In this world of bids and proposals, we all certainly want to win more. However, there are so many factors that impact a company’s probability of win.
Learning how to make smart bid/no-bid decisions is one of the most crucial skills individuals and government contractors can develop to improve their overall success.
One of the most crucial phases in the federal business development lifecycle is Capture.
As we approach the end of the year, the government proposal season tends to slow down for us here in the U.S.
Experienced Proposal Managers develop a Proposal Plan to guide them through the proposal effort. A Proposal Plan is a comprehensive set of documents, instructions, processes, tools, and templates that aides in the development of a winning proposal.
This is the third part in our Proposal Plan series, that discusses developing the Win Strategy.
The most vulnerable point in the business development continuum is the handoff from capture manager to proposal management. This transfer to the proposal team seems to fail often. But why is that?
We see this time after time- the capture team creates a strong, defensible win strategy that by all measures should give the company an excellent chance of prevailing over the competition, but it never gets fully implemented by the proposal team management despite best intentions by all parties.
We are often asked, sometimes too late, if the incumbent program manager should be assigned as the Capture and/or Proposal Manager for the recompete.
Capture is as much art as science.
The best Capture Managers are not made in a classroom. The best capture techniques are learned from a mentor in the heat of battle.
Capture Management is too important to be delegated to the last individual standing when all of the direct charge numbers are handed out elsewhere. Inexperienced Capture Managers need tips, tools, methods, processes and insights on how to conduct effective capture.