1.0 Preparedness for Public Sector Requirements / SQs (Required)
To win Public Sector contracts, organisations need to be of sufficient size and financial stability, have relevant experience and have polices and procedures in place to mitigate common risks. They will need to provide evidence such as DUNS number, Cyber Essentials, Policy Documents and Case Studies. They also need to understand what’s involved.
2.0 Presence on Procurement Frameworks (Required)
Increasingly, buyers are using frameworks as a more efficient route to buy products and services so presence on these frameworks is generally essential.
3.0 Market Intelligence and Analysis (Required)
The UK Public Sector is huge with many buying organisations, each with their own strategies, policies and buying influencers. Outside of frameworks, all opportunities must be published openly and it is possible to waste time on opportunities which you have very little chance of winning. Success therefore requires a good understand of your customer and your potential competition.
Level 1 - Initial: Market intelligence and analysis are ad hoc and fragmented and insights are primarily based on informal sources and individual experiences.
Level 2 - Reactively Managed: Market insights are generated through basic research and monitoring activities. An approach exists but it may be inconsistent or limited in scope
Level 3 - Organisationally Defined: The organisation actively monitors market trends, competitors, and customer needs to generate valuable insights for decision-making. Tools and resources in place to find opportunities, research the incumbent, the customer and competitors, with findings applied in the sales/bid process
Level 4 - Controlled: Metrics are used to measure market performance, customer preferences, and competitive positioning. The organisation may employ sophisticated analytics tools and models to derive meaningful insights from large volumes of data
Level 5 - Optimising: There is a proactive approach to gathering market data, leveraging advanced analytics, and applying predictive modelling to anticipate future trends and opportunities. The organisation fosters a culture of innovation and knowledge sharing, actively exploring emerging technologies and techniques to stay ahead in the market
4.0 Bid Process (Required)
Bidding is fundamental to public sector sales as all procurements must be fair, open and transparent driving an emphasis on the written word. Decisions are made by evaluation committees consisting of stakeholders with different perspectives as users, commercial experts and technicians.
5.0 Capture Process (Required)
Although the aim of the procurement process is to eliminate the influence of sales, successful companies find means to engage up-front and influence requirements in their favour, especially during the market engagement phases of the procurement process.
6.0 Proposition Design and Innovation (Required)
The public sector procurement process is such that detailed requirements are captured and published enabling bidders to respond based on a proposition which they will deliver, supported by current experience and case studies. This requires an ability to offer relevant propositions.
7.0 Account Management (Required)
It is far easier to engage with public sector influencers when you are an incumbent and have the opportunity to speak to people in the organisation. It is vital to leverage this opportunity, plan ahead to understand and influence new opportunities and retain your contracts.
Level 1 - Initial: There is minimal coordination or strategic focus on managing customer accounts, resulting in reactive and inconsistent customer interactions
Level 2 - Reactively Managed: There is a formalised approach to managing customer accounts, but it may lack consistency and comprehensive coverage of account activities. Account managers focus on maintaining existing relationships and fulfilling customer needs
Level 3 - Organisationally Defined: There is a consistent approach to account planning, relationship management, and customer engagement. Account managers proactively identify customer requirements, develop account strategies, and ensure customer satisfaction
Level 4 - Controlled: Key performance indicators and metrics are used to measure customer satisfaction, revenue growth, and account profitability. The organisation applies data-driven insights to identify opportunities for cross-selling, upselling, and expanding customer relationships
Level 5 - Optimising: Best practices and lessons learned are shared across the organisation, enabling consistent and effective account management. Account managers collaborate closely with other teams, leveraging advanced technologies and analytics to anticipate customer needs, drive innovation, and maximise long-term customer value
8.0 Social Value and Sustainability (Required)
The delivery of social value is mandated in all public sector procurement and captures 10-20% of overall scores. It is therefore essential to consider this as part of your solution/ proposition design.
9.0 Collaboration and Partnerships (Required)
Public sector opportunities can be large and complex, requiring effective collaboration between partners and suppliers to win and deliver strategically critical contracts.
10.0 Resources (Required)
Success requires capable resources including people, systems.
Level 1 - Initial: There are no dedicated resources for sales and bidding activities, resulting in inconsistent and uncoordinated efforts
Level 2 - Reactively Managed: Resources for sales and bidding are established. Dedicated resources, may be limited in scope and may lack specialisation or alignment with specific sales and bidding requirements
Level 3 - Organisationally Defined: The organisation has well-defined roles, responsibilities, and resources for sales and bidding activities. The resources are aligned with specific sales and bidding functions, and there is a clear understanding of their skills, expertise, and capabilities.
Level 4 - Controlled: The organisation collects and analyses data on sales and bidding resource performance. Metrics and key performance indicators are used to measure the effectiveness and productivity of the resources. Resource allocation and optimisation are based on data-driven insights and proactive management
Level 5 - Optimising: The organisation continuously improves its sales and bidding resources. There is a focus on developing specialised skills, knowledge, and expertise to enhance performance. Resource planning, development, and retention strategies are implemented to ensure the organisation has the right talent and capabilities to drive sales and bidding success