4. Using VisibleThread for Competitive Intelligence - Milestone

1

Global Bid DeskUsing VisibleThread For Competitive Intelligence

2

Today’s Use Case

● Opportunity● Introduction To Milestone Systems AS

● Competitive Marketplace

● Problem● Adhoc Organization

● Investing in “Win Rate”

● Competitive Sales Playbooks

● VT Solutions & Workstreams● VT’s Decision Gates - Pursuit Compatibility Grid

● VT’s Impact On Proposal Strategy Development

● Ghosting / Black Hat

Opportunity

Problem

Solution

3

key

formatted bullets

Video Management and Security

● Hyper Growth Industry growing +25 YoY

● Video Management Software is enabling cameras to be managed

Provides online

parcel tracking

facility

Complex logistics

chains

Goods can be

located at any

time

Customers can

check the

dispatch status at

any time by

entering the

parcel number

Runs on

Milestone VMS

Parcel tracking

Simultaneous

analysis of

several video

channels from

different sources

Possibility of

matching against

a “hot list” using

different filters

Lots of different

applications

possible:

collection of road

taxes, access

control etc.

Everything

managed from

one single point

Enables to easy

investigate and

prove fraud

Interaction with

sources and

surveillance

solutions

Transaction data

is time-linked with

video images of

ATMs and

analysed

Any transaction

that would need

to be time-linked

with digital video

monitoring can be

investigated

Indicates when

more staff is

needed by

monitoring the

flow of customers

Provides alerts

when shelves

need restocking

Used to study and

improve store

design in order to

optimize traffic

flow

Can help

developing

training tools to

spot shoplifting or

help customers

efficiently

License plate recognition

ATM transaction monitoring Consumer behavior

4

key

formatted bullets

Hyper Competitive Market

● 1% difference between Milestone and our biggest competitor

● Minor product and Go To Market difference

● Significant differences in sales execution Milestone is the No.1 player globally for IP-based Video

Management Software

Global IP VMS market shares 2012A

Milestone growth vs. Global VMS market growth (rebased to 100)

Milestone

8%

Other

53%

0

100

200

300

400

500

600

700

800

2006A 2007A 2008A 2009A 2010A 2011A 2012A 2013A

Milestone Market

+441%

+324%

Consistent growth well above market growth

+593%

OEM

partner

5

key

formatted bullets

Milestone Systems Intro

● Software Manufacturer

● #1 VMS Global Market share

● Don’t sell direct to end customers

● All proposals are “Teaming”

Milestone presence

Milestone’s Open Platform VMS is at the core of video surveillance installations

Video

Management

Software

(VMS)

Cameras

(Manufacturer Alliance

Partner Program)

ResellersDistributors

/ OEMs

Continuous feedback

End-usersAfter-sales

support

VMS is at the core of video surveillance installations

Pre-sales

support

Marketing

Certification

Simple installation characteristics

Demand intuitive products that are easy to understand, purchase,

install and configure

Less technical insight

Decision makers are typically security resellers

Complex installation characteristics

Significantly more educated end-users

Often gather best-of-breed solutions themselves or via IT resellers

3rd party hardware/software

(Solutions Partner Program)Business Units

(PM / BD)

R&D

(Existing products)

Second-line

Investigation/Export

Investigation/Export

Client Networ

k

Camera Network

Recording Server

and Storage

Court

Viewing

6

Understanding The Playing Field

The Rules of Opportunities

Winning Solution

Milestone Channel Needs

Large End User Account drive 25% of the revenue from 250 accounts:

1. The Rules of Large Project Opportunities:

2. Milestone Winning Solution Includes

3. Milestone Organizational / Channel Needs

7

key

formatted bullets

Milestone BD-CMM Baseline Target

Current Milestone Position

Proposed 2015Objective

8

Milestone Global Bid Desk Overview

Global Bid Desk ObjectivesStrategy and

Business Case:

1. Increase Win Rate

• Large end-user project proposal support

2. Increase Profitability

• Partners win more of the right projects

3. Increase Retention

• Less effort and improved results.

End User RFPs’

Milestone Partner Response

Very Detailed

Limited Response Time

Highly Technical

Biggest Projects

Standardize Response

Global Team Of Specialists

Ensure Technical Compliance

Create Winning Proposal

Validated QA Pairs

Lower Time Investment

Reduce Delivery Risks

Highest Quality Proposal

Results

Win

More

Projects

9

Solution Business Development

Investing in Win Rate:

A. Governance is biggest ROI thru

pursuit decisions

B. Proposal Management and

development of the “win theme”

in support of a pursuit decision

C. Key Account Management

contributes and supports the

pursuit and capture activities

D. Program Management supports

the pursuit with a quality

assurance technical solution

#AWeekly meetings to review project pursuit business cases

Bid decision gate discipline

Win rate improvement of 2x –3x

Govern

ance #B

Develop the Win Theme

Create the Executive Summary

Proposal development and compliance

Win rate improvement

Pro

posa

l M

anagem

ent #C

Capture Management

Position Milestone to be the preferred solution

Implement Price To Win Strategy

Win rate improvement K

ey A

ccount M

anagem

ent

#DDevelop the winning solution

Lower the delivery risks

Provide Delivery support

Pro

gra

m M

anagem

ent

VisibieThread Provided Significant Capability

10

Teaming On The Right Projects

Key

Account

Managers

Technical

Program

Managers

Proposal

Managers

“R igh t

P ro jec t s ”

● Customer focused capture skills and strategy

● Win Themes, and Price To Win Strategies

● Pursuit planning, scheduling and managing

● Solution engineering, costing and ownership

● Technical compliance and referenceabilty

● Past performance analysis

● Proposal planning, development and delivery

● Executive summaries

● Customer presentation development

Disti, Partner + CBM● Account ownership● Project registration● Source document

ownership● Delivery ownership

11

Global Bid Desk Critical Paths

Critical Paths To Successful Launch:1. Bid Desk Process &

Alignment2. Opportunity Pursuit

Governance Process3. Centralized Milestone

Body Of Knowledge4. Proposal

Management and Automation System

5. Key Account ”Capture” Team

12

key

formatted bullets

High Value VT Users RolesD

irecto

r of BD •The Director of Business

Development role is to manage, support, and supervise the business development department. Director of Business Development responsibilities include but are not limited to: initiating marketing strategies, setting sales targets, defining strategy to achieve these targets and following the set strategy punctually, developing draft proposals, developing concepts based on team meetings, managing the proposal developmentprocess and maintaining the time lines for the Proposal teams, supporting marketing activities (including trade/scientific shows, mailings). A strong Director of Business Development must have the ability to discuss strategic and sensitive issues with clients and internal teams.

Captu

re M

anager •The Capture Manager is

responsible for developing and managing win strategies and short- and long-term capture team assignments. The Capture Manager works in partnership with the Proposal Manager and Program Manager to implement the strategy. A Capture Manager's responsibilities include but are not limited to: developing a compelling win strategy; achieving corporate/team partner buy-in; preparing, maintaining, and implementing the formal Capture Plan, including team assembly, conducting customer, self, and competition analyses, and intelligence gathering; establishing pricing strategy; assisting with the development of win themes, discriminators, and ghosts; identifying potential significant risks and determining how to mitigate them. The Capture Manager also establishes resource needs, including overhead and B&P budgets.

Com

petitive I

nte

llig

ence •Competitive Intelligence

employees are responsible for producing actionable intelligence that improves win rates on high-priority opportunities within a business unit. A Competitive Intelligence employee fosters knowledge sharing within the organization and trains others in Competitive Intelligence tradecraft while producing in-depth, tailored competitive analyses for opportunities. The Competitive Intelligence employee is also responsible for analyzing new markets, facilitating black hat workshops and collaborating closely with price to win analysts.

Price T

o W

in

•Price to Win employees operate as members of the Business Development team and are responsible for conducting Price to Win and competitive analysis on a full range of capture efforts. Price to Win employees are responsible for developing a bid pricing strategy and price recommendations, as well as collecting and analyzing public documentation and proposal debriefs using market-research tools to generate meaningful programmatic analyses to promote effective and strategic pricing solutions. The Price to Win employee also supports and participates in black hat strategy sessions to develop customer and competitor intelligence.

Bla

ck H

at •The Black Hat will provide

a competitive assessment to address the proposal's competition in terms of the responding team's strengths and weaknesses as compared to the competition, using standard evaluation criteria. A successful Black Hat will review and disseminate competitive intelligence about the competition, as well as review the capture and proposal strategies to improve the overall win theme and plan.

13

Competitive VT Work Streams

● Proposal Development Worksheet● Dictionaries (MBOK)● QA Database● Discriminators● Win Themes● FABs – Feature, Advantage, Benefit

Statements● Pursuit Decisions● H.I.M Report (Hot Button’s, Issues

and Motivators● Familiarity● Compliance● Table of Contents

Discovery

Analyze

Compare

Prioritize

Execute

Milestone’s

VisibleThread

Usage

14

Proposal Development Worksheet

15

Coordination With Bid Desk Process

● 0.1 – Receive Tender● CBM’s forward the tenders to GBD on

average 1-2 days after they receive them

● Day 3 Analyze the Source Documents and Schedule CBM call Development Worksheet

● Day 4 Engineering work including: Compliance QA, Design, Visio, and Other

● Day 5 GBD Proposal Plan Draft including if needed: Response type, TOC, Pricing, Partners

● Day 6 Proposal Development● Day 7 Executive Summary● Day 10 Handoff to partner● Day 11 Submit

Pursue

Decision

GBD

Analysis

& PDW

Engineering

GBD

Analysis

& PDW

GBD

Proposal

Development

Submit

Start

16

VT - Pursuit Compatibility Grid

● Governance Tool Purpose

● Quantify the opportunity

● Select the “Right” opportunities

to invest into winning together

● Pursuit Types

● Type 1: 80% Win rate

● Type 2: <50% Win Rate

● Type 3: <10% Win Rate

● Type 4: 0% Win Rate

Relative match with existing products and services

Existing markets and customers

less More

Less

More

1. Similar Product / Similar Market: - Bid Desk Pursue

4. New Product / New Market - Don’t support pursuit as is.

2. Similar Product / New Market: -Partner Pursue with Bid Desk Support

3. New Product / Similar Market: Partner Pursue without Bid Desk support

Strong Pursuit Indication: Know product, market, and customer: Focus on competition

Caution Pursuit Indication: Learn the market. Establish your company in the market before focusing on the competition.

Weak/Success Unlikely Pursuit Indication. Drop, if you pursue, it will require a detailed plan and far more resources than leads in sectors 1,2, and 3.

Caution Pursuit Indication. Make sure you have a product to meet the need of your customer base, then focus on the competition

X

17

Dictionaries – Body Of Knowledge

Proposals

Corporate

Marketing Product

Sales

Benefits From The Centralized Milestone Body Of Knowledge Database:

• Writing styles, document types, document templates

• Productivity Gains because of eliminating accessibility, versioning, approved content challenges

• Data reuse and content management create compliance, risk mitigation and accelerates new resource onboarding.

• Centralized Database improves compliance, product risk mitigation, and Product Management and Development insights

18

Question / Answer Analysis

● What are the differences?

1. Document Purpose

2. Question Type

3. Answer Length

4. Expected Output

5. Reviewer Process

6. Customer Decision Support

● Question classification● Metadata tagging

● Answer Length●A1 / A10 / A30 / A60 / A120 / A240

Response Types Customer Example

Statement of Compliance Hyderabad Metro Rail - Thales

Request for Quotes

Technical Purchased Specifications

Metro Rail System –Alcatel/Lucent

Non-Priced Responses Auckland Transport

A&E Specifications Cassidian

Technical Specifications Sydney Trains

Technical Proposals Oman Airport

Tenders Staten Vegvesen Region Ost

Request for Proposals DAA

Request for Information ING

Questionnaires AGT

Market Survey Shell Oil

Supplier Qualification Process ABB

18

19

QA Automation / Management Tools

Visible Thread

● For Docs

● Provides automated discovery, baseline

compliance and document parsing

● Clarity Grader

● HTML content discovery engine

Qorus Docs

● Breeze

● Proposal automation with a initial focus on

question/answer proposal types

● Docgeneration

● Proposal template creation

Qvidian – Process Management

20

Compliance To Requirements

0

10

20

30

40

50

60

70

VT improves compliance tracking with standardized dictonaries

21

Win Themes Best Practices

Concept Description

Compliance and Responsiveness

Are often confused. Both must be addressed.

Discriminators

Are features of your offer or solution that (1) differ from a competitor's offer and (2) are acknowledged by the customer as important. Both conditions must be met.

Features, Advantages, and Benefits

Are needed to sell effectively in person and in a proposal. Sales and proposal professionals with extensive training about features, advantages, and benefits, often omit benefits, fail to link features to benefits, or mention benefits only at the end of a presentation or proposal section.

● We prioritize these three areas to support the Price To Win

● VT is used to enable the prioritization

22

key

formatted bullets

Feature, Advantage, Benefit Process

Step 1: Review the customer case and

select a customer issue to address

Step 3: Select a partner feature

which can be used to address the

customers issue

Step 5: Newly

combined feature

statement is created.

Step 4: Write a new

combined feature

statement.

Step 12: Theoretical customer brainstorm

on how the advantages are linked to the

customer’s issues with the objective to

get the customer to state the value of

addressing these issues.

Step 11: Review case study

which is a brief summary of

the previous customer

meetings.

Step 14: Newly created

combined benefit statement.

Step 7: Analyze and

select the possible

advantages that the

combined feature

statement can

deliver.

Step 9. Newly

created combined

advantage statement.

Combined Feature

Statement

Step 2: Select a Milestone feature

which can be used to address the

customers issue

Customer

Issue

Milestone Feature

Partner Feature

Step 6: Convert the

combined feature

statement into an

advantage

statement.

Step 8: Write a

combined advantage

statement.

Combined Feature Statement

Creation Work FlowCombined Advantage Statement

Creation Work Flow

Combined Feature

Statement Analysis

Advantage

Statement

Step 10. Convert the combined advantage statement

into a combined benefits statement.

Combined Benefits Statement

Creation Work Flow

Step 13: Write a new

combined benefit

statement.

Issue

Customer

IssueCombined Feature

Statement

Advantage

Statement

Combined

benefit

statement

1 2 3

Combined Feature Statement Formula Combined Advantage Statement Formula Combined Benefit Statement Formula

Steps to create the combined features, advantages and benefits

Step 15: Repeat (3) additional times

● VT Usages

● Accelerates

Teaming Proposal

Development

● Tracks word usage

for each FAB

23

VT - Win Themes and PTW Process

24

Any Questions