The Fairfax County Economic Development Authority's Procurement Academy

Capture Planning – Uncovering Contract Opportunities Dec 8, 2010

Presented By

Wanda GambleVice President, Federal/Civil Health Business Development

Vangent, Inc

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What Should We Know? • Overview

Strategic Roadmap Our Markets (e.g., Healthcare, Cybersecurity, Education,

Environmental, Energy) Our Customers Our Partners & Competitors Threats & Opportunities to the Business

Our customer Organization/Structure/Politics We should know more about them than they do! (e.g., Their solutions Who is their customer/end-user?

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Our Strategic Road Map

NIH CIO-SP3 IDIQ

Transparency

Cybersecurity

Energy Environmental

Healthcare

Grants.gov

GWACs

GSA Schedule

Threats and Opportunitiesto the Business

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Threats OpportunitiesPolicy • Uncertainty around new legislation and rulings (HITECH,

Meaningful Use and Affordable Care Act causing delays in procurements release

• Changing procurement environment

• If government moves toward using GWACs only, it will eliminate the pursuit of agency vehicles, like CIOSP3; however, one could benefit by pursuing opportunities in “green spaces” as a prime on GSA schedule, or Alliant

• New legislation also offers opportunities

Budget • Flat budgets won’t allow for any new programs to be procured or will cause further delays and/or allow extensions of current task orders which favors incumbents

• CR, CR, CR!!!!

• ARRA monies need to be obligated. Opportunities procured under Alliant or other GSA schedule could be “upside” revenue

• Leverage contract vehicles and those of partners

Technology • Investment in Health IT to allow for connectivity and collaboration

• Move toward adoption of EHRs• Healthcare costs containment will allow for better fraud

detection and prevention tools

• Emerging cross agency requirements (i.e. health & DHS) and inter agency – HHS and DOJ for fraud prevention- allows us to penetrate new customers and expand presence in current accounts, leveraging current domain expertise

• Additional resources and capabilities with Buccaneer acquisition allow Vangent to pursue other opportunities (e.g. infrastructure, data analytics, quality control and improvement

Competition • Delays and/or budget cuts favor incumbents• Many new competitors entering health space, to include,

traditional defense companies with deep pockets (e.g. LM, NG, Raytheon, L3 Communications, GDIT, et al), as well as many small businesses

• HHS, especially the small OpDivs and NIH often favor small businesses

• Play up our “right size” and 56% of business is healthcare• Diversify our base by pursuing opportunities in NIH, AHRQ, HRSA, etc.• Expand footprint in current account like CDC, CMS and HHS OS

(OCIO, ONC).• Win recompetes and follow-ons.• Leverage agility and flexibility to support programs, not just IT,

opportunities, like Cash 4 Clunkers• Leverage Buccaneer acquisition

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What Should We Know?

• Our Competition• Who are they?• How are they organized?• What are their strengths?• What are their weakness?• How do we compete?• Flank - Change the rules• Fragment - Divide the business• Defend - Protect our base• Frontal - Attack where we have the advantage

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Reducing Client Calls to Close

• Increase P/Win and close the deal

• Identifies and verifies customer pain

• Identifies objections early

Five Key Questions

• What is your Mission• What are your Goals and Objectives to accomplish

mission• Do you have a plan to reach those Goals and

Objectives• What are your obstacles that prevent

accomplishment of plan• If my company can show you how we can

overcome those obstacles, implement your plan …. Execute your mission, Will you buy from us? (can be reworded to get next meeting with decision-maker, get approval for demo/proposal or get to close on an opportunity via vehicle)

Four Components…Introduction/Problem Definition

• Introduction/ Problem DefinitionVision, Mission, and/or PurposeGoals and ObjectivesProblems facing customer in meeting those goals and

objectivesOur intent in solving those problems to meet their Goals

and Objectives (Goals & Objectives of the proposal, bounds what we are going to address of the customers’ Mission, Goals, Problems)

Creates a compelling event

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Four Components…Solution

• Our SolutionStates how it solves the problem and makes the

customer successfulTechnical OverviewGraphic Architectural Representation when possibleReviews Technical ArchitectureReviews complete solution components

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Four Components…Financial & Close

• FinancialROI/ROSReviews the opportunity costsReviews the Savings

• CloseSummarizes the first 3 sections into a compelling closeGoals and Objectives exceededHow we can solved their issuesCompelling EventClose

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Client Call/Presentation

• Who will benefit personally from leading the charge?

• Will support the effort/proposal?• Will try and submarine the effort/proposal?• What is the problem and compelling event?• Where does the effort/proposal affect other

areas?• When do we propose (e.g. timing)?• Why is it compelling to do it now?

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