Have you ever been drawn into a proposal
effort that your instincts told you to pass on, but
you didn't? You'd think we'd learn…
Not long ago, I received an RFP, by email
no less, from a prospective client's purchasing department.
Now, I've been around long enough that receiving a proposal
request by email did set off my internal alarm. The
one page RFP outlined a complex initiative, and described
the process for submitting an electronic proposal. The
instructions were crystal clear that phone calls to
the client were not welcome, though email questions
were acceptable.
I ignored both my instincts to politely
decline to bid and their admonitions, and called anyway.
Not surprisingly, I reached a friendly voicemail greeting
telling me how important my call was, but that no one
could answer it. Two days before the proposal due date,
I reached someone at the client's purchasing department
and asked six questions, three of which remain unanswered
to this day.
To make a long story short, I did write
the proposal; how is a whole other story. Afterwards,
a colleague and I reflected on the rules of proposal
writing, some of which we'd just ignored. We stopped
at seven.
The Proposal Itself Doesn't Win, You Do
It's a widely accepted principle in marketing
that people buy on emotion and justify with fact. In
the consulting equation, the proposal is the "fact"
and you, the consultant, are the "emotion."
Your proposal must win the minds of your client, but
only after you've won the rest. Throwing a proposal
over the transom almost never works.
Consulting is a Contact Sport
The proposal process is a perfect opportunity
to forge a stronger bond with your client or prospective
client. The best proposals begin with a collaborative
effort between the client and consultant. As the consultant
puts ideas on paper, a healthy give and take with the
client strengthens those ideas and the proposal. Too
many consultants create a proposal in isolation from
the client, missing the special opportunity a proposal
effort provides.
Know the Client's Buying Process
The best consultants know that a project
sale unfolds in predictable patterns, driven by how
the client organizes the buying process. You'll save
a lot of time and energy by understanding that process.
Many consultant selection committees, for example, begin
by focusing on finding the "best" answer,
without regard to price. As the committee's work proceeds,
other factors, including price, can change the focus.
So, at the outset, ask the client to explain the process,
especially the part about who will make the final decision.
Then, pay attention and observe as the process evolves
so you can stay in step with it.
Know Your Competition
I know this is one of those "duh"
things, but many consultants don't spend enough time
understanding the competitive landscape. We all know
that some clients ask for a proposal simply to keep
their preferred consultants on their toes. We also know
that, sometimes, the process is actually wired in our
favor. Consultants who grasp the competitive realities
will make smarter decisions about sales strategy and
the resources they devote to the proposal effort.
How do you get wise to the competitive
situation? Again, ask the client for a straightforward
answer -- that might work. I find reading upside down
is still an invaluable skill in consulting. A little
detective work never hurts, as long as you keep it ethical.
Style Points Matter
To paraphrase Voltaire,
perfection is the enemy of good. In many parts of a
proposal, though, anything short of perfection means
you're likely to lose the project. Very few clients
tolerate imperfections in grammar, names, titles or
the use of their data. The consultant with a clear,
well-written proposal can be assured of one thing: the
proposal will, at least, be read. I know this advice
sounds obvious, but many consultants fail to get it
right.
Work the Hard Stuff First
When some consultants start a proposal,
the first thing they do is assemble the supporting material,
like firm qualifications and bios. It's an easy way
to get some of the important pieces of the proposal
put together. But, I've found that crafting a clear
statement of objectives, value, and approach consumes
the most "think" time and, the sooner I get
on with it, the better. So, I do this "think"
part first, and then assemble the supporting stuff,
because I can tailor it to the engagement approach I've
created.
Dump the Boilerplate in the Trash
In addition to writing them, I've also
been on the receiving end of every imaginable sort of
proposal, and I've been floored by the boilerplate some
people try to submit. The best consultants recognize
that every opportunity is different, even if it seems
the same. A proposal must reflect the intricacies of
the particular situation, not just the circumstances
your last client faced. Sure, there are always similarities.
But, it's the subtle differences that winning consultants
uncover and include in their tailored proposals.
There's one rule I live by, and it serves
me well: I rewrite my resume for every opportunity so
I can shift its focus in just the right way. I rarely
find an instance when a canned resume is good enough.
The same is true for the rest of a proposal.
* * * *
My colleague and I stopped at the seven
rules above, but there are many more. I'd welcome your
thoughts on additions to the list. Write
and let me know.
As of this writing, I have not heard back
from the email client. Do you think I still have a chance
to win the proposal I launched into cyberspace?
Michael W. McLaughlin is the coauthor, with
Jay Conrad Levinson, of Guerrilla Marketing for Consultants.
Michael is a principal with Deloitte Consulting LLP and
the publisher of Management Consulting News. For
more information, visit www.guerrillaconsulting.com.
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