
124.506(b)]
- Written J&A required for awards over $20 Million by
the Section 811 of the fiscal 2010 National Defense
Authorization Act; must be approved by an appropriate
official and made public after award
- Some agencies require J&A for anything over $4
Million (incorrectly)
- Don’t have to justify your uniqueness, but have to
document why sole source
Page  15
Minimum J&A requirements for
contracts over $20 million:
(1) A description of the needs of the
agency concerned for the matters
covered by the contract
(2) A specification of the statutory
provision providing the exception from
the requirement to use competitive
procedures in entering into the contract
(see 19.805-1)
(3) A determination that the use of a solesource contract is in the best interest of
the agency concerned
(4) A determination that the anticipated
cost of the contract will be fair and
reasonable
(5) Such other matters as the head of the
agency concerned shall specify for
purposes of this section
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8(a) Sole Source Process
1. The Government ID’s requirements, decides
to sole source, develops a SOW, prepares a
government estimate, and obtains funding
2. The Government program manager or
interested party chooses your 8(a) business to
perform the work and submits a procurement
request to the agency contracting officer
BDer helps develop the SOW and provide inputs
(LOE, time frame, requirements) to develop an
estimate
BDer helps prepare package with requirements
description, estimated period of performance,
applicable NAICS code, anticipated dollar value,
etc. IAW FAR19.804-2 “Agency Offering”
3. The agency contracting officer prepares and
submits an “Offer Letter” to your designated SBA
Business Development Specialist
4. SBA processes the Offer Letter and returns it
to the agency contracting officer who submits
the SOW and RFP or RFQ to your company
Your company submits the proposal (tech and
cost) or quote (cost only below SAT)
5. Negotiate and plan the project scope with
your company
Contract
Award
Page  16
The entire process takes less
than 2 weeks
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Technique 6 – Create Opportunities
This is the longest-lead technique for the pipeline creation – but it
makes it easier to win the game if you had created the rules
 Find out who has discretional funding (hard in
current economic reality and requires highlevel contacts)
 Present solutions to customer’s problems
 Write white papers about innovative and
unique products or services
 Write unsolicited proposals
 Leverage congressional earmarks when they
are allowed again
 Beware of creating opportunities for
competitors
Page  17
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Technique 7 – Target a Hunting Prime
Effectively, this is pipeline creation for potential primes where you conduct competitive
analysis, bring up an opportunity, and create a pitch to get on the team
 Find a prime that’s going after a contract
you couldn’t prime yet but could execute
some part of
 Create a value proposition to them:
- Showcase your customer relationship
- Show why you want to team with them
- Advertise what you could bring to the table
- Your 8(a) status and associated abilities
- Ability to write proposals well or pay for
proposal development
- A quid-pro-quo
 Negotiate an iron-clad teaming
agreement
Page  18
OST Global Solutions, Inc. and Highlighner Consulting GroupCopyright © 2014
www.ostglobalsolutions.com ● Tel. 301-384-3350 ● [email protected]
Technique 8 – Find a Hurting Prime
Numerous companies get in trouble by bidding the rates they cannot support, and fail to
retain staff; you could save the day with your lower rates and better recruiting abilities
 Find a prime within the agency that’s
performing a large services contract
and is advertising for positions
 Determine pain points
- Review FOIA’ed contract (check GovWin
IQ) for performance metrics for staffing
personnel
- Are they at 80% when they should be at a
95%?
- Did they under-bid salaries?
 Place your FTEs on their workforce
 Expand your footprint in the agency
and build relationships with the
customer
Page  19
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Technique 9 – Maintain Pipeline Subsections for
Multiple Award Contracts
More than 25% of all contracting dollars (and growing) are awarded under MACs; they
deserve their own systematic pipeline treatment
 Each IDIQ should have its own
pipeline
 Create a Task Order Manual for each
IDIQ, including the rules of who will
be able to ID opportunities and how,
and vehicle’s patterns
 Establish separate business
development procedures for each
vehicle
 Set up your GSA schedule search
procedures (who checks the eBuy?)
Page  20
Helpful Resource: OST’s IDIQ
Task Order Manual Template
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Technique 10 – Register with Large Primes
Although by itself a registration is not enough, you should take care of the mechanism to
engage you, and then focus on business-to-business marketing
 If you are a small business:
- Register with large government primes
in their website procurement sections
- Follow up with the procurement person
- Get BD personnel names from FBO or
GovWin IQ and schedule appointments
- Actively pursue being added to the team
on opportunities that they chase
- Don’t forget to create value proposition
 If you are a large business:
- Find out if you have this website section
– and if not, add
- Actively build relationships with small
businesses
Page  21
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Technique 11 – Attract Customers and Partners
Get passive marketing working for you and make yourself easy to find so that
partners and customers bring opportunities to you
 95% of all adults with Internet check the web
first when they need a solution, while most
websites are impossible to find
 Post collateral, perform SEO
 Drive government, partner, and talent traffic
through social networks and blogs
 Make sure your SAM.gov data accurately
reflects who you are
 Update your D&B information
 Update your data with GovWin IQ
 Write RFI responses even if only able to sub
 Join professional associations
Page  22
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Technique 12 – Network
 Attend trade shows and schedule a number
of appointments with customers and
partners
- Good source: www.govevents.com
- Search Small Business Events and Vendor
Collaboration buttons on FBO
 Attend networking breakfasts, roundtables,
conferences, and other formal and informal
events and social clubs with target
customers
- Check what events your customer attends and
follow them
 AFCEA, Chambers of Commerce, SECAF,
ACT-IAC, APMP, NCMA, NDIA, the Coalition
for Government Procurement, military
organizations, and others are good to join
 Secret is to target specific attendees and
follow up relentlessly
 Participate in LinkedIn Groups
Page  23
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Smart Growth Approaches
 Train operations personnel in
business development
 Staff BD organization at 75 % of
throughput to avoid resource waste
 Cross-train your personnel in pipeline
development, capture, proposal
management, and writing
- People can still specialize but they
become better in their field of focus
- Burn-out is reduced
- Fewer single points of failure
 Invest in obtaining capital for growth
Page  24
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Business Development Knowledge Management
Networking, Lead Generation, & Opportunity Identification
- Networking, Lead Generation & Opportunity Identification
- Marketing & Advertising Strategy Development & Implementation
- Coordinating and Formalizing Business Intelligence
- Proposal Development
- Meeting Facilitations
NETWORKING IS KEY FOR ALL BUSINESS DEVELOPMENT ACTIVITIES AND
“PERSON-TO-PERSON” INTERACTION IS THE MOST COST EFFECTIVE
APPROACH.
GOVERNMENT CONTRACTING COMPANIES NEED TO HAVE
CONNECTIONS & PRESENCE TO THE FOLLOWING:
- Federal, Tribal, State & Municipal contracting & procurement officials
- Key Business-To-Business events, trade shows, conferences, & events
- Membership to key organizations which promote & facilitate business with 8(a),
HUBZone and DBE companies
- Key subcontractors, vendors, project owners and industry participants
- Key political, economic and business leaders.
- Local presence where Federal contract dollars are spent.
Page  25
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Networking, Lead Generation & Opportunity
Identification
LEAD GENERATION & OPPORTUNITY IDENTIFICATION IS IMPORTANT TO
TAKE IT FROM THE “MEET & GREET” TO ACTUAL TANGIBLE
OPPORTUNITIES AND ULTIMATELY A CONTRACT:
How it is currently done:
- Searches are performed on project boards (business intelligence
websites) to scan for work utilizing NAICS codes.
- Identification of key organizations and events which should be met or
attended.
- Face-to-Face discussions, follow-ups and maintaining contacts to track
opportunities.
- Scope is limited to limitation of personnel and focus of current companies
represented
- Only attending one event at a time – can be “hit or miss”.
Page  26
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Key Knowledge Management Components for
Business Development
Contact Management:
- Customer Resource Management (CRM)
- Contact Capture (Card Scanning)
Business Intelligence:
- Dynamic Search Engines – subscription services
- B2G/B2B Conferences & Networking
Capture Management
- Pipeline Management
- Collaborative Workspaces
Collateral Management Systems
- Statement of Qualifications (SOQ)/Line cards
- Proposals and previous responses
- Resumes (individual & corporate)
Page  27
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Business Development Knowledge
Management Cycle
Contact
Mgmt.
Collateral
Mgmt.
Opportunity
Business
Intel
Capture
Mgmt.
Page  28
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Keys to a Successful Contact Management System
(CRM) Program
CRM
- Is your CRM compatible with your e-mail client?
- Do you have a central repository of corporate contacts?
- Is there a written policy regarding contact retention?
- Pros/Cons of not providing company e-mails/cell phones
- Does your IT staff have a clear understanding of your intended
use, output and the basic compatibilities of the program?
Popular Commercial Options
- Salesforce
- SugarCRM
- Microsoft Dynamics
Page  29
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Keys to a Successful Contact Management System
(CRM) Program
Contact Capture
- Is your CRM compatible with your card scanning application?
- Does your card scanning application allow you to make notes?
- Does your card scanning application allow you to connect with
your e-mail client?
- Does your card scanning application allow you to connect social
media applications such as LinkedIn, Facebook and Twitter?
- Does your card scanning application have an “enterprise”
offering?
Popular Commercial Options
- CardMunch
- PowerContacts - ScanBizCard
- Neat
Page  30
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Keys to a Successful Business Intelligence (BI)
Program
Strategic Capabilities
-
Can research buying habits of your or see agency forecasts?
Can you identify the contract vehicles utilized by buyers?
Does it have micro & macro research capabilities?
Does it provide the necessary level of detail to develop an
effective pipeline management program within your organization?
- Does it allow for key contact export and is that format compatible
with your CRM?
- Does it allow for dynamic updates to key contacts, opportunity
and award statuses?
- Build in a method and approach to tie in B2G/B2B conference &
networking contacts.
Popular Commercial Options
- GovWinIQ
- EZGovOpps
- BidSpeed
Page  31
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Keys to a Successful Capture Management Program
Strategic Capabilities
- Does your capture management strategy balance risk/reward and
reflect your corporate risk tolerance?
- Have you identified your “Go/No-Go” strategies?
- Are you too reliant upon a single capture management approach
or do you blend both human intelligence with business
intelligence from subscriptions services?
- Have you identified a corporate strategy towards balancing your
marketing strategies?
- Have you put your organization in the strongest and strategically
advantageous position?
- Do you have a “lessons learned “ methodology and approach for
evaluating both wins and losses?
- Does your system allow for collaborative workspaces in a
corporate intranet space?
Popular Commercial Options
- GovWinIQ
- EZGovOpps
- Domo
Page  32
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Keys to a Successful Collateral Management System
Strategic Capabilities
- Is your collateral management system dynamic? Does it allow
search ability?
- Does your collateral management system have version control?
- Does your collateral management system allow for collaboration?
- Is your collateral readily available?
- Do you have an internal process to create buyer specific
collateral?
- What do you consider collateral? (SOQs, proposals, resumes,
graphics, etc.)
- Is your collateral management system compatible with your
capture management , business intelligence and contact
management systems?
Popular Commercial Options (mobile portability)
- Knowledge Tree
- Box
- DropBox
Page  33
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Networking, Lead Generation & Opportunity
Identification
What a Knowledge Management System will do:
- Expand the scope of identifying key organizations and events which should be
met or attended and provide enough man-power to effectively track each event.
- Enhance Face-to-Face discussions by knowing your customer, follow-ups and
maintaining contacts to track opportunities – incorporate current
- Properly record, track and sort “leads vs. opportunities” and build in a effective
“lessons learned” method and approach.
- Broaden the scope for all federal and tribal contracting opportunities and know
where the federal and tribal dollars are being spent.
Page  34
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Coordinating and Formalizing Business Intelligence
Companies typically pay considerable membership fees for business
intelligence tools, but most don’t know how to get the full benefits of the
system. In addition, there are several sources (which are free) which provide
additional information on “What is out there and what is coming up?” but
lack forecasting ability, as well as contact and collateral management
capabilities.
What a Knowledge Management System will do:
 A coordinated effort to effectively track all opportunities and develop
“Opportunity Lists” and hold bi-weekly or monthly Go/No-Go meetings
 Develop a system to effectively document, organize/sort and direct key
contacts, opportunities, and establish effective “follow-up” procedures.
 Develop a running “Key Contact List” of all business contacts/opportunities
for all subsidiaries and not rely to heavily upon “personal relationships” of
individuals.
 Utilize a CRM tool to allow you track ROI and build a contact database.
Page  35
OST Global Solutions, Inc. and Highlighner Consulting GroupCopyright © 2014
www.ostglobalsolutions.com ● Tel. 301-384-3350 ● [email protected]
Contact Information
Thank you for attending!
Olessia Smotrova-Taylor, CF.APMP, Fellow
Paul Johnson
President/CEO
President & CEO, OST Global Solutions, Inc.
Highliner Consulting Group, LLC
Office 301.384.3350
Office: 206.388.2300 Ext. 501
Cell 240.246.5305
Cell: 907.440.7285
[email protected]
[email protected]
David Huff
BD and Operations Manager, OST Global Solutions, Inc.
Office 301.384.3350
Cell 513.216.0993
[email protected]
Page  36
OST Global Solutions, Inc. and Highlighner Consulting GroupCopyright © 2014
www.ostglobalsolutions.com ● Tel. 301-384-3350 ● [email protected]

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