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A light-hearted look at what to careful of when working on global proposals.
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Crafting Global Proposals - There are only Winners and Losers
Presenter - Bill Graham APM.APMP
30th May, 2013
Crafting Global Proposals:
– There are only Winners & Losers
Presented by:
Bill Graham APM.APMP
[Independent Consultant]
[email protected] [+27 (0) 82 570 4124]
May, 2013
S S
Slide: 3
Pre-Amble
Slide: 4
Dominant Exclusive Emerging Pervasive Absent
Symbiotic relationship with clients
Sustainability
Making the competitors irrelevant
Projects Particular Performing Pertinent People Places
The Sustainable Business Imperative
Building mutually beneficial and sustainable long-term client relationships
Source: Sales Synthesis
Multi-National Companies [MNCs] may embrace a new dawn or a long dark night.
Slide: 5
Structure of the Presentation
• The presentation has been built using ‘real life experiences’
• There are a number of agenda items [following slide]
• Some Sections have ‘Questions’, to which there are prizes
• Each Section closes with a ‘Points to Ponder’ slide
• Certain slides have ‘interesting’ quotations
• The ‘Closing’ attempts to pull all of the ‘messages’ together
• There is a bibliography at the end of this presentation
• APMP instruction: Please complete the presentation of the evaluation on the website [Be honest, I am ‘thick-skinned’]
Slide: 6
Today’s Agenda
1. Introduction: ‘The little five’ and ‘The eldest one wears yellow socks’
2. The Runaway Terrain and the Opportunity Landscape
3. Winning Weighs for Business Heavyweights
4. Al Capone’s business lessons
5. Cross-Cultural Resource Profile & Plan
6. Case Study: Even with a global ‘Win’, everything was not peachy in
Wonderland - Interactive session using a ‘real life’ review
7. Closing: Share prices, duvets and ducks
8. Q&A Session
Slide: 7
1. Introduction
Slide: 8
The Little Five
The Leopard
The Rhino
The Lion
The Buffalo
The Elephant
Slide: 9
Understand the True Nature of Things
What markings are on a Leopard? What is a Lion’s worst enemy?
What is the gestation period for an African Buffalo?
What percentage of male Black Rhinos die because of intra-species fights?
What are the closest living relatives to an Elephant?
Slide: 10
Some answers – as with other things - may not be as obvious as they may seem
Slide: 11
Question Answer
What markings are on a Leopard? These markings are often called spots, but they are actually rosettes.
What is a Lion’s worst enemy? A porcupine! If a Lion comes across a porcupine - and gets tricked into eating it - it gets sharp quills in its jaw for life!
What % of male black Rhinos die because of intra-species fights?
Black Rhinos fight each other - 50% of males and 30% of females die from these intra-species fights.
What is the closest living relative/s to an Elephant?
The Elephant’s closest living relative/s a are Manatees (also known as sea cows) and hyraxes (small, weasel-like land animals).
What is the gestation period for an African Buffalo
Gestation period is 330 days.
Some answers may not be as obvious as they may seem
Slide: 12
Know the Landscape
What markings are on a Leopard? What is a Lion’s worst enemy?
What is the gestation period for an African Buffalo?
Rosettes A Porcupine
330 days
What are the closest living relatives to an Elephant?
Manatees (also known as sea cows) and hyraxes (small, weasel-like land animals).
What percentage of male Black Rhinos die because of intra-species fights?
50%
Slide: 13
Know Your Landscape
What markings are on a Leopard? What is a Lion’s worst enemy?
What is the gestation period for an African Buffalo?
Knowledge Competition
Relationship/s
Investment - time
What are the closest living relatives to an Elephant?
What percentage of male Black Rhinos die because of intra-species fights?
Conflict
Slide: 14
Investment/s supporting
business imperatives
Shared Vision
Communities of Interest
Market Research, Analysis &
Infusion
Competitive Analysis
Know Your Market Landscape – from your Business Perspective
Knowledge Competition
Relationship/s
Investment - time
Conflict
Slide: 15
Global companies permeate their thinking… globally
'One Company'
Investment/s supporting
business imperatives
Shared Vision
Communities of Interest
Market Research, Analysis &
Infusion
Competitive Analysis
Slide: 16
Outcome: The Cliché Corporation
Head Office
Regional Offices
National Offices
• administrative overhead • no local knowledge • additional reporting • invoicing/billing
dependent on non-local reward system
• local competitors have advantage/s
• culture clash • receptive gap • ‘one-size fits all’ challenge
'Every man is a creature of the age in which he lives; very few are able to raise themselves above the ideas of the time.' - Voltaire
Slide: 17
Outcome: The Cliché Corporation
Head Office
Regional Offices
National Offices
• administrative overhead • no local knowledge • additional reporting • invoicing/billing
dependent on non-local reward system
• local competitors have advantage/s
• culture clash • receptive gap • ‘one-size fits all’ challenge
'Every man is a creature of the age in which he lives; very few are able to raise themselves above the ideas of the time.' - Voltaire
Slide: 18
Outcome: The Cliché Corporation – One Reality
Global Account Manager [GAM]
Regional Account Manager [RAM]
National Account Manager [NAM]
‘I walk slowly, but I never walk backward.’ - Abraham Lincoln
Business Account Manager [BAM]
Salesperson
Revenue recognition: Multiple counting of
the same revenue
Slide: 19
Know Your Landscape
What markings are on a Leopard? What is a Lion’s worst enemy?
What is the gestation period for an African Buffalo?
Factual knowledge is an imperative Know your ‘real’ competition
The higher profitable opportunities require a greater sales investment – time, resources etc.
What are the closest living relatives to an Elephant? Relationships are key to successful engagements
What percentage of male Black Rhinos die because of intra-species fights?
Internal politics is self-destructing
Slide: 20
Traditional Global Organisations ‘smother’ National entities
Head Office
Regional Offices
National Offices
Head Office
Regional Offices
National Offices <operating as individual entities>
National Offices: • agility to compete • local knowledge • Focused on practical &
realistic growth
• administrative overhead • no local knowledge • additional reporting • invoicing/billing
dependent on non-local reward system
• local competitors have advantage/s
• culture clash • receptive gap • ‘one-size fits all’ challenge
Google: the company lacks the usual layers of middle-management, the hierarchical structure found in traditional corporations is non-existent.
Slide: 21
Traditional Global Organisations ‘smother’ National entities
Head Office
Regional Offices
National Offices
Head Office
Regional Offices
National Offices <operating as individual entities>
National Offices: • agility to compete • local knowledge • Focused on practical &
realistic growth
• administrative overhead • no local knowledge • additional reporting • invoicing/billing
dependent on non-local reward system
• local competitors have advantage/s
• culture clash • receptive gap • ‘one-size fits all’ challenge
Google: the company lacks the usual layers of middle-management, the hierarchical structure found in traditional corporations is non-existent.
Reciprocal Altruism
Slide: 22
Bid Management becomes a casualty of a Cliché Corporation
Head Office
Regional Offices
National Offices
• administrative overhead • no local knowledge • additional reporting • culture clash • receptive gap • no empathy [global to
local] • compromised submission • potential ‘margin’ on
‘margin’ • ‘Too Many Cooks’
syndrome
‘Global’ Bid Manager
Frustration
Obfuscation
‘Local’ Bid Manager
Best Practice – if not carefully selected & implemented - is sometimes merely a shortcut to bad delivery
Time zone trouble
If you think you know the answers, you’ll only look at the facts that fit
Leadership
Executive
Management
• Ensure that the Strategic Market Development initiatives
support business aspirations
• Delivery of revenue to the business
• Mitigation of identified risks
• Delivery of profit (value) to the client
Structure
Processes
Growing a Business is not a spectator sport
Source: Sales Synthesis
Establishment of a sustainable Business Centric Framework
Moment of Truth
Slide: 23
'If you are riding a dead horse, the best strategy is to dismount' - unknown
Source: Sales Synthesis
Risk is filtered when the Service Provider understands the Client’s Business Framework and its relevance to ‘Proposals’
Slide: 24
Service Provider ‘House’
Risk propensity and commitment backed by the fiscal and management stamina
Client’s ‘House’
Risk propensity and commitment backed by the fiscal and management stamina
The Risk Rainbow
Risk
If National Pride could be translated into the Business World…
Slide: 25
Slide: 26
Points to Ponder
Fact: Legacy structures cannot drive new business opportunities Fact: If team trust ever becomes a casualty, then the business initiative becomes
high risk Fact: Activity does not necessarily translate into productivity Fact: The less you need to think about something - the more it's been thought about
'Hope is not a strategy' - unknown
Slide: 27
Two game rangers are talking.
'How many children do you have?' The first asks the second.
'Three,' she answers.
'How old are they?' he asks.
'Well if you multiply their ages, you get 72. But if you add them together, you get the
number of your house plus 1,' she says.
The first game ranger thinks for a few seconds and says, 'I do not think there is enough
information for me to solve this!'.
The mother game ranger immediately says, 'Oh, of course, I forgot to tell you that the
eldest one wears yellow socks!'
The Eldest One Wears Yellow Socks
How old are the three children?
Slide: 28
2. The Runaway Terrain and the Opportunity Landscape - An Opportunity Mist - Drowning at C-Level
Slide: 29
August 2012: A Global Account Manager heralded the imminent arrival of a RFP. The introduction was supported with an ‘overview’ presentation and then the evangelist departed to warmer climes.
When a ‘Ticket to Ride’ is Too Costly
Slide: 30
August 2012: A Global Account Manager heralded the imminent arrival of a RFP. The introduction was supported with an ‘overview’ presentation and then the evangelist departed to warmer climes. On the due date the formal Request for Proposal (RFP) arrived and it took a very short time before the Global Account Manager was pressurising for a ‘bid plan’… even before an appropriate qualification of the opportunity had been undertaken. Needless to say, this did not go down well with the Bid Manager.
When a ‘Ticket to Ride’ is Too Costly
Slide: 31
August 2012: A Global Account Manager heralded the imminent arrival of a RFP. The introduction was supported with an ‘overview’ presentation and then the evangelist departed to warmer climes. On the due date the formal Request for Proposal (RFP) arrived and it took a very short time before the Global Account Manager was pressurising for a ‘bid plan’… even before an appropriate qualification of the opportunity had been undertaken. Needless to say, this did not go down well with the Bid Manager. After a full analysis of the opportunity, it was decided to No-Bid. The company could not support many of the mandatory requirements. Perfect decision – even with the hiccup of the bid plan pressure.
When a ‘Ticket to Ride’ is Too Costly
Slide: 32
August 2012: A Global Account Manager heralded the imminent arrival of a RFP. The introduction was supported with an ‘overview’ presentation and then the evangelist departed to warmer climes. On the due date the formal Request for Proposal (RFP) arrived and it took a very short time before the Global Account Manager was pressurising for a ‘bid plan’… even before an appropriate qualification of the opportunity had been undertaken. Needless to say, this did not go down well with the Bid Manager. After a full analysis of the opportunity, it was decided to No-Bid. The company could not support many of the mandatory requirements. Perfect decision – even with the hiccup of the bid plan pressure. Now the twist in this sorry tale… the Global Account Manager decided to play their ‘pay grade card’ and, along with more pressure (by this time logic was nowhere to be seen), managed to get regional management to reconsider – and to continue working on the bid.
When a ‘Ticket to Ride’ is Too Costly
Allow the ‘on the ground’ regional entities to have their say – and listen, listen, listen…
Slide: 33
The Opportunity Landscape are the possibilities (opportunities) that you can see, in the marketplace in which you have decided to play. Thus, your funnel is then populated with ‘real’ opportunities that can be formally qualified. So, where do these opportunities come from?
The Opportunity Landscape
Slide: 34
The Opportunity Landscape are the possibilities (opportunities) that you can see, in the marketplace in which you have decided to play. Thus, your funnel is then populated with ‘real’ opportunities that can be formally qualified. So, where do these opportunities come from?
The Opportunity Landscape
Head Office
Regional Offices
National Offices <operating as individual entities>
National Offices: • agility to compete • local knowledge • Focused on practical &
realistic growth
Slide: 35
The Opportunity Landscape are the possibilities (opportunities) that you can see, in the marketplace in which you have decided to play. Thus, your funnel is then populated with ‘real’ opportunities that can be formally qualified. So, where do these opportunities come from? Account Managers are responsible for crafting Account Plans and the opportunities fall out of those. In fact, the first line of qualification is with the Account Manager. It’s the standard (vanilla) sales process – or, in other words, Sales 101.
The Opportunity Landscape
Head Office
Regional Offices
National Offices <operating as individual entities>
National Offices: • agility to compete • local knowledge • Focused on practical &
realistic growth
Without the appropriate Global Organisational & Business Development structures there will be no light at the end of the tunnel – in fact, there may not even be a tunnel.
Slide: 36
The Opportunity Landscape are the possibilities (opportunities) that you can see, in the marketplace in which you have decided to play. Thus, your funnel is then populated with ‘real’ opportunities that can be formally qualified. So, where do these opportunities come from? Account Managers are responsible for crafting Account Plans and the opportunities fall out of those. In fact, the first line of qualification is with the Account Manager. It’s the standard (vanilla) sales process – or, in other words, Sales 101.
Where were we with this client?
1. No Account Plan 2. No setting of technical expectations 3. No setting of financial expectations 4. No competitive analysis 5. Need I go on?
Not enough robust material from the Global Account Manager, on which to realistically pre-qualify and build a solid relevant response.
The Opportunity Landscape
Account Management must be owned at the most granular of levels and consolidated by a virtual
Account Management team across the Enterprise
Slide: 37
A multi-phased process to identify ‘business-relevant’ opportunities that, when closed, sustain a company.
What is Opportunity Management?
Relationship Building
Market Management
Opportunity Scouting
Qualification
Craft Solution/s
Drive Opportunities
Account Management Focus
Building mutually beneficial and sustainable long-term client relationships
Successful Sales Organisations have clearly defined Opportunity Management Actions – with relevant metrics
Opportunity Management Actions
Slide: 38
A multi-phased process to identify ‘business-relevant’ opportunities that, when closed, sustain a company.
What is Opportunity Management?
Relationship Building
Market Management
Opportunity Scouting
Qualification
Craft Solution/s
Drive Opportunities
Account Management Focus
Building mutually beneficial and sustainable long-term client relationships
Successful Sales Organisations have clearly defined Opportunity Management Actions – with relevant metrics
Opportunity Management Actions
Find the Business ‘Centre of Gravity’
Use Social Media to your benefit
Slide: 39
Some major organisational failures can be fairly attributed to some of the C-Levels.
Drowning at C-Level Be careful when fishing at the shallow end of the Gene Pool
'Smart people believe weird things because they are skilled at defending beliefs they arrived at for non-smart reasons'
- Michael Shermer
Slide: 40
Some major organisational failures can be fairly attributed to some of the C-Levels.
Drowning at C-Level
Some CEO’s have reached the age where the happy hour is a nap
Be careful when fishing at the shallow end of the Gene Pool
'Smart people believe weird things because they are skilled at defending beliefs they arrived at for non-smart reasons'
- Michael Shermer
Fact: C-Level people are intelligent and so, when they believe something, you can be certain they will find a way to convince others that it’s ‘the single version of the truth’
The Opinion Paradox
Source: Sales Synthesis
Number of Resources on the Bid Team
Productivity
The crest of sensibility
Slide: 41
The larger a Bid Team, the lower the resultant productivity
MNC
Executive
Involvement
‘Technical’
Involvement
Opinions and Positional Power do not a robust Bid
Team make
The trajectory of hopelessness
Slide: 42
Points to Ponder
Fact: When you’ve lost the heart and soul of a bid team because of positional pressure to proceed in, what’s considered to be a futile direction, you’ve effectively lost, not only the battle, but the war
Fact: Such occurrences alienate the Global Team from the Regional Team – on all
future interactions !!! Fact: The need to dominate is usually as a consequence of the need for survival.
‘The person would need to be the right combination of personality and smarts to meet their high standards – and be willing to check his ego at the door’
- David A. Vise [Author: The Google story]
Slide: 43
Lessons Learned There is enough material with this opportunity for a 3-day seminar on ‘how not to tackle bids’ but just a few of the lessons learned follow:
1. Ensure that there is an up-to-date Account Plan [This is what feeds the bid process]
2. Ensure that the Account Manager has undertaken a thorough pre-qualification of the
opportunity [ascertain whether it’s business you can do or even want]
3. Allow the bid team to undertake a formal qualification of the opportunity (technical,
business etc.) and then ‘stick’ to any ‘No-Bid’ decision [Trust the bid team’s decision]
4. Do not allow the ‘pay grade’ level of employees to be a reason why one should listen
to them. The bid team, in all of its diversity, should be clearly listened to [the higher
rank of people shouldn’t give them the ‘deciding voice’]
5. A bid team should be what it says… a ‘Team’. If things start to fragment then there is a
valid reason. Senior management involvement will not change people’s logical
reasoning [Teamwork is Dreamwork].
Slide: 44
3. Winning Weighs for Business Heavyweights: - Traditional Business Development is rapidly becoming irrelevant - Service Management as a tool for increasing the conversion ratio
Where Value is Defined and Realised
Value Proposition Value Definition Value Derivation
Client
X
Validate Solution Functionality
Realise the Benefits
Service
Provider
Understand the Problem
Architect Solution X
The Client Value Continuum
Moment of Truth
Slide: 45
A Company’s success is determined by the market
Source: www.melroseatteridge.com
Time
Revenue
Trajectory
with no
intervention
Turnaround
Consumer pressure
New competitors
New technologies
Competing products
Dropping unit prices
Reduce cost
Product innovation
Integrated company
Capable leadership
Slide: 46
Awareness &
Intent
The Domain for Traditional Sales is Shrinking
Customer Sales Level/ Potential
Customer Service/Relationship Requirements
Large
Small
Low High
Emerging Channels [incl. Internet-based
Sales]
Key/Global Account
Management The shrinking
domain for the traditional salesforce
Adapted, by Melrose Atteridge, from work undertaken by Professor Nigel Piercy
Successful Sales Organisations are embracing Direct Channel and Global Account Management models
Few
Many
Slide: 47
Client Classifications are an Imperative Organisations need to be fully aligned with their prospects, customers & clients
Profitability and/or
Relationship Effort
Volume of Classified Type
High
Low
Low High
Loyal
Nomadic
Needs Based
Discount Pressure
Impulsive
Source: Melrose Atteridge
Account Management
[Complex Solutions]
Cafeteria Offerings [Commodity Sales]
Slide: 48
Different Classifications for Different Requirements Certain clients require a mix of relationship model/s and channels
Profitability and/or
Relationship Effort
Volume of Classified Type
High
Low
Low High
Loyal
Nomadic
Needs Based
Discount Pressure
Impulsive
Complex Sales e.g. infrastructure/s
Commodity Sales e.g. Mobile phones
Source: Melrose Atteridge
Slide: 49
Business Heavyweights weigh in with a relevant organisation
Source: www.melroseatteridge.com & Corporate Executive Board
Ro
le p
laye
rs
Pro
cess
es (
sale
s)
Mea
sure
s A
ttri
bu
tes
Pre-sales
Account Manager
Sales Manager
Bid Manager
Pricing
Project Manager
Service Manager
Sales strategy Customer segmentation
Account planning
Strategic accounts
Channel optimisation
Client retention
Channel partner sales Inside sales Sales culture Internal
alignment Sales process Salesforce productivity
Sales tools / information Job description Hiring Induction Training Sales coaching
Performance management
Sales management
Retention / succession plans Targetting Rewards Business
metrics
Too
ls
Channel intensity
Lifetime value of account
Revenue targets
Margin targets
Product mix
Sales pipeline management
Salesperson management
Order management
Account planning
Compensation management
Prospect Plan Propose Present Lessons learned
delivery
Account Management
Slide: 50
A Reference Model Framework may be used to ensure completeness of purpose
Slide: 51
Business Heavyweights need to ensure that they continue to be relevant to an ever-changing marketplace
Strategic Market Development is a ‘living’ process
• Strategy moulded by present solutions portfolio
• Strategy stagnation • Limited portfolio for growth potential • Indeterminate value propositions
Culture
Resources Process
Org Struct Strategy Learning
• Sales personnel have limited portfolio of offerings
• Largest number of employees working in security
• Low number of resources in areas where customer contact is prime
• Low number of resources in areas where revenue growth could be derived
• Development programmes available but relevance needs assessing
• Potential for building skills base •
• Open, honest, ethical • Predominantly European • Willing to learn • Potential to mentor / coach & grow
• Functional structure sound • Reporting structure confusion • Unclear demarcation of authority • Inadequate resourcing in certain units
• World-class employee handbook • Appearance of sound policies • Low adherence to policies and
resultant interventions
Relevance of Business Model must be determined through analysis
Slide: 52
Armed with this information gaps may be determined & action plans crafted
Source: Template, courtesy of Melrose Atteridge
Slide: 53
Customer Service is an Imperative for Sustainability
Slide: 54
According to Forrester Research, 90% of customer service decision-makers believe that good service experience is critical to their company’s success, and the importance of customer experience is on the rise.
Customer Service is an Imperative for Sustainability
Traditional Business Development solutions: high performance, ease of use and economical – pick any two
Slide: 55
According to Forrester Research, 90% of customer service decision-makers believe that good service experience is critical to their company’s success, and the importance of customer experience is on the rise.
National Offices: • agility to compete • local knowledge • Focused on practical &
realistic growth
Local Knowledge & Skills are Non-Negotiable
Traditional Business Development solutions: high performance, ease of use and economical – pick any two
Ensure this is not ‘lost in translation’
Slide: 56
As competition increases in a shrinking market, a strategic push for companies to re-orchestrate their business around a client-centric approach becomes more important.
National Offices: • agility to compete • local knowledge • Focused on practical &
realistic growth
Strategic Pushes: Global with ‘possible’ Dire Consequences
Ensure this is not ‘lost in translation’
According to Forrester Research, 90% of customer service decision-makers believe that good service experience is critical to their company’s success, and the importance of customer experience is on the rise.
Strategic push into emerging markets
Slide: 57
Service is delivered from a National Level but may be ‘consolidated’ on a global basis with a SPOC
Head Office
Regional Offices
National Offices
Head Office
Regional Offices
National Offices
Service Provider Client
Local skills and knowledge
Opportunity scouting
Market management
Relationship building
Account management
Service management
Solution Definition
‘Single Point of Contact [SPOC]’
Bid Management
Submission Content
Account Plan
Slide: 58
Executive Summaries should resonate with the reader
1. Introduction 2. Design approaches 3. Third Parties & Partnerships 4. Implementation Roadmap 5. Billing & Invoicing 6. Single Service Provider, Single Point of
Accountability 7. Conclusion
1. Pre-Amble 2. Client Requirements 3. Introducing the Respondent/s 4. Solution Design Criteria 5. Support of Business Requirements 6. Summary of the Proposed Solution 7. Benefits of the proposed solution and services 8. Expectation of Client in relation to Proposed
Solution 9. Future Directions 10. Service Provider Differentiators
Response to a RFX:
Response to a Best and Final Offer (BAFO)
Shortlisted/Down Selection
Access to the client for
specific issues, concerns etc
Crafted from a Client’s Business
Perspective
Brief & Focused
What you can do for them!
Slide: 59
Points to Ponder
Fact: When you merge two companies, you end up with three Fact: When you try and manage from a distance you only manage to fail Fact: Global reach does not translate to global productivity
‘Don’t ask your barber if you need a haircut!’ - Warren Buffet
Slide: 60
4. Al Capone’s Business Lessons - Who’s your Daddy?
Slide: 61
Al Capone’s business lessons – Politics, withholding taxes, unrecoverable VAT etc.
In 1929, Al Capone's was investigated for income tax violations. In 1931 Capone was indicted for income tax evasion. On October 17th the jury returned a verdict, finding Capone guilty of five counts of tax evasion and failing to file tax. The judge sentenced him to 11 years imprisonment.
'The first principle is that you must not fool yourself – and you are the easiest person to fool' - Richard Feynman
Slide: 62
Regional Taxes – as a way of reducing Tax Evasion
• A withholding tax - also called a retention tax - is a government requirement for the payer of an item of income to withhold or deduct tax from the payment, and pay that tax to the government
• Some governments have laws that require taxes to be paid before the money can be spent for any other purpose
• Unrecoverable VAT
Negative Business Impact through inexperience or ignorance: • Pressure on profit if not added to pricing • Legislative issues
• Cash flow
• Pressure on profit if not added to pricing • Legislative issues
Types of ‘Witholding Taxes’ are specific to different jurisdictions. They may/may not be applied to Employment, Interest, Dividends, Royalties, Rent, Real Estate.
Under certain tax treaties, reduced withholding tax may be obtained and paid as a foreign tax credit in the payee's home country.
Slide: 63
Al Capone’s business lessons – Politics, withholding taxes, unrecoverable VAT etc.
In 1929, Al Capone's was investigated for income tax violations. In 1931 Capone was indicted for income tax evasion. On October 17 the jury returned a verdict, finding Capone guilty of five counts of tax evasion and failing to file tax. The judge sentenced him to 11 years imprisonment.
Question: Name the person who did most of the work in obtaining proof of Al Capone’s tax violations?
Slide: 64
Al Capone’s business lessons – Politics, withholding taxes, unrecoverable VAT etc.
In 1929, Al Capone's was investigated for income tax violations. In 1931 Capone was indicted for income tax evasion. On October 17 the jury returned a verdict, finding Capone guilty of five counts of tax evasion and failing to file tax. The judge sentenced him to 11 years imprisonment.
Who wants to stick their neck out?
Question: Name the person who did most of the work in obtaining proof of Al Capone’s tax violations?
Slide: 65
Al Capone’s business lessons – Politics, withholding taxes, unrecoverable VAT etc.
In 1929, Al Capone's was investigated for income tax violations. In 1931 Capone was indicted for income tax evasion. On October 17 the jury returned a verdict, finding Capone guilty of five counts of tax evasion and failing to file tax. The judge sentenced him to 11 years imprisonment.
Answer: Frank J Wilson Question: Name the person who did most of the work in
obtaining proof of Al Capone’s tax violations?
Slide: 66
Who’s Your Daddy? - Regulatory and Legal considerations
Daddy Bujitu Mukadi Head of Department: Regulatory - Vodacom
A Legal resource with local knowledge is an imperative for successful business risk reduction/containment in a territory
• African Communities – leveraging Regional Initiatives • Risk Reduction/Containment • Corporate Knowledge • Relationship with Country Regulators • Industry specific laws/regulations.
‘A desk is a very dangerous place from which to view the world’ - John Le Carre
Slide: 67
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10
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13
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17
18 19
20
21
22
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25
26
27
30
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38 39
41
42
43
44
45 46
47
48
49
50
51
52
53
29
28
1 Morocco
2 Mauritania
3 Senegal
4 The Gambia
5 Guinea
6 Sierra Leone
7 Liberia
8 Côte d ' Ivoire
9 Ghana
10 Togo
11 Benin
12 Nigeria
13 Burkina Faso
14 Mali
15 Niger
16 Algeria
17 Tunisia
18 Libya
19 Egypt
20 Chad
21 Cameroon
22 Equatorial Guinea
23 Gabon
24 Congo
25 Central African Republic
26 Sudan
27 Uganda
28 Rwanda
29 Burundi
30 Congo ( DRC )
31 Angola
32 Namibia
33 South Africa
34 Lesotho
35 Swaziland
36 Botswana
37 Zimbabwe
38 Zambia
39 Malawi
40 Mozambique
41 Madagascar
42 Comoros
43 Tanzania
44 Kenya
45 Ethiopia
46 Somalia
47 Djibouti
48 Eritrea
49 Guinea - Bissau
50 Cape Verde
51 Seychelles
52 Mauritius
53 São Tomé and Príncipe
40
Commonwealth
SADC
COMESA
SADC
IGAD
ECCAS
UNICA
NEPAD
ECOWAS
EAC
COMESA
CENSAD
AMU
OAU
Other
ECOWAS
African Communities – leveraging Regional Initiatives
Be Aware of Territories: Jurisdictions, Sovereignties, Countries, Communities.
Slide: 68
Point/s to Ponder
Fact: Any organisation with global aspirations needs to be ‘bulletproof’ Fact: History (or Hollywood) will elevate certain resources above others – at the
expense of ‘the truth’ Fact: Regional groupings are typically only understood by the entities themselves or
a Professor of International Studies.
Slide: 69
5. Cross-Cultural Resource Profile & Plan
Doing Global Business is Challenging – Even for ‘Cash Cows’
Slide: 70
Fact: Whatever brought success to an organisation will eventually be its downfall…
Does anyone work for an organisation they consider as the number one in its industry?
Sources:
World Bank & IFC, Doing Business, 2011
Transparency International, Corruption Perceptions Index, 2011
Consider the Corruption Index:
Doing Global Business is Challenging
Slide: 71
Understanding the impact of cultural differences is key to global business success
'Most businesses reward those that are supportive of the group’s strategies and punish those who challenge the authority of the leaders by raising doubt/s.'
Model of Culture
Time Focus
Space
Structure
Action
Time Orientation
Power
Communication
Competition
Source: Centre for Promoting Ideas, USA, 2012
Culture : ‘the inherited values, concepts, and ways of living which are shared by people of the same social group’
Activities: One after the other – with detail; Concurrent activities – less detail
Past, present, future: Traditional – short term gains through to long term plans /results
Hierarchy versus Equality: Dictatorial through to involvement
Wealth, performance, ambition versus Job satisfaction
Doing or being
Individualism or collectivism: Individual is self-reliant versus shared values of group
Personal zone: Business rather than personal issues
High context versus low context
Slide: 72
Malawi
Notes:
Source: Doing Business 2012, Global
ICT report 2012, IDC, Ovum, NSN,
Melrose Atteridge Analysis
$250-500m
<$50m
$50-100m
$100-250m
Multi-National
Corporation
(MNC)Spend - Country
4.2 2.7 3.2 3.7 2.2
NRI Index
Do
ing
bu
sin
es
s R
an
kin
g
1
Medium
Low
High
>5
>$500m
183
20
Angola
Botswana
Cameroon
Côte d’Ivoire
Egypt
Gabon
Ghana
Kenya
Libya
Mauritius
Morocco
Mozambique Nigeria
Senegal
South
Africa
Tanzania
Tunisia
Uganda
Algeria
Zambia
Zimbabwe
The country attractiveness measures the internet economy maturity against the complexity of doing business in the country. The size of the bubble indicates market size (enterprise ICT). The top 23 countries have been considered.
Country Attractiveness – Consider the African Context
Namibia
The World Economic Forum's Networked Readiness Index (NRI) measures the propensity for countries to exploit the opportunities offered by information and communications technology. The NRI seeks to better comprehend the impact of ICT on the competitiveness of nations.
Be certain that you understand the rationale of focusing on particular countries Slide: 73
A global ‘Cultural Differences Matrix’ is required
Russia: • Action • Communication • Competition • Power • Time Focus • Time Orientation • Space • Structure
Australia: • Action • Communication • Competition • Power • Time Focus • Time Orientation • Space • Structure
Chile: • Action • Communication • Competition • Power • Time Focus • Time Orientation • Space • Structure
Canada: • Action • Communication • Competition • Power • Time Focus • Time Orientation • Space • Structure
The focus must be on the present – and planned - global country reach
A global growth plan should not be crafted on a whim – or merely to follow the competition
Slide: 74
Lead by Example…
Slide: 75
Some cultures are more dedicated & focused than others…
Slide: 76
Point/s to Ponder
'The mere fact that a man is noted in his particular field of research, astronomy, physics, or mathematics should not be considered as presumptive evidence of his ability to see correctly things outside his experience.' - Joseph Rinn
Business Personality: The shared culture, about a company, about each other, about the value of treating others with respect, about being proud of who you – and your colleagues are - and about loyalty and integrity [Being good when no one is watching].
Slide: 77
Why do psychics have to ask you for your name?
Slide: 78
6. Case Study: Even with a global ‘Win’, everything was not peachy in Wonderland
- Interactive session using a ‘real life’ review
Slide: 79
Case Study: Even with a global ‘Win’, everything was not peachy in Wonderland - Interactive session using a ‘real life’ review
Stakeholder Participation
Resource/s [partial list] Global Entity South Africa (SA) Entity
Rest of Africa (ROA) Entity
AM – Account Manager X
BM – Bid Manager X X X
CCO – Chief Commercial Officer X
CDM – Commercial Development Manager X
CM – Commercial Manager X
GAM – Global Account Manager X
Lgl - Legal X
NAM – National Account Manager X
PDA – Principal Lead Architect X
PL – Pursuit Lead X
PR – Partner Relationships X
SA – Solution Architect/s X X
SC – Solution Consultant X
SLAM – SLA Management X
SM – Sales Management X
SMT – Service Management X
1. Account strategy and plan not visible or communicated to all the bid members
2. Proposal gravitated to a technical response answering individual questions rather than a solution crafted
to solve a business problem
3. Understanding of Africa’s complexity and unique sovereign issues did not manifest in the response
4. Fragmented teams/ with too many resources involved, resulting in gaps and overlaps
5. No Steerco formed that included the three entities
6. Disagreements regarding requirements within the team (e.g. contracting and billing entity, transparency
of local costs to customer)
7. Double-counting of commissions between the three entities
8. Initial bid strategy devised between the Global entity and SA entity (excluding ROA entity) which resulted
in ROA entity not being able to contribute to material pricing and solution elements early on
9. SA entity sales resource/s operated as a “middle man” between all three parties which resulted in poor
communication and slowing the bid activities
10. The global entity has not utilised the ROA entity structure in the UK to reduce the cost associated with
the transaction due to the selection of SA entity as contracting and billing entity.
Observations (Top 10)
Stakeholder Participation
Resource/s Global Entity SA & ROA Entities ROA Entity
AM – Account Manager X
BM – Bid Manager X XX
CCO – Chief Commercial Officer X
CDM – Commercial Development Manager X
CM – Commercial Manager X
GAM – Global Account Manager X
Lgl - Legal X
NAM – National Account Manager X
PDA – Principal Lead Architect X
PL – Pursuit Lead X
PR – Partner Relationships X
SA – Solution Architect/s XX
SC – Solution Consultant X
SLAM – SLA Management X
SM – Sales Management X
SMT – Service Management X
Slide: 83
Revisit: The Eldest One Wears Yellow Socks - riddle
Slide: 84
Two game rangers are talking.
'How many children do you have?' The first asks the second.
'Three,' she answers.
'How old are they?' he asks.
'Well if you multiply their ages, you get 72. But if you add them together, you get the
number of your house plus 1,' she says.
The first game ranger thinks for a few seconds and says, 'I do not think there is enough
information for me to solve this!'.
The mother game ranger immediately says, 'Oh, of course, I forgot to tell you that the
eldest one wears yellow socks!'
Revisit: The Eldest One Wears Yellow Socks - riddle
How old are the three children?
Slide: 85
Answer: The Eldest One Wears Yellow Socks
Slide: 86
Answer: The Eldest One Wears Yellow Socks
Three Children’s ages Total (Product) Total (Sum)
1 1 72 72 74
1 2 36 72 39
1 3 24 72 28
1 4 18 72 23
1 6 12 72 19
1 8 9 72 18
2 2 18 72 22
2 3 12 72 17
2 4 9 72 18
2 6 6 72 14
3 3 8 72 14
3 4 6 72 13 The fact that the male game ranger knows the house number and that's not enough for him to determine the children’s ages tells us that it must be ambiguous. There is only one sum that comes up more than once, it's 14. Only one of these has an individual ‘eldest’… 3 - 3 – 8, as there are same age twins .
Slide: 87
7. Closing: Share prices, duvets and ducks
Slide: 88
Closing: A Review
Building mutually beneficial and sustainable long-term client relationships
Multi-National Companies [MNCs] may embrace a new dawn or a long dark night.
Head Office
National Offices <operating as individual entities>
National Offices: • agility to compete • local knowledge • Focused on practical &
realistic growth
Local skills and knowledge
Opportunity scouting
Market management
Relationship building
Account management
Service management
Solution Definition
Use intensive analytics to determine the correct growth strategies and territories [qualified opportunities]
Flatten the organisational structures as much as reasonably possible [rapid relevant structures for decision-making]
Move everything possible to a national level - with global ‘virtual’ teams [obtain national value and leverage globally]
Be aware of belief systems and allow for ‘all user/s’ interaction [spread the decision-making to the correct entities]
Closing: 4-Level Synthesis
Slide: 89
Slide: 90
Closing: Know Your Landscape
Factual knowledge is an imperative Know your ‘real’ competition
The higher profitable opportunities require a greater sales investment – time, resources etc.
Relationships are key to successful engagements
Internal politics is self-destructing
Slide: 91
Use intensive analytics to determine the correct growth strategies and territories [qualified opportunities]
Flatten the organisational structures as much as reasonably possible [rapid relevant structures for decision-making]
Move everything possible to a national level - with global ‘virtual’ teams [obtain national value and leverage globally]
Be aware of belief systems and allow for ‘all user/s’ interaction [spread the decision-making to the correct entities]
Factual knowledge is an
imperative
Internal politics is self-
destructing
Know your real competition
Relationships are key to successful engagements
Higher profitable opportunities, the
higher the investment
Source: Sales Synthesis
Closing: Answering RFP questions will not a winning proposal make…
Slide: 92
Dominant Exclusive Emerging Pervasive Absent
Symbiotic relationship with clients
Sustainability
Making the competitors irrelevant
Multi-National Companies [MNCs] may embrace a new dawn or a long dark night.
Politics, Regulatory Issues, Withholding Taxes, Unrecoverable VAT etc.
Closing: Craft a Roadmap – including Value Propositions - to support a Client’s business sustainability…
Territories: Market, Regional Communities, Client Attractiveness, Culture, Corruption Index
Winners
Losers
Slide: 93
Closing: Consider a Strategic Staircase to illustrate the Vision…
Value derivation from income generation activities
2013/14 2014/15 2015/16 2016/17
•Consolidate strengths
• Introduce new brand
•Grow revenue in existing market
• Market positioning
• Identified alliances
• New client base
• Success in emerging marketplace
• Integrated Account Plans to specifically support the client Business Strategies
•Revenue growth from new clients closed previous FY
•Develop replicable solutions / services
• Identify & grow in new markets
•Focus on new clients
•Embed CRM principles
•Develop more replicable solutions and services
•Dominate chosen markets
•South African dominance with integrated value chain across major sectors
•Revenue growth
•Recognised brand
•Employer of choice
•First refusal partner
•Non-domestic growth
•First refusal partner with new clients
•Client retention
•Competitive KO
• > X % marketshare
Ou
tco
mes
Th
rust
Emerging
Dominant
Recognised Leader
One of many
Source: Sales Synthesis
Symbiotic relationship with clients
Slide: 94
Relax and formulate a balanced lifestyle…
Slide: 95
The Chocolate Challenge How to eat chocolate indefinitely…
Source: Tastefully Offensive
‘Life is like a box of chocolates ... You never know what you're gonna get.’
- Forrest Gump
Slide: 96
Closing: Share prices, duvets and ducks
Without a ‘third-party evaluation culture’, the future is…
Slide: 97
Closing: Share prices, duvets and ducks – All Down
Down… Down… Down…
‘Profit is an opinion, cash is a fact’ - Steward Hamilton, IMD Professor
Slide: 98
When Duty Calls – Never Falter…
Slide: 99
Closing Statement
“There is something beautiful in all of our imperfections” - Kirsten Dunst (playing the character Nicole Oakley in Crazy/Beautiful
“You might think that you're original, but we all come up that way” - Albert Hammond (from the Lyrics of “Who's For Lunch Today?”
and…
Slide: 100
8. Q&A Session
Slide: 101
Q&A Session
‘Our greatest strength as a human race is our ability to acknowledge our differences - our greatest weakness is our failure to embrace them.’
- Judith Henderson
Slide: 102
Bibliography:
1. Cross-cultural Differences in Management: Tagreed Issa Kawar, Princess Sumaya University for Technology 2. The Believing Brain: Michael Shermer 3. The Logic of Life: Tim Harford 4. Guns, Germs and Steel: Jared Diamond 5. Thinking about Sustainability: Stephen Bosman, MD – Melrose Atteridge [www.melroseatteridge.com] 6. The Secret Anarchy of Science: Michael Brooks 7. The Google story: David A. Vise 8. The Moral Landscape: Sam Harris
Interesting Links:
1. www.sales-synthesis.co.za 2. www.prosperous-proposals.com 3. www.proposal-design-services.co.za 4. www.melroseatteridge.com
103
APMP BID & PROPOSAL CON 2013 | PAGE 103
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