Shipley Insights

Featured Article: Shipley Associates

Combatting Known Weaknesses in a Proposal by Gwyn Allred In most effective proposals, all weaknesses, known or potentially known to the customer, are addressed in the proposal. Proposal contributors generally have no issues talking up their company’s unique strengths, but what is the best way to address weaknesses in your company or other threats

Tip 137 – Win strategy is more than a slogan

Yes, proposal strategy is about how you convey key information in the proposal, but a winning message is so much more than – for example: “we offer a safe pair of hands”. To craft and present an aligned message, all members of the selling team must agree to use a common process and

Tip 136 – Build your team with the customer in mind

Customers have a stake in teaming combinations, preferred partners, and team contractual arrangements. Review potential teaming combinations and arrangements with the customer, if possible. Whether or not the customer asks the question, explain in advance and in your proposal how you have selected your teaming partners. Describe the role of each partner, and explain

Tip 135 – Build your team with the customer in mind

Article – How do you build a good work winning culture?

“The most successful organisations in any market or selling environment innovate and improve framework processes based upon fundamental principles.” “Business development managers who permit ad hoc processes and rely on heroes for success are consistently less successful.”– The Shipley Business Development Lifecycle Guide Most businesses struggle to create and imbed a work winning

Tip 134 – If you think the proposal plan does not need to be written, then…

…the proposal should not be written. No bid. Many organisations tackle proposals without prior planning, creating additional work for themselves. Good proposals are planned, and good proposal management plans are detailed, written, and available for review and reference. Poor plans are in the manager’s head. The shorter the response time,

Tip 133 – Increase the value of each contributor’s work by giving them clear ground rules

Instead of using the kickoff meeting to initiate discussions about how you will run the proposal, prepare in advance so you can communicate the ground rules for all contributors. Distribute writers’ packages that include guidance for style, procedures and configuration control. This approach will eliminate the extra work often created for the production team by

Article – PROVING YOUR CAPABILITY

In proposals, a critical component of selling your solution is proof. “Prove it” is a catchcry of Shipley consultants when we work with our clients on proposals. But why is proof important? When we look at a typical hierarchy of trust, anyone who is selling something starts at the bottom. Buyers are inherently cautious

Tip 132 – Are your bids compliant or responsive, or both?

We know that non-compliance can cost you a place on the short list. But research also shows that clients highly value responsiveness in proposals – that is proposals that address their underlying needs. Sometimes this means coming up with a new offer that does not comply with the request. For example: A customer needs the

Tip 131 – How well do you understand your customer’s attitude to price?

Is your customer telling you one thing, and doing another? Consider this paradox: • Most sellers say customers in their market select the solution with the lowest price • Most customers say they seldom select the solution with the lowest price The reality is that most customers try to select the best value solution within