proposal best practices importance versus actual …...study of 15 recognized proposal best...
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BUSINESS DEVELOPMENT INSTITUTE INTERNATIONAL
Insights and Innovations for Sustainable Business Winning© 2018 All Rights Reserved
A Research Study Report
Presented to
APMP Greater Midwest Chapter
19 September 2018
Proposal Best Practices –Importance versus Actual Usage
BUSINESS DEVELOPMENT INSTITUTE INTERNATIONAL
Insights and Innovations for Sustainable Business Winning© 2018 All Rights Reserved
Findings Summary
◼ Study of 15 recognized proposal best practices
➔ Feedback on importance to proposal success
➔ Self-assessment of respondents’ actual usage
◼ Data from 43 APMP members
➔ All part of Greater Midwest Chapter
◼ Survey performed during 3Q2018
➔ Data collection closed on 7 Sept 2018
2
Targeted Best Practice Relative Gap Analysis
Proposal Baselines before Kickoffs
Planning for Proposal Kickoffs
Use of Proposal Management Plans
Coordination of Mgmt/Tech/Cost
Use of Management Team Reviews
Timely Application of Training
Storyboards and Similar Writing Aids
Strategic Use of Themes
Strategic Use of Graphics
Senior Management Reinforcement
Availability of Templates, Reuse, etc.
Dedicated Knowledge Managers
Defined Proposal Training Programs
Appropriate Physical Work Spaces
Appropriate Virtual Environments
Pro
po
sal
Ma
na
ge
me
nt
Pro
po
sal W
riti
ng
Pro
po
sal
En
ab
lem
en
t
1 2 3 4 5
Weighted Averages
Extent
of Usage
Relative
Importance
Importance Usage
BUSINESS DEVELOPMENT INSTITUTE INTERNATIONAL
Insights and Innovations for Sustainable Business Winning© 2018 All Rights Reserved
PROPOSAL MANAGEMENT:
Proposal Baselines before Kickoff Meeting
◼ Issue is solution readiness to begin proposal preparation
◼ 50 percent of respondents report “somewhat regular” implementation
3
0 1 2 3 4 5
Weighted Average
IMPORTANCE
USAGE
RelativeGap
AbsoluteGap
Not Very
Important
Seldom,
If Ever,
Used
Fairly
Important
Occasionally
Used
Important
Somewhat
Regularly
Used
Very
Important
Regularly
Used
Critically
Important
Nearly
Always
Used
0
10
20
30
40
50
Pe
rce
nt
of
Re
sp
on
de
nts
Summary Analysis 70% of Respondents
View as Important
Nearly 40% Report
Little Implementation
BUSINESS DEVELOPMENT INSTITUTE INTERNATIONAL
Insights and Innovations for Sustainable Business Winning© 2018 All Rights Reserved
PROPOSAL MANAGEMENT:
Proposal Manager Planning for Kickoff Meetings
◼ Issue is having a mature proposal plan before engaging proposal team
◼ Only modest gap reported between importance and implementation
4
0 1 2 3 4 5
Weighted Average
IMPORTANCE
USAGE
RelativeGap
AbsoluteGap
Not Very
Important
Seldom,
If Ever,
Used
Fairly
Important
Occasionally
Used
Important
Somewhat
Regularly
Used
Very
Important
Regularly
Used
Critically
Important
Nearly
Always
Used
0
10
20
30
40
50
Pe
rce
nt
of
Re
sp
on
de
nts
Summary Analysis 85% of Respondents
View as Important,
with 70% Implementation
BUSINESS DEVELOPMENT INSTITUTE INTERNATIONAL
Insights and Innovations for Sustainable Business Winning© 2018 All Rights Reserved
PROPOSAL MANAGEMENT:
Use of Proposal Management Plans
◼ Issue is assuring ability to lead the proposal team through disciplined process
◼ Uneven recognition of the importance of detailed planning
5
0 1 2 3 4 5
Weighted Average
IMPORTANCE
USAGE
RelativeGap
AbsoluteGap
Not Very
Important
Seldom,
If Ever,
Used
Fairly
Important
Occasionally
Used
Important
Somewhat
Regularly
Used
Very
Important
Regularly
Used
Critically
Important
Nearly
Always
Used
0
10
20
30
40
50
Pe
rce
nt
of
Re
sp
on
de
nts
Summary Analysis60% of Respondents
View as Highly Important
BUSINESS DEVELOPMENT INSTITUTE INTERNATIONAL
Insights and Innovations for Sustainable Business Winning© 2018 All Rights Reserved
PROPOSAL MANAGEMENT:
Coordination of Technical, Management, and Cost
◼ Issue is an integrated proposal solution that minimizes performance risk
◼ Gap reflects significant problem in some respondents’ companies
6
0 1 2 3 4 5
Weighted Average
IMPORTANCE
USAGE
RelativeGap
AbsoluteGap
Not Very
Important
Seldom,
If Ever,
Used
Fairly
Important
Occasionally
Used
Important
Somewhat
Regularly
Used
Very
Important
Regularly
Used
Critically
Important
Nearly
Always
Used
0
10
20
30
40
50
Pe
rce
nt
of
Re
sp
on
de
nts
Summary Analysis 80% of RespondentsView as Highly Important,with 55% Implementation
Unusual
Anomaly?
BUSINESS DEVELOPMENT INSTITUTE INTERNATIONAL
Insights and Innovations for Sustainable Business Winning© 2018 All Rights Reserved
PROPOSAL MANAGEMENT:
Use of Management Team Reviews
◼ Issue is productive involvement of key managers in disciplined process
◼ Small summary gap belies uneven pattern of implementation
7
0 1 2 3 4 5
Weighted Average
IMPORTANCE
USAGE
RelativeGap
AbsoluteGap
Not Very
Important
Seldom,
If Ever,
Used
Fairly
Important
Occasionally
Used
Important
Somewhat
Regularly
Used
Very
Important
Regularly
Used
Critically
Important
Nearly
Always
Used
0
10
20
30
40
50
Pe
rce
nt
of
Re
sp
on
de
nts
Summary Analysis 75% of Respondents
View as Highly Important
BUSINESS DEVELOPMENT INSTITUTE INTERNATIONAL
Insights and Innovations for Sustainable Business Winning© 2018 All Rights Reserved
PROPOSAL WRITING:
Timely Application of Training
◼ Issue is assuring proposal team’s ability to create a winning proposal
◼ Major gap is consistent with research into root causes of poor performance
8
0 1 2 3 4 5
Weighted Average
IMPORTANCE
USAGE
RelativeGap
AbsoluteGap
Not Very
Important
Seldom,
If Ever,
Used
Fairly
Important
Occasionally
Used
Important
Somewhat
Regularly
Used
Very
Important
Regularly
Used
Critically
Important
Nearly
Always
Used
0
10
20
30
40
50
Pe
rce
nt
of
Re
sp
on
de
nts
Summary Analysis90% of Respondents
View as Important
More than 60% Report
Little Implementation
BUSINESS DEVELOPMENT INSTITUTE INTERNATIONAL
Insights and Innovations for Sustainable Business Winning© 2018 All Rights Reserved
PROPOSAL WRITING:
Storyboards and Similar Writing Aids
◼ Issue is ability to manage writing activities to achieve high quality
◼ Perceived lack of importance contradicts industry best practice
9
0 1 2 3 4 5
Weighted Average
IMPORTANCE
USAGE
RelativeGap
AbsoluteGap
Not Very
Important
Seldom,
If Ever,
Used
Fairly
Important
Occasionally
Used
Important
Somewhat
Regularly
Used
Very
Important
Regularly
Used
Critically
Important
Nearly
Always
Used
0
10
20
30
40
50
Pe
rce
nt
of
Re
sp
on
de
nts
Summary Analysis Only 50% of Respondents
View as Important,
with >30% Implementation
BUSINESS DEVELOPMENT INSTITUTE INTERNATIONAL
Insights and Innovations for Sustainable Business Winning© 2018 All Rights Reserved
PROPOSAL WRITING:
Strategic Use of Themes
◼ Issue is disciplined ability to present an effective “why us” story
◼ Substantial gap has major implication for preparing a “winning proposal”
10
0 1 2 3 4 5
Weighted Average
IMPORTANCE
USAGE
RelativeGap
AbsoluteGap
Not Very
Important
Seldom,
If Ever,
Used
Fairly
Important
Occasionally
Used
Important
Somewhat
Regularly
Used
Very
Important
Regularly
Used
Critically
Important
Nearly
Always
Used
0
10
20
30
40
50
Pe
rce
nt
of
Re
sp
on
de
nts
Summary Analysis 80% of Respondents
View as Highly Important60% Report
Some Implementation
BUSINESS DEVELOPMENT INSTITUTE INTERNATIONAL
Insights and Innovations for Sustainable Business Winning© 2018 All Rights Reserved
PROPOSAL WRITING:
Strategic Use of Graphics
◼ Issue is visualizing proposed benefits – essential for decision-makers
◼ Major gap re-enforces a common weakness found across industry
11
0 1 2 3 4 5
Weighted Average
IMPORTANCE
USAGE
RelativeGap
AbsoluteGap
Not Very
Important
Seldom,
If Ever,
Used
Fairly
Important
Occasionally
Used
Important
Somewhat
Regularly
Used
Very
Important
Regularly
Used
Critically
Important
Nearly
Always
Used
0
10
20
30
40
50
Pe
rce
nt
of
Re
sp
on
de
nts
Summary Analysis70% of Respondents
View as Highly Important75% Report
Little Implementation
BUSINESS DEVELOPMENT INSTITUTE INTERNATIONAL
Insights and Innovations for Sustainable Business Winning© 2018 All Rights Reserved
PROPOSAL WRITING:
Senior Management Reinforcement
◼ Issue is getting senior management to add value to proposals
◼ Major gap re-enforces a common weakness found across industry
12
0 1 2 3 4 5
Weighted Average
IMPORTANCE
USAGE
RelativeGap
AbsoluteGap
Not Very
Important
Seldom,
If Ever,
Used
Fairly
Important
Occasionally
Used
Important
Somewhat
Regularly
Used
Very
Important
Regularly
Used
Critically
Important
Nearly
Always
Used
0
10
20
30
40
50
Pe
rce
nt
of
Re
sp
on
de
nts
Summary Analysis70% of Respondents
View as Highly Important75% Report
Little Implementation
BUSINESS DEVELOPMENT INSTITUTE INTERNATIONAL
Insights and Innovations for Sustainable Business Winning© 2018 All Rights Reserved
PROPOSAL ENABLEMENT:
Availability of Templates, Reuse, & Similar Tools
◼ Issue is to make proposal development faster, better, and more efficient
◼ Very minor gap indicates an area of high implementation
13
0 1 2 3 4 5
Weighted Average
IMPORTANCE
USAGE
RelativeGap
AbsoluteGap
Not Very
Important
Seldom,
If Ever,
Used
Fairly
Important
Occasionally
Used
Important
Somewhat
Regularly
Used
Very
Important
Regularly
Used
Critically
Important
Nearly
Always
Used
0
10
20
30
40
50
Pe
rce
nt
of
Re
sp
on
de
nts
>90% Importance
and Implementation
Summary Analysis
BUSINESS DEVELOPMENT INSTITUTE INTERNATIONAL
Insights and Innovations for Sustainable Business Winning© 2018 All Rights Reserved
PROPOSAL ENABLEMENT:
Dedicated Knowledge Managers
◼ Issue is to leverage emerging approaches to proposal content
◼ Gap shows uneven adoption of emerging best practice
14
0 1 2 3 4 5
Weighted Average
IMPORTANCE
USAGE
RelativeGap
AbsoluteGap
Not Very
Important
Seldom,
If Ever,
Used
Fairly
Important
Occasionally
Used
Important
Somewhat
Regularly
Used
Very
Important
Regularly
Used
Critically
Important
Nearly
Always
Used
0
10
20
30
40
50
Pe
rce
nt
of
Re
sp
on
de
nts
Summary Analysis 100% Consensus on Importance
BUSINESS DEVELOPMENT INSTITUTE INTERNATIONAL
Insights and Innovations for Sustainable Business Winning© 2018 All Rights Reserved
PROPOSAL ENABLEMENT:
Defined Proposal Training Programs
◼ Issue is to create sustainable proposal competencies in organization
◼ Major gap reflects common problem of poor investment in broader capability
15
0 1 2 3 4 5
Weighted Average
IMPORTANCE
USAGE
RelativeGap
AbsoluteGap
Not Very
Important
Seldom,
If Ever,
Used
Fairly
Important
Occasionally
Used
Important
Somewhat
Regularly
Used
Very
Important
Regularly
Used
Critically
Important
Nearly
Always
Used
0
10
20
30
40
50
Pe
rce
nt
of
Re
sp
on
de
nts
Summary Analysis 85% of Respondents View as Highly Important
55% Report
Little Implementation
BUSINESS DEVELOPMENT INSTITUTE INTERNATIONAL
Insights and Innovations for Sustainable Business Winning© 2018 All Rights Reserved
PROPOSAL ENABLEMENT:
Appropriate Physical Work Spaces
◼ Issue is to provide basic environment for proposal teams to work
◼ No gap implies appropriate implementation of important capability
16
0 1 2 3 4 5
Weighted Average
IMPORTANCE
USAGE
No RelativeGap
AbsoluteGap
Not Very
Important
Seldom,
If Ever,
Used
Fairly
Important
Occasionally
Used
Important
Somewhat
Regularly
Used
Very
Important
Regularly
Used
Critically
Important
Nearly
Always
Used
0
10
20
30
40
50
Pe
rce
nt
of
Re
sp
on
de
nts
Summary Analysis 80% of Respondents
View as Important,
with Equal Implementation
BUSINESS DEVELOPMENT INSTITUTE INTERNATIONAL
Insights and Innovations for Sustainable Business Winning© 2018 All Rights Reserved
PROPOSAL ENABLEMENT:
Appropriate Virtual Work Spaces
◼ Issue is to support contemporary environment of distributed proposal teams
◼ “Positive gap” illustrates successful transition to virtual proposal operations
17
0 1 2 3 4 5
Weighted Average
IMPORTANCE
USAGE
Positive Relative Gap
AbsoluteGap
Not Very
Important
Seldom,
If Ever,
Used
Fairly
Important
Occasionally
Used
Important
Somewhat
Regularly
Used
Very
Important
Regularly
Used
Critically
Important
Nearly
Always
Used
0
10
20
30
40
50
Pe
rce
nt
of
Re
sp
on
de
nts
Summary Analysis
72
Pe
rce
nt
>90% Highly Importance
and >80% Strong Implementation
BUSINESS DEVELOPMENT INSTITUTE INTERNATIONAL
Insights and Innovations for Sustainable Business Winning© 2018 All Rights Reserved
A Strategy Roadmap
to High-Performance Business Winning
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BUSINESS DEVELOPMENT INSTITUTE INTERNATIONAL
Insights and Innovations for Sustainable Business Winning© 2018 All Rights Reserved
Typical Companies Lack BD Capability
BUSINESS DEVELOPMENT INSTITUTE INTERNATIONAL
Insights and Innovations for Sustainable Business Winning© 2018 All Rights Reserved
Low Capability = Suboptimized Results
WinRate
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BD-CMM Level-1/2 BD-CMM Level-3 BD-CMM Level-4/5
Legend:
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⚫ Capture Ratio = Value of Projects Won Value of Projects Bid
BASE 30-35%Decrement
BASE
Business Winning Goals:
BUSINESS DEVELOPMENT INSTITUTE INTERNATIONAL
Insights and Innovations for Sustainable Business Winning© 2018 All Rights Reserved
BD Maturity = Major Performance Gains
WinRate
CaptureRatio
BD-CMM Level-1/2 BD-CMM Level-3 BD-CMM Level-4/5
Legend:
⚫ Win Rate = Number of Projects Won Number of Projects Bid
⚫ Capture Ratio = Value of Projects Won Value of Projects Bid
Typical 30-35%
Increase
BASE
200-300%IncreasesReported
Business Winning Goals:
BUSINESS DEVELOPMENT INSTITUTE INTERNATIONAL
Insights and Innovations for Sustainable Business Winning© 2018 All Rights Reserved
Advanced Maturity = Sustainability over Time
WinRate
CaptureRatio
WinRate
CaptureRatio
WinRate
CaptureRatio
BD-CMM Level-1/2 BD-CMM Level-3 BD-CMM Level-4/5
Legend:
⚫ Win Rate = Number of Projects Won Number of Projects Bid
⚫ Capture Ratio = Value of Projects Won Value of Projects Bid
BASE 30-35%Decrement
Typical 30-35%
Increase
BASE
200-300%IncreasesReported
Business Winning Goals:
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Insights and Innovations for Sustainable Business Winning© 2018 All Rights Reserved
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Insights and Innovations for Sustainable Business Winning© 2018 All Rights Reserved
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