Tag Archives | Sales Proposals

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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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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5 Sales Challenges You’ll Face (and What to Do about Them)

By on November 10, 2010 in Selling, The Guerrilla Consultant

Once you identify a sales lead, qualify it, and agree to pull together a proposal, you still face many challenges as you navigate the sales process. In a recent interview for her blog, sales strategist Jill Konrath and I talked about some of those challenges.

I thought I’d elaborate on five of the challenges in my latest newsletter. In short, those five challenges are:

  1. Manage Perceived Risk
  2. Respond to New Decision Makers
  3. Craft a Compelling Win Theme
  4. Understand How Clients Use a Sales Proposal
  5. Don’t Shoot Yourself in the Foot

If you want the full story, click over and read the article in this month’s issue of The Guerrilla Consultant.

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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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The Rule of Noise

By on September 25, 2009 in Selling

Sometimes a really good idea, like your latest sales proposal, gets derailed by the client for what seems to be no good reason. You may hear that the proposal was shelved because of timing, lack of resources, or budget constraints.

But it may actually be that the rule of loud noise was the reason for the loss. In most sales situations, you will find someone who doesn’t want what you’re selling no matter how much value you’ve promised. And those who don’t want something are often much louder in their opposition than the proponents.

In the face of strong opposition, some clients will give in to the pressure and stick with the status quo instead of getting into a drawn out political battle. Or they may find a different way to accomplish the same objective. No matter what they choose to do, it often leaves the seller empty-handed.

Part of the services sales process is to form, in collaboration with your client, a network of essential supporters. It is rarely enough to sell complex services to a single buyer. You’ll need broad support across the organization so that you can effectively head off the naysayers.

Do you know who’s making the loudest noises?

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Risky Business

By on February 12, 2007 in Selling, The Guerrilla Consultant

“We need more time to consider our options.”

That’s not what a consultant wants to hear from clients in response to a proposal but, as clients ponder which consultant to hire, it’s not uncommon.

You may think client waffling is a signal that you haven’t done a good job of selling the value of your proposal. After all, most consulting projects come with high price tags, and value is a crucial counter-balance to cost.

But often the value of the project isn’t in question. Instead, the risk involved in achieving that value is what holds up the hiring decision.

This month in the Guerrilla Consultant, we discuss the unique role that risk can play in the consultant’s sales process and how you can use it to your advantage.

Read this month’s Guerrilla Consultant.

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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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