全套内部培训教程2

CreatingEffectiveProposalsProposalBasicsCONSULTINGCONSULTINGProposalBasicsTheBigPicture“Theobviousisobvious…onlyafterit’sobvious”CONSULTINGProposalBasicsWhatMakesaGoodProposal?IsdirectedtotherightaudienceOffersalow-risk,well-substantiatedsolutiontoareal(notalwaysstated)needIseasytounderstandShows(notclaims)competenceOffersdistinctbenefitsoverothersBetter,faster,cheaperImpressesevaluatorsProvidestangiblevalueCONSULTINGProposalBasicsWhatMakesaBadProposal?Hardtounderstand/hardtoscoreNotresponsiveandnon-compliantFailstodemonstratecompetenceSolvesthewrongproblemOffersanunprovenorriskysolutionNotdifferentiatedfromthecompetitionClaimsarenotbelievableGrammaticalerrors/generalsloppinessCONSULTINGProposalBasicsWhyAreSoManyProposalsBad?TheyareproducedbycommitteesTheyareproducedunderpressureTheyshowananxietytowinTheproposalstaffisover-committedand/orpoorlypreparedThemessageisunclearorlackingKPMGdidnotlistentothecustomerKPMGlistenedtothewrongpeopleUnsubstantiatedclaimsCONSULTINGProposalBasicsAilmentsofProposalsMOTIONSICKNESS-jumpstooquicklyfrompointtopointandisdifficulttofollowSENILITY-thesameoldstuffAMNESIA-importantpointsomittedSTERILITY-ideasnotconceivedNARCISSISM-toomuchhornblowingSCARLETFEVER-excessiveuseofredGOITER-blownupinthewrongplacesCONSTIPATION-theremaybesomethinghere,butitsimplyrefusestocomeoutCONSULTINGProposalBasicsProposalsAnswer9BasicQuestionsWhoarewe?Whatareweselling?Whyarewesellingit?Howisitbetterthanthecompetition?Howarewegoingtoexecuteit?Howarewegoingtomanageit?Whyarewequalifiedtodoit?Howmuchisourprice?Canwedoitwithincostandonschedule?CONSULTINGProposalBasicsSixBasicProposalPrinciplesYounevergetasecondchancetomakeafirstimpressionAgoodproposalwillnotalwayswin,butapooronewillalmostalwaysloseBus.Developmentisdoingyourhomework(studying);proposalsaretakingthetestProposalManagementiswheredemocracystopsEvaluatorsexpecttoseequalityreflectiveofthetimeallottedtopreparetheproposalWritetowin,ordon’tbeginCONSULTINGProposalBasicsTypicalOpportunityScenariosRequestforProposal(RFP)OpportunityfromPartner/BDM/Sr.ManagerNoRFPNoformalrequirementsstatementCONSULTINGProposalBasicsReadinganRFP:Whattolookfor?IstheSOWwhatwethought?Canwedothejob?Howmanydaystopreparetheproposal?Howmanysectionsareintheproposal?Arethere8aorminority-ownedbusinessrequirements?Whatarethestaffing/skills/geographicrequirements?Arethereextensivecustomerreferencerequirements?AretheretechnologiesrequiringotherKPMGpracticesoroutsidehelp(teamingarrangement)?Howisevaluationweighted(technicalvs.cost)?Aretherespecialproductionconsiderations?Existingcontractvehicle?Whataboutcontracttermsandconditions?CONSULTINGProposalBasicsWhattoDoWhenThereisNoRFPRefertotheOpportunityFactSheet(OFS)filledoutbytheKPMGPartner/BDM/Sr.ManagerContainsmuchoftheinformationfoundinanRFPServesastheRFPfortheproposalAnalyzetheBusinessOpportunityoutlinedintheOFSjustasyouwouldanRFPIsthereacompellingreasontobid?RelyontheKPMGcontact’sknowledgeabouttheclient,theopportunity,andthecompetitionCONSULTINGProposalBasicsFinalAnalysis:ShouldWeBid?Easytobid,hardnottoSomereasonsnottobid:Strongincumbent(clientlookingfora“checkbid”)Clientbudgetvs.projectscopedoesn’tmatchNoknowledgeofcompetitionNorelationshipswith,orpriorknowledgeofclient/RFPKPMGprojectstaffeithernotavailableorunqualifiedCan’tmeetminimumsolution/geographicrequirementsKPMGQualificationsnotstrong/pertinentenoughProposalresponsetimetooshorttoproduceahigh-quality,competitivedocumentCosttoproduceproposaloutweighspotentialawardCONSULTINGProposalBasicsAnyQuestions?CarlRosenblattBDSTManager,PublicServicesTyson’sTower703747-6508