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CONFIDENTIAL Business Development Tools.  After 9/11/2001 companies threatened to remove anti-terrorism technologies and services from homeland security.

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Presentation on theme: "CONFIDENTIAL Business Development Tools.  After 9/11/2001 companies threatened to remove anti-terrorism technologies and services from homeland security."— Presentation transcript:

1 CONFIDENTIAL Business Development Tools

2  After 9/11/2001 companies threatened to remove anti-terrorism technologies and services from homeland security related deployments due to extraordinary large liability exposure  Congress enacted the Homeland Security Act of 2002, including the Support Anti-terrorism by Fostering Effective Technologies Act of 2002 (“SAFETY Act”) –  SAFETY Act incentivizes the deployment of effective anti-terrorism technologies and services by providing liability protections 1 Certification Designation Developmental Test & Evaluation Designation

3 2 EligibilityAny Product or Service used for “preventing, detecting, identifying, or deterring acts of terrorism or limiting the harm such acts might otherwise cause…” Flow-Down Protection Protections Extend to Customers “…Such cause of action may be brought only against the Seller of the technology and may not be brought against the buyers or downstream users of the technology” Public Listing Applicants that receive SAFETY Act Designation and/or Certification are placed on a publicly accessible DHS website SealDHS released three new SAFETY Act seals that can be used by successful applicants for their own business purposes Completeness Evaluation (30 Days) Technical/Economic Review (~65 Days) Final Decision (~25 Days) Application Process

4 Incomplete Deliverables Drivers of change that will shape future. Potential implications of change, specific to industry sectors and to individual organizations. Assessment of an organization’s preparedness and capability to adapt. A roadmap to pave the way to enduring success for the future. Strategic Partner: Deborah Westphal, Managing Partner, Toffler Associates (Reston, VA, USA)

5  Market segmentation  Value chain analysis and customer selection  Value propositions  Define go-to- market plan Development Production, Deployment, Operations, Support Concept Refinement  Capabilities analysis  Competitor/ partner analysis  Capability plan  Financial analysis  Design readiness review  Execute capabilities plan  Execute go-to- market plans through supporting capture plans Integrated and self-reinforcing design for a venture with selected customers, tailored offerings, an internal and external investment plan that is prioritized and linked to strategy, and a go-to-market strategy supported by detailed capture plans. CONFIDENTIAL Value Migration Analysis Demonstration / Validation  Target customers and pursuits  Capture strategy and execution  Lessons learned  Design improvements Select EBOs* *EBO – “Emerging Business Opportunity” Deliverables

6 Decision MAPping® helps companies engage in their customers’ decisions, enabling teams to design the right offers and to communicate them to every relevant decision maker at the right time and in the right way with individually tailored messages and meetings. Decision MAPping® explores the customer decisions a company chooses to effect by guiding capture teams through the disciplined analysis of decision-focused diagnostic questions. Teams then define and document winning offerings and design a communication strategy for decision makers and influencers at every level. Decision MAPping® also guides customer engagement after the win to keep business sold, to identify opportunities for improvements, and to provide early warning of emerging conceptual shifts that may threaten an incumbent position or create new opportunities for growth. A detailed, customer decision-based win strategy, proposal strategy, keep-it- sold strategy and enduring customer engagement process. Decision Mapping® is owned and licensed by The MAPping Alliance, founded by Chairman Richard Hodapp. For more information: Deliverables Precise definition of customer decisions that define the business opportunity Comprehensive map of decision makers at every relevant scope and in every role Defined customer decision process, decision status, and an inventory of potential strategic moves for all competitors A detailed plan for addressing every decision factor Complete inventory of resource requirements Strategy-driven customer contact plan including detailed meeting designs


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