Shipley Insights

Allow time for proposal quality control – schedule backwards from the drop-dead date Late proposals are usually eliminated, but last minute proposals usually contain errors that the team has not had time to fix. Avoid squeezing essential proposal quality checking tasks by developing your proposal schedule backwards from the submission date. Allow time for layout

Sales or sales support professionals use clichés to open or close sales documents out of habit and convenience. Many of these clichés are seller-focused – hence the writer thinks they can be applied in any proposal. “Global Corporation is pleased to have the opportunity to present this proposal.” “We recognise the importance to you of

Improving your bid decision gate discipline is one of the most effective ways to improve win rates. While earlier decisions should ensure that opportunities fit with your strategic direction and capability, use the bid decision to verify you are positioned to win before committing to a proposal. After spending time and money on positioning activities,

  Proposals written in strong, clear language are more effective. Customers may be put off by a message delivered in passive voice in which responsibilities have not been clearly allocated. (See what I did there?) The active voice construction accepts responsibility, giving the sentence greater clarity, emphasis and credibility. The most important reason to use

    When pursuing opportunities, many selling organisations actively avoid discussing risk with their clients because they believe this is a negative conversation. But customers know every offer entails risk; the best practice is to explicitly discuss how the risk in your offer will be managed. Offer an evaluation of and mitigations for proposal risk:

  When you do not have a formal bid request, identify the customer’s requirements collaboratively in meetings and phone calls. Cross-check against any other available information such as past proposals to the same customer, and intelligence sources. List the requirements as you understand them and confirm your list with the customer before preparing/submitting the proposal.

  Avoid losing by emphasising the wrong Discriminators: continuously re-examine whether a discriminator still discriminates. Many procurements have been lost because the seller assumed the reason they won the last contract still applied. The relevance and power of a discriminator to an individual or an organisation may vary over time or change completely. Re-visit and