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The best way to improve your win rate is to improve the flow of information to the proposal so you can write it from the customer's perspective. You can't start at RFP release and accomplish this. So what can you write about to maximize your chances of winning the proposal? Results that exceed the requirement. All of the competitors who matter will meet all of the requirements. If you want to win, you have to do better. What will make your approaches deliver results that are better than

A good friend of mine, Mark Amtower, recently wrote a book in collaboration with a bunch of authors all experts on marketing and government contracting. A wealth of great discussion has resulted from the many useful nuggets of wisdom the book contained. Full disclosure: I'm one of the authors. Here's a great quote from the book by Mark: A thought leader is something very different from an influencer. An influencer is a promoter. A thought leader is an inventor first and then a promo

Writing from the evaluation criteria and your win strategies are really just proposal writing basics. They are mechanics that tell you what to write about. They are vital, but minimum skills for writing a proposal based on what it will take to win. I have come to realize that the skill that I find myself leaning on the most to figure out what words and phrases to use to present things in writing is translation. We normally think of translation between languages, but translation applies to i

You're pleased to submit your proposal. So what? You care about quality. So what? You've got great experience. So what? You've got top-in-class, state-of-the-art solutions. So what? You're fast growing. So what? You've won awards. So what? Why should the customer care? How do you know if you've said something the customer cares about? Ask yourself if it passes the “So what?” test. People often say things in their proposals that do not pass the “So What?” test. They start their prop

There are two dimensions to time management. One is managing yourself. It's not always easy, even though it's completely in your own control. The second is working through other people, who have to manage their own time. This is much harder. The combination is extremely challenging. The time management strategies for each are similar. But working through other people requires a variety of techniques. It is not as simple as needing discipline and authority. In fact, those are the least of th

Does the RFP ask for one? If it does, you have to provide one. If it doesn’t, you might want to think twice before you add an “Understanding” section. Are you making the customer read a patronizing section about stuff they already know about themselves before they get to find out what you’re going to do for them? A better approach may be explaining what you are going to do for them in a way that shows insight and demonstrates your knowledge and understanding (as opposed to claiming it). N

Your company is losing proposals because your people are afraid to lose proposals This is true even though most companies lose more proposals than they win. Maybe it's the large value and huge amount of effort that's on the line. Maybe it's the fear of being blamed.  Unhealthy fear The people you most need to grow your business often live in fear. And it’s not a productive fear. It’s an accountability avoiding I don’t trust you to watch my back I’m not going to take a risk win rate li

Proposal management is not just about implementing the proposal process. Procedural oversight is an archaic view of the primary role of management. Proposal management should be about accomplishing the goal of submitting a winning proposal. Having a process does support that goal, but a more important part is looking beyond the process to what is required for people to be successful and guiding them to achieve it. Proposal management is more about things like training and problem solving than it

If you don’t sell a commodity, starting unprepared to win at RFP release is an organizational failure. You’ve missed your chance to develop an information advantage and are about to spend time and money on a proposal that you (by definition) aren't prepared to win. It is an organizational failure because it has failed at resourcing, planning, prioritization, and ROI calculation. Now that I’ve said that, let’s talk about starting at RFP release and winning anyway. Because it happens. If you

Saying things that differentiate your offering from your competitors is a well-known best practice. Proposal writers spend a lot of time identifying differentiators and then working them into their proposals. At least they should.  What we see in a lot of the proposals we review are things that do the opposite. People write things in their proposals that make them sound ordinary. You can’t be competitive and sound ordinary. We call these statements anti-differentiators. If you can’t write a

Not only will you never have enough people to help write and produce a proposal, but many of the ones you do have will be inexperienced. You need to get the most out of what you’ve got to work with. Sometimes this means that instead of best practices and a great proposal, you need to figure out how you're going to be able to submit anything with the staff you have to work with. And hope you can still win. Maybe your proposed price will be low. Basic things you can do to improve your chances

Most proposal issues have at their root the fact that we have to work with other people, with different needs, agendas, and expectations. We come together for a proposal and bring our expectations. When those expectations go unfulfilled or conflict, problems result. And those problems ultimately hurt your win rate.  This course provides a structured approach to define and communicate proposal expectations so that we can work more smoothly together and maximize our win rate.  The target

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

People bring their expectations to work with them. People form expectations while at work. Expectations run in every direction, between every stakeholder. Humans generally do a poor job of communicating them, and an arguably worse job of fulfilling them. It is a wonder that anything ever gets done. We can do better.  What if expectations were communicated more clearly? And accepted? What could we accomplish if we fulfilled all of our expectations for each other? What stands in the way of th

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