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Management & Operating (M&O) for Y-12 National Security Complex (Y-12), Pantex Plant Site (PX), & Savannah River Site (SRS)

If you want the free full summary of this target go to http://login.epipeline.com/limitedDisplay?ID=FOSRCUSA16908&FLAG=SUMMARY. This target is only available for a short period of time.

If you need help designing and executing your capture program or proposals to win this procurement contact Sid Jaffe, at 703-642-5153.

Many small companies are owned and managed day-to-day by highly capable professionals and technical people who do not have marketing and selling experience. Company sales projects are approached without complete planning, resulting in execution that does not allow successes to be replicated and failures to be corrected. Effective sales management uses tools, tactics and techniques that assist a firm in achieving and exceeding its business measurements and goals in a predictable manner. The management process takes into account both internal and external variables and puts the right people in place doing the right things. There is no one Sales Management solution that works for every industry or business within an industry, but there are best practices that positively affect the business. Indicators of an effective sales management process include increased net pre-tax profit, increased average gross profit margin, increased average deal size, reduced employee turnover, decreased days outstanding on A/R and increased revenue. Advantage Consulting provides support to businesses in developing, deploying, staffing and managing the sales process. We do not advocate a one-fits-all solution. Our consultants work with you to create the best overall solution for your firm.

Contact Sid Jaffe at sjaffe@acibiz.com for an outline of topics that our consultant's employ for a proven, effective sales management program.

Proposal Horror Story
By J.P. Richard, Vice President, Advantage Consulting, Inc.

I recently saw a description of a proposal effort gone badly. It was truly a horror story and one I hope you haven't experienced but there are lessons to be learned form it. Let me quote you just a few lines from the story the consultant told (not an Advantage Consultant person).

"We went through our regular steps in educating them about the process, held a kickoff, and developed a schedule with plenty of contingency time, and a goal of delivering the proposal a day early. The deadlines kept slipping, as the client was busy with other priorities. As the deadline neared, we increased the frequency of contact, added status meetings and made general pests of ourselves. Every time we confronted the client, he would absolutely eagerly promise to get us the information 'tonight, no problem.' It never came."

The story goes on in this vein and, as you suspect, goes on to describe sleepless nights and, horror of horrors, delivering the proposal "a few minutes after the deadline." The lessons learned section of this article read like my proposal course, but the bottom line is that people have to cooperate, whether internal people, teammates or consultants. This person did try to educate the client, but it didn't take apparently. Getting a team to work well is almost an art, sometimes even requires a little magic.

If you want to hear more about how to do this, join us in our proposal management course on Sept. 8th. J.P. Richard, jprichard@acibiz.com.

Brown Bag Session 13: How are we doing?
By Sid Jaffe, President, Advantage Consulting, Inc.

The following is set of questions to discuss with your team to assure yourself, and them, that as a group you are proactively driving in new business.

You need to be confident about the tactics and activities your team engages in. The discussion surrounding these five questions should highlight those areas of the business that need work. Let this check-up be your call to arms. If you would like to discuss potential tactics, contact Sid Jaffe at sjaffe@acibiz.com or 703-642-5153.

Budgets, Budgets - Get Your Budgets In!
By John Bender, Vice President, Advantage Consulting, Inc.

This is the time when you look ahead to what you will need next year. Have you invested in your business development process and tools so that you can remain (or become) competitive? Is your "infrastructure" as efficient as your competitors? Are you getting everything you expect out of your business development process? Take a critical look at your results.

Now is the time to budget for the training and tools you may require next year.

To discuss business development planning, tools, and support, contact John Bender at 703-642-5153 or jbender@acibiz.com.

It's a Must Win Contract -- Treat it like one!
By Bill Hamilton, Vice President, Advantage Consulting, Inc.

Many companies don't recognize this 'must-win' contract - or if they do, they fail to treat that capture initiative with the criticality it deserves.

A must-win contract is so significant that the future of the company may depend on it. After company contractual obligations are met, nothing is more important than making every possible effort to win this program. Every resource, expertise and capability should be available for capture team use.

The first step in building a true must-win program is early commitment. Create the capture team a year out from RFP release or at least 6 or more months if that year is not possible. Assign a fully qualified and knowledgeable capture team leader who has the drive and initiative to build the winning bid. This person has to be a leader of the project, not just an administrator. The team leader is accountable to get the job done, on time, on schedule and on budget. And, the leader should be given the authority and resources to get the job done.

Next determine the specific resources needed and obligate them as early in the process as possible. Once the capture team is in place, the team's commitment is full time. Other tasks go to other people.

The team has to create a well-developed capture plan early in the process. This plan is like a military operation order. It addresses all aspect of capture but it is not static. As the team becomes more knowledgeable, ideas will change and, as those ideas change, the team must decide how those new ideas will affect strategy and tactics.

Throughout the entire process, the capture team, under the direction of the capture team leader, provides guidance, direction and stability in developing of a winning bid. Consistency of thought and thorough analysis are critical. There is no room in capture for "everybody out for a pass."

So, in summary, a must-win contract deserves long-lead time for the capture, a well-developed strategy, implemented early in the process, consistent thought, thorough analysis, available resources, and project accountability throughout. Anything less puts the win in jeopardy.

Want to discuss capture or explore your capture problems? Call Bill Hamilton at 703-642-5153 or e-mail bhamilton@acibiz.com and let's talk.

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