Don't be a one hit wonder!

It’s easy to lose sight of the REAL advantage of being an incumbent – the opportunity to delight a captive audience who has already chosen to buy from you.

Music industry charts are full of one-hit wonders; remember Soft Cell (Tainted Love), Dexys Midnight Runners (Come On Eileen), Nena (99 Luftballoons) and The Knack (My Sharona)? All of these artists produced plenty of other music, it’s just that none of it made the big time quite like these monster hits managed to do. There are many others too, who worked very, very hard for years and years to get their big break, rode on the crest of their one hit single for quite a while, but just couldn’t crack the top of the charts a second time.

Likewise, business-to-business markets are littered with incumbents who didn’t make it past the first contract term.

When you already have the business, it’s easy to get comfortable, and lose sight of the most important thing that's going to help you keep it.

One your biggest advantages as an incumbent supplier is ACCESS – you can get in front of the customer more easily, and go deeper inside the organisation with new ideas in a way that competitors would find very difficult to replicate.

As the incumbent, you worked hard to get to where you are. Let’s make sure you stay there.

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.

Is your new idea meaningful for your customer?

Customers aren’t always rational in the way they buy things. Before we get too excited about our new, innovative offering, it is important to think first about the customer’s goals, pressing problems and their appetite for change.

Meaningful innovation resonates with your customer’s goals and solves one or more of their big, gnarly problems – particularly problems that no one else has been able to solve yet. New ideas that focus on opportunity creation can also be useful, but are harder to sell, unless you have a growth-minded customer and the potential of a big payoff or return.

The father of psychoanalysis, Sigmund Freud, suggests: “We will do more to avoid pain than to gain pleasure.” Most people are therefore much more motivated to resolve an issue that is keeping them up at night than they are to take a risk on a bright shiny opportunity that may or may not be better than their current reality.

For example, my family gave up its old ‘fatback’ analogue television only a month before the digital television switchover. We even took this 60kg TV with us to our new (two storey) place, where it was installed upstairs. Not long after, we found out that the analogue signal in our area was about to be switched off forever, rendering the TV useless. So we had to hire the removalists back to lug it down the stairs and take it away again!

As it turned out, my family wasn’t really that interested in buying a new TV to watch all the extra channels offered by digital TV (the bright shiny opportunity). We didn’t change over our old TV set until we were faced with the prospect of a black screen (big gnarly problem).

Before you rush out to talk to a customer about your bright, shiny offering, remember that while customers do expect innovation from their incumbent suppliers, no one wants change simply for the sake of change. 

------------------------

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.

Incumbency + innovation = guaranteed return on investment

Are you pursuing new ideas SPECIFICALLY to benefit your major customers?

If you are in a service business that is accustomed to getting paid for things before it will even contemplate doing them, chances are, you might not be.

Typically, we pitch for a contract and do the work later. The contract defines the scope and the performance measures, and everyone’s attention is focused on meeting these. In this environment, the thought of positioning new ideas and investing cash without a “guaranteed return” is often difficult for business development leaders get their heads around.

However, no matter how good your performance is, the biggest risk of losing a customer or contract is to do no more than focus on the day-to-day.

In my book Winning Again, procurement expert Neil Hubbard sums up the buyer’s perspective beautifully. “Don't wait until it's time to do a tender”, he says. “As soon as you're awarded the contract, your time starts. Be very conscious that in three years’ time, your contract will come up. Start working on innovation that will bring cost savings or benefits to our business and start telling us what you're going to do now.”

When you’re innovating in a way that is designed to help a major customer grow their business or to do business better, you ARE guaranteed a return: a better reputation and relationship with the customer that will help you to win again.

And there is another benefit too. When you start to think this way, you’ll find there are many people working in your business who would love to have an opportunity to do more for your major customers – provided that the leadership culture will support them.

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.

Go wide for new ideas

When it comes to developing new ideas that will be meaningful to your most important customers, breakthrough insights can come from anywhere. Some evolve by thinking more laterally about what’s right in front of us. But others come from educating ourselves in ideas and disciplines that are outside our core area of expertise, our industry, or our life experience.

For example, one of the ways Steve Jobs came up with new ideas was to maintain a lifelong interest in learning and new experiences. While in college, Jobs took a course in calligraphy, which at the time had no practical application to his work. What he experienced came to life later in the Macintosh computer, the first of its kind to prioritise typeface, fonts and calligraphy.

When considering your team’s professional development needs, try to think more broadly than technical training that further entrenches the status quo. Technical training is an important way to keep staff qualifications up-to-date, but mostly maintains the baseline and isn’t the best way to deliver new thinking – especially when all your competitors are doing the same programs.

So help your team to learn more laterally. They can learn leadership from an explorer who has spent time leading a team in Antarctica, or learn better ways to relate to colleagues and customers by talking to a social worker who helps people navigate very complex personal or family issues.

Innovating in a long-term business relationship is fascinating and inspiring, but it’s also time consuming and difficult. New projects take time to deliver results and give us tangible evidence to talk to the customer about. Going wide for new ideas helps keep the fun in the game for your team, and ensure that innovation actually happens.

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 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/

3 lessons from the Victorian election about winning again

If you have an important contract you can’t afford to lose, don't bury your head in the sand. Incumbency is no guarantee of victory, and winning again is too important to leave to chance.

In Victoria, our State government has changed hands after a single three-year term – a phenomenon last seen in 1955.

My own electorate, Bentleigh, was the most marginal seat in this election, and it was said that whoever won Bentleigh would win government. We were bombarded with political messages over the week prior to polling day – everything from flyers, letters, and annoying recorded phone calls to a flying visit from Foreign Minister Julie Bishop. Every school fence in the district was plastered with pictures of the sitting member’s face.

It seems this was all to no avail. At time of writing, there was a swing of 2.1% against the government in this pivotal seat, indicating a probably loss to the opposition (along with the rest of the State, where the opposition has convincingly claimed victory).

My mother-in-law, a softly spoken former hospital pharmacist not normally given to violent outbursts of opinion, is very vocal in her dislike of our local MP. Several times, she tried to meet with her to raise concerns about the local hospital. Each time, she was fobbed off by a junior staffer until she was eventually told "(The member) doesn't meet with constituents".

It doesn't take much to lose an election. A swing of a few percentage points. A local issue that trumps a national one. A member who just isn't present enough to the concerns of the electorate.

During the election night coverage, political commentator Peter Costello - a representative of the outgoing party - said: "This (result) shows that there can be one-term governments." Political journalist Laurie Oakes added: "The idea that (incumbent) governments always get a second chance has gone out the window."

It's the same when we bid to retain business. To win again, you need to be the next big thing. Incumbency is no guarantee of victory, and assumption is a dangerous strategy.

Robyn's new book Winning Again: a retention game plan for your most important contracts and customers can be purchased from 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.

Failure is not an option, but it is a reality

This is a truth rarely acknowledged in the world of sales and business development, where the only conversation you will ever hear is the one about winning and success.

Yet the prospect of loss is the ugly spectre that hangs over everything we do, and past losses we haven’t grieved for and learned from can actually prevent us from doing our best work with the customers we have today.

In my line of work I have spent years up close and personal with people while they grapple with the anxiety-inducing task of re-competing for business that they already have.

This anxiety presents in many ways that mask what it really is: fear that derives from a sense of powerlessness, in this case because the customer is going to market whether we like it or not.

In boardrooms and in bid team ‘war rooms’, I've seen anxiety show up as arrogance, bullying, lying, dissembling, blind faith, or bluster. While understandable, none are helpful when it comes to winning again.

There is no doubt about it – losses hurt. I have worked in this game a long time and see many people struggling with unacknowledged grief for past business losses. 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 our creativity, energy and enthusiasm — the very things that we need the most when we need to compete again.

If you’ve ever lost a piece of business that was important to you, please give yourself the opportunity to grieve for it. Really feel what happened and then let it go with gratitude.

There are lessons in loss, and one of the most important is to be thankful for and work hard to retain the business that we have today.

The role of a Bid Leader

When you’re in charge of a bid for an important piece of business, you are an important role model for your team and your organisation.

The amount of energy and enthusiasm they will display for the bid is directly correlated to how you feel about it yourself. Is this something you really want to win? What will it mean for your role, your team or your business if you win? What about if you don't? What are the great things that will happen if you win? What are the consequences of a loss?

Bid Leadership is an active project leadership role where it is important to lead by example.

When leading a bid, you are neither a figurehead nor a task master. You need to be right in there, actively working with your team, and supporting them when they need it most.

When you do, you will find that your energy and enthusiasm are contagious.

Make sure that you share what you are doing among the informal power networks inside your organisation so there is a groundswell of support. Enlist the help of other line managers, if you need to, to get help with your projects and extra resources to cover for you and your team while you are deep in delivery of the bid.

It’s fine to ask your team to work longer hours on project delivery or bid delivery, as long as you are doing this yourself. Use the opportunity to give your people extra responsibility and make sure they are rewarded for it.

Own your role as Bid Leader, and you will own the bid’s success as well.