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The day you start a new contract should be the day you start preparing for the recompete. You build your past performance day by day. And you have the opportunity to learn about the customer's preferences. But if you wait until the end of the contract to start doing the things that will help you win the proposal, they’ll take far more effort. And some will no longer be possible.  Metrics. When you get to the proposal, you’ll want to be able to cite cost reductions, performance improvem

What do each of the following proposal problems have in common? Every one of the problems described below have something in common. There is a single solution that can address them all. All the overlapping and confusing needs have the same origin. To get good at consistently winning proposals, you not only have to realize what it is, you must make it happen. We'll share what it is, but for you to believe it you have to understand the issues first. Q) What is the fastest way to speed u

When you receive an RFP, study the evaluation criteria, how they relate to each other, and how they add up. Each RFP is different. Sometimes the customer is focused on experience, and sometimes on qualifications. Sometimes on capabilities, and sometimes on approaches. When they organize the evaluation criteria by proposal sections, you may find insights that tell you what it will take to win. It is easiest to do this when the RFP evaluation criteria are point scored. But even when the RFP u

Before people invest in a pursuit, they like to know what their chances of winning are. They want to know the odds of winning are high enough before they commit. To make their estimate of their chances sound more scientific than it really is, they often call this estimate “probability of win (pwin).” The problem is that no one can accurately predict pwin Try this… Add up every pwin estimate your company has done over the last year and average them. Now compare that average to your win r

When I wrote Are you one of these 11 kinds of proposal manager? it was as a fun self-exploration with some interesting implications about the nature of proposal work. If you haven’t read that article, you should start there, because it defines the types discussed below.  Most people find that they are more than one type. But what types are appropriate for a given environment and for your future? I’ve seen great proposal managers fail because they clashed with the environment they found them

We all know that it’s a best practice to write proposals from the customer’s perspective instead of your own. So when we discuss preparing to win a pursuit or whether we should bid it, why do we usually do it from our own perspective? Why do we focus on our capabilities, our qualifications, what we can offer, and our advantages instead of what matters to the customer? It’s natural to start from self-assessment, but shouldn’t we be looking at whether to bid and how to prepare from the perspective

When you first get thrown into the job of being a capture manager, you’ll get told plenty of things you need to do. What you might not figure out for years is how to approach things so that you can successfully accomplish all those tasks well enough to win. Here are 8 areas that you can focus on that will help you be a better capture manager and increase your win rate. Focus on the areas where you are not comfortable. As a capture manager, most of your losses will come from the areas whe

When you recycle proposal content, you can’t rely on people to simply tailor it. You can’t rely on them because you can’t count on them to be aware of everything that has changed. Unless you tell them. Re-using proposal content requires more than just updating it. It requires changing the context to reflect everything that has changed about the customer, your company, your offering, the competitive environment, and the external world.  People often think nothing has changed. Sometime

Sometimes why you are proposing something says more about the value than a description of what you are proposing. Simply claiming value is both easy and meaningless. How many times has every company bidding claimed to be the “best value?” Substantiating your value proposition is where you win or lose. While your approach delivers the value, the reason why you chose that approach is what explains and substantiates the value in what you are offering. “We deliver” or “Our approach delivers” F

These are some of my “go to” ways of expressing value, focusing on benefits, and differentiating during proposal writing. When I’ve decided what to write to achieve RFP compliance and am pondering how to take it further and win in writing, they often come to mind.  Winning by giving the customer something more The following phrases work like formulas that combine things in ways that raise the bar and help make your proposal more persuasive and more competitive. They help you establish t

Sometimes it’s good to put the proposal management process aside and just look at what is the minimum required to write a proposal. While there are a lot of logistical and other considerations for a proposal that should be addressed early, today we are just looking at it from the perspective of the proposal writer. The proposal writer just wants to focus on completing their assignment. So can we start writing now please? If you start by putting some words down on paper, anticipating that yo

You can't credibly claim thought leadership in a proposal. It’s too late. If the customer doesn't already think of you as a thought leader, what will they think about that unsubstantiated claim? At best it won't affect your evaluation score one bit. At worst it will hurt your credibility. Doesn't being a thought leader require providing leading thoughts? What does claiming leading thoughts and not providing any do for your image? Thought leadership is more about trust than knowledge and not

Expectation management: You should make sure that what is expected of you and what you are expecting are both clearly communicated. If you are not sure, then ask for clarification. When receiving an assignment, communicate your acceptance.  This should include acknowledging both the deadlines and the scope of the assignment. After you have had a chance to review the Content Plan in detail, you should communicate any issues that may arise.  This may include t

If you are like me, you learned the basic five-paragraph essay format (and about a dozen variations) in school.  You remember: introductory paragraph, three supporting paragraphs, and concluding paragraph.  Most variations follow the same concept: introduce, support, conclude.  If you are writing a proposal, this is completely backwards. Consider: The goal of a proposal is to persuade — here is what I want you to conclude, and here’s why. Most proposal evaluators don’t want to be

The easy answer is all those regulations. Another good one is whether full compliance is mandatory or not. But the real answer is something different. It’s something that people struggle with. You can look up the regulations. You can learn to comply like a robot. But the most important difference will determine whether your proposal is a success or a failure. How do you get your proposal started? In both government and commercial proposals, the proposal should really start before the RFP

If you don’t want your proposal to look and sound like every other proposal the customer will have to read, then you need to get good at reading your proposal like the customer, and being honest about what you see… Read your proposal and look for the differentiators. Ask if other companies will claim the same things, whether or not they are true, whether or not your claim is stronger. If they can say the same things, you’ll all sound the same. Differentiators are the secret to writing a

The way we think about proposal efficiency has a major impact on the results we achieve. Instead of managing proposals as a cost to be minimized, we should manage them as an investment. Let's start with how NOT to measure proposal efficiency When we think of proposal efficiency as doing more proposals with less effort, we ignore ROI and focus on lowering costs using an equation like: total cost of proposals divided by the number of submissions total value of wins divided by

The way we think about proposal efficiency has a major impact on the results we achieve. Instead of managing proposals as a cost to be minimized, we should manage them as an investment. Let’s start with how NOT to measure proposal efficiency When we think of proposal efficiency as doing more proposals with less effort, we ignore ROI and focus on lowering costs using an equation like: total cost of proposals divided by the number of submissions total value of wins divided by

It’s as easy as 1, 2, 3. Most proposal processes are created during proposal development. This is a bit like building the airplane while trying to fly it. But needs must.  I’ve often been asked to help a company with a proposal only to find that there basically was no process and I’d have to make one up while doing the proposal. Having written most of what you see on PropLIBRARY makes it easier for me to do this. But it also gives the insight needed to help others in similar circumstances.

I blame Henry Ford for the idea of the proposal assembly line. Although a case could be made that it was Frederick Winslow Taylor and the time and motion study method for management. But hardly anyone recognizes Frederick Winslow Taylor, and sooner or later everyone working in proposals meets someone who suggests setting up an assembly line. Using the assembly line model for proposals is a great way to lose money on proposals. It puts the emphasis on getting proposals out the door instead o