GROWTH STRATEGY DEVELOPMENT
Organizing
A product sales team can usually operate with minimal interaction with the rest of the team if the product is mature and relatively static. However, most companies operating in the DoD space sell services, and building business in the DoD services sector involves engagement across an enterprise.
Its important that companies committed to growth organize for growth – growth must be relevant and integral to a company’s strategic objectives - not relegated to the last bullet in the performance objectives on the top executives.
Financial risk is an integral part of every growth initiative. Over the past few years, we’ve found it is important to find a growth path that includes manageable B&P usage, while avoiding key performer burnout. Organizing for successful growth involves planning for traditional aspects as well as for lesser recognized factors such as bid contingencies, partnering feasibilities, time management, file management, and incentivization.
OPPORTUNITY CAPTURE MANAGEMENT
Right-sizing it
Many companies already have a capture process in place with defined steps. The problem is, that each capture is different so sometimes the steps involve more or less effort than the last capture. Experience executing multiple captures yields the type of insight that allows for recommending “right-sizing”.
Leading teams through the right steps at the right time avoids over-spending precious overhead, and also saves time – time usually needed as the proposal nears.
PROPOSAL MANAGEMENT AND PRESENTATION
Locked in one room
Most who have worked in this area have experienced the approach of being “locked in a room” for 30+ days. The fact is, that most proposals today use a hybrid method where the team is together for key F2F events (e.g., setting strategy, assigning chapters, color team feedback, orals rehearsal), while allowing content providers and authors to contribute from remote locations. Mandating one proposal room location for all contributors tends to be a very emotional issue often rooted in personal experience.
We can provide support that best suites the needs of your team. Just about everything we do is managed, created or facilitated by technology. It is important to consider cyber risk, insider threat, and local security requirements in formulating the best environment for a large, competitive proposal response.
The physical location of the proposal response vary depending on the role the individual plays in the proposal. Disaster readiness protocols may be excessive for smaller bids, but simply knowing where and how your critical data is being created, shared, stored and how to access it is an important safeguard. Where each person physically sits may be less important.
