A light-hearted look at what to careful of when working on global proposals.

1. Crafting Global Proposals
- There are only Winners and Losers
Presenter - Bill Graham APM.APMP
30th May, 2013

2. Crafting Global Proposals:
– There are only Winners & Losers
Presented by:
Bill Graham APM.APMP
[Independent Consultant]
bill.graham@sales-synthesis.co.za
[+27 (0) 82 570 4124]
May, 2013
SS

3. Slide: 3
Pre-Amble

4. Slide: 4
Dominant ExclusiveEmerging PervasiveAbsent
Symbiotic
relationship
with clients
Sustainability
Making the competitors irrelevant
Projects ParticularPerforming PertinentPeople Places
The Sustainable Business Imperative
Building mutually beneficial and sustainable long-term client relationships
Source: Sales Synthesis
Multi-National Companies [MNCs] may embrace a
new dawn or a long dark night.

5. Slide: 5
Structure of the Presentation
• The presentation has been built using ‘real life experiences’
• There are a number of agenda items [following slide]
• Some Sections have ‘Questions’, to which there are prizes
• Each Section closes with a ‘Points to Ponder’ slide
• Certain slides have ‘interesting’ quotations
• The ‘Closing’ attempts to pull all of the ‘messages’ together
• There is a bibliography at the end of this presentation
• APMP instruction: Please complete the presentation of the evaluation on
the website [Be honest, I am ‘thick-skinned’]

6. Slide: 6
Today’s Agenda
1. Introduction: ‘The little five’ and ‘The eldest one wears yellow socks’
2. The Runaway Terrain and the Opportunity Landscape
3. Winning Weighs for Business Heavyweights
4. Al Capone’s business lessons
5. Cross-Cultural Resource Profile & Plan
6. Case Study: Even with a global ‘Win’, everything was not peachy in
Wonderland - Interactive session using a ‘real life’ review
7. Closing: Share prices, duvets and ducks
8. Q&A Session

7. Slide: 7
1. Introduction

8. Slide: 8
The Little Five
The Leopard
The Rhino
The Lion
The Buffalo
The Elephant

9. Slide: 9
Understand the True Nature of Things
What markings are on a Leopard? What is a Lion’s worst enemy?
What is the gestation period for an African Buffalo?
What percentage of male Black Rhinos
die because of intra-species fights?
What are the closest living relatives to an Elephant?

10. Slide: 10
Some answers – as with other things - may not be as obvious
as they may seem

11. Slide: 11
Question Answer
What markings are on a Leopard? These markings are often called spots, but
they are actually rosettes.
What is a Lion’s worst enemy? A porcupine! If a Lion comes across a
porcupine - and gets tricked into eating it - it
gets sharp quills in its jaw for life!
What % of male black Rhinos die because of
intra-species fights?
Black Rhinos fight each other - 50% of males
and 30% of females die from these intra-
species fights.
What is the closest living relative/s to an
Elephant?
The Elephant’s closest living relative/s a are
Manatees (also known as sea cows) and
hyraxes (small, weasel-like land animals).
What is the gestation period for an African
Buffalo
Gestation period is 330 days.
Some answers may not be as obvious as they may seem

12. Slide: 12
Know the Landscape
What markings are on a Leopard? What is a Lion’s worst enemy?
What is the gestation period for an African Buffalo?
Rosettes A Porcupine
330 days
What are the closest living relatives to an Elephant?
Manatees (also known as sea cows) and hyraxes
(small, weasel-like land animals).
What percentage of male Black Rhinos
die because of intra-species fights?
50%

13. Slide: 13
Know Your Landscape
What markings are on a Leopard? What is a Lion’s worst enemy?
What is the gestation period for an African Buffalo?
Knowledge Competition
Relationship/s
Investment - time
What are the closest living relatives to an Elephant?
What percentage of male Black Rhinos
die because of intra-species fights?
Conflict

14. Slide: 14
Investment/s
supporting
business
imperatives
Shared Vision
Communities of
Interest
Market Research,
Analysis &
Infusion
Competitive
Analysis
Know Your Market Landscape – from your Business Perspective
Knowledge Competition
Relationship/s
Investment - time
Conflict

15. Slide: 15
Global companies permeate their thinking… globally
'One Company'
Investment/s
supporting
business
imperatives
Shared Vision
Communities of
Interest
Market Research,
Analysis &
Infusion
Competitive
Analysis

16. Slide: 16
Outcome: The Cliché Corporation
Head Office
Regional Offices
National Offices
• administrative overhead
• no local knowledge
• additional reporting
• invoicing/billing
dependent on non-local
reward system
• local competitors have
advantage/s
• culture clash
• receptive gap
• ‘one-size fits all’ challenge
'Every man is a creature of the age in which he lives; very few are able to
raise themselves above the ideas of the time.'
- Voltaire

17. Slide: 17
Outcome: The Cliché Corporation
Head Office
Regional Offices
National Offices
• administrative overhead
• no local knowledge
• additional reporting
• invoicing/billing
dependent on non-local
reward system
• local competitors have
advantage/s
• culture clash
• receptive gap
• ‘one-size fits all’ challenge
'Every man is a creature of the age in which he lives; very few are able to
raise themselves above the ideas of the time.'
- Voltaire

18. Slide: 18
Outcome: The Cliché Corporation – One Reality
Global Account Manager [GAM]
Regional Account Manager [RAM]
National Account Manager [NAM]
‘I walk slowly, but I never walk backward.’
- Abraham Lincoln
Business Account Manager [BAM]
Salesperson
Revenue recognition:
Multiple counting of
the same revenue

19. Slide: 19
Know Your Landscape
What markings are on a Leopard? What is a Lion’s worst enemy?
What is the gestation period for an African Buffalo?
Factual knowledge is an imperative Know your ‘real’ competition
The higher profitable opportunities require a greater sales
investment – time, resources etc.
What are the closest living relatives to an Elephant?
Relationships are key to successful engagements
What percentage of male Black Rhinos
die because of intra-species fights?
Internal politics is self-destructing

20. Slide: 20
Traditional Global Organisations ‘smother’ National entities
Head Office
Regional Offices
National Offices
Head Office
Regional Offices
National Offices
<operating as
individual entities>
National Offices:
• agility to compete
• local knowledge
• Focused on practical &
realistic growth
• administrative overhead
• no local knowledge
• additional reporting
• invoicing/billing
dependent on non-local
reward system
• local competitors have
advantage/s
• culture clash
• receptive gap
• ‘one-size fits all’ challenge
Google: the company lacks the usual layers of middle-management, the hierarchical
structure found in traditional corporations is non-existent.

21. Slide: 21
Traditional Global Organisations ‘smother’ National entities
Head Office
Regional Offices
National Offices
Head Office
Regional Offices
National Offices
<operating as
individual entities>
National Offices:
• agility to compete
• local knowledge
• Focused on practical &
realistic growth
• administrative overhead
• no local knowledge
• additional reporting
• invoicing/billing
dependent on non-local
reward system
• local competitors have
advantage/s
• culture clash
• receptive gap
• ‘one-size fits all’ challenge
Google: the company lacks the usual layers of middle-management, the hierarchical
structure found in traditional corporations is non-existent.
Reciprocal
Altruism

22. Slide: 22
Bid Management becomes a casualty of a Cliché Corporation
Head Office
Regional Offices
National Offices
• administrative overhead
• no local knowledge
• additional reporting
• culture clash
• receptive gap
• no empathy [global to
local]
• compromised submission
• potential ‘margin’ on
‘margin’
• ‘Too Many Cooks’
syndrome
‘Global’ Bid Manager
Frustration
Obfuscation
‘Local’ Bid Manager
Best Practice – if not carefully selected & implemented - is sometimes merely a shortcut to bad delivery
Time zone trouble
If you think you know the answers, you’ll only look at the facts that fit

23. Leadership
Executive
Management
• Ensure that the Strategic Market Development initiatives
support business aspirations
• Delivery of revenue to the business
• Mitigation of identified risks
• Delivery of profit (value) to the client
Structure
Processes
Growing a Business is not a spectator sport
Source: Sales Synthesis
Establishment of a sustainable Business Centric Framework
Moment
of Truth
Slide: 23
'If you are riding a dead horse, the best strategy is to dismount'
- unknown

24. Source: Sales Synthesis
Risk is filtered when the Service Provider understands the Client’s
Business Framework and its relevance to ‘Proposals’
Slide: 24
Service
Provider
‘House’
Risk propensity and commitment
backed by the fiscal and management
stamina
Client’s
‘House’
Risk propensity and commitment
backed by the fiscal and management
stamina
The Risk
Rainbow
Risk

25. If National Pride could be translated into the Business World…
Slide: 25

26. Slide: 26
Points to Ponder
Fact: Legacy structures cannot drive new business opportunities
Fact: If team trust ever becomes a casualty, then the business initiative becomes
high risk
Fact: Activity does not necessarily translate into productivity
Fact: The less you need to think about something - the more it's been thought about
'Hope is not a strategy' - unknown

27. Slide: 27
Two game rangers are talking.
'How many children do you have?' The first asks the second.
'Three,' she answers.
'How old are they?' he asks.
'Well if you multiply their ages, you get 72. But if you add them together, you get the
number of your house plus 1,' she says.
The first game ranger thinks for a few seconds and says, 'I do not think there is enough
information for me to solve this!'.
The mother game ranger immediately says, 'Oh, of course, I forgot to tell you that the
eldest one wears yellow socks!'
The Eldest One Wears Yellow Socks
How old are the three children?

28. Slide: 28
2. The Runaway Terrain and the Opportunity Landscape
- An Opportunity Mist
- Drowning at C-Level

29. Slide: 29
August 2012: A Global Account Manager heralded the imminent arrival of a RFP. The
introduction was supported with an ‘overview’ presentation and then the evangelist departed
to warmer climes.
When a ‘Ticket to Ride’ is Too Costly

30. Slide: 30
August 2012: A Global Account Manager heralded the imminent arrival of a RFP. The
introduction was supported with an ‘overview’ presentation and then the evangelist departed
to warmer climes.
On the due date the formal Request for Proposal (RFP) arrived and it took a very short time
before the Global Account Manager was pressurising for a ‘bid plan’… even before an
appropriate qualification of the opportunity had been undertaken. Needless to say, this did
not go down well with the Bid Manager.
When a ‘Ticket to Ride’ is Too Costly

31. Slide: 31
August 2012: A Global Account Manager heralded the imminent arrival of a RFP. The
introduction was supported with an ‘overview’ presentation and then the evangelist departed
to warmer climes.
On the due date the formal Request for Proposal (RFP) arrived and it took a very short time
before the Global Account Manager was pressurising for a ‘bid plan’… even before an
appropriate qualification of the opportunity had been undertaken. Needless to say, this did
not go down well with the Bid Manager.
After a full analysis of the opportunity, it was decided to No-Bid. The company could not
support many of the mandatory requirements.
Perfect decision – even with the hiccup of the bid plan pressure.
When a ‘Ticket to Ride’ is Too Costly

32. Slide: 32
August 2012: A Global Account Manager heralded the imminent arrival of a RFP. The
introduction was supported with an ‘overview’ presentation and then the evangelist departed
to warmer climes.
On the due date the formal Request for Proposal (RFP) arrived and it took a very short time
before the Global Account Manager was pressurising for a ‘bid plan’… even before an
appropriate qualification of the opportunity had been undertaken. Needless to say, this did
not go down well with the Bid Manager.
After a full analysis of the opportunity, it was decided to No-Bid. The company could not
support many of the mandatory requirements.
Perfect decision – even with the hiccup of the bid plan pressure.
Now the twist in this sorry tale… the Global Account Manager decided to play their ‘pay
grade card’ and, along with more pressure (by this time logic was nowhere to be seen),
managed to get regional management to reconsider – and to continue working on the bid.
When a ‘Ticket to Ride’ is Too Costly
Allow the ‘on the ground’ regional entities to have their say – and listen, listen, listen…

33. Slide: 33
The Opportunity Landscape are the possibilities (opportunities) that you can see, in the
marketplace in which you have decided to play. Thus, your funnel is then populated with ‘real’
opportunities that can be formally qualified.
So, where do these opportunities come from?
The Opportunity Landscape

34. Slide: 34
The Opportunity Landscape are the possibilities (opportunities) that you can see, in the
marketplace in which you have decided to play. Thus, your funnel is then populated with ‘real’
opportunities that can be formally qualified.
So, where do these opportunities come from?
The Opportunity Landscape
Head Office
Regional Offices
National Offices
<operating as
individual entities>
National Offices:
• agility to compete
• local knowledge
• Focused on practical &
realistic growth

35. Slide: 35
The Opportunity Landscape are the possibilities (opportunities) that you can see, in the
marketplace in which you have decided to play. Thus, your funnel is then populated with ‘real’
opportunities that can be formally qualified.
So, where do these opportunities come from?
Account Managers are responsible for crafting Account Plans and the opportunities fall out
of those. In fact, the first line of qualification is with the Account Manager. It’s the standard
(vanilla) sales process – or, in other words, Sales 101.
The Opportunity Landscape
Head Office
Regional Offices
National Offices
<operating as
individual entities>
National Offices:
• agility to compete
• local knowledge
• Focused on practical &
realistic growth
Without the appropriate Global Organisational & Business Development structures
there will be no light at the end of the tunnel – in fact, there may not even be a tunnel.

36. Slide: 36
The Opportunity Landscape are the possibilities (opportunities) that you can see, in the
marketplace in which you have decided to play. Thus, your funnel is then populated with ‘real’
opportunities that can be formally qualified.
So, where do these opportunities come from?
Account Managers are responsible for crafting Account Plans and the opportunities fall out
of those. In fact, the first line of qualification is with the Account Manager. It’s the standard
(vanilla) sales process – or, in other words, Sales 101.
Where were we with this client?
1. No Account Plan
2. No setting of technical expectations
3. No setting of financial expectations
4. No competitive analysis
5. Need I go on?
Not enough robust material from the Global Account Manager, on which to realistically pre-
qualify and build a solid relevant response.
The Opportunity Landscape
Account Management must be owned at the most
granular of levels and consolidated by a virtual
Account Management team across the Enterprise

37. Slide: 37
A multi-phased process to identify ‘business-relevant’ opportunities that,
when closed, sustain a company.
What is Opportunity Management?
Relationship
Building
Market
Management
Opportunity
Scouting
Qualification
Craft Solution/s
Drive
Opportunities
Account Management Focus
Building mutually beneficial and sustainable long-term client relationships
Successful Sales Organisations have clearly defined Opportunity Management Actions – with relevant metrics
Opportunity Management Actions

38. Slide: 38
A multi-phased process to identify ‘business-relevant’ opportunities that,
when closed, sustain a company.
What is Opportunity Management?
Relationship
Building
Market
Management
Opportunity
Scouting
Qualification
Craft Solution/s
Drive
Opportunities
Account Management Focus
Building mutually beneficial and sustainable long-term client relationships
Successful Sales Organisations have clearly defined Opportunity Management Actions – with relevant metrics
Opportunity Management Actions
Find the Business
‘Centre of Gravity’
Use Social Media
to your benefit

39. Slide: 39
Some major organisational failures can be fairly attributed to some of the C-Levels.
Drowning at C-Level
Be careful when fishing at the shallow end of the Gene Pool
'Smart people believe weird things because they are skilled at defending beliefs they
arrived at for non-smart reasons'
- Michael Shermer

40. Slide: 40
Some major organisational failures can be fairly attributed to some of the C-Levels.
Drowning at C-Level
Some CEO’s have reached the age where the happy hour is a nap
Be careful when fishing at the shallow end of the Gene Pool
'Smart people believe weird things because they are skilled at defending beliefs they
arrived at for non-smart reasons'
- Michael Shermer
Fact: C-Level people are intelligent and so, when they believe something, you can be certain
they will find a way to convince others that it’s ‘the single version of the truth’

41. The Opinion Paradox
Source: Sales Synthesis
Number of Resources on the Bid Team
Productivity
The crest of sensibility
Slide: 41
The larger a Bid Team, the lower the resultant productivity
MNC
Executive
Involvement
‘Technical’
Involvement
Opinions and Positional
Power do not a robust Bid
Team make
The trajectory of hopelessness

42. Slide: 42
Points to Ponder
Fact: When you’ve lost the heart and soul of a bid team because of positional
pressure to proceed in, what’s considered to be a futile direction, you’ve
effectively lost, not only the battle, but the war
Fact: Such occurrences alienate the Global Team from the Regional Team – on all
future interactions !!!
Fact: The need to dominate is usually as a consequence of the need for survival.
‘The person would need to be the right combination of personality and smarts to meet their high
standards – and be willing to check his ego at the door’
- David A. Vise [Author: The Google story]

43. Slide: 43
Lessons Learned
There is enough material with this opportunity for a 3-day seminar on ‘how not to tackle
bids’ but just a few of the lessons learned follow:
1. Ensure that there is an up-to-date Account Plan [This is what feeds the bid process]
2. Ensure that the Account Manager has undertaken a thorough pre-qualification of the
opportunity [ascertain whether it’s business you can do or even want]
3. Allow the bid team to undertake a formal qualification of the opportunity (technical,
business etc.) and then ‘stick’ to any ‘No-Bid’ decision [Trust the bid team’s decision]
4. Do not allow the ‘pay grade’ level of employees to be a reason why one should listen
to them. The bid team, in all of its diversity, should be clearly listened to [the higher
rank of people shouldn’t give them the ‘deciding voice’]
5. A bid team should be what it says… a ‘Team’. If things start to fragment then there is a
valid reason. Senior management involvement will not change people’s logical
reasoning [Teamwork is Dreamwork].

44. Slide: 44
3. Winning Weighs for Business Heavyweights:
- Traditional Business Development is rapidly becoming irrelevant
- Service Management as a tool for increasing the conversion ratio

45. Where Value is Defined and Realised
Value Proposition Value Definition Value Derivation
Client X
Validate Solution
Functionality
Realise the Benefits
Service
Provider
Understand the
Problem
Architect Solution X
The Client Value Continuum
Moment
of Truth
Slide: 45

46. A Company’s success is determined by the market
Source: www.melroseatteridge.com
Time
Revenue
Trajectory
with no
intervention
Turnaround
Consumer pressure
New competitors
New technologies
Competing products
Dropping unit prices
Reduce cost
Product innovation
Integrated company
Capable leadership
Slide: 46
Awareness
&
Intent

47. The Domain for Traditional Sales is Shrinking
Customer Sales
Level/ Potential
Customer Service/Relationship Requirements
Large
Small
Low High
Emerging
Channels [incl.
Internet-based
Sales]
Key/Global
Account
Management
The shrinking
domain for the
traditional
salesforce
Adapted, by Melrose Atteridge, from work undertaken by Professor Nigel Piercy
Successful Sales Organisations are embracing Direct Channel and Global Account Management models
Few
Many
Slide: 47

48. Client Classifications are an Imperative
Organisations need to be fully aligned with their prospects, customers & clients
Profitability
and/or
Relationship Effort
Volume of Classified Type
High
Low
Low High
Loyal
Nomadic
Needs
Based
Discount
Pressure
Impulsive
Source: Melrose Atteridge
Account
Management
[Complex Solutions]
Cafeteria Offerings
[Commodity Sales]
Slide: 48

49. Different Classifications for Different Requirements
Certain clients require a mix of relationship model/s and channels
Profitability
and/or
Relationship Effort
Volume of Classified Type
High
Low
Low High
Loyal
Nomadic
Needs
Based
Discount
Pressure
Impulsive
Complex Sales
e.g. infrastructure/s
Commodity Sales
e.g. Mobile phones
Source: Melrose Atteridge
Slide: 49

50. Business Heavyweights weigh in with a relevant organisation
Source: www.melroseatteridge.com & Corporate Executive Board
RoleplayersProcesses(sales)MeasuresAttributes
Pre-sales
Account
Manager
Sales
Manager
Bid
Manager
Pricing
Project
Manager
Service
Manager
Sales strategy Customer
segmentation
Account
planning
Strategic
accounts
Channel
optimisation
Client
retention
Channel
partner sales Inside sales Sales culture Internal
alignment Sales process Salesforce
productivity
Sales tools /
information Job description Hiring Induction Training Sales coaching
Performance
management
Sales
management
Retention /
succession plans Targetting Rewards Business
metrics
Tools
Channel
intensity
Lifetime value
of account
Revenue
targets
Margin
targets
Product mix
Sales pipeline
management
Salesperson
management
Order
management
Account
planning
Compensation
management
Prospect Plan Propose Present
Lessons
learned
delivery
Account Management
Slide: 50
A Reference Model Framework may be used to ensure completeness of purpose

51. Slide: 51
Business Heavyweights need to ensure that they continue to be
relevant to an ever-changing marketplace
Strategic Market Development
is a ‘living’ process

52. • Strategy moulded by present solutions
portfolio
• Strategy stagnation
• Limited portfolio for growth potential
• Indeterminate value propositions
Culture
ResourcesProcess
Org Struct Strategy Learning
• Sales personnel have limited portfolio of
offerings
• Largest number of employees working in
security
• Low number of resources in areas where
customer contact is prime
• Low number of resources in areas where
revenue growth could be derived
• Development programmes available but
relevance needs assessing
• Potential for building skills base
•
• Open, honest, ethical
• Predominantly European
• Willing to learn
• Potential to mentor / coach & grow
• Functional structure sound
• Reporting structure confusion
• Unclear demarcation of authority
• Inadequate resourcing in certain units
• World-class employee handbook
• Appearance of sound policies
• Low adherence to policies and
resultant interventions
Relevance of Business Model must be determined through analysis
Slide: 52
Armed with this information gaps may be determined & action plans crafted
Source: Template, courtesy of Melrose Atteridge

53. Slide: 53
Customer Service is an Imperative for Sustainability

54. Slide: 54
According to Forrester Research,
90% of customer service
decision-makers believe that
good service experience is
critical to their company’s
success, and the importance of
customer experience is on the
rise.
Customer Service is an Imperative for Sustainability
Traditional Business Development solutions: high performance, ease of use and
economical – pick any two

55. Slide: 55
According to Forrester Research,
90% of customer service
decision-makers believe that
good service experience is
critical to their company’s
success, and the importance of
customer experience is on the
rise.
National Offices:
• agility to compete
• local knowledge
• Focused on practical &
realistic growth
Local Knowledge & Skills are Non-Negotiable
Traditional Business Development solutions: high performance, ease of use and
economical – pick any two
Ensure this is not ‘lost in translation’

56. Slide: 56
As competition increases in a
shrinking market, a strategic
push for companies to re-
orchestrate their business
around a client-centric approach
becomes more important.
National Offices:
• agility to compete
• local knowledge
• Focused on practical &
realistic growth
Strategic Pushes: Global with ‘possible’ Dire Consequences
Ensure this is not ‘lost in translation’
According to Forrester Research,
90% of customer service
decision-makers believe that
good service experience is
critical to their company’s
success, and the importance of
customer experience is on the
rise.
Strategic push into emerging markets

57. Slide: 57
Service is delivered from a National Level
but may be ‘consolidated’ on a global basis with a SPOC
Head Office
Regional Offices
National Offices
Head Office
Regional Offices
National Offices
Service Provider Client
Local skills and knowledge
Opportunity scouting
Market management
Relationship building
Account management
Service management
Solution Definition
‘Single Point of Contact [SPOC]’
Bid
Management
Submission
Content

58. Account Plan
Slide: 58
Executive Summaries should resonate with the reader
1. Introduction
2. Design approaches
3. Third Parties & Partnerships
4. Implementation Roadmap
5. Billing & Invoicing
6. Single Service Provider, Single Point of
Accountability
7. Conclusion
1. Pre-Amble
2. Client Requirements
3. Introducing the Respondent/s
4. Solution Design Criteria
5. Support of Business Requirements
6. Summary of the Proposed Solution
7. Benefits of the proposed solution and services
8. Expectation of Client in relation to Proposed
Solution
9. Future Directions
10. Service Provider Differentiators
Response to a RFX:
Response to a Best and Final Offer (BAFO)
Shortlisted/Down Selection
Access to the
client for
specific issues,
concerns etc
Crafted from a
Client’s Business
Perspective
Brief & Focused
What you can do
for them!

59. Slide: 59
Points to Ponder
Fact: When you merge two companies, you end up with three
Fact: When you try and manage from a distance you only manage to fail
Fact: Global reach does not translate to global productivity
‘Don’t ask your barber if you need a haircut!’ - Warren Buffet

60. Slide: 60
4. Al Capone’s Business Lessons
- Who’s your Daddy?

61. Slide: 61
Al Capone’s business lessons – Politics, withholding taxes,
unrecoverable VAT etc.
In 1929, Al Capone's was investigated for income tax violations.
In 1931 Capone was indicted for income tax evasion. On October
17th the jury returned a verdict, finding Capone guilty of five
counts of tax evasion and failing to file tax.
The judge sentenced him to 11 years imprisonment.
'The first principle is that you must not fool yourself – and you are the easiest person to fool'
- Richard Feynman

62. Slide: 62
Regional Taxes – as a way of reducing Tax Evasion
• A withholding tax - also called a retention
tax - is a government requirement for the
payer of an item of income to withhold or
deduct tax from the payment, and pay that
tax to the government
• Some governments have laws that require
taxes to be paid before the money can be
spent for any other purpose
• Unrecoverable VAT
Negative Business Impact through
inexperience or ignorance:
• Pressure on profit if not added to pricing
• Legislative issues
• Cash flow
• Pressure on profit if not added to pricing
• Legislative issues
Types of ‘Witholding Taxes’ are specific to different jurisdictions. They may/may not
be applied to Employment, Interest, Dividends, Royalties, Rent, Real Estate.
Under certain tax treaties, reduced withholding tax may be obtained and paid as a
foreign tax credit in the payee's home country.

63. Slide: 63
Al Capone’s business lessons – Politics, withholding taxes,
unrecoverable VAT etc.
In 1929, Al Capone's was investigated for income tax violations.
In 1931 Capone was indicted for income tax evasion. On October
17 the jury returned a verdict, finding Capone guilty of five
counts of tax evasion and failing to file tax.
The judge sentenced him to 11 years imprisonment.
Question: Name the person who did most of the work in
obtaining proof of Al Capone’s tax violations?

64. Slide: 64
Al Capone’s business lessons – Politics, withholding taxes,
unrecoverable VAT etc.
In 1929, Al Capone's was investigated for income tax violations.
In 1931 Capone was indicted for income tax evasion. On October
17 the jury returned a verdict, finding Capone guilty of five
counts of tax evasion and failing to file tax.
The judge sentenced him to 11 years imprisonment.
Who wants to stick their neck out?
Question: Name the person who did most of the work in
obtaining proof of Al Capone’s tax violations?

65. Slide: 65
Al Capone’s business lessons – Politics, withholding taxes,
unrecoverable VAT etc.
In 1929, Al Capone's was investigated for income tax violations.
In 1931 Capone was indicted for income tax evasion. On October
17 the jury returned a verdict, finding Capone guilty of five
counts of tax evasion and failing to file tax.
The judge sentenced him to 11 years imprisonment.
Answer: Frank J Wilson
Question: Name the person who did most of the work in
obtaining proof of Al Capone’s tax violations?

66. Slide: 66
Who’s Your Daddy? - Regulatory and Legal considerations
Daddy Bujitu Mukadi
Head of Department: Regulatory - Vodacom
A Legal resource with local knowledge is an imperative for successful business risk reduction/containment in a territory
• African Communities – leveraging Regional Initiatives
• Risk Reduction/Containment
• Corporate Knowledge
• Relationship with Country Regulators
• Industry specific laws/regulations.
‘A desk is a very dangerous place from which to view the world’ - John Le Carre

67. Slide: 67
1
2
3
4
5
6
7
8 9
10
11
12
13
14 15
16
17
18 19
20
21
22
23
24
25
26
27
30
31
32
33
34
35
36
37
38
39
41
42
43
44
45 46
47
48
49
50
51
52
53
29
28
1 Morocco
2 Mauritania
3 Senegal
4 The Gambia
5 Guinea
6 Sierra Leone
7 Liberia
8 Côte d'Ivoire
9 Ghana
10 Togo
11 Benin
12 Nigeria
13 Burkina Faso
14 Mali
15 Niger
16 Algeria
17 Tunisia
18 Libya
19 Egypt
20 Chad
21 Cameroon
22 Equatorial Guinea
23 Gabon
24 Congo
25 Central African Republic
26 Sudan
27 Uganda
28 Rwanda
29 Burundi
30 Congo (DRC)
31 Angola
32 Namibia
33 South Africa
34 Lesotho
35 Swaziland
36 Botswana
37 Zimbabwe
38 Zambia
39 Malawi
40 Mozambique
41 Madagascar
42 Comoros
43 Tanzania
44 Kenya
45 Ethiopia
46 Somalia
47 Djibouti
48 Eritrea
49 Guinea-Bissau
50 Cape Verde
51 Seychelles
52 Mauritius
53 São Tomé and Príncipe
40
Commonwealth
SADC
COMESA
SADC
IGAD
ECCAS
UNICA
NEPAD
ECOWAS
EAC
COMESA
CENSAD
AMU
OAU
Other
ECOWAS
African Communities – leveraging Regional Initiatives
Be Aware of Territories: Jurisdictions, Sovereignties, Countries, Communities.

68. Slide: 68
Point/s to Ponder
Fact: Any organisation with global aspirations needs to be ‘bulletproof’
Fact: History (or Hollywood) will elevate certain resources above others – at the
expense of ‘the truth’
Fact: Regional groupings are typically only understood by the entities themselves or
a Professor of International Studies.

69. Slide: 69
5. Cross-Cultural Resource Profile & Plan

70. Doing Global Business is Challenging – Even for ‘Cash Cows’
Slide: 70
Fact: Whatever brought success to an organisation
will eventually be its downfall…
Does anyone work for an organisation they
consider as the number one in its industry?

71. Sources:
World Bank & IFC, Doing Business, 2011
Transparency International, Corruption Perceptions Index, 2011
Consider the Corruption Index:
Doing Global Business is Challenging
Slide: 71

72. Understanding the impact of cultural differences is key to
global business success
'Most businesses reward those that are supportive of the group’s strategies and punish
those who challenge the authority of the leaders by raising doubt/s.'
Model of
Culture
Time Focus
Space
Structure
Action
Time Orientation
Power
Communication
Competition
Source: Centre for Promoting Ideas, USA, 2012
Culture : ‘the inherited values, concepts, and ways of living which are shared by people of the same social group’
Activities: One after the
other – with detail;
Concurrent activities – less
detail
Past, present, future:
Traditional – short term
gains through to long
term plans /results
Hierarchy versus Equality:
Dictatorial through to
involvement
Wealth, performance, ambition
versus Job satisfaction
Doing or being
Individualism or
collectivism: Individual is
self-reliant versus shared
values of group
Personal zone: Business
rather than personal
issues
High context versus low context
Slide: 72

73. Malawi
Notes:
Source: Doing Business 2012, Global
ICT report 2012, IDC, Ovum, NSN,
Melrose Atteridge Analysis
$250-500m
<$50m
$50-100m
$100-250m
Multi-National
Corporation
(MNC)Spend - Country
4.22.7 3.2 3.72.2
NRI Index
DoingbusinessRanking
1
Medium
Low
High
>5
>$500m
183
20
Angola
Botswana
Cameroon
Côte d’Ivoire
Egypt
Gabon
Ghana
Kenya
Libya
Mauritius
Morocco
Mozambique
Nigeria
Senegal
South
Africa
Tanzania
Tunisia
Uganda
Algeria
Zambia
Zimbabwe
The country attractiveness measures the internet economy maturity against the complexity of doing business in the
country. The size of the bubble indicates market size (enterprise ICT). The top 23 countries have been considered.
Country Attractiveness – Consider the African Context
Namibia
The World Economic Forum's Networked
Readiness Index (NRI) measures the propensity
for countries to exploit the opportunities offered
by information and communications technology.
The NRI seeks to better comprehend the impact
of ICT on the competitiveness of nations.
Be certain that you understand the rationale of focusing on particular countriesSlide: 73

74. A global ‘Cultural Differences Matrix’ is required
Russia:
• Action
• Communication
• Competition
• Power
• Time Focus
• Time Orientation
• Space
• Structure
Australia:
• Action
• Communication
• Competition
• Power
• Time Focus
• Time Orientation
• Space
• Structure
Chile:
• Action
• Communication
• Competition
• Power
• Time Focus
• Time Orientation
• Space
• Structure
Canada:
• Action
• Communication
• Competition
• Power
• Time Focus
• Time Orientation
• Space
• Structure
The focus must be on the present – and planned - global country reach
A global growth plan
should not be crafted on
a whim – or merely to
follow the competition
Slide: 74

75. Lead by Example…
Slide: 75

76. Some cultures are more dedicated & focused than others…
Slide: 76

77. Point/s to Ponder
'The mere fact that a man is noted in his particular field of research, astronomy,
physics, or mathematics should not be considered as presumptive evidence of his
ability to see correctly things outside his experience.'
- Joseph Rinn
Business Personality: The shared culture, about a company, about each other,
about the value of treating others with respect, about being proud of who you –
and your colleagues are - and about loyalty and integrity [Being good when no one
is watching].
Slide: 77
Why do psychics have to ask you for your name?

78. Slide: 78
6. Case Study: Even with a global ‘Win’, everything was not
peachy in Wonderland
- Interactive session using a ‘real life’ review

79. Slide: 79
Case Study: Even with a global ‘Win’, everything was not peachy
in Wonderland - Interactive session using a ‘real life’ review

80. Stakeholder Participation
Resource/s [partial list] Global Entity South Africa
(SA) Entity
Rest of Africa
(ROA) Entity
AM – Account Manager X
BM – Bid Manager X X X
CCO – Chief Commercial Officer X
CDM – Commercial Development Manager X
CM – Commercial Manager X
GAM – Global Account Manager X
Lgl - Legal X
NAM – National Account Manager X
PDA – Principal Lead Architect X
PL – Pursuit Lead X
PR – Partner Relationships X
SA – Solution Architect/s X X
SC – Solution Consultant X
SLAM – SLA Management X
SM – Sales Management X
SMT – Service Management X

81. 1. Account strategy and plan not visible or communicated to all the bid members
2. Proposal gravitated to a technical response answering individual questions rather than a solution crafted
to solve a business problem
3. Understanding of Africa’s complexity and unique sovereign issues did not manifest in the response
4. Fragmented teams/ with too many resources involved, resulting in gaps and overlaps
5. No Steerco formed that included the three entities
6. Disagreements regarding requirements within the team (e.g. contracting and billing entity, transparency
of local costs to customer)
7. Double-counting of commissions between the three entities
8. Initial bid strategy devised between the Global entity and SA entity (excluding ROA entity) which resulted
in ROA entity not being able to contribute to material pricing and solution elements early on
9. SA entity sales resource/s operated as a “middle man” between all three parties which resulted in poor
communication and slowing the bid activities
10. The global entity has not utilised the ROA entity structure in the UK to reduce the cost associated with
the transaction due to the selection of SA entity as contracting and billing entity.
Observations (Top 10)

82. Stakeholder Participation
Resource/s Global Entity SA & ROA Entities ROA Entity
AM – Account Manager X
BM – Bid Manager X XX
CCO – Chief Commercial Officer X
CDM – Commercial Development Manager X
CM – Commercial Manager X
GAM – Global Account Manager X
Lgl - Legal X
NAM – National Account Manager X
PDA – Principal Lead Architect X
PL – Pursuit Lead X
PR – Partner Relationships X
SA – Solution Architect/s XX
SC – Solution Consultant X
SLAM – SLA Management X
SM – Sales Management X
SMT – Service Management X

83. Slide: 83
Revisit: The Eldest One Wears Yellow Socks - riddle

84. Slide: 84
Two game rangers are talking.
'How many children do you have?' The first asks the second.
'Three,' she answers.
'How old are they?' he asks.
'Well if you multiply their ages, you get 72. But if you add them together, you get the
number of your house plus 1,' she says.
The first game ranger thinks for a few seconds and says, 'I do not think there is enough
information for me to solve this!'.
The mother game ranger immediately says, 'Oh, of course, I forgot to tell you that the
eldest one wears yellow socks!'
Revisit: The Eldest One Wears Yellow Socks - riddle
How old are the three children?

85. Slide: 85
Answer: The Eldest One Wears Yellow Socks

86. Slide: 86
Answer: The Eldest One Wears Yellow Socks
Three Children’s ages Total (Product) Total (Sum)
1 1 72 72 74
1 2 36 72 39
1 3 24 72 28
1 4 18 72 23
1 6 12 72 19
1 8 9 72 18
2 2 18 72 22
2 3 12 72 17
2 4 9 72 18
2 6 6 72 14
3 3 8 72 14
3 4 6 72 13
The fact that the male game ranger knows the house number and that's not enough for him to determine the children’s
ages tells us that it must be ambiguous. There is only one sum that comes up more than once, it's 14. Only one of these
has an individual ‘eldest’… 3 - 3 – 8, as there are same age twins .

87. Slide: 87
7. Closing: Share prices, duvets and ducks

88. Slide: 88
Closing: A Review
Building mutually beneficial and sustainable long-term client relationships
Multi-National Companies [MNCs] may embrace a
new dawn or a long dark night.
Head Office
National Offices
<operating as
individual entities>
National Offices:
• agility to compete
• local knowledge
• Focused on practical &
realistic growth
Local skills and knowledge
Opportunity scouting
Market management
Relationship building
Account management
Service management
Solution Definition

89. Use intensive analytics to determine the correct growth strategies and territories [qualified opportunities]
Flatten the organisational structures as much as reasonably possible [rapid relevant structures for decision-making]
Move everything possible to a national level - with global ‘virtual’ teams [obtain national value and leverage globally]
Be aware of belief systems and allow for ‘all user/s’ interaction [spread the decision-making to the correct entities]
Closing: 4-Level Synthesis
Slide: 89

90. Slide: 90
Closing: Know Your Landscape
Factual knowledge is an imperative Know your ‘real’ competition
The higher profitable opportunities require a
greater sales investment – time, resources etc.
Relationships are key to successful engagements
Internal politics is self-destructing

91. Slide: 91
Use intensive analytics to determine the correct growth strategies and territories [qualified opportunities]
Flatten the organisational structures as much as reasonably possible [rapid relevant structures for decision-making]
Move everything possible to a national level - with global ‘virtual’ teams [obtain national value and leverage globally]
Be aware of belief systems and allow for ‘all user/s’ interaction [spread the decision-making to the correct entities]
Factual
knowledge is an
imperative
Internal politics
is self-
destructing
Know your real
competition
Relationships are key
to successful
engagements
Higher profitable
opportunities, the
higher the
investment
Source: Sales Synthesis
Closing: Answering RFP questions will not a winning proposal make…

92. Slide: 92
Dominant ExclusiveEmerging PervasiveAbsent
Symbiotic
relationship
with clients
Sustainability
Making the competitors irrelevant
Multi-National Companies [MNCs] may embrace a
new dawn or a long dark night.
Politics, Regulatory Issues, Withholding Taxes, Unrecoverable VAT etc.
Closing: Craft a Roadmap – including Value Propositions - to support a
Client’s business sustainability…
Territories: Market, Regional Communities, Client Attractiveness, Culture, Corruption Index
Winners
Losers

93. Slide: 93
Closing: Consider a Strategic Staircase to illustrate the Vision…
Value derivation from
income generation activities
2013/14 2014/15 2015/16 2016/17
•Consolidate strengths
•Introduce new brand
•Grow revenue in existing
market
• Market positioning
• Identified alliances
• New client base
•Success in emerging
marketplace
•Integrated Account Plans to
specifically support the client
Business Strategies
•Revenue growth from new
clients closed previous FY
•Develop replicable solutions /
services
•Identify & grow in new
markets
•Focus on new clients
•Embed CRM principles
•Develop more replicable
solutions and services
•Dominate chosen markets
•South African dominance with
integrated value chain across
major sectors
•Revenue growth
•Recognised brand
•Employer of choice
•First refusal partner
•Non-domestic growth
•First refusal partner with new
clients
•Client retention
•Competitive KO
• > X % marketshare
OutcomesThrust
Emerging
Dominant
Recognised
Leader
One of many
Source: Sales Synthesis
Symbiotic
relationship
with clients

94. Slide: 94
Relax and formulate a balanced lifestyle…

95. Slide: 95
The Chocolate Challenge
How to eat chocolate indefinitely…
Source: Tastefully Offensive
‘Life is like a box of chocolates ... You never know what
you're gonna get.’
- Forrest Gump

96. Slide: 96
Closing: Share prices, duvets and ducks
Without a ‘third-party evaluation culture’, the future is…

97. Slide: 97
Closing: Share prices, duvets and ducks – All Down
Down… Down… Down…
‘Profit is an opinion, cash is a fact’ - Steward Hamilton, IMD Professor

98. Slide: 98
When Duty Calls – Never Falter…

99. Slide: 99
Closing Statement
“There is something beautiful in all of our imperfections”
- Kirsten Dunst
(playing the character Nicole Oakley in Crazy/Beautiful
“You might think that you're original, but we all come up that way”
- Albert Hammond
(from the Lyrics of “Who's For Lunch Today?”
and…

100. Slide: 100
8. Q&A Session

101. Slide: 101
Q&A Session
‘Our greatest strength as a human race is our ability to acknowledge our differences - our greatest weakness is our
failure to embrace them.’
- Judith Henderson

102. Slide: 102
Bibliography:
1. Cross-cultural Differences in Management: Tagreed Issa Kawar, Princess Sumaya University for Technology
2. The Believing Brain: Michael Shermer
3. The Logic of Life: Tim Harford
4. Guns, Germs and Steel: Jared Diamond
5. Thinking about Sustainability: Stephen Bosman, MD – Melrose Atteridge [www.melroseatteridge.com]
6. The Secret Anarchy of Science: Michael Brooks
7. The Google story: David A. Vise
8. The Moral Landscape: Sam Harris
Interesting Links:
1. www.sales-synthesis.co.za
2. www.prosperous-proposals.com
3. www.proposal-design-services.co.za
4. www.melroseatteridge.com

103. 103
APMP BID & PROPOSAL CON 2013 | PAGE 103
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