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© 2011 Tom Sant© 2011 Tom Sant

Packing Your Case

Establishing a Strong Business CaseTom Sant

© 2011 Tom Sant

Best Practices in Proposal Writing

© 2011 Tom Sant

The Sant Methodology

Persuasive structure

Client centered

Value based

Clear

© 2011 Tom Sant

The Business Case Determines:

Persuasive structure

Client centered

Value based

Clear

© 2011 Tom Sant

Real deal?Canwe compete?

Can wewin?

Do they have a compelling need?

Do they have budget?

Do we have a relationship?

Do we match their key requirements?

- Technically?

- Management plan?

- Resource capabilities?

Do we have meaningful differentiators?

Are we at the right level, speaking to the right people?

Can we offer a compelling value proposition?

Is there a strong bias in our favour?

Can we influence the decision criteria?

A three-phase process….

Effective Qualification

© 2011 Tom Sant

Best Practice # 1:Persuasive Structure

The Right Message in the Right Order

© 2011 Tom Sant

Two Keys to Effective Communication

The right

message

Audience Purpose

© 2011 Tom Sant

Suited to the Purpose

Purpose:Why?

Structure

• Informing

• Evaluating

• Persuading

• Facts

• Opinion

• Motivation

© 2011 Tom Sant

Suited to the Audience

Audience: Who?

Style

• Level of expertise

• Personality type

• Role in the process

• Word choice

• Amount of detail

• Evidence and emphasis

© 2011 Tom Sant

Informing

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© 2011 Tom Sant

Informing

1. Most important (most general) fact first2. Next most important fact next, etc.3. Simply quit at the end4. Emphasis on accuracy, conciseness

p. 14

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© 2011 Tom Sant

Evaluating

© 2011 Tom Sant

Evaluating

1. Top bun: the introduction• What or who are you evaluating?• Why does it matter?• What are your criteria?

2. Meat in the middle• Provide the facts • Maybe a chart

3. Bottom bun: the conclusion• Your opinion• Next steps, if any

© 2011 Tom Sant

Persuading

© 2011 Tom Sant

The Persuasive ParadigmThe Structure of Persuasion

• Needs: The customer’s key business needs, problems, issues, pains, or opportunities: the drivers behind the deal.

• Outcomes: The positive impact that will come from meeting those needs: the motivation to move forward.

• Solution: A recommendation for a product or service that will solve the problem and deliver the outcomes

• Evidence: Proof you can do the job on time and on budget: your differentiators.

N

O

S

E

The NOSE Pattern

© 2011 Tom Sant

Best Practice # 2:Client Centered

High Primacy, Low Dissonance

© 2011 Tom Sant

Establishing Trust in Business

C x RS

Where:

T = trust

C = credibility

R = rapport

S = risk of self-serving behavior

T =

© 2011 Tom Sant

Selling on Trust

C x RST =

Where:

T = trust

C = credibility

R = rapport


© 2011 Tom Sant

Selling on Trust

C x RST =

Where:

T = trust

C = credibility

R = rapport


© 2011 Tom Sant

Taking the Customer’s Point of View

The Primacy Principle:

First experience are normative.

What you say first, I assume reflects your primary interests and values.

© 2011 Tom Sant

Minimize Cognitive Dissonance

What are the sources of cognitive dissonance?

Gaining trust = gaining influence.

© 2011 Tom Sant

Cognitive Dissonance:Do you think the way I think?

• First focus?

• Play the name game.

• Products or solutions?

• Whose jargon is it anyway?

• Price or value?“Don’t waste my time with a bunch of boilerplate!”

© 2011 Tom Sant

Client-centered vs. Self-centeredClient-Centered Self-Centered

1. Focuses on the client's needs, key business issues, problems, or objectives

1. Focuses on technology, on you as a vendor, on your company’s history or capabilities, or on the price

2. Presents solutions 2. Presents information in reaction to a request

3. Looks toward long-term relationships 3. Focuses on short-term goals (at least in the subtext)

4. Partnership orientation 4. Vendor/buyer orientation

5. Emphasizes Return on Investment, payback, or other quantifiable measures of impact

5. Builds on profit margin

6. Points out value-added aspects of the solution

6. Line-item selling

© 2011 Tom Sant

The Elements of Trust

Identify ways you can maintain the elements of trust in your proposal—specifically, rapport, credibility, and low risk.

Rapport Credibility Minimal Risk

1.

2.

3.

4.

5.

1.

2.

3.

4.

5.

1.

2.

3.

4.

5.

© 2011 Tom Sant




1. Focus on their needs

2. Focus on their outcomes

3. Minimal use of jargon.

4. Use their name; “you”

5. Avoid cliches, legalisticlanguage

1.

2.

3.

4.

5.

1.

2.

3.

4.

5.

© 2011 Tom Sant









1. Case studies

2. References

3. Project plan

4. Industry knowledge

5. Company history

6. Resumes

1.

2.

3.

4.

5.

© 2011 Tom Sant









1. Case studies

2. References

3. Project plan

4. Industry knowledge

5. Company history

6. Resumes

1. Guarantees

2. Gain sharing

3. Risk register

4. Focused solutions

5. Track record

© 2011 Tom Sant

The Proposal ProcessAnalyzing the RFP

© 2011 Tom Sant

Pre-Proposal Checklist

Before we begin…

• Qualified?

• Decision making process understood?

• Key buying influences identified?

• RFP tailored to our favor?

• Competitors known?

© 2011 Tom Sant

Analyzing an RFP

Three steps:1. Review the RFP

2. Clarify the technical requirements

3. Kick off the project

© 2011 Tom Sant

Step 1: Review

Burst the RFP contents, separating it into:• Administrative information• Legal requirements• Format guidelines• Content requirements

Reorganize the RFP if necessaryBut answer the questions in the same order they appear in the RFP.

© 2011 Tom Sant

Step 2: Clarify

List any areas of amiguityDefine the terminology

• Jargon• Organizational names or relationhip• Technical terms

Highlight requirements you cannot meetCreate a list of additional information you need

But don’t give too much away at the bidders’ conference

© 2011 Tom Sant

Step 3: Seven Client-Centered Questions

1. Client’s problem, issues?2. Why is it a problem?3. Desired outcomes?

© 2011 Tom Sant

Four Areas of Goals

Strategic•Budgetary compliance•Profit improvement•Downsizing•Mergers / acquisitions•Market share•Reduced risk•Better clinical outcomes

© 2011 Tom Sant

Four Areas of Goals


Tactical• Introducing best

practices• Adding flexibility• Improving QC

© 2011 Tom Sant

Four Areas of Goals




Political• Internal

- Improve morale-Reduce absenteeism-Decrease turnover

•External-Gain public support-Win approval-Enhance recognition

© 2011 Tom Sant

Four Areas of Goals







Individual

goals

© 2011 Tom Sant

Seven Client-Centered Questions

1. Client’s problem, issues?2. Why is it a problem?3. Desired outcomes?4. Most important?

5. Potential solutions?6. Probable results?7. Why are we the right

choice?

© 2011 Tom Sant

Questions 1 and 2:Needs: Define Your Customer’s Concerns

Financial issuesMaximizing ROIReducing labor costsReducing operating costsEliminating production bottlenecks

Schedule issues• Reducing time to market• Reducing design and test

time• Reducing manufacturing

set-up time

Quality issues• Meeting product

specifications• Maximizing product quality• Gaining a competitive

product advantageRisk minimization issues• Mitigating tool obsolescence• Mitigating skills obsolescence• Maximizing tool availability

Productivity issues• Increasing the

productivity of a geographically distributed work group

• Ensuring proper test or tool capabilities

© 2011 Tom Sant

Common Pitfalls

1. Your need = my solution (the lazy way out)

2. One and done (chase the chain of pain)

3. Leaning on the RFP (call Gotheberg)

4. Sticking with your friends (seek diversity)

© 2011 Tom Sant

Questions 1 and 2:Uncover Client Needs

How effective are the following need statements?

When your physicians and other clinicians are buried medical records, they are not spending

time with their patients. This is a quality of care issue that you can address by delivering medical

data automatically to the desktop or to their handheld device.

© 2011 Tom Sant



Based on our recent discussions, you indicated that you need an improved relationship with your

bank.

© 2011 Tom Sant



Rising Sun Residential Treatment Center needs a line of credit to help with your expansion plans.

© 2011 Tom Sant



From our meeting we understand that your goal for 2011 is to reduce the cost of maintaining your network and to decrease network downtime.

You also want to have a predictable cost model in place and would to disengage from the

challenges associated with managing multiple providers.

© 2011 Tom Sant



Based on our recent meetings, we understand that Transocean needs to reduce the costs of

providing communications to your operators globally.

© 2011 Tom Sant



The attached proposal addresses the City of Smallville’s need for an updated financial management system. Unfortunately, your

current system is no longer capable of meeting the county’s basic functional needs. It’s an old system running on

mainframe technology, giving the City unreliable performance and incurring high maintenance costs that are likely to go even

higher in coming months and years. Complicating matters further, there is no upgrade option available for this system.

© 2011 Tom Sant



You have clearly identified cost reductions as a key requirement in your RFP. Reducing paperwork,

streamlining operations, and increasing operational efficiency are all important aspects of your specific needs as outlined in the RFP.

© 2011 Tom Sant



Rush Industries has no employee handbook and no policy, training or remedy for sexual

harrassment.

© 2011 Tom Sant


Three ways to uncover needs:

1. Ask the clientOr those with insight into the client

2. Do your research25 minutes to insight

3. Look at the comparablesDraw on your firm’s past experience

© 2011 Tom Sant

Peeling the Onion: The Five Why’s

Use the Six Sigma approach:Ask 5 consecutive “Why” questions Look for root causes and core problems

Don’t accept the obvious or superficial.

© 2011 Tom Sant

Uncover Client Needs: Ask like a Therapist

“This is the most unusual sales call I’ve ever experienced.”

The Process

1. Ask an open-ended, nonjudgmental question.

2. Feedback what you hear as accurately as possible.

3. Ask: Do I have it right? Is there more?

4. Validate.

© 2011 Tom Sant

Open-Ended Questions

• What are your key objectives or initiatives?

• What problems or gaps in capability are impeding your organizational success?

• Who is affected by this problem?

• What happens if the problems are not resolved?

© 2011 Tom Sant

Research the Client’s Needs

The benefits of good research:• Builds and maintains rapport• Provides insight for strategy and win themes• Makes it easy to personalize the proposal• Differentiates you from the competition

The UNC study

© 2011 Tom Sant

Researching Client Needs

Research in 25 minutes or less…1. Search the prospect’s Website2. Look at the financial section of the prospect’s Web site

• Mission statement• Annual reports—especially the 10K documents’ risk section

3. Search for the company on Reuters.com or Hoovers.com• Key competitors• Market position• Press releases

4. Google the names of key executives5. Google key competitors

© 2011 Tom Sant

Researching Public Sector Client Needs

Research in 25 minutes or less…1. Search the program name on Google or another search engine2. Search the funding agency’s Web site

• Mission statement• Annual reports• Key vision documents

3. Search the rest of the prospect’s Web site• Initiatives• Other programs and projects• Press releases

4. Google the names of key executives5. Google key terminology

© 2011 Tom Sant

Uncovering Needs with Comparables

First, identify several similar clients.

Then, ask:1. What did we sell or propose to them?

2. Why did they need it?

3. Why couldn’t they wait?

4. Why couldn’t they do it internally?

© 2011 Tom Sant

Activity 1: Identifying the Most Common Needs

15 minutes

Using the real opportunity you brought to the workshop:

Identify as many needs or business drivers as you can. Use all three methods to identify needs:

1. Insight from questioning the client2. Research via the Web3. Inferences drawn from comparables

15minutes left

14minutes left

13minutes left

12minutes left

11minute left

10minutes left

9minutes left

8minutes left

7minutes left

6minute left

5minutes left

4minutes left

3minutes left

2minutes left

1minute left

Done!

© 2011 Tom Sant

Activity 1: Uncovering Needs

Share your results.

© 2011 Tom Sant

Questions 3 & 4: Outcomes


page 32

© 2011 Tom Sant

Identify Customer Outcomes

What is an OUTCOME?

What kinds of value does the client seek?

How will the client measure success?

© 2011 Tom Sant

Common Pitfalls

1. Failing to address outcomes at all.

2. Using generic statements and marketing fluff.

© 2011 Tom Sant

Best of breedLeading edgeState of the artCompellingQuality focusedUniquely qualifiedInnovativeHighly available

High performanceCommitment to excellenceSynergyUser friendlyIntegratedPartnershipSeamlessRobust

You’ve seen this stuff before…

© 2011 Tom Sant

Fluff!

Our team understands a successful deployment is tied closely to a thoughtful, comprehensive implementation process and we take pride in our rapid, accurate, seamless implementation and integration services. Our services encompass award-winning implementation, training, and consultative services to support optimal outcomes.

© 2011 Tom Sant

Fluff!

Our team understands a successful deployment is tied closely to a thoughtful, comprehensiveimplementation process and we take pride in our rapid, accurate, seamless implementation and integration services. Our services encompass award-winning implementation, training, and consultative services to support optimal outcomes.

© 2011 Tom Sant

Still More Fluff!

Several of your stake holders have witnessed our alignment to your business needs and the agility of our skillset utilization to produce quality end results in desired time frames. As the people within our organizations work together, learning from mistakes and sustaining success translates into efficiency and cost savings. This growing relationship and understanding allows us to introduce new cost incentives into our menu of contracting models.

© 2011 Tom Sant

Common Mistakes


2. Using generic statements and marketing fluff.

3. Limiting your proposal to just one type of outcome.

© 2011 Tom Sant

Four Areas of Goals







Individual

goals

p. 33

© 2011 Tom Sant

Common Mistakes


2. Using generic statements and marketing fluff.3. Limiting your proposal to just one type of

outcome.4. Not asking enough specific questions or doing

enough research to get baseline metrics.5. Making assumptions about what the client

wants.

© 2011 Tom Sant

Keys to Relevant Outcomes

Effective results/outcomes meet four criteria:1. Measurable or quantifiable2. Organizational3. Results linked to your recommendations

– Improving– Fixing– Implementing

4. Proportional to the cost of your solution

© 2011 Tom Sant

Questions to Uncover Desired Outcomes

How will you measure success?Who will benefit from this project?How did you evaluate similar projects in the past?Do you have any specific key performance

indicators for this project?How will you communicate success to others?Do you have benchmark data? Are you looking for a specific ROI?Are you focused on regulatory compliance?

p. 35

© 2011 Tom Sant

Solutions


5. Potential solutions?6. Probable results?

© 2011 Tom Sant

Minimize the Risk of Saying YES

Offer the right solution.Analyze the full range of potential solutions.

Common mistakes:1. Informing rather than persuading2. Selling more than the customer wants3. Not selling the whole solution4. Not making it easy to say “Yes”

© 2011 Tom Sant

High-Level Solution Recommendation

Recommend the solution in a single sentence—focus on the functional aspects and on business fit.

Explain the recommendation in another sentence—

focus on execution.

Differentiate your recommendation—focus on value

page 38

© 2011 Tom Sant

Provide an Integrated Solution DescriptionIntroduction / positioning statement

Brief overview of the product or service

Proof it will deliver

Benefit of the feature

First solution feature

Customer’s problem or need









Transition to more detailed technical content

© 2011 Tom Sant

Question 7: Why you?


5. Potential solutions?6. Probable results?7. Why are we the right

choice?

© 2011 Tom Sant

Common Mistakes in Differentiating

1. Not including any differentiators at all.• Without differentiators, it’s a commodity.

2. Using generic differentiators and random lists.• Generic value has no value.

3. Substituting marketing fluff.• No marketing fluff!

© 2011 Tom Sant

Weak Value Messages Have No Impact

How effective is this?

We offer a full range of enterprise-strength, integrated

technology solutions.

© 2011 Tom Sant

Does this make you want to say YES?

We are a true one-stop shop for all your information management

needs.

© 2011 Tom Sant

How do you like me now?

We enable the people-ready business with leading edge

solutions and world-class service.

© 2011 Tom Sant

Pretty exciting, huh?

We are committed to the success of the enterprise.

© 2011 Tom Sant

Differentiators Proof

ValueProposition

Value That Has Value.

What you do that no one else does. What you do differently from anyone else.

Verifiable claims you make about yourself. Claims your clients make about you.Third-party evidence.

Communicating Value That Has Value

© 2011 Tom Sant

Applying Best Practices

Putting It All Together at the Start

© 2011 Tom Sant

The Order in Which to Write

© 2011 Tom Sant

Effective Kickoff Meetings

1. Review relevant background information2. Provide insight into the client and their business

situation3. Consider the solution4. Agree on the value proposition5. Brainstorm for differentiators and evidence6. Create a cognitive web7. Write the executive summary

© 2011 Tom Sant

The Cognitive Webbing Process

First: Identify the end result the customer seeks

Second: Brainstorm ideas, observations, facts, details, insights, comparisons, opinions, etc.

Third: Apply structure• Use the NOSE pattern to structure the basic

content• Use the customer’s priorities to structure within

each category

© 2011 Tom Sant

Seven High-Performance Questions


5. Potential solutions?6. Probable results?7. Why is Thomson

Reuters the right choice?

p. 61

© 2011 Tom Sant

Needs

Outcomes

Why Exel

Leverage regional facilities –domestic and international

How we commercialize our services

Put our money where our mouth is

Bench strength

Cost Reduction/ Increase Profitability

Reduce Inventory while eliminating stock-outs

Increase end customer service to drive sales

Effectively manage product flow and extended supply chain

Increase of breadth of product on shelves

Growth into new markets

Increased customer satisfaction

Keeping pace with growth

Reduce Costs and working capital

Increase fill rates

Improve service quality by managing product flow

Visibility

Increased Responsiveness (Demand)

On time Delivery

Packaging, size, quantity

Standardized returns process

Increased Consistency Flexibility

to meet promotional/ seasonal activities

Domestic

International

Product available when needed

Flexibility in responding to demand

Decreased inventory levels

Better control

One touch point for transportation and handling

New Products

Existing ProductsReduce

customer turnover rates

Reduction of stock outs

Increased inventory turns

Manage reverse logistics

case studies, biographies, references

Have the resources to support growth globally

B

C

A

B

C

E

D

C

B

A

Effectively manage an extended supply chain

Visibility

Increase speed in crediting retailer

Seasonal Changes

Reduce number of store deliveries

Service Quality

Little intervention

Product OS&D

Activity Based Costing Customer

loyalty

Better Asset Management

Reduced Fixed Assests

Reallocate cash

Information management

Stock Outs

Experience managing extended supply chain

Experience in re-designing end-to-end supply chain solutions

Innovative supply chain solution design -examples

Effectively Managed Product Returns

A

E

F

G

D

C

DHome Depot will reduce costs while achieving customer service levels through a shared used manufacturer integrated solution managed by Exel.

Home DepotWill reduce costs while supporting customer service levels through a

shared use manufacturer integrated solution managed by Exel

© 2011 Tom Sant

Home DepotWill reduce costs while supporting customer service levels through a shared use manufacturer integrated solution managed by Exel

Needs Outcomes

Why Exel




Bench strength










Increase fill rates


Visibility


On time Delivery



Increased Consistency

Flexibility to meet promotional/ seasonal activities

Domestic

International




Better control


New Products








A

B

C

E

D

C

B

A


Visibility


Seasonal Changes


Service Quality

Little intervention

Product OS&D

Order Accuracy

Activity Based Costing

Customer loyalty



Reallocate cash


Stock Outs





Vendor Compliance

C

D

© 2011 Tom Sant



Needs Outcomes









Increase fill rates


VisibilityReliability


On time Delivery





Domestic

International




Better control


New Products







Visibility


Seasonal Changes


Service Quality

Little intervention

Product OS&D

Order Accuracy


loyalty



Reallocate cash


Stock Outs

Having seasonal & promotional products at the right store at right time


Vendor Compliance

© 2011 Tom Sant



Solution

Needs Outcomes









Increase fill rates




On time Delivery





Domestic

International




Better control


New Products







Visibility


Seasonal Changes


Service Quality

Little intervention

Product OS&D

Order Accuracy


loyalty



Reallocate cash


Stock Outs



Vendor Compliance

© 2011 Tom Sant



Solution

Needs Outcomes

Why Exel




Bench strength









Increase fill rates




On time Delivery





Domestic

International




Better control


New Products








C


Visibility


Seasonal Changes


Service Quality

Little intervention

Product OS&D

Order Accuracy


Customer loyalty



Reallocate cash


Stock Outs






Vendor Compliance

© 2011 Tom Sant



Needs Outcomes

Why Exel




Bench strength









Increase fill rates


Visibility


On time Delivery



Increased Consistency

Flexibility to meet promotional/ seasonal activities

Domestic

International




Better control


New Products








B

C

A

B

C

E

D

C

B

A


Visibility


Seasonal Changes


Service Quality

Little intervention

Product OS&D

Order Accuracy


Customer loyalty



Reallocate cash


Stock Outs





A

E

F

G

Vendor Compliance

D

C

D

Now…

Prioritize the content in order of importance to the decision maker.

© 2011 Tom Sant


Needs Outcomes










Increase fill rates




On time Delivery





Domestic

International




Better control


New Products






B

C

A

B

C

EEffectively manage an extended supply chain

Visibility


Seasonal Changes


Service Quality

Little intervention

Product OS&D

Order Accuracy


loyalty



Reallocate cash


Stock Outs



A

E

F

G

Vendor Compliance

D

D

© 2011 Tom Sant


Solution

Needs Outcomes










Increase fill rates




On time Delivery





Domestic

International




Better control


New Products






B

C

A

B

C

EEffectively manage an extended supply chain

Visibility


Seasonal Changes


Service Quality

Little intervention

Product OS&D

Order Accuracy


loyalty



Reallocate cash


Stock Outs



A

E

F

G

Vendor Compliance

D

D

© 2011 Tom Sant


Solution

Needs Outcomes

Why Exel




Bench strength










Increase fill rates




On time Delivery





Domestic

International




Better control


New Products








B

C

A

B

C

E

D

C

B

A


Visibility


Seasonal Changes


Service Quality

Little intervention

Product OS&D

Order Accuracy


loyalty



Reallocate cash


Stock Outs






A

E

F

G

Vendor Compliance

D

C

D

© 2011 Tom Sant

Issues, NeedsIncrease end-customer service to drive salesCost reduction / increased profitability

Reduce number of store deliveriesOne touch-point for transportation and handlingActivity-based costingBetter asset managementReduce inventory while eliminating stock outs

Effectively manage product flow and extended supply chainIncreased responsiveness (demand)On-time deliveryVisibilitySeasonal changesIncreased consistency

Service qualityLittle interventionProduct OS&DVendor complianceOrder accuracy

Effectively managed product returnsPackaging, size, quantityStandardized returns processIncrease speed in crediting retailers

Growth into new marketsDomesticInternational

Increase breadth of product on shelves***Flexibility to meet promotional/seasonal activities

© 2011 Tom Sant

Outcomes, Areas of ImpactIncreased customer satisfaction

1. Product available when needed2. Customer loyalty3. Reduce customer turnover rates

Reduce costs and working capital1. Reallocate cash2. Increased inventory turns3. Reduced fixed assets4. Reduction of stock outs5. Decreased inventory levels

Improve service quality by managing product flow1. Reliability 2. Visibility 3. Manage reverse logistics4. Flexibility in responding to demand5. Increase fill rates6. Stock outs7. Information management

Having seasonal and promotional products in the right store at the right timeKeeping pace with growth

1. New products2. Existing products

Better control

© 2011 Tom Sant

Solution Presentation

Overview of the solution

How will it be presented to Home Depot?

How will it be presented to suppliers?

p. 64

© 2011 Tom Sant

Why Exel?

Capacity Have the resources to support growth globally

Leverage regional facilities —domestic and international

Experience in redesigning end-to-end supply chain solutions Innovative supply chain solution design

--Examples

How we commercialize our services Put our money where our mouth is

Experience managing extended supply chain Case studies, bios, references

© 2011 Tom Sant

Let’s do one together.

© 2011 Tom Sant

Thank You!

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