The momentum of continual improvement

The most successful suppliers fall quickly into a pattern of continual improvement as soon as they win a contract or customer. Unfortunately, others – who are really just doing no more than keeping up with the basic requirements – are probably setting themselves up to lose.

Newton’s first law of motion – the law of inertia – tells us that “An object at rest stays at rest and an object in motion stays in motion with the same speed and in the same direction unless acted upon by an unbalanced force.”

When it comes to important contracts and customers, the procurement process is the “unbalanced force” – something outside ourselves that propels suppliers into a kind of recurrent stop-start motion.

Bid, deliver, and then bid again.

But that doesn’t make this a pattern for suppliers to aspire to.

For incumbent suppliers, what happens in the delivery phase – which is usually the longest and most significant in the relationship – is what sets the stage for winning again.

What customers usually see from a supplier is this.

There’s the initial flurry of excitement when competing for the business, followed (usually) by a short lull while the customer makes up their mind. When we win, it’s a steep climb to get everything set up right, and then we settle back into a comfortable level of delivery until we need to compete again.

But what they EXPECT from us is this:

Choosing the path of continual improvement is what really helps to sustain a customer relationship over the long term.

That’s because not everything is within our control.  We can’t control how customers choose to buy, and we can’t control what competitors do either.

But we CAN choose our own state of mind.

We do get to decide how much of our energy, enthusiasm and ideas – in short, how much of ourselves - we’re prepared to commit to making sure our work gets better and better. 

Robyn Haydon is a business development consultant who helps helps service-based businesses that compete through bids and tenders to articulate the value in what they do, command a price premium, and build an offer that buyers can’t refuse. Don’t let others dictate how far and how fast your business can grow – take your power back! Email robyn@robynhaydon.com to request the white paper for the Beyond Ticking Boxes program.

Hard worker or clear winner?

There's a lot of joy that accompanies winning a new contact or customer. The hard work is over, and finally, we get a chance to do what we really want to do – the work itself.

For most people in the services business, no matter whether you're in commercial services, human services, or professional services, “the work” is what you actually signed up to do when you chose your career. You want to get out there. You want to deliver your knowledge and expertise. You want to get stuff done and to help people.

And when you’ve won the business, it’s easy to assume that doing good work is all you need to do to keep the relationship humming.

Unfortunately, it isn’t.

Good work is an expectation: it’s what we get paid to do. So what more do we need to do to keep business that’s important to us, apart from doing good work? That’s surprisingly simple.

There is a distinct difference between the hard workers, who do good work but don’t always retain it, and the clear winners who do both.

Hard workers tend to treat the customer transactionally, obsess about the work, and are only comfortable working with what’s comfortable and absolute.

Clear winners, on the other hand, treat the customer strategically, obsess about the customer’s business (not just the work), deliver what the customer doesn’t yet know they need, and are comfortable working in a space that’s conceptual and abstract.

When it comes to winning again, the way we THINK about our important contracts and customers is even more important than what we do for them.

If you are you part-way through a contract term with a big customer, or faced with a renewal or re-tender process in the next 12 months, join me on August 6 and find out how to get ready to re-compete. 

Robyn Haydon is a business development consultant who helps helps service-based businesses that compete through bids and tenders to articulate the value in what they do, command a price premium, and build an offer that buyers can’t refuse. Don’t let others dictate how far and how fast your business can grow – take your power back! Email robyn@robynhaydon.com to request the white paper for the Beyond Ticking Boxes program.

What’s your business development style?

There is no one “best” way to do business development. We all have a natural business development style that we are drawn to.  This is not based on any external methodology that helps us get the job done, but on internal preferences shaped by our personality and environment.

Your business development style sits at the intersection of your natural decision-making horizon - whether you focus short-term or long term - and your natural way of thinking, meaning whether you’re more comfortable dealing with abstract concepts or concrete facts.

There are four primary business development styles:

1.         The Dealmaker, with a short-term concrete focus. Dealmakers pride themselves on being good operators who make commercially smart decisions and are great at cutting through mental clutter to get to a result. To a Dealmaker, there’s no problem with a customer that can’t be fixed by sweetening the deal.

2.         The Ideator, with a short-term conceptual focus. Ideators love to come up with creative and innovative ways to change the world for their customers. Ideators sidestep roadblocks and problems by thinking up new ways to get others excited about the future. 

3.         The Producer, with a long-term concrete focus.  Producers are great at what they do, get brilliant results, and love to work on interesting projects that fit their expertise. Producers solve problems best when  “putting their heads together” with a team of like-minded experts.

4.         The Nurturer, with a long-term conceptual focus. Nurturers are great with people; they put in tireless effort behind the scenes and often pull deals out of the hat like magic due to their strategic, long-term work on customer relationships. Nurturers are good at collaboratively solving problems, with a knack for helping customers see past the immediate issue to the long-term goal. 

Within your team, aim for a diversity of styles to create stronger arguments and better business development outcomes.

Team members who share a thinking style (whether concrete or conceptual) will tend to gravitate towards each other as allies – Dealmakers to Producers, and Ideators to Nurturers.

Likewise, team members who share a similar decision-making horizon but differ in their thinking style can be useful creative partners to help each other fill in the gaps and point out what the other might have missed – Dealmakers with Ideators, and Producers with Nurturers. 

Those who think completely differently and have opposing reference timeframes are natural challengers able to point out the flaws and risks in each others’ arguments (and probably have a few, while they’re at it). Expect a robust debate between Ideators and Producers, and Dealmakers and Nurturers.

Robyn Haydon is a business development consultant specialising in business won through formal bids, tenders and proposals. She is the author of two books on proposals and sales, including Winning Again: a retention game plan for your most important contracts and customers. Read more about it here.

The DNA of a successful bid team

A bid team is a living organism – a group of smart people who come together to apply their skills and knowledge to developing a functional solution that will win or retain an important contract or customer.

The most successful teams share a particular type of DNA. In very simple terms, DNA is a blueprint for how to build a living organism: it gives instructions to our cells about how they should grow and function.

Likewise, bid teams need the right mix of customer and technical experts, balanced by a Bid Leader with the authority to make commercial decisions, and the skills to draw out the best ideas and drive the organisational change necessary to win.

What often happens, though, is that it’s left up to the customer experts – the sales team – to run bids on their own. Customers have expectations and the sales team knows all about them: they will happily tell you what they are. Without the leadership and authority to implement these expectations, or the technical know-how to configure the systems and processes of the organisation to suit the customer, this knowledge remains under-used.

Building your team with the right mix of people creates a meeting of minds that will help you win. As you can start to see from this diagram, it’s at the intersection of these specialities that the magic truly happens. Customer experts provide information about customer expectations, which the commercial experts use to provide leadership to the technical people, who can configure a solution for the customer.

Figure 1: The DNA of a successful bid team contains the right mix of specialists with commercial, technical and customer expertise

Avoid letting senior leaders outside your team hijack the bid strategy, particularly if they don’t know the customer well or haven’t worked at the coalface for a long time. Often these people dominate the discussion with commercial concerns and big-picture competitive strategy, at the expense of valuable customer and technical insights, and can make disastrous decisions that undermine the good work of the people who really know what is going on. 

Robyn Haydon is a business development consultant specialising in business won through formal bids, tenders and proposals. She is the author of two books on proposals and sales, including Winning Again: a retention game plan for your most important contracts and customers. Read more about it here.

Help your most important customers to build their future

Identifying how we can solve a customer’s big gnarly problems forces us to think beyond our own self-interest. In doing so, we are engaging in an activity that is highly correlated with long-term customer partnerships: delivering meaningful innovation.

When you deliver complex services, and do so through long-term contracts, what you are striving for is just as important to the customer as where you are today. After all, they are buying where you’ll be in three years’ time (or more). And if you’ve already been working together for a while, your customer will probably also need help to navigate problems in their business or market that didn’t exist at the start of your working relationship. As procurement expert Adel Salman pointed out when we spoke for my new book, Winning Again: “suppliers need to put forward a solution that addresses what we are becoming, not what we were in the past when you initially secured the business.”

You are the expert, and the customer expects you to be able to build a picture of how their future will look if they continue to work with you. However, innovating with the customer in mind is different to innovating for yourself. Here, you are acting as a ‘tastemaker’ – an expert who knows what the customer wants before they do.

Facebook’s Mark Zuckerberg, Vogue’s Anna Wintour and Apple’s Steve Jobs are all tastemakers who became famous for their innovations. In a long-term customer partnership, the role of a tastemaker is to innovate AND collaborate. You’re still the expert, but the process you follow is more like taking a friend to your favourite restaurant and guiding them through the menu. To do this without straining the friendship requires consideration of their preferences, and compassion for their point of view, and of course the conviction that your expertise will guide them towards a good result.

Robyn Haydon is a business development consultant specialising in business won through formal bids, tenders and proposals. She is the author of two books on proposals and sales, including Winning Again: a retention game plan for your most important contracts and customers http://www.winningwords.com.au/winning-again/

Answer this question to avoid losing an important contract or customer

Everyone likes to win, and no one likes to lose. Yet we all lose business sometimes. Losses can be difficult to handle, but many are preventable, as long as we do the work and thinking that really builds long-term customer relationships.

This week, I read a very raw and personal story about a major account loss written by Aureus Asset Management CEO Karen Firestone. Here’s how she felt from the time her client requested an unscheduled meeting, until she got the news.

“In my purgatory hours, I reviewed the client’s holdings, their performance, our previous correspondence, and notes from our meetings; I found nothing alarming, but nothing particularly calming either. The phone rang at exactly 2:30 (and he) got straight to the point. It took less than a minute for him to fire us from the account, very matter-of-factly, with little attempt to acknowledge the eight-year relationship that had seemed (we thought, obviously, in error) to be very positive. (He) explained that they had hired another manager with a very strong track record who required a high minimum investment; they were redeeming from several other managers to meet that threshold. ….By the time I got off the phone and looked at my screen, the transfer information was already there.”

If you have ever lost an important contract or customer, I really feel for you. None of us are robots. We are people with feelings. Losing a customer or contract creates hurt and fear, both of which are huge drags on creativity, energy and enthusiasm — the very things that we need the most when we need to compete for the business again.

The good news is that it doesn’t need to come to this. If you have an important contract or customer in your care, show them that you REALLY care about them by bringing them new ideas today to help them operate or do business better. Here’s a simple question to spark some ideas: “What’s the one thing that would make us look like heroes to this customer, if we could achieve it?”

Robyn Haydon is a business development consultant specialising in business won through formal bids, tenders and proposals. She is the author of two books on proposals and sales, including Winning Again: a retention game plan for your most important contracts and customers http://www.winningwords.com.au/winning-again/

Competition is coming

No matter where you are in the procurement cycle, one thing that you can be sure of is competition. Whether it's from the customer putting your business out to tender again, or from competitors pushing their own agenda, competition never really goes away.

Yet the way we approach the certainty of competition says a lot about our likelihood of future success.

In her book Mindset, psychologist Dr Carol Dweck explains the difference between fixed and growth mindsets. Those with a growth mindset, like champion athlete Michael Jordan, find success through learning and improving. Others with a more fixed mindset regard success as “establishing their superiority”. As a result, while growth-minded athletes see setbacks as a motivating wake-up call, those with more fixed mindsets give up because they are scared to lose.

One way our mindset is evident in business is in how we engage with customers over the life of a contract. Suppliers with a fixed mindset are full of nervous energy when submitting the tender response, in a flurry of activity when getting the contract set up and hit a flat line of delivery over the course of the contract until the Request for Tender arrives again. On the other hand, suppliers with a growth mindset are always bringing new ideas to the customer – not just when they’re obliged to.

As we end the month of January and are about to run full tilt into the rest of the year, it’s time to engage your growth mindset. What do you know about your most important customers' plans for 2015? What big items do they have on their agenda this year? How can you help them achieve success with these? How can you be ready for events that are going to shape and change their business? When you already have the business, these are not challenges to be fearful of – they are exciting opportunities that will help you win again.

Robyn Haydon is a business development consultant specialising in business won through formal bids, tenders and proposals. She is the author of two books on proposals and sales, including Winning Again: a retention game plan for your most important contracts and customers http://www.winningwords.com.au/winning-again/

Why procurement and service businesses are natural allies

Selling services is never going to be completely transactional and all about price. It is always about something more. Buyers need help to navigate complex problems that weren’t conceived of a year ago – let alone 10 years ago – and service providers can help them.

Unfortunately, many people find selling to procurement complex, adversarial and intimidating. It doesn’t have to be that way. In fact, if you sell services you will actually benefit from cultivating a relationship with procurement.

According to procurement expert Adel Salman, procurement doesn’t “own” services expenditure (although they are responsible for raw materials) and has to satisfy many other stakeholders who are actually using the service and paying for it. Therefore, it is part of procurement’s job to engage good service providers and help them deliver exceptional performance.

Increasing expectations of the procurement function are also driving this trend. A survey of 70 chief executive officers by brain.net revealed that CEOs expect much more from procurement departments in areas like innovation. In his book Selling To Procurement, Christopher Provines says that “…increasingly, particularly for more mature organisations, procurement is being asked to help the company grow.” He explains that innovation needs to be thought of in the broadest sense – process/business model innovation and product innovation – and that often, suppliers can contribute significantly to both.

Provines cites a survey of more than 300 chief purchasing officers by CAPS Research, a supply chain research firm, which revealed that about 60 per cent saw innovation from suppliers as “extremely important”. This is encouraging news for suppliers, and especially for suppliers of complex services.

Robyn Haydon is a business development consultant specialising in business won through formal bids, tenders and proposals. She is the author of two books on proposals and sales, including Winning Again: a retention game plan for your most important contracts and customers http://www.winningwords.com.au/winning-again/

Five characteristics of clear winners

It’s no longer enough just to be a good supplier. We must strive to become great suppliers, and this doesn’t just mean being great at what we already do for our customers.

Something that I’ve noticed over many years of working with incumbent suppliers in many different industries is that the most successful ones share a very clear and focused pattern of behaviour that helps them retain existing their contracts, while others are setting themselves up to lose. The most successful suppliers are those that I call the ‘clear winners’.

For me, the term clear winner describes the mindset of the business development leader as well as the course of action that the organisation follows to win and retain business.

Here are five ways that business development leaders demonstrate the mindset of a clear winner.

1. Clear winners love what they do and speak eloquently about their business and its opportunities.
2. Clear winners have great ideas with the potential to deliver genuine value for their customers. They focus on serving their customers first and themselves second.
3. Clear winners are truly excited about the opportunity to work with customers. They see this as a privilege and not just a ‘numbers game’.
4. Clear winners believe that there is always a better way of doing things, even when there are already great at what they do.
5. Clear winners have a lot on (like everyone else) but always seem to manage to focus on just the right thing. You’ll never hear them complain about being ‘busy’ – instead, they are energised by the work they’re doing.

Clear winners may seem lucky – like they are 'on a roll' – but they know the real story; to achieve at this level takes courage, investment and hard work.

This is an extract from Robyn’s new book Winning Again: a retention game plan for your most important contracts and customers. To order your copy, go to http://www.winningwords.com.au/winning-again/

Why gratitude wins business

When we first win a customer or contract, it’s natural to be on a high and very excited – a bit like the first flush of love. But when business as usual kicks in, it doesn't take long before we are taking the customer (our partner) for granted. In doing so, we tend to forget what a risk it was for them to choose us in the first place, and the gratitude we felt during the honeymoon period.

Last year one of my clients was bidding for an important government contract. The Department in question was looking to reform this part of the market, so we had several bids in place and the team was braced to expect change. The first call we received was to notify us that we had lost our (small) current contract. The CEO, always gracious under pressure, was genuine in thanking the Department rep for the opportunity to participate and assured him that she understood the reasons for the loss. He was grateful and surprised to receive such a reaction, having made similar calls to other unsuccessful suppliers and been given a much more aggressive and angry reception.

Not long afterwards, our team got better news. We had won a much larger contract that not only replaced the revenue (and jobs) of the first one, but increased both exponentially.

No matter what business you’re in, long-term contracts are a game of strategic relationships.

When there is a setback, think carefully about the future and don’t burn your bridges.

Expressing true gratitude for the opportunities we've already been given in business actually helps us to win even more. We never know what lies ahead, and we can achieve so much more with the customer’s backing and support.

This is an extract from Robyn’s new book Winning Again: a retention game plan for your most important contracts and customers. To order your copy, go to http://www.winningwords.com.au/winning-again/

7 wishes on my Christmas list for Procurement

As thoughts turn to the Christmas holidays and what Santa might bring the kids, my Christmas letter asks for something a little bigger.

On behalf of the wonderful supplier organisations I have worked with on bids, tenders and proposals during the year, here are 7 things I’d like to see Procurement deliver to all of us this festive season.

“Dear Procurement, all we want for Christmas is….

1.  Let suppliers talk to you again. A Request for Tender isn't the only way to scope the market and for complex purchases, it really isn't the best option. So let’s have a chat. Things change quickly and you might be surprised about what we can do for you now that you haven't yet heard about. And, while we’re on the subject…
2. Bring back Expressions of Interest, which seem to be disappearing faster than the Antarctic ice shelf.If you want to assess potential suppliers on paper, why not use an EOI, rather than an RFT? These are short and straightforward, and make us feel like we’re in with chance.
3. Say what you mean.Tender documents are often hard to interpret, and the evaluation criteria don’t always match the questions. With better instructions, any supplier with a bit of common sense will be able to bid confidently. That’s good for everyone.
4. Timetable a response period that’s fair and reasonable. We run a pretty tight ship these days; our staff are stretched and it can be difficult to keep up with complex tender requirements and shrinking deadlines. Crunching us for time because you’re late to market only means you get rushed, poor quality submissions. On the other hand…
5. Don’t issue a timetable only to grant a last-minute extension just before the deadline. This unfairly disadvantages (and discourages) the suppliers that are prepared, and have made it a priority to respond to your request.
6. Please, answer our questions. We don’t ask many. But often, we don’t get meaningful answers (or any answers). Giving us better information will mean better proposals for you to evaluate. And finally…
7. Have a heart – please don’t drop a tender on Christmas Eve. We know you like to come back in January to a full inbox, but we would like to see our families too.”

Wishing you all a Merry Christmas, and a successful and prosperous 2015!

Why a contract is not a gift for life

Every service delivery contract changes hands at some point. Whether that’s into your new and improved hands, or someone else’s hands, is really up to you.

In our personal lives, most of us have contracts that we would rather not put too much effort into. These often roll over automatically, or are renewed with very little effort on our part.

I once went three months before I realised that my phone was out of plan and was therefore still paying for a handset that was fully paid for. I had to call my phone provider to get my rate reduced and my money back. Likewise, when insurance is up for renewal, we are often happy enough just to pay the invoice, rather than researching other options.

The consumer businesses we buy from understand this and set things up that way. Good for them – they are the ones in charge.

But when you are the supplier and selling to procurement, the situation is very different. The buyer sets the contract and the terms. Even when there is an option to renew, it’s their option – not yours.

Because of the way we see contracts operating in our personal lives, we sometimes tend to assume that ‘renewal’ means ‘rollover’, but this is a mistake.

Procurement has an obligation to go to market; not necessarily every time a contract expires, but regularly enough that they understand what the market is able to offer. Things change rapidly, and buyers are responsible for getting the best deal for their organisation.

For incumbent suppliers, winning again means accepting that we need to continually improve our service delivery models.

Think of your contract end date as a “use-by” date – a hard deadline to deliver a compelling strategy that will win the customer all over again.

This is an extract from Robyn’s new book Winning Again: a retention game plan for your most important contracts and customers. To order your copy, go to http://www.winningwords.com.au/winning-again/

Building a bid is like building a house

Building a bid is like building a house. I’ve been lucky enough to build my own home twice in my life. It’s both the best experience you’ll ever have and one of the most challenging, in much the same way that bidding for business is.

Everything that everybody says about building a house is true. It’s time consuming, it’s stressful, and things will go wrong. Things will be built the wrong way and you will have to make compromises.

One of the major reasons why home building and bid building are both so stressful is because people just don’t follow the damn instructions.

I was walking past a building site in my area recently and overheard a group of five or six builders debating how to put something together on the home that they were working on. An older man, who might have been their supervisor or foreman, was standing back from the argument. Eventually he spoke up and he said, “Guys, why don’t we look at the plan.” All of the builders laughed uproariously and one of them actually said, “The plan! That’s for losers.”

This is pretty much the way that many incumbent suppliers feel when the Request for Tender comes out. It’s your account – you live it and own it – but the RFT is the customer’s plan, not yours. And it’s the customer’s instructions that you’re having to work through, just like everyone else. This can be frustrating and difficult.

Despite this, it’s important to produce a bid that is respectful of the instructions. At the same time, avoid focusing too much on compliance, particularly if this comes at the expense of your story and strategy – these are key to winning again.

This is an extract from Robyn’s new book Winning Again: a retention game plan for your most important contracts and customers. To order your copy, go to http://www.winningwords.com.au/winning-again/

Why incumbents must bid like challengers

When you are the incumbent supplier, even when you have done great work all along, it is dangerous to assume that the evaluators know who you are, or that they will advocate on your behalf. Sometimes, they are under strict instructions not to.

For example, Richard is a partner in a professional services firm that operates in a very specialised market. Richard and I met socially, and when he heard about the work I do, he shared a wonderful success story. It turned out that just recently, one of the largest customers in Richard’s market (for whom his firm was one small supplier among many) had put its work out to tender. The customer wanted a single firm to manage all its work, including all its existing and new business.

This was a once in a lifetime opportunity, and Richard and his firm badly wanted to win. They devoted a team of eight senior people, including partners, to the bid for six weeks – the first time they had ever fielded such a large bid team. Richard and his team did not take the customer for granted. They thought hard about what they could offer and devised an innovative way to structure their service delivery model and their fees to offer value for money. Their bid was successful and they won all the business.

In the debriefing interview, Richard discovered that the buyer had made a very deliberate decision to not consider previous relationships and to award the work based solely on what was presented in the tender. This worked in Richard’s favour, while it left other, more complacent suppliers out in the cold.

Buyers expect a great deal from their incumbent suppliers. Don’t take them for granted, and expect to work even harder when you want to win again.

This is an extract from Robyn’s new book Winning Again: a retention game plan for your most important contracts and customers. To order your copy, go to http://www.winningwords.com.au/winning-again/

Developing a custodian mindset – Part 2

Last week I explained that there are direct parallels between the way bad tenants behave, and the way bad suppliers behave when they get to the end of the contract and are threatened with losing it.

Damage control is only a last resort, and you don’t want to get to this point when you have an important contract or customer in your care.

In contrast to tenants paying for temporary use of a property, owners of properties often see themselves as custodians.

If you’ve ever watched renovation shows on TV – particularly the ones where someone falls in love with an old manor house and spends an extortionate amount of money conserving it – you’ve seen the custodianship mindset in action.

Every piece of business changes hands at some point. Whether into your new and improved hands, or someone else’s, is really up to you.

As the incumbent supplier, you are either building something or doing something for the customer. Most likely, this is just one of many things they do in their business. Your job is to add to their business and improve it in some way.

When we treat the relationship like a tenancy – when we do the minimum required of us –we’re no better than any other supplier, and it’s unlikely that we will get the opportunity to continue. Our relationship is simply transactional.

When we act like custodians though, it’s easy for the customer to see our investment of time, energy and enthusiasm as a true strategic partnership in their business.

This is an extract from Robyn’s new book Winning Again: a retention game plan for your most important contracts and customers. To order your copy, go to http://www.winningwords.com.au/winning-again/

Developing a custodian mindset – Part 1

When you have an important contract or customer and you plan to work with them for a long time, something that helps to get your head in the right space is to think of yourself as the custodian of that piece of business.

In practical terms, this means establishing sustained and effective engagement over the course of the contract, not lumpy and ineffective engagement that is artificially tied to the procurement cycle.

The way we engage with the customer is often haphazard. There’s the initial fever-pitch nervous energy when submitting the Request for Tender, a flurry of work when getting the contract set up, and then a flat line of delivery over the course of the contract until the fever of the Request for Tender hits again.

Of course, some people will argue that the procurement environment sets things up that way. Bid, deliver and bid again. That might be what the cycle looks like, but it doesn’t mean you have to buy into it. In fact, if you want to retain the work, it is essential that you don’t.

So, you have temporary ownership of a customer or contract. Do you and your team think more like tenants or custodians of the business?

If you’ve ever rented a property, then you’ve been a tenant – signed a contract and exchanged some cash for a place to live or work.

I’ve rented properties and been a landlord myself. One tenant was constantly delinquent on his rent, to the point that our agent had to send him a legal letter every month. The tenant always paid the day before it went to court, causing everybody unnecessary stress. When we finally issued a notice to vacate, we received a letter from him saying how much he loved the property and felt like it was his home, and please could he be allowed to stay!

There are direct parallels between the way bad tenants like this one behave, and the way bad suppliers behave when they get to the end of the contract and are threatened with losing it.

This is an extract from Robyn’s new book Winning Again: a retention game plan for your most important contracts and customers. To order your copy, go to http://www.winningwords.com.au/winning-again/

Winning Again: a retention game plan for your most important contracts and customers

This week I am delighted to announce the launch of my new book, Winning Again: a retention game plan for your most important contracts and customers. As a subscriber to The Winning Pitch, I wanted you to be the first to know it’s coming, and have the opportunity to get your hands on a copy hot off the presses.

When you win business through a formal bid or tender, you will need to retain it that way too. But only about 50% of incumbent contract holders actually keep their contracts when it comes time to re-compete.

And the reason might surprise you.

It’s not always because the incumbent is doing a poor job with the contract. In fact, they’re often doing quite a good job. The reason is that they’re still doing the SAME job. And this just doesn’t meet a buyer’s expectations any more.

Incumbency is only an advantage if you choose to use it.

Winning Again will show you how to leverage your incumbency advantage to build a program of new ideas and fresh thinking to put in front of your most important contracts and customers.

It includes case studies and interviews with experts on both sides of the fence – procurement experts who have worked with some of Australia’s largest corporate and government buyers, as well as business development leaders who are responsible for bringing in annual revenues from $26 million to more than $100 million in highly competitive sectors including information communications technology, construction and engineering, and community services.

If you’re a CEO, business owner or senior manager with revenue responsibility, Winning Again will help you to retain the business you simply can’t afford to lose.

And if you’re up for that, I’d love to have a hand in helping you to achieve it.

How to Build Business-Winning Innovation in Your Services Business

Most service businesses sell to business customers — either exclusively, or in addition to consumers.

When you sell to other businesses or to government, and when you reach a certain level, you will be selling to procurement.

For example, Victorian government departments need three quotes for any purchase above $25,000. Above $150,000, they are required to conduct a formal tender.

Most businesses that sell at this level end up winning at least two-thirds of their business through some kind of formal submission. When you win a contract that way, you only get to keep it by competing for it again, generally, once every three years.

That’s a lot of revenue at risk through the procurement cycle.

When I talk to people who sell services, they often tell me that they are so busy working in the business that there never seems to be time to work on it. The marketplace is getting more competitive all the time, and the pace of change is so intense that it can be hard to keep up with what competitors are doing – let alone come up with new things yourself.

To make things even more challenging, there is the frustration that customers don’t really understand what you do, let alone value what you do.

There is a better way to sell services. If you’re struggling with these problems, I can help.

The Revenue Revolution: Building Business - Winning Innovation in Services Organisations is a program for owners and leaders of service businesses. Together, we will look at what your organisation knows, does, and delivers, to identify what you offer that is:

1. Extremely valuable to customers, and has the highest currency right now;
2. May be outdated, and of limited value to customers; and
3. Can be built in order to create greater value to customers over the next 6 to 12 months.

At the end of the program, you will have a blueprint to develop services that will position you as the clear winner with customers or funding bodies.

Contact me for a white paper with more information about how the Revenue Revolution Program can help you grow your services organisation.

The Revenue Revolution: How to win and retain your most important business customers

The Revenue Revolution: How to win and retain your most important business customers
FREE 30-MINUTE WEBINAR

Friday 29 August at 12.00pm (AEST)

Sponsored by Bank of Melbourne

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There is no doubt about it, selling services is tough.

Products are tangible and tactile; we can see and feel them. Services are invisible.

Products encourage two-way conversation; they can be pulled apart, debated and analysed. Services are harder to talk about.

Products usually have masses and masses of information to support them; customer research, data sheets, and product reviews. Services often don’t.

84% of Australian small businesses operate in the services sectors. Most service businesses sell to business customers, either exclusively, or in addition to consumers.

If you sell services, you have probably had at least one experience of talking to a prospective customer about what you do where you’ve been met with polite nods (at best) or blank stares (at worst). Unfortunately, the sale of services often stalls at the presentation stage.

These days, a formal bid, proposal, submission, or tender response is often the only way to win work with business customers. Customers often see only the very transactional parts of what service businesses do, and it is dangerous to keep responding to an agenda that is based on this limited knowledge.

This Friday I’m running a free 30-minute webinar for the Bank of Melbourne to help celebrate Small Business Month. If you run a service-based business, please register and come along.

The Power of Positioning

When we are in the service business, positioning is what helps us fulfil our true potential. If you do great work and want to do more of it, having people recognise your unique talent and the contribution you make to the world is an essential precursor for success.

The worldwide outpouring of love and gratitude on the passing of Robin Williams demonstrates the powerful legacy we create when we fulfil our true potential.

In an industry that loves to typecast, Robin Williams was that rarest of things — truly unique.

Williams not only had a huge talent, but was able to deploy that talent in a way that touched an astonishing number of people. If you liked comedy, Robin Williams was your man. If you liked drama, he had that covered too. Robin Williams didn't look or behave like anybody else, but he did great work —and lots of it — in a career spanning more than four decades.

When we leave the world behind, we're not going to be remembered for the boxes we ticked. We will be remembered for our uniqueness as human beings, what we contributed to the planet, and the legacy that we leave behind.

Last week I talked about the stress and pressure that many who work in service industries are feeling about the need to conform to the customer’s agenda and to be measured against what everyone else is doing (Whose Prescription Are You Filling?).

Your point of view is important —it is what makes you uniquely you. And point of view comes before point of difference.

In my experience, the service businesses that are the most successful are always those that offer something that is much better than the customer is expecting, and that break the deadlock of conformity.

So what gets you out of bed in the morning? What are you truly passionate about achieving? What are you convinced will make your customers’ lives immeasurably richer? Once you know and pursue your own agenda, you will be well on your way to winning the business you deserve and developing the positioning that will create your great work and ultimately, your legacy.