Resolutions for 2020 - Shipley Associates · New Capability Introduced Winning More Business for Less Cost. Based upon a comparable investment by a similar organization, you will

Copyright Shipley Associates.

Resolutions for

2020PRESENTED BY:

W E B I N A R

Brad Douglas

WWW.SHIPLEYWINS.COM

© 2020 Shipley Associates

And Applying Lessons Learned

Kedren DillardMallary Price


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In a recent report, 35% of participants who failed their new year’s resolutions admitted they had unrealistic goals, 33% of participants didn't keep track of their progress, and 23% forgot about them; about one in 10 respondents claimed they made too many resolutions.

Hutchison, Michelle. "Bunch of failures or just optimistic? New Year's Resolution Study shows New Year novelty fizzles fast ".


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https://www.datavision.coop/new-years-resolutions-will-you-be-one-of-the-few/

UNREALISTIC GOALS


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DIDN’T KEEP TRACK


Forgot About Them

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FORGOT ABOUT THEM


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TOO MANY RESOLUTIONS


2019 Lessons Learned #1

Know your stuff!

Customers buy from people they trust—you earn trust by knowing their business and you own business

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Lesson Learned #1 Know Your Stuff

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What are their top pursuits for 2020?

Spend 3‐5 hours per week researching your customers’ business

What are their mission, vision, and values?

What markets do they compete in?

What are their short‐ and long‐term objectives?

Spend 3‐5 hours per week expanding your understanding of YOUR business

What are our key discriminators?

How are we perceived—strengths, weaknesses, gaps?

What does our past performance look like to our customers?



The Buyer/Seller Relationship is Changing

“How you sell matters. What your process is matters. But how your customers feelwhen they engage with you matters more.”

– Tiffani Bova

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Lesson Learned #2 The Buyer/Seller Relationship is Changing

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Buyers/Customers Are Evolving

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Buyers have access to 20 times more data than they had just 5 years ago.

Buyers are better informed and gain information earlier in the sales cycle.

Buyers are 50‐60% into the sales cycle before the sales person is ever engaged.

Sales and capture professionals will fail if they don’t adapt.

Sellers must adjust how they sell, not just what they sell.

Sources: Huthwaite Research, HBR



New Types of Opportunities Evolving Every Year

“Procurement is often viewed as a monolithic activity in which program teams are expected to define, up‐front, exactly what they need and then go after the perfect solution. But in the digital era, it’s folly to assume that the ‘perfect’ solution today will still be the best solution in three to five years.

As part of streamlining internal operations and procurement, agencies are beginning to experiment with agile techniques.”

‐ Five Ways to Speed Up Government ProcurementBy Harish Hemmige , Matthew Schlueter , Robert Tevelson , and Aaron Tessler

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Lesson Learned #3 New Types of Opportunities Every Year

Government customers using new procurement vehicles/methods• OTA, FEDSIM, LPTA, auctions

Cloud‐based procurement platforms Automation and AI‐driven processes Small business requirements shifting Commercial (business) customers—

shorter buying cycles

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2019 Lesson Learned #4

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Professional Development, Certification, and Credentials Matter


Lesson Learned #4Certification and Credentials Matter

APMP Certifications• Foundation, Practitioner, Professional

Project Management Institute (PMI) Strategic & Competitive Intelligence Professionals Shipley Business Development Certifications Other professional credentials

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2019 Lesson Learned #5

Create a Value Proposition for Each Customer

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“A value proposition is a promise. It’s a promise to the target customer of the value that you will deliver. It tells them what you uniquely have to offer and why you’re different from your competition.”

In a nutshell: It’s a concise message that tells the consumer why they should buy from you and no one else.


You Decide Which Statements Support Value Proposition Best Practice?

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Customized value

proposition that meets the customer's needs

Shows how your solution is a better alternative

Clearly demonstrate the benefits

Sets priorities and timelines to reinforce the value proposition

Deliver superior value

to the customer without sacrificing profitability

Generic statements “as the leading

provider of …"

Selling the features but not defining the benefits

Confusing, complex difficult to remember

value propositions

“One‐size‐fits‐all" value

propositions

or


A Strong Value Proposition Contains 5 Elements

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Element Proposition

Improve what? (Statement)

By how much/in what way? (Statement)

As a result of doing what differently?

(Statement)

Over what timeframe? (Statement)

For an investment of how much? (Statement)


ExampleA Value Proposition…In Words

Payback (what & how)

Investment

Solution

Timing

Offer quantified business improvement:

Customer will have the ability to improve what by how much/in what way through the ability to do what differently , over what timeframe for an investment of how much.

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0%

10%

20%

30%

40%

50%

60%

70%

80%

2018 2019 2020 2021 2022

Win RatioCapture RatioCost of Sales

Example A Value Proposition as a Graphic

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Current Situation

Target Situation

New

Cap

abili

ty In

trod

uced

Winning More Business for Less Cost. Based upon a comparable investment by a similar organization, you will be able to increase your order intake by up to $2M and reduce the cost per sale by 20K, in 5 years.


Let’s Talk about theLessons Learned ReviewLessons Learned:

Taking it to the next level

“Capturing lessons learned should be an on‐going effort throughout the life of the project. This mindset should be strongly encouraged by the project manager from day one…By not learning from project failures we are doomed to repeat similar situations.”

‐ Rowe, S. F. & Sikes, S. Lessons learned: taking it to the next level. Paper presented at PMI® Global Congress—North America, Seattle, WA. Newtown Square, PA: Project Management Institute.

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Lessons Learned Review: Inputs and Outputs

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Lessons Learned Review


Why Conduct aLessons Learned Review

Best practice suggests:

Provide feedback (candid and unbiased) Identify both strengths and weaknesses for

improving the capture process Identify strengths and weaknesses in the

proposal development process Reinforce steps and activities that are

particularly effective (document) Recommend changes to activities that should

be improved Maintain results in a database

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Other Activities to Review on Each Pursuit

Performance and execution Tools and techniques Workload and staffing Personnel, roles, and responsibilities Competency and training Timing and appropriateness Resources, systems, leadership support,

and funding Reviews and decision milestones Key documentation

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A Lessons Learned Toolkit

Lessons Learned Instructions

Lessons Learned Planner

Lessons Learned Review Checklist

Lessons Learned Survey

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Webinar Summary Resolutions and Lessons Learned

Carefully establish goals and objectives Understand the current buyer/seller

environment Know your customer and your company

capabilities Invest in yourself—professionally

develop Learn from each pursuit—let “lessons

learned” work for you

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Our Next Two Free Webinars

27https://www.shipleywins.com/webinars/


Questions and Discussion

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[email protected]@shipleywins.com [email protected]

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Resolutions for 2020and

Lessons Learned

Documents

Resolutions for 2020 - Shipley Associates · New Capability Introduced Winning More Business for Less Cost. Based upon a comparable investment by a similar organization, you will