S S Ten Slides in Ten Minutes: Orchestras or Carthorses [Capturing the Hearts and Minds of Prospects & Clients]

Presented by:

Bill Graham CP.APMP

September, 2014

bill.graham@sales-synthesis.co.za

Client/Provider Sustainability

Offerings

Clients

Relationships

2

An Orchestra Produces Pleasingly Harmonic Music

The Conductor of an

orchestra is a Maestro.

They may be able to play particular

instruments but they’re actually

there to pull all of the inputs

together to create a wonderful

piece of “professional music”.

The resultant music is delivered

in an acceptable format.

The resultant music

resonates with the listener.

The resultant music has ‘repeat’

performance acceptability

In addition to the core orchestral complement, various other instruments may be called for occasionally

3

Bid Management takes on a Life Like an Orchestra

The Bid Manager is a

Maestro.

They may be able to produce bid

content but they’re actually there to

pull all of the inputs together to create

a wonderful client-focused submission.

The resultant submission is

delivered in an acceptable format.

The resultant submission

resonates with the reader.

The resultant submission has

‘repeat’ performance acceptability

Orchestra

Bid Management

Relevancy Drives Predictable Recipient Behaviour

4

• Resonate with the Recipient

• Connect throughout the Interaction/Engagement

• Understood with Ease

• No Questions Unanswered [No ‘So What’ ; No ‘Prove it’]

• Creation of Positive and Memorable Experience/s

• Ensures the Recipient receives a Positive Message.

Delivery of a Message

Recipient Perception

Receptive Gap

Moment of Truth

Relevance Source: www.sales-synthesis.co.za

Predictable Recipient Behaviour

Accuracy with these items reduces the ‘Receptive Gap’ and enables ‘Resonance’

A Recipient receives information via all of their senses!

Use as many, and as often, as

possible.

Carthorse Behaviour is based on Brawn rather than Brains

5

Question: What is a Carthorse? Answer: A large strong horse bred for drawing heavy loads

Consider what would happen if a Carthorse was to be driving opportunities

Bid decisions based on a ‘Barrage of

Implausibility’

Bid Decisions must be made with Brains and NOT Brawn

6

Bid decisions based on a ‘Barrage of

Implausibility’

Bid decisions based on Logic & Harmony

Carthorse

Orchestra

Muscle

Mind

Trajectories of

Possibilities

Consider what would happen if a Carthorse was to be driving opportunities

Without an accredited Bid Manager, or Conductor, what is essential is invisible to the eye

Common sense is a bid necessity, but usually so rare it’s not that common

Control MUST be given to one person for a Successful Submission

7

Bid Manager [BM] Conductor

• Team with valued Differences • Multi-layered [all levels – even higher than BM] • Multi-talented [reserve knowledge] • Managed Resources [managed by Bid Manager]

• Group with valued Differences • Multi-layered [all experiences – even more than Maestro] • Multi-talented [reserve skills] • Managed Resources [managed by Conductor]

Non-Debatable Control

Decisions based merely on positional power can bring out the best and worst of the human spirit

Conductor

Disconnects are Disastrous for Harmonious Bids

8

Bid Manager [BM]

• Team with valued Differences • Multi-layered [all levels – even higher than BM] • Multi-talented [reserve knowledge] • Managed Resources [managed by Bid Manager]

Points to Ponder • Control: Without complete control by a Bid Manager the

submission could be influenced by ‘emotional’ inputs • Follow my Leader: Positional power influencing the

strategy/submission is a ‘killer’ • Account Management: ‘Cul-de-sacs’ inhibit the development

of a sound Capture Plan • Account Managers: Not the only people who may understand

the client. Welcome all input/comments • Action Plan: Bid Team members digressing from allocated

actions cause consternation and confusion • Account Plan: Must have a communicated strategy and

include activities, tasks, deliverables, resourcing and timelines etc. [i.e. A PLAN]. Not merely a regurgitation of a client’s Annual Report

• Differentiation: Inability for a collective, cohesive value proposition will result in the submission being ‘one of many’

• Corporate Pressure: Global on Local pressure always causes major disconnects across Multi-National Companies (MNCs)

• Sales Tools: Using inappropriate sales tools (i.e. old ones used – even when product portfolio has changed) disables possibility of crafting a relevant value proposition

• Shoehorning: Forcing inappropriate offerings • Qualification: Table all opportunity assessments/perspectives

and assess – unemotionally.

The Bid Submission must be Harmoniously Aligned with all Client Levels

9

Points to Ponder • The Bid Manager is the conductor of the orchestra • Engagement at all levels must be based on a strategy (from

the agreed Account Plan) & not just be coffee & cake sessions • A Bid Steering Committee is only as valuable as its openness

to new thoughts & ideas [Positional Power does not buy ‘real agreement’]

• Resource alignment is a science. An Account Manager is not merely a salesperson/businessman with a new suit

• The Client Strategy should be presented and signed-off by the Client (i.e. It should be mutually agreed).

NB: Whatever made your organisation

successful will [without intervention/s]

eventually be its downfall. Do NOT hold onto

sacred cows or dated views/concepts.

Client/Provider Sustainability

Offerings

Clients

Relationships

It’s Your Choice

It’s Your Choice

Closing Statement related to Successful Bids

10

Do not allow your ’Orchestras’ to degenerate into ‘Carthorses’ else…

you will dispose of ‘Real Fun’ and replace with a ‘Funeral’

NB: If you like anagrams then

look closely at the red words !

Win or Lose !!!