Tier Member Onboarding

1.POC: ____________________________________

Appraisal and Maturity Level: [Technology/Framework] [Processes KPA/KPI SE] [HR People/ITIL Training]

The BD-CMM is relevant for anyone involved at the front end of the business cycle, where an organization’s strategic direction is defined, presence in the marketplace is established, and existing or prospective customers are engaged to procure the organization’s offerings. However, the model is especially targeted at those who are responsible for developing opportunities, manage BD/sales and marketing activities, implement BD practices, and assure continuing growth and viability in the organization’s marketplace(s).

The BD-CMM offers special value to organizations that are experiencing critical changes, whether these are the result of downsizing, mergers, acquisitions, rapid growth, or major transitions in strategic direction. In addition, it is useful to managers who want to guide their organizations and personnel in industry best practices in business development, as well as to those attempting to understand the capability and maturity of their BD operations.

Whether you are a small company or a large multi-national firm, STAHL USA can help stop the cash drain and frustration that result from disorganized and dysfunctional sales and business development operations and culture. Using our Business Development consulting, you can enhance long-term capability while getting immediate assistance on current opportunities.

SOLUTION

2. POC: __________________________________

Solution Plan and Roadmap: [Vision/Goals] [Timelime/Production][Resources, Budget, PWIN & ROI]

A strategic roadmap is a time-based plan that defines where a business is, where it wants to go, and how to get it there. It is a visual representation that organizes and presents important information related to the future. Strategic roadmaps are a common approach to planning. They are an effective communication tool for managers and link strategic initiatives with business plans. Road mapping acts as a focusing device that marshals efforts toward achieving important goals. 

Background 

There are many types of roadmaps. All are a type of plan to guide progress toward a goal. A roadmap offers a look into the future of a field of interest and takes into consideration main drivers of change. Motorola pioneered technology road mapping in the 1970s to align technology and product development. The process involved integrating elements of the strategic plan into a simple high-level visual representation. 

Decision Making 

Strategic decision-making is the main factor determining firm success. Sound decisions require timely and relevant information. Strategic road mapping assumes that different departments and individuals in the organization possess vital information for strategic decision-making. For example, knowledge about technological innovation in the company’s field of operations rests with people at lower levels of the organization. 

Components  

Our Joint Venture roadmap describes a destination in terms of goals, timelines and intermediate stops on the way. It shows practical steps necessary to get to the desired destination. It considers interdependencies among steps and anticipates alternative routes that help optimize resource allocation and minimize risks. 

Process 

Our Joint Venture roadmap mapping is a collaborative strategic planning process. The first stage is to determine a vision. The vision is a desirable future state that the business would like to have happen. Next, several vision statements are expressed, and concrete goals are defined. The third stage is doing a gap analysis and FIT analysis. Here, critical capabilities needed for the articulated visions are determined; then, a gap analysis between available capabilities and personnel experience, and then the needed capabilities evaluation is conducted. Finally, a portfolio of actions based on the GAP and FIT analysis is recommended. 

Considerations 

For small companies, the first roadmap is our BiC-1 framework to think about joint strategic planning. Roadmaps are not static tools, and several iterations of the process may be needed to see full benefits. Our roadmap does not predict the future. It is a collaborative tool to make strategies and take actions toward a desired future state. It allows the evaluation of technological changes and business opportunities that matter for realizing a desired future. 

Business Development Leadership and Strategy Development – STAHL is facilitating leadership, and development sessions to assess current business development leadership goals, objectives, and results. Using the appraisal, Agency-auto relevance, Tower, Product, and Services insights, then performing the essential gap analysis, to design and develop a strategic road map targets for elevating overall business development and sales performance and results. 

3. POC: ________________________________

Strategy: [Go-to Market] [Competitive: Towers, Products and Services] [Corporate Portfolio Management and Brand]

We believe strategy should be market-driven and formulated with the advantage of customer insights and competitive intelligence. At the same time, the essence of strategy is making choices about where and how to compete, and about aligning internal activities to reinforce the strategy. To enable our clients to accomplish this, we leverage timeless strategic principles and critical strategic thinking along with market insights to create winning strategies.  

Our approach is non-linear and emphasizes the strategic positioning of the organization on the competitive landscape. We then analyze core competencies and key assets considering market opportunities and competitive threats to determine how to create sustainable competitive advantage. This includes innovations in business models and internal alignment of all activities to support and reinforce the strategy. Only then do we address the more linear tasks of strategic planning.  

We also believe that strategy should be constant at its core and flexible in its adaptation to changing markets and competitive responses. As such, we focus on formulating dynamic strategies for our clients that enable sustained profitability- even in turbulent and hyper-competitive global markets. When the environment changes, our clients don’t return to the drawing board; they draw on their strategic core to seize the opportunity and outrival the competition.  

STAHL USA consultants are skilled facilitators of business development leadership and organizational strategy – providing a forum for leaders to voice concerns, issues, gaps, and strengths in a safe environment. Our Blueprint/RoadMap to Winning is documented for leadership and stakeholders, backed with proven lessons learned and case studies as a way for BD leaders to learn. Then focusing on proven business development strategy and improvement objectives. 

4. POC: _____________________________

Marketing Research and Strategy: [Website] [Campaign Management] [Channel Management]

Effective marketing starts with a considered, well-informed marketing strategy. A good marketing strategy helps you define your vision, mission and business goals, and outlines the steps you need to take to achieve these goals. 

Your marketing strategy affects the way you run your entire business, so it should be planned and developed in consultation with your team. It is a wide-reaching and comprehensive strategic automated tool integrated into your framework that: 

• Targets and describes your business and its products and services 

• Explains the position and role of your products and services in the market 

• Profiles your customers and your competition 

• Identifies the marketing tactics you will use 

• Allows you to build a marketing plan and measure its effectiveness. 

By conducting market research and assessing contract requirements positioning long before the RFP is released, we help you determine whether a specific market or contract is right for your company’s business strategy. The result: targeted and profitable growth, new business, market expansion, and increased corporate longevity. 

A marketing strategy sets the overall direction and goals for your marketing, and is therefore different from a marketing plan, which outlines the specific actions you will take to implement your marketing strategy. Your marketing strategy could be developed for the next few years, while your marketing plan usually describes tactics to be achieved in the current year. 

5. POC: ____________________________

BD and Capture: [Corporate Capability Statement] [GSA Schedule] [Vehicles/GWACs]

To grow your business, you need to do more than just respond to RFPs. You need to gain valuable insight into new markets and new opportunities and develop a strategic capture and business development plan. 

Capture & Business Development Services Uses The STAHL WizOz Platform: 

• Market Research 

• Gap Analysis (Past Performance) 

• FIT Analysis (Resumes) 

• New and Adjacent Market Analysis and Evaluation 

• Teaming Opportunity Recommendations 

• Requirements Analysis 

• Market Strategy Development 

• Call Plan Development and Execution 

• Customer and Competitor Analysis 

• Opportunity Pipeline Development and Tracking 

• Bid/No-Bid Strategy 

• Contracting Strategy 

A well-defined capture strategy can help your business thrive in a competitive landscape. STAHL USA’s market development team helps clients build or outsource their marketing strategies and tactical activities that ensure maximum value capture. We analyze and evaluate new and adjacent markets to leverage your core business capabilities and expand your reach in the government marketplace at the highest levels of Pwin of currently 33%. 

As with any change management or process improvement initiative, leadership focus on implementation, tracking, and measuring results is a key to success. STAHL USA’s experienced executive consulting team helps client leadership at each phase of the design, development, and implementation process. 

6. POC: _____________________________

Compliance Matrix and GAP Analysis: [JP2 Form] [CPARS/PPQ] [PWS/SOW]

A Proposal Compliance Matrix is a cross-reference table that tells proposal evaluators where they can find responses to specific Request for Proposal (RFP) requirements. It helps ensure proposal managers that the proposal responds to and complies with all the Proposal requirements. A Compliance Matrix should form part of each proposal volume and is normally requested in an RFP. It serves three (3) purposes: 

1. It shows you what requirements must be addressed in a given section. 

2. It enables you to validate that all requirements have been responded to. 

3. It makes it easier for you (and potentially your customer) to understand the RFP and how to navigate your response to it. 

The matrix should be started at the very beginning of proposal writing and should list all the requirements contained in the Proposal Outline for each volume. The Compliance Matrix should include the elements for both the RFP and the proposal response. 

The technical writers for each section are responsible for identifying the specific location of the proposal requirements. Once the proposal is written, the Technical Writers should verify that full compliance has been achieved and that the Compliance Matrix is complete and accurate. 

A compliance matrix is made up by a simple table. The first column of the matrix is the heading for the proposal. Each section of the RFP also gets a column. Each row in the matrix links each proposal section with one or more RFP requirements. RFP requirements can be entered into the matrix cells either as full text or just the RFP paragraph numbers (depending on the length of the RFP). See example Below 

Performing a Gap Analysis: A Useful Decision-Making Tool for Organizing Proposal Teams 

Establishing a maintaining a credible proposal team is a critical part of the capture management/proposal development process. This newsletter article, one of three in a series, addresses the performance of a gap analysis, which helps to form the proposal team and to allocate responsibility among the proposal team members. The previous article addressed performance of the pipeline analysis, which tracked Government Requests for Proposals (RFP’s) and helped determine which opportunities might be the best candidates for the company to bid. The next and last article in the series will address performance of the Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis, which helps the company to formulate the proposal win strategy and to arrive at a proper bid/no bid decision. 

Preparation of the proposal gap analysis is the responsibility of the capture manager, who usually reports to the business development manager within a company organization. The objective of the analysis is to determine the capability of a single company or a group of companies to perform the tasks required by the government-provided Performance Work Statement (PWS) or Contract Statement of Work (SOW), which is an integral part of the procurement data package or solicitation. Data presented within the analysis is derived from the performance of the company or companies involved in current and previous contracts. It is desirable for most the work to be on contracts that have the same or similar work to be performed on the solicited contract, which is being bid.        

GAP VENDOR EVALUATION

A secondary objective is to determine the team structure (i.e., the prime contractor and subcontractor relationships) and to determine the division of responsibility, or work share, to be employed. This factor becomes important in those contracts where the Lead contractor must perform as the project manager of the program. A tertiary objective is to determine which of the companies should contribute to preparing the written proposal and to ensure the sections and paragraphs to be prepared are consistent with their specialty areas. 

A typical gap analysis is prepared in Microsoft Excel or equivalent spreadsheet format as seen below. The PWS or SOW paragraphs are inserted in the left-hand column and the data are entered in the columns on the right. The figure shows three past performance columns of data to be provided by the prime contractor and by the subcontractors. To ensure relevancy, it is desirable that these data be obtained from current and recent contracts. The exact number of contracts to be presented and the vintage of the data are usually specified in Section L, Proposal Preparation Instructions, of the solicitation. 

The column headings and the data descriptions are shown in the second figure. Note that specific data for the individual contracts are entered at the top of the column while the relevancy ratings for the work performed is obtained from the columns on the far right. Numerical ratings vary from four to one, in descending order, where four is an Exceptional rating and a rating of one is where zero experience (a Gap) exists. Upon completion of the data entry, the spread sheet is examined to determine where the team shows high, medium or low capability as a function of the PWS or SOW paragraph tasks to be performed. Upon completion of the examination, it may be determined that additional capability is required for the team to adequately compete or if additional capability is not available, a no-bid decision may ultimately have to be made. 

Proposal coordinator coordinating the design, development, implementation, and manage a bid and proposal center of excellence that achieves rapid return on investment through increased sales revenue and managed business development costs. 

7. POC: _______________________________

STREAMLINE YOUR PROPOSAL MANAGEMENT PROCESS  

Taking your business to the next level with Proposal Management and Proposal Automation 

Whether you need immediate help with a must-win proposal or a complete transformation of your business development process, STAHL USA can help. Our experienced cadre of proposal consultants and experts can help on real-time proposal projects or provide training to build lasting, organic capability. Contact STAHL USA to understand how you can improve performance in all aspects of proposal management and business development.  

Respond to RFPs, RFIs, and Sources Sought  

Create a centralized repository of your best RFP Content in BidPoint  

Keep your content up to date with powerful review and feedback workflows!   

Collaborate seamlessly on projects with your team and Subject Matter Experts (SMEs)  

Manage Content with Ease  

Organize and index your library with Categories and Tags so your content is easy to find whenever you need it  

Keep Your Content Updated  

Set up regular content reviews with Subject Matter Experts so your company and product information are always up to date  

Leverage Your Library  

Use your Library as a centralized knowledge repository to pull together responses quickly and accurately  

Speed Things Up with a Bit of Wizardry   

Save time by using an automation engine to auto-populate answers to questions you’ve already answered  

Collaborate Securely with Your Team  

Avoid last-minute emails and missed deadlines. Easily assign questions and Nudge collaborators when they are running late.  

Close the Loop on a Project  

Avoid having content sit in past proposals, feed your library with new or updated content once you complete a project.  

Split Content into Multiple Libraries in BidPoint  

Don’t get lost in a sea of content. Divide large volumes of content into multiple Libraries and control who can view or edit content with advanced user permissions.  

Clients range from large, multi-national companies to small businesses to individuals – all with a common goal: to win contracts and grow revenue. 

How do we help companies win? We support clients in four ways: 

1. Recruiting teams to find onsite Incumbents or SME experts who know how to prepare a winning proposal – by bringing with them legacy and institutional knowledge.  

2. Providing a turnkey team of experts that develop and augment client proposals and capture strategy who can execute and support our competitive, winning proposal. 
 
3. Providing auto-relevant diagnosing of the gaps analysis in business capture processes receive training and tools supporting our capture management, proposal writing, pricing, and proposal management. 

 
4. Business Insights and strategy for competency alignment using the Towers, Products, and Services model in the business capture processes – and then designing, developing, and implementing our CSOW approach to winning business that works. 

8. POC:_________________________

Fit Analysis HR and Recruiting: [Incumbent Capture] [Key Personnel] [5-key Profile People to target (PM, HR, SA, SE, SA)

1. Blue Team Review and Approval begins the Black Hat process to finalize the Capture & Proposal Resource Plan at the end of Step 1 of the Gate-Step-Task (GST) process shown below. 

2. Opp Budget/Recruitment – Plan and PM Interviewed and Down Select 

3. Opp Budget/Recruitment – Plan and SMEs Interviewed and Down Select 

4. Finalize Team and Sub-Contractor Relationships GAP Analysis/SRA 1-5 

5. Develop the WBS organization and assign the LCATS for Recruitment and Intel   

6. Finalize FIT Analysis & Transition Plan 

9. POC: PMO Project Management: [Incumbent Personnel] [PM Project Lead] [Key Profile People Technical and Pricing Support]

The PM Must be from either the Government or the current performing contractors prime or sub but must be an Incumbent of the current program and contract. Tasks will be given to this individual for 

1. Work Breakdown Structure Organization Manning and Staffing 

2. Technical Solution  

3. Resume 

10. POC: GAP Analysis: [Agency Specific Past Performance] [NAICS Specific Past Performance] [Buyer Specific Opportunity (3 per Buyer)]

1) Why Develop a Target Strategy? 

A targeted strategy is crucial to generate lucrative business from GWACs and IDIQs. Focus on contracts that align with your company’s strengths and capabilities your agency CPARS and PPQs. Identify the GWAC and IDIQ task orders that best match your services and market niche Product Service Codes (PSC) of your agency CPARS. Analyze the scope, past performance requirements, and type of contract for pricing expectations. By narrowing your focus, you can develop a more compelling proposal that resonates with evaluators, increasing your chances of securing a spot on these lucrative contracts. 

2) What is Auto-Relevance and why is it important? 

Auto-Relevance is when you have agency experience and these past performance records (CPARS or PPQ) use their NAICS and PSC Codes to focus on opportunities within the agency you are targeting and their Long-range acquisition forecasted (LARF) aligning future pursuits and bids using auto-relevance as part of your Target Strategy. This alignment will increase the likelihood of your probability of winning.  A further step is aligning all your teaming partners’ research using the same auto-relevance target methods. 

3) Why is it important to Build Relationships, Network, and Use Social Media? 

Generating a lucrative business from GWACs and IDIQs is not just about submitting winning proposals; it’s also about building relationships. You must connect with contracting officers, agency stakeholders, and potential teaming partners to build a joint understanding of the contract or task order customer mission, by arranging visits, attending industry days and networking events, and using social media. These relationships can provide insights into this targeted opportunity as well as upcoming opportunities, agency priorities, and the competitive landscape. 

4) Invest in your recruiting and find your PM for the project. 

Finding the PM with specific knowledge of the program will help you to bridge your knowledge of GAP and understanding of the program. Additionally, the PM will be able to help you with further interviews, develop the proper organization and staffing, Identify key contractors with experience, and generally fill the void of customer-centric information. 

5) Invest in Proposal Excellence 

Your proposal is your ultimate gateway to success when it comes to GWACs and IDIQs. Develop a proposal management process that emphasizes auto-relevance, as this will keep you in compliance, and responsive, making it easy to be persuasive. Acquire help from the PMs of these auto-relevant projects. PMs who can articulate their strengths and best value proposition of their projects (PWS) to the current (PWS) of the bid. Engage graphics specialists to create strong graphics, charts, and visuals to reinforce your points and make your proposal easy to evaluate. 

These processes are not new—they are processes your company already do, or wants to do, or wants to do better, faster, and more effectively and efficiently.