Every story has a beginning. And the beginning is a great place to start. But in the world of proposals, sometimes the best place to start might be to not start at all.
That's right. After taking a long hard look you might need to step away. Not all opportunities are equal. Resist the urge to pounce on every one that comes into view and first ask yourself these four essential questions:
Is it real?
Do we want it?
Can we win it?
Can we do it?
Is it real?
If it's a new initiative for them - does it have the right support within the customer's organisation? Do they have budgets in place? Is there a compelling event, and are there definite dates for implementation? Is this project really going to fly?
Do we want it?
And we mean, really want it?
Ask yourself if this is core business for you, or an area you want to move into strategically.
Is the deal attractive enough financially, in terms of revenues and margin, for you to make money from it?
Does this create something repeatable with other clients, or that you can reference in the future? Will it enhance our portfolio in this area, or help you build market share?
Is this a customer with whom you want to work - and with whom you'll enjoy working?
If you dedicate resources to this, might you have to turn away another, more profitable or interesting opportunity in the same timescales?
Can we win it?
Do you have a good relationship with the key decision makers in the customer's team or organisation? Remember that people tend to buy from people they know, like and trust.
Do you have a strong, affordable solution and a demonstrable proven track record in this area? Is your offer likely to be superior to those which other vendors can offer? Are their process and requirements slanted in your favour (rather than towards other likely bidders)?
Do you have a clear strategy and plan to win the business? Do you know who your competitors are, and can you justify why the client should choose you ahead of them?
Do you have the necessary resources to develop a first-class proposal that will win the deal, whilst respecting the work/life balance of those who will contribute? And do you have the necessary senior management support internally?Can we do it?
That's quite a list of questions, isn't it? If you can answer 'yes' to each one, you're clear for take-off. If not, you could be heading straight into rough weather.
Playing the strategic card
When some people know they're struggling to justify a deal they know they have an extremely low chance of winning, they pull out the "it's strategic" card from up their sleeve.
Now, there are rare occasions when this is true - if you're trying to penetrate a new market and gain experience and exposure, or you need to rebuild a relationship that was damaged during a previous unsuccessful bid. Sometimes you might want to be seen to be 'in the game' so it can put you in a stronger position for a known future piece of business.
But, generally, when the best you can do is say: "it's strategic", this is a deal that you shouldn't be pursuing.
Approach with caution
To find out more about the key skills and tools necessary to develop powerful, compelling proposals contact our experts on 0800 009 6800 or email us at