Bid/No-Bid Decision-Making Tools and Techniques Gregory A. Garrett, Managing Director Navigant Consulting, Inc. Creating a simple, repeatable, and effective bid/no-bid decision-making process can prove very valuable in helping a reduce costs and improve both revenues and profits. This article is a modified extract from the book, The Capture Management Life-Cycle: Winning More Business, by Gregory A. Garrett and Reginald R. Kipke (CCH, Incorporated, 200). Every, large or small, has an approach for conducting bid/no-bid decision-making. On one end of the spectrum, some companies employ a simple direct approach called we bid everything or the shotgun approach, which generally results in high bid and proposal costs and a relatively low bid-win rate (number of bids won versus the number of bids submitted). While at the other end of the spectrum, there are companies who practice the no-blind-bids approach. This approach means the only bids on opportunities that they knew were coming before the solicitation being awarded, and have helped in an ethical way to influence the buyer s requirement planning. Companies who practice the no-blind-bids approach typically have a higher bid-win rate and a higher capture rate (total value of bids won versus the total value of all bids submitted). So, why is it that every does not use the no-blind-bids approach? The answer is simple it costs more upfront to proactively staff a team of people to perform business development than to reactively develop and submit bids or proposals in response to request for quotes or request for proposals. This article focuses on the inherent opportunity versus risk assessment that every must conduct, either formally or informally, as part of the bid/no-bid decision-making process. Plus, this article includes a few simple yet proven highly effective tools and techniques that have benefited both large and small businesses in reducing bid and proposal (B&P) costs, increasing bid-win rates, and increasing bid-capture rates. Elements of Opportunity Elements of Risk Corporate Direction Customer Commitment Competitive Environment Corporate Competence Potential Profitability Opportunity Engagement Future Business Potential Period of Performance Probability of Success Resource Coordination Overall Strategic Value Overall Feasibility Revenue Value External Obstacles In-house Content Solution Life-cycle Match Resources to Bid Delivery Schedule Collateral Benefit Non-performance Penalties 1
Top 10 Opportunity and Risk Elements Based upon extensive research and experience, we have developed a list of the top 10 elements of opportunity and top 10 elements of risk (See Table 1 on page 1). Elements of Opportunity 1. Corporate direction match Refers to how consistent an opportunity is with your core business or corporate direction for new business. Companies have a much higher probability of winning and successfully delivering when an opportunity is consistent with their core business and strategic direction. One way to make this assessment is to honestly ask yourself, How perfect of an example is this opportunity in relation to the kind of new business our is seeking? 2. Competitive environment Refers to whether you or your competitor is perceived by the customer as the solution leader and is favored as the solution supplier. Opportunities where the customer perceives your as the leader and is the favored supplier (for reasons other than price) are highly desirable. Customers may have this perception due to technology, reputation, past experience, industry commitment, and so on. Of course, the customer may perceive your competitor as the leader for the same reasons.. Revenue value Refers to the dollar value of the opportunity. The intent is to distinguish small from large revenue opportunities. Obviously, this needs to be assessed in the context of the size of your and the typical size and currency of new opportunities. Since exact pricing has yet to be developed, you must develop a best estimate and focus only on near-term revenues, such as those likely to be generated in the first year of contract delivery.. Potential profitability Refers to the likely margins on the business given the competitive environment and what it will take to win. Most companies have guidelines on profitability of new opportunities, which should serve as the basis to assess how rich or poor the margins are likely to be. Be sure to estimate this based on the near-term margins and do not include margins on future business.. In-house content refers to the percentage of the products or services which will be provided by your. Frequently, opportunities require some outside supplier product or service; however, ideally all or the vast majority of the products and services are from within your. You will always have a higher probability of success with what you know best, which are products and services from your own. 6. Future business potential Refers to the degree to which an opportunity will impact additional business beyond the scope of that specific opportunity. For example, an opportunity may provide the means to gain a new account or protect an existing account. Consider the degree to which specific identifiable future business is dependent upon winning and successfully delivering this business. Resources to bid 7. Refers to the amount of resources required to bid and the impact the pursuit of this opportunity will have on other opportunities being pursued. Opportunities do not exist in a vacuum and all companies have resource constraints, so one needs to consider the opportunity cost of not pursuing or jeopardizing other opportunities. Conversely, you may have resources or assets that are idle, which you want to keep engaged and active to positively impact resource or asset use. 2
8. Probability of success Refers to the likelihood that you will win the business versus one of your competitors. 9. Collateral benefit Refers to the degree to which pursuit of an opportunity will improve the existing skill level or develop new skills that will benefit other opportunities for future business. Since additional work typically improves existing skill levels, consider the degree to which this opportunity will exceed the norm or have a wide-scale impact on a large population. 10. Overall strategic value Refers to the overall need to win the opportunity as assessed by the sales manager or key account manager. This should be based upon consideration of all of the opportunity elements, along with any other tangible or intangible aspects of the opportunity that are considered relevant. Elements of Risk 1. Customer commitment Refers to the degree to which the customer has demonstrated a solid commitment to implement the solution offered in an opportunity. Typically this type of commitment is demonstrated through either budgeting for the implementation in a current or future business plan or identifying and assigning resources to support the implementation. 2. Corporate competence Refers to your s past experience or core competencies to deliver the solution required in an opportunity. The more experience your has in projects similar to the opportunity, the lower the risk. Conversely, if a similar project has never been successfully completed by any in the past, then there is a tremendous risk with this opportunity.. External obstacles Refers to the degree to which roadblocks exist that are beyond the control of either your customer or your. A good example of this would be if your customer were a regulated utility who must obtain approval from a state or federal authority before they can implement the opportunity. Another example might be if your customer has yet to secure the capital needed to fund the implementation during a period when capital is tightly constrained.. Opportunity engagement Refers to the degree to which your or your competitors were involved in establishing the customer s. If you did not help your customer develop their, chances are one of your competitor s did. The more involved your is in establishing the, the more strengths your products and services will have and the more weaknesses your competitor s products and services will have.. Solution life-cycle match Refers to the degree to which your solution involves the use of existing mature products versus new products or leading-edge technology. On one hand, if your solution involves mature products available today, your risk of the solution working is very low. On the other hand, if your solution involves many new products that have yet to be released, or are based on leading-edge technology, you have a high risk of encountering development delays or the products not working as planned. Period of performance 6. Refers to the length of the contract. The longer the contract, the greater the chance of significant changes. Personnel, customer environment, and business climate are a few examples of changes that can introduce risk impacting the project.
7. Delivery schedule Refers to when delivery is required and who controls the schedule. The ideal situation is if the schedule is flexible and can be set by your ; thus, you can ensure you have adequate time to be successful. Conversely, if your customer has already fixed the delivery schedule and has also identified penalties for missing schedules, you will be assuming a risk associated with missing deliveries. Keep in mind that while delivery schedules are typically an issue when too short, there can be situations where the delivery schedule is so far in the future that you may have risks ensuring the products you plan to deliver will still be in manufacture. 8. Resource coordination Refers to the number of internal groups in your or external suppliers that must be engaged to deliver the solution. The larger the number of internal groups required, the more coordination that is required to ensure successful delivery and the higher the risk of having a disconnection and delivery problem. Coordination of outside suppliers introduces even more risk, as you typically have more control over internal groups than external suppliers to resolve problems. 9. Nonperformance penalties Refers to the degree to which your customer has specified penalties for failure to deliver as promised. If your customer has not specified penalties or you can negotiate them with the customer, then you can minimize the risks. If your customer has specified monetary or other penalties which are non-negotiable, then this increases your risk. 10. Overall feasibility Refers to the degree of feasibility of the project as assessed by a knowledgeable representative of the group in your accountable to deliver the solution. A major factor to consider in assessing feasibility is past experience with the customer on fulfilling their obligations or addressing unforeseen problems equitably. If the project is extremely complex and the customer has a poor track record of supporting complex projects, there is a high risk of the project being unsuccessfully implemented. Opportunity Risk Assessment Tool The real key to successful bid/no-bid decision-making is engaging your integrated project team (IPT) or integrated solutions team, typically composed of members from sales, business development, contracts, accounting or finance, technical staff, operations or project management, proposal or capture management, etc. Then ask the members of the IPT to take each of the formerly mentioned elements of opportunity, and use a four-point scale to assess each element, as shown in Form 1 on page 6. Since all elements do not have equal importance, we must also multiply this raw one-to-four score by a weight to develop a weighted score. These weighted scores can then be totaled to derive a Total Weighted Opportunity Score that can then be plotted on the opportunity axis of the Opportunity-Risk Assessment Grid. Case Study IBM (Global Services) IBM has a long and well-deserved reputation for being very proactive with their customers. IBM has for many years taken great pride in their ability to understand their customers challenges and business needs, thereby developing products, services, and solutions to satisfy their customer s needs. IBM also has a well-established business practice of evaluating both business opportunities and risks. Their account executives and project managers always conduct a thorough opportunity and risk assessment for each deal.
To help mitigate business risks, IBM seeks not only to understand their customer s business situation, but to influence the customer s selection process by which they purchase products and services. At IBM Global Services, they have an old saying, No blind bids, which means IBM wants to always know the customer s needs, the risks, and opportunities before a solicitation document (i.e., invitation to bid, request for proposal, etc.) is ever issued by a customer. At IBM, opportunity and risk assessment is a proven best practice and an essential part of their business processes. Case Study Boeing (Integrated Defense Systems) As companies become more successful in dealing with challenges, risk management becomes a structured process that is performed continuously throughout the business life cycle. Such is the case at Boeing Integrated Defense Systems, where designing, manufacturing, and delivering an aircraft can take years and a multibillion-dollar investment. Typically, Boeing evaluates the following risk categories and develops detailed risk mitigation strategies and actions to improve their business case by reducing or eliminating potential negative aspects. Risk categories at Boeing include: Financial Up-front funding and payback period based upon number of planes sold. Market Forecasting customer s expectations on cost, configuration, and amenities based on 0- to 0- year life of a plane. Technical Must forecast technology and its impact on cost, safety, reliability, and maintainability. Production Supply-chain management of a large number of subcontractors without impacting cost, schedule, quality, or safety. If we use the same methodology for risk, as is shown in Form 2 on page 7, we can similarly develop Total Weighted Risk Score that can then be plotted on the risk axis of the Opportunity-Risk Assessment Grid. Opportunity Risk Assessment Grid There will often be more opportunities than you have resources to pursue, so you must prioritize and direct resources to those opportunities that have the highest probability of success and payback versus those that do not. Since you will need to compare opportunities to make choices, it is necessary to develop a methodology to assess and compare specific opportunities. This can be done using an x-y coordinate grid, see Figure 1 on page 8, which plots opportunity on the y- axis and risk on the x-axis. The grid has been further subdivided into quadrants to characterize different types of opportunities. Quadrant A contains those opportunities that have a high opportunity value and are also low risk. Quadrant A opportunities should be the highest priority, as they have the highest probability of success with the best potential payback. In contrast, Quadrant D contains those opportunities that have low opportunity value yet have high risk. Quadrant D opportunities are likely to be projects you should avoid and do not want to waste resources on pursuing as they have a low probability of success and a low potential payback. Clearly, Quadrants B and C fall in between and require greater analysis and discussion amongst the members of the IPT to determine whether the organization should pursue the opportunity or not.
Opportunity Quantification Tool Opportunity Element Core Business/ Corporate Direction Score Weight Weighted Score 1 2 Counter to core business and corporate direction Neutral to core business and corporate direction Partially aligned to core business and corporate direction Fully aligned to core business and corporate direction 6 Competitive Environment Competitor is clear leader and is favored by customer Customer favors the competitor and is neutral to your No clear leader and customer has no supplier preference Your is clear leader and is favored by customer Revenue Value Greater than $00K Between $00K and $2.M Between $2.M and $M Over $M Potential Profitability Profitability is negative or break-even Profitability is between 0 0% of corporate Profitability is between 0 100% of corporate Profitability is over 100% of corporate In-House Content Less than 0% of content is from your Between 0 7% of content is from your Between 7 90% of content is from your Over 90% of content is from your Future Business Potential Little or no connection to future business Possible link to future business Likely link to future business Assured or mandatory link to future business Resources to Bid Will significantly drain resources working on other opportunities Will drain some resources working on other opportunities Will have little or no impact on resources working on other opportunities Will use resources currently underutilized Probability of Success Probability of success is near zero Probability of success is less than 0% Probability of success is over 0% Success is almost certain Collateral Benefit Little or no benefit to other projects or new skills Some benefit to either other projects or new skills Some benefit to both other projects and new skills Significant benefit to other projects or new skills Overall Strategic Value It is of low importance that your win this business It is somewhat important that your win this business It is of high importance that your win this business It is critical that your win this business Total Weighted Opportunity Score 6
Risk Quantification Tool Risk Element Customer Commitment Score Weight Weighted Score 1 2 Customer has assigned budget and personnel Customer has assigned budget but not personnel Customer has assigned personnel but not budget Customer has not assigned personnel or budget 6 Corporate Competence Complete replication of past projects done by your More than 0% replication of past projects done by your Less than 0% replication of past projects done by your No replication of past projects done by your External Obstacles No obstacles exist which are outside control of customer Some obstacles customer is actively working to address each Some obstacles customer has plan to address each Significant obstacles, customer has no plan developed to address each Opportunity Engagement Your developed for the customer Your guided customer in development of Your provided comments after were developed Your had no involvement in developing Solution Life-Cycle/ Match All can be met by mature, released products Less than 0% of products will be prereleased or new products Between 0 70% of products will be pre-released or new products 70% of products will be prereleased or new products Period of Performance Contract is for less than 6 months Contract is between 6 months and 1 year Contract is between 1 year and years Contract is over years Delivery Schedule Delivery schedule is flexible and will be set by your Delivery schedule to be negotiated by customer and your Delivery schedule is fixed, but no penalties for missed dates Delivery schedule is fixed and penalties exist for missed dates Resource Coordination Need to coordinate less than groups in your Need to coordinate or more groups in your Need to coordinate groups and up to 2 outside suppliers Need to coordinate groups and or more outside suppliers Nonperformance Penalties No penalties for nonperformance Penalties to be negotiated between customer and your Fixed monetary penalties for nonperformance with a limit Fixed monetary penalties for nonperformance with no limit Overall Feasibility/ Risk Project is feasible and risks are manageable Project is feasible but risks require mitigation Project has some elements which are questionable but risks can be mitigated Project has questionable feasibility and very high risks Total Weighted Risk Score 7
About the Author GREGORY A. GARRETT, CPCM, C.P.M., PMP, FELLOW, serves as a managing director with Navigant Consulting s Government Contractor Services practice. He is a member of the NCMA Board of Advisors and also has been awarded numerous national and international business awards. He is a member of the Washington, D.C., Chapter. Conclusion In retrospect, effective bid/no-bid decisionmaking requires a to form a preliminary integrated project team (IPT) to conduct an opportunity and risk assessment using simple yet effective tools and techniques like those discussed in this article. Then, the IPT should present the facts to stakeholders so they can understand the opportunity and risks and make an informed decision to pursue the opportunity (bid) or not pursue the opportunity (no bid). This should be done in an unbiased and objective manner. The future of a depends upon their ability to consistently make good decisions on how to prioritize opportunities and commit scarce resources. Creating a simple, repeatable, and effective bid/nobid decision-making process can prove very valuable to help a reduce costs and improve both revenues and profits. About Navigant Consulting Opportunity/Risk Assessment Grid Navigant Consulting, Inc. (NYSE:NCI) is a specialized independent consulting firm providing dispute, financial, regulatory and operational advisory services to government agencies, legal counsel and large companies facing the challenges of uncertainty, risk, distress and significant change. We focus on industries undergoing substantial regulatory or structural change including healthcare, financial services, insurance, energy and on the issues driving these transformations. Navigant Consulting is an international firm with over 1,800 professionals in cities across North America, Europe and Asia. Opportunity 160 Low 120 High Opportunity Low Risk A C High Opportunity High Risk B D 0 Low Low Opportunity Low Risk Low Opportunity High Risk 0 Low 120 Risk 160 Low 2008 Navigant Consulting, Inc. All rights reserved. Navigant Consulting is not a certified public accounting firm and does not provide audit, attest, or public accounting services. NAVIGANT is a service mark of Navigant International, Inc. Navigant Consulting, Inc. (NCI) is not affiliated, associated, or in any way connected with Navigant International, Inc., and NCI s use of NAVIGANT is made under license from Navigant International, Inc. 8