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Sanity Check: The Final Question

By on January 13, 2012 in Proposal Writing, Sanity Checks

When that proposal, presentation, or report is ready to go, do one more thing before you send it to your client.

Read through each page or slide and ask yourself, “What can I remove from this document?” Maybe you’ll find unnecessary adverbs, some flabby language, or sentences and images that don’t really add anything to your key messages.

Once you’ve got language in a document or slides in a deck, it’s hard to get rid of it. But, you almost always have an opportunity to do that. And, you’ll communicate more effectively by stripping out the fat.

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An Acid Test for Sales Proposals

By on April 29, 2011 in Proposal Writing, Selling

michael mclaughlinBy now, the idea has been sufficiently drummed into us that every sales proposal should focus on the buyer’s need, instead of offering up a recitation of the seller’s “unique” qualifications.

Here are two quick tests you can apply to any sales proposal to assess its level of client focus.

1. Are the seller’s qualifications featured in the opening paragraphs? If the answer is yes, the proposal is likely to be overly-focused on the service provider. Clients want to know that you understand their issues before they’ll pay attention to your credentials. Use the introductory paragraphs to demonstrate that understanding.

2. How often do the words, “we,” “us,” “I,” and “our” appear in the opening section? Lots of proposals start almost every sentence with one of these pronouns. “We are excited for this opportunity to…” “Our global client base is…” “We have depth of expertise in…” “Our track record of success makes us…” You get the idea. That language sends an unfortunate message to the reader: “Expect to see lots of generic sales language in this proposal.” You can’t avoid seller-centric pronouns completely, but try to beat them out of your proposals wherever possible.

With a focus on the client’s situation in the early part of your sales proposal, you’ll find little room to write about your business. That’s how it should be. Assume that it’s safe to tuck your qualifications in the back of your sales proposal. If clients want to know more about you, they’ll find that information.

Answer the two questions above before you send your proposal to a client. Most times, you’ll find easy ways to make everything you write more focused on what the client needs.

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Your Sales Proposal Needs Help: 10 Telltale Signs

By on April 13, 2011 in Proposal Writing

photo by malias

  • You spot your proposal tucked underneath a wobbly table leg in the client’s office.
  • Your client calls and asks when to expect a translation of your proposal.
  • Your proposal was sent out with missing pages and no one noticed.
  • The list of project assumptions is longer than the description of your qualifications.
  • Your section on project fees gives your client a “ballpark figure.”
  • “Methodology” appears in any of the first five paragraphs.
  • The boilerplate in the proposal is so old even you have no idea what it means.
  • Someone from marketing put the “finishing touches” on the proposal.
  • You included a users’ guide for the proposal and a contact number to reach the help desk.
  • Three of the proposed project team members haven’t been hired yet.

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Sales Proposal Challenge: Don’t Shoot Yourself in the Foot

By on March 18, 2011 in Client Relationships, Marketing, Proposal Writing, Selling

It’s pretty rare for a sales proposal to be a riveting read. But, having read (and written) more sales proposals than I care to remember, I have a low tolerance for poorly constructed ones.

Usually, it’s the dumb, avoidable mistakes that cause the biggest problems with sales proposals. When you get ready to write a proposal, it’s easy to get tripped up by any of these three common mistakes.

First, some consultants believe that every proposal must follow the same template, no matter what. Sure, every proposal has common elements, like objective, scope, value, timing, staffing, and fees. But the most successful proposal efforts begin with the assumption that every client situation is different, even if you’ve done hundreds of similar projects. Make sure your proposal structure meets the client’s needs for clarity of purpose, not your desire for convenience.

Second, proposal writers have a tendency to “bury the lead,” as journalists say. Too many proposals take too long to get to the point–which should be the client’s issue and how you’ll address it. Your buyer wants to know immediately how you can help, not how great you are. Include a qualifications section in your proposal if needed, but focus first on what the buyer wants to accomplish.

Finally, some proposals are just sloppy about grammar, spelling, or formatting consistency. This may seem like a minor point. But when clients spot sloppy work in a proposal, they immediately wonder about the mistakes you’re likely to make during the project.

Simple mistakes in a sales proposal can unravel a lot of hard work you’ve done during the sales process. So really check every proposal one last time before handing it over to your client. It may make the difference between a win and a loss.

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Perspective

By on January 16, 2010 in Proposal Writing, Selling

It’s hard to remember how many sales planning meetings I’ve attended where the first topic was “What will it take for us to win this sale?” It’s a standard question and an easy way to start such meetings.

But that question gets meetings off on the wrong track. Why? Because as soon as you ask what it takes for you to win, your ideas focus on what’s best for you, not on the client’s need. The result is a ho-hum  sales proposal that emphasizes your experience, track record, and the quality of the proposed team. That’s not a formula for a winning proposal in today’s market.

If you want to avoid a run-of-the-mill sales proposal, try changing the first question you ask. Instead of focusing on what it will take for you to win, ask what it will take for your client to win. When you do that, your thoughts turn to how you’ll help clients address the issue from their perspective, not yours.

That shift will free your mind to more clearly see the client’s opportunities, risks, and barriers. You’ll uncover more creative ideas for addressing the client’s issue, find new ways to engage with the client as you explore your proposal options, and design a more insightful proposal.

You’ll still need to demonstrate that you are the best firm for the job, but the change in your perspective will take you a long way toward that goal. Ask what it will take for your client to win, and watch your own success grow.

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Resisting the RFP

By on February 9, 2006 in Proposal Writing, Selling

It’s always tempting to respond to any Request for Proposal (RFP) you receive. After all, the project is neatly described, desired outcomes are clear, and the consultant process is objective.

Not.

Responding to an RFP that comes in over the transom can be a costly proposition that results in a nice proposal but no project. Before investing your precious resources in responding to the RFP, ask yourself a few questions:

Why Me?

Did you receive the RFP because you have an existing relationship with the client? If not, why would the client seek you out?

If the RFP is from an unknown client, your chances of winning the project are very low, although many consultants could probably point to an exception to that rule.

Some consultants are simply added to a list of “contenders” with little hope of winning the project. Don’t squander your valuable time competing in a beauty contest you have little hope of winning.

What Will It Cost?

Over the last several years, more consulting selection processes are being run by procurement managers, not the actual client buyer. Having an intermediary between you and the buyer raises the cost of RFP compliance, reduces the quality of your response, and slows the selection process—sometimes to a crawl.

There’s also no evidence suggesting that the process results in a better decision for the client.

Create an estimate of your out-of-pocket expenses, time, and the lost-opportunity costs of responding to the RFP. When you use these costs to calculate a project ROI, the results can be eye-opening. Some RFP responses result in a win, but an unprofitable project.

If You Respond

Some RFPs are tailor-made for the recipient. If so, work with the client to make it a success by supporting the buying process as it’s been established. Comply with all of the terms of the RFP, and don’t use boilerplate for any part of it. Craft a customized response every time.

Some industries, like the public sector, rely on RFPs as a standard method of buying professional services. Others use RFPs less frequently. You may find that responding to an RFP is like fishing without bait.

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People, People, People

By on July 28, 2005 in Proposal Writing

Admittedly,this is a pet peeve.

Recently, I sat through a presentation given by a graphics design expert on the subject of “designing the perfect proposal.” I learned a lot during that hour, but I just couldn’t get behind one of the presenter’s key recommendations for designing a perfect proposal: include pictures of people, even if they are anonymous, in every proposal document.

“People love to see people in proposals.” He probably told us that five times.

I’d agree that it can be helpful to include photographs of the project team to breathe life into a proposal, especially if the client doesn’t know the individuals. But that use of images is not what the presenter was talking about.

He was referring to the stock images that already litter too many documents and web sites. We’ve all seen these photos: a group of people huddled around a computer screen in a conference room, or two business people in suits and hard hats pointing at an unfinished building.

To me, that always seems fake and a waste of precious space. Now, I’m not saying there is no place for images in documents or on web sites. But if an image doesn’t help clarify the value you’re providing, it’s an unnecessary distraction.

I routinely beat gratuitous images out of any document I create. Of course, I could be totally missing the boat—it wouldn’t be the first time.

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Win—Don’t Just Answer—Every RFP Question

By on July 27, 2005 in Proposal Writing, Selling

The ubiquitous Request for Proposal (RFP) has landed with a thud on most consultants’ desks at some point. Unfortunately, few clients will abandon this medieval approach to selecting professional service providers.

So assuming you’re faced with an RFP, here are four quick tips to help you pull together an
effective response.

Start with a Winning Strategy. Before diving into the writing process, develop your story. What’s the compelling story that knits together your understanding of what needs to be done? How will you help achieve the results, and where’s the proof that you can get the job done?

Don’t Just Answer the Question, Win It. Often the work of responding to an RFP is daunting, but the key is to focus on small victories—like winning every answer. Think hard about each response and focus on how each answer supports your story and contributes to winning the project, rather than simply answering the question

Avoid the Battle of the Boilerplate. Lots of RFPs are littered with boilerplate reusable elements. Just because you receive boilerplate from a prospective client, doesn’t mean you should send yours back to them.

It’s tempting to cut and paste your own boilerplate into a proposal for something like qualifications. Rememer, your client will recognize that boilerplate from a mile away and ignore it. Resist the urge and customize every answer. Sure, use previous work as a starting point, but don’t over do it.

Create a High Value-to-Cost Ratio. Some argue that it’s nearly impossible to quantify the results of consulting projects. Use that myth to your advantage by placing a dollar value on the benefits the client can expect from engaging you. Let the client
see the ratio of projected benefits to consulting fees.

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The Seven Deadly Sins of Proposal Writing

By on May 13, 2005 in Proposal Writing

The proposal is one of the most powerful, but misused tool, in a consultant’s marketing arsenal. Look at your last proposal and see if you spot any of these seven deadly sins.

1. Lack of focus on the client’s business problem and industry dynamics.

2. The “we, us, and our” syndrome. Does your proposal talk more about your firm than about the client’s business?

3. No basis of differentiation. Focus is on weak differentiators such as quality service, price, responsiveness, and your firm’s pedigree.

4. The expected value of the project isn’t quantified so you can’t use it as a baseline for justifying the proposed fee.

5. The proposal is laced with jargon, difficult to read, and doesn’t include an issue-focused executive summary.

6. Reliance on a boilerplate resume.

7. Errors: misspellings, poor grammar, wrong client name, or inconsistent formats.

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Keep Proposals Short

By on April 26, 2005 in Proposal Writing

Researchers laid a stack of proposals on a table to observe how people would behave when given the task of reviewing proposals. The stack included proposals of different page lengths, from very short to encyclopedic.

The individuals in the study reached for the smallest proposals first, in almost every case.

Clients resent proposals stuffed with unnecessary information, so stick to what’s essential. If you feel you’ve just got to include extra information about your practice, create a separate appendix and include it with your proposal. That will help keep your proposal concise and reader-friendly.

Obviously, your proposals must provide all the facts clients need. But keep your proposals as short as possible, and you’ll have better odds of having them read by prospective clients.

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