presentatie dougies, aanbestedingen en tenders vragen om innovatie van sales, vcv - 9 september 2010
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VCV KRING: Sales & Account Management
i.s.m.
Workshop:Aanbestedingen & tenders
vragen om innovatie van Sales6de bijeenkomst 9 september 2010
09/09/10 Dougies BV
Workshop: Aanbestedingen en tendersvragen om innovatie van SalesCINFIELD & Dougies9 september , De Rooy Gebouw Kamer 104
programma19.00u Ontvangst19.30u Opening & Introductie (Douglas)19.45u Bidmanagement als integraal onderdeel van het sales proces (Alexander Reuvers)
- De traditionele kijk op bidmanagement- Veranderingen van inkoop- Bidmanagement als proces- Bidmanagement en innovatie
20.45u Pauze21.00u Tender kwalificatie als een sales innovatie tool (Douglas Huissen)
- Sales inefficiëntie- Voordelen van tender kwalificatie- 4 kwalificatie vragen- Opportunity Assessment Tool
21.40u Stellingen & discussie (Douglas & Alexander)22.00u Borrel in de Kelderbar
09/09/10 Dougies BV
Agenda & Introductie
• Welkom introducés (oa CINFIELD)• Introductie VCV Kring Sales & Account Management• Huishoudelijk
• VCV website• Aanmelden• Catering
• LinkedIn groep• Planning 2011
VCV Kring Sales &Accountmanagement
Aanbestedingen en tenders vragen ominnovatie van sales - Alexander Reuvers
Dougies BV09/09/10
09/09/10 Dougies BV
Tender Kwalificatie = een mustWaarom Sales moet innoveren
• Old school sales: “Buyers are Liars” David Sandler• New school sales: “Sales is an incomplete model that fails
at least 90% of the times” Sharon Drew Morgen• Facts: Success ratio on tenders (public and private) is still
less than 20% (BRC report 2009)• Trend: more and more formal tenders, rigid processes,
more risk for both customers as tenderers.• Today: presenting you a useful easy to understand
quantative tool and measurable tool: Strategic OpportunityAssessment Tool
‘The nicest thing about not qualifying, is that failure comesas a complete surprise and is not preceded by a period of
worry and depression’
09/09/10 Dougies BV
A consistent and efficient sales process will help youto increase your win rating on tenders and opportunities
Q: Traditionally qualification on occurs only once when the opportunity needs to be managed
By repetitively qualification and assessment progress and strategy can be managed and tracked
Using a simple and understandable qualification and assessment tool
Ranking responses on 4 fundamental qualification questions
Implement theContract
Identifying Leads Manage theOpportunity
Manage the Bid
Marketsegmentinformation
Account &Portf olioPlanning
DesignSolution
Createproposal
CloseContract Implement Contract
ScopeOpportunity
Qualif yOpportunity
.
Q Q Q Q
09/09/10 Dougies BV
Tender qualification benefits
• Increase the win chances on tenders >20%• A tool that lowers your Sales/Tender costs :
• Direct tender costs• Opportunity losses
• Objective measurable tool to set priorities between opportunities• Resource allocation tool, your best resources are scarce…better
put them on deals that are worth it..• Dashboard function (As-is status)• Regular/periodic updates on assessment• A tool to formulate and assess the appropriate Sales strategy• NOT: A no-bid tool…. No-bidding will eventually educate your
customers on how and when most value can be gained from youas a supplier
09/09/10 Dougies BV
Q1) Is there an opportunity?
• Visibility of the Engagement (formal RFP?) ..careful• Our understanding of the customer's requirements• Our Understanding of the evaluation criteria and weightings• Our understanding of the customer's benefits/objectives.• Our knowledge of the customer's budget• Do you understand your Customer's intent to solve ?• Is there a Clear Compelling Event• What are the consequences of delay• Is the customer spending on external consultancy to guide
the process• Is the Opportunity planned ?• What is our position in the sales process?
09/09/10 Dougies BV
Q2) Can we Compete?
• Who made the description of the requirements?• Is your offer 100% compliant?• What’s your customers view on your offering/reputation for this
deal• Do you have clear and undisputed USPs according to the
customer.• Do you have specific sector Understanding/Expertise?• Do you have the appropriate references in sector• What is your experience in similar projects• Do you have the time and resources to respond compliantly and
competitively• Does the proposal have to be best and final• Is the customer visiting references/data centres• Coverage (licencing/billing/network nodes)• Do we need partnerships and are they in place
09/09/10 Dougies BV
Q3) Can we win?• It is an existing customer?• Number of competitors• Do you have a clear strategy to defeat your main rival?• What’s your understanding of the DMU• Who is the preferred supplier• Is the account team in control of the customer and
process?• If it is a draw what will happen?• Do we have contact to the end customer?• Do you have to be cheapest?• Does YourCo have a friendly consultant in the process• Managing the selling team will be …
09/09/10 Dougies BV
Q4) Is it worth winning?
• NIBR expected from the deal• Sales investment required• "Quality" of the customer/business potential• Profitability of the deal• EBIT impact Year 1• Risk assessment (register?) transition & operational, public
exposures?• Does this deal jeopardize other opportunities• Does Your management want this deal ?
09/09/10 Dougies BV
Bid production & StrategyBid production & Strategy Clarification, enhancement Clarification, enhancement & negotiations& negotiations
Dougies Opportunity Assessment ModelDougies Opportunity Assessment Model
Do we know the decisioncriteria?
Can we be compliant?
-Technical
-Operational
-Planning
Do we have agreed T&C’s?
Do we have a contact plan& strategy?
-Fox hunting
-Power base
Can we hit win price?
BUILD P&L!asap!
Competitive assessment!
Did we adopt the winning strategy:
Defend
Frontal
Flanking
Fragment
Pro
spect
Pro
spect
TestTest ExecuteExecute ImproveImprove
Feedb
ack on
Feedb
ack on
pro
po
salp
rop
osal
Clarificatio
n q
uestio
ns
Clarificatio
n q
uestio
ns
Reg
ular d
ialog
ue
Reg
ular d
ialog
ue
Multi level Multi level Contact planContact planSenior Man.Senior Man.EngagementEngagement
Continues win rating improvement
Emphasizing Emphasizing CompetitiveCompetitiveAdvantagesAdvantages
NeutralizingNeutralizingCompetitionCompetition
VisitsVisits
ReferenceReferenceVisitsVisits
EngagingEngagingPartnershipsPartnerships
MarketingMarketingEventsEvents
Further cost-Further cost-savingssavings
ConsolidatingConsolidatingBenefitsBenefits
Techn. Design Techn. Design optimizationoptimization
Broadening Broadening scopescope
Sharing riskSharing risk
ImplementationImplementationOptimizationOptimization
FurtherFurtherFinancialFinancialBenefitsBenefits
--sign on feesign on fee--CPE buy backCPE buy back--Benchmarking Benchmarking
Decision
Decision
Loss reco
veryLo
ss recovery
Escap
e vehicle
Escap
e vehicle
Neg
otiatio
nN
ego
tiation
Trap
pin
g T
rapp
ing
Is there an opportunity?
Can we Com
pete?
Can we W
in?
Is it worth w
inning?
Opportunity assessment Opportunity assessment & qualification (TAS)& qualification (TAS)
09/09/10 Dougies BV
Opportunityassessment &qualificationscore card
Dougies Strategic Opportunity Assessment Sheet
Proj ect / Customer N ame
Submi ssi on date (Customer) D ate of Request D ue D ate (Proposal )
CRM-N umber Pl ease i nsert ContractVal ue € 0
Q1) Is there an opportunity?Eval uati on Cri teri a and Scal e Score
Comments
N egati ve N eutral Posi t i ve Your Co
Vi si bi l i ty of the Engagement ( formal RFP?) Rumor= -1
Confirmed= 0
Offici al= + 1 H ow sure are w e that there w i l l be a contract ? Can the customer cancel the request for proposal ? I s there a formal RFP?
O ur understandi ng of the customer's requi rements N ot preci se= -2
Fai r= 0
Sharp= + 2 H as the customer l i sted or made cl ear i ts requi rements and the eval uati on cri teri a
O ur Understandi ng of the eval uati on cri teri a and w ei ghti ngs N ot cl ear= -1 Fai r= 0 I n D epth
= + 1 I s the customer usi ng a bal anced score card assessment and do w e understand how w e can score agai nst these cri teri a
O ur understandi ng of the customer's benefits/obj ecti ves. N ot cl ear= -2
Fai r = 0
I n D epth= + 2 Thi nk about al l types of benefits : for the company, for i ndi vi dual s, etc. ( "moti vati on cri teri a")
O ur know l edge of the customer's budget N ot al l ocated= -2 Al l ocated but unknow n = 0 Know n
= + 1 H ow much money di d the customer actual l y make avai l abl e for the proj ect?
Customer's i ntent to sol ve Weak= -2
Medi um= 0
Strong = + 2
Authori ty from the customer's deci si on maker w i l l be requi red for the deal to go ahead. D oes the customer need or w ant the proj ect 'ssuccess ?
Cl ear Compel l i ng Event N ot cl ear= -2
Fai r = 0
Cl ear= + 2
Contract expi ry/renew al are not cl ear compel l i ng events. A Fai r compel l i ng event i s e.g. the upgrade of the netw ork or WAN consol i dati on.
What are the consequences of del ay N one = -2
Fai r = 0
Yes = + 1 Exampl e for fai r consequences are mi ssed savi ngs a huge consequence i s typi cal l y a del ay that i mpacts customers operati ons
I s the customer spendi ng on external consul tancy to gui de the process N one = -2
Fai r = 0
Yes = + 1
O pportuni ty pl anned ? / N o= 0
Yes= + 1 An opportuni ty i s pl anned w hen i t resul ts from the sel l i ng strategy on an exi sti ng account pl an.
O ur posi t i on i n the sal es process / Re-acti ve= 0
Pro-acti ve= + 1 Was YourCo consi deri ng an off eri ng before recepti on of the formal Request for Proposal ?
Subtotal for thi s I tem Mi n= -15
Max= + 15 0
Q2) Can we Compete?Eval uati on Cri teri a and Scal e Score
Comments
N egati ve N eutral Posi t i ve Your Co
Who made the descri pti on of the requi rements A competi tor= -2
The customer = 0
YourCo = + 1
Can YourCo off er 100% compl i ant? N o = -2 / Yes
= + 2 i ncl ude techni cal , commerci al , l i censi ng and l egal compl i ance.
YourCo's percei ved off eri ng/reputati on for thi s deal Weak = -1
Fai r= 0
Strong = + 2
What i s the percei ved reputati on from the customer and competi tors
YourCo has cl ear and undi sputed USPs accordi ng to the cust .Few /Bad = -1
Some/O K = 0
Large/Good = + 2
YourCo Sector Understandi ng Unknow n = -1
Fai r = 0
Excel l ent = + 1 Thi s questi on pertai ns to the rel evant competence on the i ncumbent YourCo enti ty.
YourCo references i n sector Few /Bad = -1
Some/O K = 0
Many/Good= + 1 Same as above.
YourCo experi ence i n si mi l ar probl ems Few /Bad = -1
Some/O K = 0
Large/Good = + 2 Same as above.
D o w e have the t i me and resources to respond ful l y compl i antl y and competi t i vel y N o = -1 N ot yet = 0 Yes= + 2
D oes the proposal have to be best and final Yes = -1 For RFP = 0 After D D can be ri vi si t = + 2
I s the customer vi si t i ng references/data centres N o = -1 N o yet = 0 Yes= + 1
Coverage ( l i cenci ng/bi l l i ng/netw ork nodes) < 50% = -2 51% > 90% = 0 > 90% = + 2
D o w e need partnershi ps and are they i n pl ace N o = -1 Yes = 0 Excl usi ve basi s = + 2 Partners are not the same as suppl i ers l i ke oBS/Vanco.
Subtotal for thi s i tem Mi n= -15
Max = + 20 0
Q3) Can we win?Eval uati on Cri teri a and Scal e Score
Comments
N egati ve N eutral Posi t i ve Your Co
I t i s an exi sti ng customer?new= -2
exi sti ng i n H ome-l and= + 1 Exi sti ng I nternati onal = + 2 D o w e have a tradi ng rel ati onshi p w i th that customer/O pco/D epartment
N umber of competi tors More than 5= -1
1 to 5= 0
YourCo Al one= + 2
YourCo strategy to defeat the competi t i on/i ncumbant N ot cl ear/j ust pri ci ng = -2 Some i deas = 0 Cl ear competi t i ve strategy = + 2
O ur understandi ng of the D MU Poor= -1
Know n but rel ati ons to be bui l t = 0 Wel l know n and rel ati on bui l t = + 2 I denti fyi ng the D MU i s one thi ng , bui l di ng rel ati ons i s another one. What i s our understandi ng and i nfluence on deci si on process ?
Who i s the preferred suppl i er A competi tor= -2
N obody= 0
YourCo = + 2 I s there evi dence on the customer's preference?
YourCo posi t i on i n the l i st Weak= -1
Average= 0
Good= + 1 I s there more than one competi tor more competent / better pl aced than YourCo accordi ng to you?
I s the account team i n control of the customer and process? N o = -2 / Yes
= + 1 Are you sure about your eval uati on?
YourCo chances to w i n ? Less than 10% = -2 10-90%= 0
More than 90% = + 1 I n case > 90% pl ease provi de evi dence?
I f i t i s a draw w hat w i l l happen? Lose = -2 Extenti on/ cl ari ficati on = 0 TS to w i n = + 2
D o w e have contact to the end customer? N o = -1 N ot al l ow ed = 0 Yes= + 1 End customer as i n O perati ng Company, LBU, countr org etc. w ho are part of the D MU for thi s opportuni ty
YourCo has to be cheapest Yes= -2 / N o
= + 2 D oes TS have the opportuni ty to compete on other cri teri a then pri ce al one? I f TS i s 20% more expensi ve can TS sti l l w i n?
D oes YourCo have a fri endl y consul tant i n the process N o = -1 / Yes
= + 1 Fri endl y consul tant i s someone that has proven val ue to TS i n an earl i er tender. (N ot one that onl y accepts di nner and i ncenti ves)
Managi ng the sel l i ng team w i l l be … D ifficul t= -1
N ormal= 0
Easy= + 1 Accordi ng to i t 's si ze and profil e, the sel l i ng team w i l l be more or l ess easy to manage
Subtotal for thi s i tem Mi n= -20
Max = + 20
0
Q4) Is it worth winning?Eval uati on Cri teri a and Scal e Score
Comments
N egati ve N eutral Posi t i ve YourCo
N I BR expected from the dealSmal l = -2
future = 0
Large thi s book year= + 2 N I BR i s nett i ncremental bi l l ed revenue. Smal l N I BR i s w hen i t i s onl y a re-si gn agai nst more di scounts
Sal es i nvestment requi red H i gh = -1 N ormal for thi s deal = 0 / To be eval uated i n rel ati on w i th the si ze of the opportuni ty. Rul e of thumb: normal bi d cost = 1.5% of the expected revenue.
"Q ual i ty" of the customer/busi ness potenti al Poor= -2
Good= 0
Top= + 3 I s the customer heal thy and profitabl e? What i s the potenti al for fol l ow -on busi ness?
Profitabi l i ty of the deal Low = -2
N ormal = 0
H i gh = + 2 H i gh means unusual l y hi gh rates. N ormal means at l east 20% markup on products and regul ar CO R on servi ces.
EBI T i mpact Year 1 H i gh > -1000k = -2 Average = 0 N o = + 2 Are there si gni ficant upfront l osses or O TC/N RC to be amorti sed over the deal ?
Ri sk assessment H i gh = -2
N ormal = 0
l ow (mi ti gated) = + 2 consi der: t ransi t i on ri sk, financi al ri sk (O utsource) , hr ri sk, operati onal ri sk, and reputi on
D oes thi s deal j eopardi se other opportuni t i es Yes = -2 / N o = + 2 D oes thi s deal l i mi t support to other opportuni t i es or t i me TS can spend on keepi ng exi sti ng customers sati sfied
D oes YourCo w ant thi s deal ? Mi ght be= -2
Yes i ndeed = 0
Absol utel y= + 2 "Absol utel y" means there i s an offici al commi tment from corporate management to w i n the deal .
Subtotal for thi s i tem Mi n = -15 Max = + 15 0
D ECI SI O N
Total score of opportuni ty :.. Mi n = -65 Max = + 70 0 GO N O GO
AM Si gnature Approved by Manager Sal es Support Approved by Manager Maj or D eal s
Copyri ght D ougi es BV 2010. Rotondew eg 27, 1261 BE Bl ari cum. + 31651629177 emai l : dougl as@ dougi es.nl Web: w w w .dougi es.nl
09/09/10 Dougies BV BRC 2009
Lost Prospects say:
92% Too little attention
86% Too little initiative
79% Lack of understanding
76% Appointments….
72% No solution for requirement
67% Not taken seriously enough
58% No fair deal
17% Price too high
09/13/10 Dougies BV
Dougies competitive strategy decision treeDougies competitive strategy decision treeStart
Is there a compelling event or can we create
one?
Can we compete? Do you have a 3:1 advantage?
Can you change Or expand the buying
criteria
Can you find a profitable subset ?
Y
Do you have a position that you
must protect
Is there futureRevenue or strategic
Value?
Disengage
N N
Y
N
N
FrontalPriceSolutionReputation
DefendInsulateIsolate
FlankingA->BA->A+1
FragmentNiche Coexistence
DevelopInvestDelay
Y
Y
Y
Y
N
N
Y
09/09/10 Dougies BV
Stellingen
• De Salesmanager heeft onvoldoende kennis van en inzichtin de inkoopmodellen
• De Bidmanager is eigenaar en dus verantwoordelijk voorhet bidtraject
• Bidmanagement is in de huidige conjunctuur belangrijkerdan persoonlijke verkoop
• Bidmanagement is een relevant business development tool• Aanbestedingen en Tenders vragen om innovatie van Sales• Er wordt veel te weinig ge-no-bid• Klanten waarderen een no-bid• Moet je tenderen ook al zijn je win-kansen zeer gering?
09/09/10 Dougies BV
2011 onderwerpen?
• Sales Strategies (decision scenario’s)• Global Account Management & Sales Goverance• Sales Incentive plans• Implementing Key Account Management• …• …
09/09/10
Next event: 12October
• CINFIELD’s 3e Shared ExpertiseMeeting (SEM3) samen met NEVICPD: ‘dialoog tussen inkoop enverkoop’
• Lokatie: Hogeschool UtrechtFaculteit Facilitair Management teAmersfoort
• Opgeven via VCV website ofCINFIELD
• Verder: meld je aan voor onzeLinkedIn groep: VCV Kring voorSales & Account Management
• En de LinkedIn groep: Bidmanagement professionals
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