1. 1 Presented by: Paul Johnson

2. 2 Business intelligence (BI) is the set of techniques and tools used internally for the transformation of data into useful information for analysis purposes. Project Profitability Utilization Financial Operational and organizational Analysis Potential benefit / revenue calculation What if scenarios creation and review Project Management/ Planning Integrate data to leverage assets Identify potential partners Improve Processes Leverage What does BI Help You Do?

3. 3

4. 4 Knowledge Management (KM) is how you capture, develop, share and effectively use organizational knowledge. What does KM Help You Do? Create, secure, capture, combine, and retrieve knowledge Reuse and share knowledge with stakeholders in a safe controlled manner Knowledge Distribution Efficiency gains Reduction of resources for problem solving Documentation retention and dissemination Process Improvement Preserves knowledge and lessons Both explicit and tactic Explicit – expressed in words and numbers Tactic – “watch and learn event” hard to convey Create Record

5. 5

6. 6 LEAD GENERATION & OPPORTUNITY IDENTIFICATION ARE IMPORTANT TO TAKE IT FROM THE “MEET & GREET” TO ACTUAL TANGIBLE OPPORTUNITIES AND ULTIMATELY TO A SIGNED CONTRACT. Research Scan for work and events (Utilize NAICS Codes) Identify Locate key organizations and events to meet or attend Information Retention (KM) Store contacts and information in a usable space Follow Up Maintain relationships and contacts Benefits Expand scope of events and opportunities Enhance discussions Create “Lessons Learned” Track contracting opportunities

7. 7 **NETWORKING IS KEY FOR ALL BUSINESS DEVELOPMENT ACTIVITIES AND “FACE-TO-FACE” INTERACTION IS STILL THE MOST EFFECTIVE APPROACH.** Federal, Tribal, State & Municipal contracting & procurement officials Key Business- To-Business events, trade shows, conferences, & events Key organizations that promote & facilitate business with 8(a), HUBZone, SDVO and DBE companies Key subcontractors, vendors, project owners and industry participants Key political, economic and business leaders Local presence where contract dollars are spent Must Have Access to and Participate In:

8. 8

9. 9 Opportunity Contact Mgmt. Business Intel Capture Mgmt. Collateral Mgmt.

10. 10 SCENARIO: Tracking Future Opportunity with the U.S. Navy in Guatemala Face-to-Face Matchmaking Meeting at a Conference Met Mrs. Shawn Smith U.S. Navy Small Business Liaison at the National 8(a) Conference in Orlando, FL Contact provided her business card as well as information regarding projected budget and spending Contact provided pre-forecast as well as historical spending in our NAICS code I followed-up with email and Statement of Qualifications (SOQ) Scheduled follow-up email and/or phone call in email calendar Identified future conferences contact we both will attend Scanned contact business card into our Contact Management System (CRM) Business Intelligence Tool Entered opportunity title and solicitation number to track into our paid business intelligence subscription service for federal contract opportunities Researched other “interested vendors” Reached out to past teaming partners and key vendors to inform or confirm knowledge of future opportunity

11. 11 Opportunity Contact Mgmt. Business Intel Capture Mgmt. Collateral Mgmt.

12. 12 Contact Capture and Contact Management Is the solution available on multiple mobile devices and platforms? Ensure your CRM is compatible with your card scanning application? Does your card scanning application allow you to make notes? Does your card scanning application allow you to connect with your e-mail client? Does your card scanning application allow you to connect social media applications such as LinkedIn, Facebook and Twitter? Does your card scanning application have an “enterprise” offering? Popular Commercial Options for Mobile Devices CardMunch (LinkedIn) PowerContacts - ScanBizCard Neat CamCard (free)

13. 13

14. 14

15. 15

16. 16

17. 17

18. 18 Utilize a Customer Resource Management System (CRM) Is your CRM compatible with your e-mail client? Do you have a central repository of corporate contacts? Is there a written policy regarding contact retention? Pros/Cons of not providing company e-mails/cell phones Does your IT staff or vendor have a clear understanding of your intended use, output and the basic compatibilities of the program? Popular Commercial Options Salesforce SugarCRM Microsoft Dynamics Insightly

19. 19

20. 20

21. 21 Opportunity Contact Mgmt. Business Intel Capture Mgmt. Collateral Mgmt.

22. 22 Strategic Capabilities Can research buying habits of your or see agency forecasts? Can you identify the contract vehicles utilized by buyers? Does it have micro & macro research capabilities? Does it provide the necessary level of detail to develop an effective pipeline management program within your organization? Does it allow for key contact export and is that format compatible with your CRM? Does it allow for dynamic updates to key contacts, opportunity and award statuses? Build in a method and approach to tie in B2G/B2B conference & networking contacts. Popular Commercial Options For Federal Contractors GovWinIQ EZGovOpps BidSpeed BidMatch (offered through most PTACs) What websites or resources do you currently research for opportunities? KEYS TO A SUCCESSFUL BUSINESS INTELLIGENCE (BI) PROGRAM “ OPPORTUNITY IDENTIFICATION & CAPTURE”

23. 23 A Sampling of Some of the Available Sources **A legitimate market intelligence tool will possess several different sources for opportunities and data intel **

24. 24 COORDINATING AND FORMALIZING BUSINESS INTELLIGENCE Paid v. Free Companies typically pay considerable membership fees for business intelligence tools, but most don’t know how to get the full benefits of the system. There are several sources (which are free) which provide additional information on “What is out there and what is coming up?” but lack forecasting ability, as well as contact and collateral management capabilities. What a Knowledge Management System will do: A coordinated effort to effectively track all opportunities and develop “Opportunity Lists” and hold Go/No-Go meetings Develop a system to effectively document, organize/sort and direct key contacts, opportunities, and establish effective “follow-up” procedures. Develop a running “Key Contact List” of all business contacts/opportunities for the entire organization and not rely too heavily upon “personal relationships” of individuals or consultants. Utilize a CRM tool to allow you track ROI, build a contact databases, plus incorporate proposal processes and manage workflows.

25. Opportunity Contact Mgmt. Business Intel Capture Mgmt. Collateral Mgmt. 25

26. Considerations Does your capture management strategy balance risk/reward and reflect your corporate risk tolerance? Have you identified your “Go/No-Go” strategies? Are you too reliant upon a single capture management approach or do you blend both human intelligence with business intelligence from subscriptions services? Have you identified a corporate strategy towards balancing your marketing strategies? Have you put your organization in the strongest and strategically advantageous position? Do you have a “lessons learned “ methodology and approach for evaluating both wins and losses? Does your system allow for collaborative workspaces in a corporate intranet space? Popular Commercial Options GovWinIQ (Pipeline Management) EZGovOpps (Pipeline Management) Domo (Dashboards) Smartsheets(Dashboards) Klipfolio (Dashboards) Keys to a Successful Capture Management Program 26

27. 27

28. Alternative: Enter Opportunity into Search Engine Free Service: FEDBIZOPPS 28

29. Step 8: Place Captured Forecasted Opportunity into Opportunity Pipeline Paid Subscription Service: EZGovOpps 29

30. 30 Step 9: Import Opportunity into CRM tool

31. 31

32. 32

33. 33 Step 11: Perform Agency Research - Previous Contracts Awarded Paid Subscription Service: EZGovOpps

34. 34 Step 12: Perform Agency Research – Spending Forecast (Trust But Verify) Paid Subscription Service: EZGovOpps

35. Opportunity Contact Mgmt. Business Intel Capture Mgmt. Collateral Mgmt. 35

36. KEYS TO A SUCCESSFUL COLLATERAL MANAGEMENT SYSTEM Samples of Collateral Resumes, estimates, SOQs, past proposals, graphics, templates, bid documents, etc. Strategic Capabilities Is your collateral management system dynamic? Does it allow search ability? Does your collateral management system have version control? Does your collateral management system allow for collaboration? Is your collateral readily available? Do you have an internal process to create buyer specific collateral? What do you consider collateral? (SOQs, proposals, resumes, graphics, etc.) Is your collateral management system compatible with your capture management, business intelligence and contact management systems? Popular Commercial Options (mobile portability) Knowledge Tree Box DropBox Sharepoint 36

37. 37 Step 13: Utilize Collaborative Workspaces to Collect Proposal/Sources Sought information from Stakeholders Paid Subscription Service: EZGovOpps

38. 38 Step 14: Manage the Proposal & Bidding Process

39. 39 Step 14: Link Collateral Management & Contact Management Communication via CRM System

40. 40 Step 15: Collateral Management –CRM to Cloud Storage System (Dropbox)

41. 41 Opportunity Contact Mgmt. Business Intel Capture Mgmt. Collateral Mgmt.

42. 42 THANK YOU FOR YOUR TIME 255 E. FIREWEED LN., STE. 102 ANCHORAGE, ALASKA 99504 WWW.HIGHLINERCONSULTING.COM