Carl Dickson

One of the key goals of the MustWin Process is to design your proposal around what it will take to win. It starts with Readiness Reviews to help you collect intelligence about the customer, opportunity, and competitive environment. Then you need to assess the intelligence you've gathered to determine what it will take to win. This assessment gives you what you need to incorporate what it takes to win into your Content Plan and to turn it into criteria that can be used to validate that the finished proposal reflects what it takes to win. The tricky part is the assessment, because that is where you turn it from a concept into the black ink on paper you need to win the proposal. Here is some material we have extracted from the parts of the 25cess documentation that guide you through figuring out what it will take to win. It helps to look at what it will take to win from several different perspectives. Here are four different ways to look at things to help you assess what it will take to win: See also: Winning What will it take to convince the customer to select you? What motivates the customer? What matters to them? What are their preferences? How would they like the trade-offs made? What impacts their decision making? Do they trust you? What evaluation criteria and procedures do they follow? What will it take to fulfill their procurement process? If they have no budget, then there is no opportunity. The same is true if they need an approval they can’t get. Even if they have a budget and approval, their process has to result in contract terms and an acquisition strategy that are favorable to you. Customers often get delayed or even stuck as a result of difficulty completing their internal procurement procedures. They may not know how to proceed. What can you do to help? It helps to know their procedures for issuing the solicitation, evaluating the proposals, and making the decisions. What will it take to design, deliver, describe, and price the best offering? When you are dealing with the details related to preparing a proposal and are dealing with things as they are, sometimes people forget how important it is for the customer to want what you are proposing. Keep in mind that the right offering has to have the right price/value trade-off from the customer’s perspective. Having sufficient knowledge of the variables will help you to price your proposal accurately. Finally, it’s not enough to have the best offering. You also have to do the best job of describing it in the proposal and the customer has to be confident that you will be able to deliver as promised. What will it take to beat the competition? Most proposals are competitive. Even if there are no other bidders, you are still competing against doing nothing. Your proposal must not only be great, it must be better than all the others. Don’t stop at compliant, keep going beyond acceptable, fly past good, and reach beyond great in order to offer the best in all ways. Everything from your offering to the presentation in the proposal adds up to a story, and the story you tell must be more appealing to the customer than the ones that your competitors tell. Keep in mind that the customer has to trust you more than they trust your competitors for your proposal to have a chance. These four perspectives reflect the distinction between what the customer needs or wants, and what they have to do in order to make a selection. What it takes to win results from satisfying those two considerations. We don't mind discussing the theory and foundation behind our process. But all the forms, steps, diagrams, and tools we have developed to take these concepts and implement them are part of what people get when they subscribe to PropLIBRARY.

Most proposal process "best practices" fail in the real world. In the real world, some companies are centralized and some are decentralized. Some companies are authoritarian and some are consensus driven. In some companies the pre-RFP pursuit and the post-RFP pursuit are organized under the same leadership and in some they are not. Successfully implementing a proposal process requires understanding which practices are a match for your company. So how do you design a proposal process to survive in the real world? See also: Process Implementation In some companies, the pre-RFP pursuit process is handled by different staff with different leadership than the post-RFP proposal process. This makes it hard for one to define the process followed by the other, and really difficult to integrate the two. This is a major impediment to companies being able to start their proposals before the RFP is released. When we designed the pre-RFP phase of our process, we designed it to show companies how to prepare for RFP release. However, if in the real world you can’t get the people who track the pursuit before RFP release to follow the process, it also works as a proposal readiness gap analysis tool at RFP release. You can use it to assess where you should be and where you actually are in terms of being ready to win the proposal. Sometimes after you go through that a time or two and people see that if they are not prepared it will show, and the proposal process shows them what to do to be prepared, you may be able to gain some cooperation. When a process adds value (or simply works without breaking) even though it is not properly executed, an engineer might call it “degrading gracefully.” That’s a concept that we also built into our process for planning the content of the proposal. Sometimes the people working on a proposal have no say when they are called in to start working on the proposal. They may not have time for niceties like “planning.” So we organized our planning into iterations and put them in priority order. If you do all the iterations, you reap tremendous benefits. But if you only do the bare minimum, you still add value. The proposal content planning process shows you how to get the most out of the time you have available. Lack of time is a common theme in the deadline-driven proposal world. It’s a major reason why instead of true quality assurance, most proposals are lucky to get a single review. One consequence is that they expect that review to do everything and in many cases it ends up adding less value than if the time had been spent working on the proposal instead of waiting for review feedback. Also, in the real world, all proposals are not the same. A proposal on a five-day schedule is different from one on a 30-day schedule. A proposal worth a billion dollars merits more attention than a proposal worth a million dollars. When we designed our proposal quality validation process, we focused on what needed to be reviewed instead of how to do the review. This way you can group many things together into a single review, or have several detailed and specialized reviews, depending on the schedule and importance of your proposal. Different companies have different pain points. Their problems might be related to the pre-RFP phase, the startup of the proposal effort, quality assurance, figuring out what to say, developing effective win strategies, getting people to work together as a team, or any number of other difficulties. Most companies have at least part of the proposal process in place and working acceptably well. So an effective process has to work in both whole and in part. We designed our proposal process to offer the most value when it's implemented start to finish, because that gives you the best data flow. But it can also be broken down into components and used to fill a gap in an existing process or environment. If a proposal process has limited scalability or if it can’t degrade gracefully, then it is liable to fail under pressure. We are in an unusual position, in that we design our proposal process for use by a range of companies. But even within a single company, the circumstances that impact proposal development can vary widely. This is a nice way of saying that you have to be prepared for anything. And having a proposal process that can survive the messiness of the real world is a good place to start. More information about our MustWin process is available here. More information about the real world is available all around you.

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It’s not a certain style. It’s not a great layout. It’s not enough time to do proofreading or to have one more draft. It's not even what words you should use. What you need is to know what to write about, the means to make sure it happens, and some way to know if what was written is what you want. What you really need is to: See also: Pre-RFP Pursuit Collect the right intelligence. In order to do the best job of proposing the best outcomes for the customer, you need to have an information advantage. Collecting the right information is as much about knowing what information to collect as it is how to get it. What you need to discover is what the customer needs to see in your proposal to reach their decision. Turn what you learn into something you can use in the proposal. You may think you’ve done a good job of collecting intelligence, but how does the intelligence you've collected impact the proposal? How do you turn it into black ink on paper? What should you say about what you've learned? How will it impact whether the sale closes with a winning proposal? Instead of just seeking whatever you can find, you should seek specific information, collect it in the right format, and assess it with the proposal in mind. Have the right goals and action items, in the right sequence. The information you collect should build over time. But only if you keep gathering more detail as you go. For example, customer contacts and relationships, positioning, competitive assessments, and teaming are all inter-related. You need to do first things first. Start at a high level and then get more granular until you can answer all of the questions your proposal writers will have. Get everyone on the same page. More people will touch the proposal than you realize. You need to get them all working together, sharing the same vision, and knowing what to do. Even if they are willing, this won't happen on it's own. You need to coordinate and manage expectations so that each person gets the information they need to make their contribution. Have or develop the best offering. Pretty words will not help if you offer the wrong thing at the wrong price, or if someone else offers something better. Putting more effort into the proposal won't help if you are just selling what you've got instead of what the customer really wants or needs. Knowing what to offer takes you back to collecting the right intelligence. Remember, only the customer gets to decide what's the best offering. Your job is to know what the customer needs to see to decide that it's what you offer in your proposal. Have a means to measure progress. You need to know if you are on track. And if you get off track, you need to know by how much so you can do something about it. You need to know before you run out of time. That means you need to plan what is going to be written in such a way that you can measure progress against the plan. Measuring progress requires more than an annotated outline you can check off. It means you need to plan your proposal content in a way that provides traceability from the Define and measure quality. You need to know whether the proposal is any good while there is still enough time to do something about it. But it starts with being able to define what the right proposal is. If you can’t do that, then you’re not even aiming at the right target. This means you have to have the quality criteria defined before you start writing, so that the writers know what target to aim at. If you do this, then not only do writers and reviewers work with the same set of quality criteria, but those same quality criteria give you a means to measure proposal quality. Turn the art into a science. Measuring progress and quality means being able to quantify it. Both can be done if you have the right definitions. Collecting the right intelligence and turning it into something you can use in the proposal can both be measured. In addition to gaining progress and quality measurements, you also gain metrics that you can collect across a number of proposals to determine what correlates with your win rate. Instead of simply going by the gut feel of experienced people, you can actually make decisions based on hard data. So how do you get what you need? That’s where process comes in. You need a process to achieve the things listed above. Most companies don’t have a pre-RFP intelligence gathering process and a post-RFP proposal process, let alone a process that’s integrated. Most companies don’t actually have a documented process, they just have a way of doing things that evolved to deal with the pain caused by deadline pressures. When we created the CapturePlanning.com MustWin Process, we based it on achieving what it will take to win a pursuit: Bring structure to what intelligence you collect and provide a means to measure it Ensure that what you learn gets incorporated into the proposal Put everything into the right sequence Get everyone on the same page Get the information you need to present the best offering Measure progress to ensure that everything is on track Provide a workable definition of proposal quality and a means to measure it Turn the art into a science by giving you a platform to collect metrics The MustWin Process is at the heart of everything on PropLIBRARY. Instead of just providing a template, it shows you how to take what you know and use it to win.

Imagine that when the RFP is released, the customer already knows you, and they trust you and your capabilities because you've demonstrated that you have insight into what can help them. You've shown them how to get what they need. Along the way, you’ve made recommendations to ensure the RFP doesn’t contain anything that would be a problem for you, as well as inserting some things that give you an advantage. Most importantly, you’ve gained some insight into the outcomes they are trying to achieve and what their preferences are. You have also learned who else they do business with, what they are happy with, and what needs aren't being met. You have an idea of who else might bid. You’ve given some thought to how to position against those potential competitors, and have turned what you know into win strategies and themes for the proposal. You've even started identifying the staff you'll need. When the RFP is released, you’ll have an information advantage that enables you to show more insight about the RFP requirements than your competitors. No one will be able to write to the results the customer is looking for as well as you can. You’ll be starting the proposal with a competitive advantage. You'll be in position to win. There’s a good chance you will have already won. Making this dream a reality See also: Winning This dream can become real. It takes some work. But guess what? That work easily pays for itself many times over by increasing your win rate. How well you do at becoming like this is what determines whether a contractor is ultimately successful or not. If you don't achieve these things, you will be stuck writing a proposal based on only the RFP. Instead of being insightful, the best you can hope for is to be generically beneficial. No matter how much you claim to understand the customer, your proposal won't be competitive with someone who is prepared like this. Your proposal will be based on them being even less well prepared than you are. That's not a winning strategy. These things need to happen If you put each part of that first paragraph on a timeline, you'll find that winning depends more on what you do before you start your proposals than what comes after. Here are six areas to focus on, with links to more information about what to do to achieve them: Gather the right intelligence. To have an information advantage you have to collect the right information. The number one reason why companies are unprepared at RFP release isn’t because they couldn’t get the information, it’s because they didn’t ask for it. You won't gain good intel simply by fishing for it. You have to know what intel to seek and who to seek it from. To get the information you need, you must anticipate what will be needed to write a great proposal. Have the right pre-RFP goals and action items to achieve them. Instead of waiting for the RFP, you should influence the RFP and properly position your company against the competition. If you don't have clearly articulated pre-RFP release goals, then you are just waiting and not trying to win. If you haven't reviewed your positioning before you start writing the proposal, then how will your writers know what points they should be trying to make? Have a means to measure your progress and ensure it gets done. It's easy to look busy and sound like you are preparing when you are really just waiting. Instead of preparing, companies have "progress" meetings that reduce their chances of winning instead of increasing them. If you always end up at RFP release feeling unprepared, this could be why. Show up prepared. To achieve your goals, you have to do first things first. If you want to get customer insight, you have to engage them early in discussions that they find valuable instead of making it all about you. If you want to influence the RFP, you first need to know about the customer’s acquisition strategy and procurement policies and procedures, so you can show up with the information they will find helpful in the moment they need it. If you want to form a team, you need to understand the competitive environment first. You have to anticipate the information you will need and collect it so that you will have it when you need it. Most proposals are lost before they begin because they start without an information advantage. Turn what you’ve learned into something you can use in the proposal. It's not about who you know or even what you know. It's about how what you know impacts your strategies and the words you put on paper to close the deal. If you collect information in the wrong format, fail to turn it into something useful, or don’t pass it on to the proposal team, it has no impact. A status report to The Powers That Be is not the same thing as instructions that tell writers what to do about the intelligence you've collected. Intelligence on its own does not achieve anything. You need to convert what you have learned into win strategies, themes, differentiators, and positioning that define the winning proposal. Have a means to collect and track continuous metrics. How well are you doing at collecting competitive intelligence? Do you start your proposals with an information advantage? How much is it impacting your win rate? Can you quantify your readiness to win? How do you achieve all of that? We recommend implementing Readiness Reviews to provide the guidance people need to effectively prepare before the RFP is released. Each Readiness Review has a list of questions, goals, and action items to be achieved. The reviews track the progress and the scores provide the metrics for continuous improvements. They help you do things in the right sequence so that they build on each other and also track whether you are trending in the right direction to maximize your chances of winning. The result of Readiness Reviews is that before you start the proposal you not only have a bunch of juicy intel you can use to write a better proposal, you already have your plan for how you are going to win. On top of that, being able to convert the review scores into metrics gives you a way to continuously improve and unlock the hidden factors that are impacting your win rate. Readiness Reviews enable you to quantify how well you are "getting into position" to win before the RFP is released and to refine your techniques over time.

How you get people in the habit of following a process depends on how you roll out or introduce the process to them. Most people like change to be incremental. Focusing on one problem at a time is easier to swallow then changing how you do everything from start to finish. Here are five ways that companies can begin implementing PropLIBRARY, based on where they see their biggest needs for improvement. You don't have to start at the beginning, you can start with any one of the following: Implement Readiness Reviews to tell you what information to seek and to provide measurable progress checks that ensure readiness to win at RFP release. They are designed to make the best use of the time available, so if you start ahead of RFP release they define your preparation goals. If you start at RFP, they assess what you know in order to progress as best you can. If your weakness is knowing enough about the customer, opportunity, and competitive environment to create superior win strategies and you have influence over how the pre-RFP process is conducted, this is a good place to start. Implement Content Planning to provide a better way to figure out what to write. If you lack inspiration, or if you find yourself creating an endless cycle of draft after draft seeking to stumble across what should go in your proposal, then by introducing our Content Planning methodology you can learn how to nail it on the first draft. Once you start using Content Planning, you set the stage for Proposal Quality Validation, and quickly realize that you need Readiness Reviews to provide the right information to complete the plans. Implement Proposal Quality Validation to achieve consistently effective reviews. Most companies review their proposals. But most reviews have questionable value because the approach to the reviews amounts to rounding up experienced people and asking for their opinions without any structure or guidance. The MustWin Process uses Proposal Quality Validation to define quality and measure it. It achieves consistently effective reviews. When combined with Content Planning, it enables writers to know how they will be graded while they are doing the writing so that reviews become less traumatic. Because Proposal Quality Validation links the narrative drafts to the Content Plan which is in turn based on the output of the Readiness Reviews, when you implement all three you get a fully integrated process. Implement metrics and measurements to get scientific about strategy. By far the best way to implement the MustWin Process is to implement it as part of a company-wide metrics program and then change the reports used in executive level meetings to include the metrics. The MustWin Process enables progress and quality to be measured in ways that have never before been possible. Instead of talking in circles about the leads you are tracking, start talking about your Readiness Review scores and watch you win rates soar because people will have to actually achieve goals in order to have the metrics to report. Content Planning will enable you to measure the progress of writing. Proposal Quality Validation will enable you to measure the quality of your proposals. Track the metrics over time and you’ll discover things about what increases the win rate at your company that will surprise you. The biggest problem with this approach is that it is top-down. It requires the executive level to adopt the process first. Just wing it. If you jump into PropLIBRARY and start anywhere, you can improve upon the status quo. Even if you skip all that process mumbo-jumbo and go straight to the Proposal Cookbooks to speed up the writing, you’ll discover the way they are structured makes the writer think about strategies and approaches. Once you get them thinking about it, it’s a small step to get them to think about it in advance and start using Content Planning, or to start doing Readiness Reviews to help them figure out which approaches and strategies lead to the best chance of winning. You can go slow or go fast You can implement the MustWin Process all at once, or phase it in over a year or two. You can implement it on a proposal-by-proposal or division-by-division basis. It can also be used in centralized and decentralized ways, with a central group issuing plans or all participants collaborating on them. You can even phase in the level of process formality. For example, you might implement Content Planning with the Proposal Group taking it down to a certain level, and then handing it off to the proposal writers. In the beginning, you might provide some guidance on how to take it further and not force it. Once they are familiar with it, you can raise the bar and implement reviews of the completed Content Plans. Still later, you can add Proposal Quality Validation and/or Readiness Reviews. You can do this by raising the bar on a monthly schedule, with webinars and guidance provided each month, or you can do it by raising the bar after the completion of each proposal. By phasing it in like this you give people a chance to get familiar with it and build their skills. But this also pushes out how long it takes to realize the benefits from the process. In some organizations it might be better just to go all in and implement the whole thing from the beginning. You have to decide what’s right for the culture at your organization.

Proposal development is about taking what you know about the customer, the opportunity, the competitive environment, and yourself, and articulating it as a story that will convince the customer to select you or do what you propose. Proposals are won through a combination of superior knowledge and superior processes. Getting better at winning proposals means getting better at obtaining the information you need and improving what you do to turn that information into a written proposal. What makes a process superior is not the number of steps, level of detail, or even how many people follow it. What makes a process superior is the results achieved by following it. Since most of the staff working on a given proposal are not specialists and usually do not have a lot of proposal experience, they may not know what information to gather or how to transform it into a written proposal. A superior process needs to provide two things: guidance and inspiration. Typically, a process shows you what to do. But a superior proposal process must also show you how to do it. And this has to be built into the process — it's not something that comes before or is seperate from the process. Note that I'm avoiding the word "training." A superior process doesn't necessarily teach you everything you need to know. If it did, then we'd be able to create winning proposals with people who have no experience whatsoever. There is not enough time in the schedule of a proposal to teach people everything about the subject. But you can give them enough guidance to get quality results from people within minimal experience. A superior process should provide sufficient guidance so that an educated, experienced subject matter expert can follow the process without training. That doesn't mean training won't help them improve, it just means that they will be able to achieve successful results following nothing but the process, whereas without the guidance they would likely get stuck. A superior process will help you gather the information you need to develop a winning proposal. But assessing the information you've gathered and transforming it into a persuasive proposal will still be difficult, even if you follow the steps of the process. What proposal contributors need, in addition the process, is inspiration. In addition to knowing what steps to follow, proposal contributors need help figuring out what to say. That's why we added proposal section recipes to the MustWin Process Knowledgebase on PropLIBRARY. Once the process guides participants through planning the content of their proposal, they still need to write that content. The recipes in our Proposal Cookbooks help inspire them regarding what to write. The process identifies the context, or what matters about the customer, opportunity, and competitive environment, so that when they work with the recipes, the combination gives them both the superior knowledge and the process they need to win. If you want to improve your win rate and the quality of proposals at your organization, think about how to achieve superior knowledge and processes. Then think about how to guide and inspire people to gather that knowledge and turn it into a winning proposal.

I had a discussion about an upcoming implementation of the MustWin Process at a large company that is one of our Corporate Members. The company has multiple divisions and well over 10,000 employees. It’s a non-trivial rollout. But we have their head of business development and head of proposals as sponsors. The biggest problem you face in a process rollout like this is user acceptance. It’s even worse when there are multiple divisions involved that over time have developed their own ways of doing things. You’re not just asking them to do something new (new process), but to give something up (their own way of doing things). And since it’s directly linked to the growth and success of their division, it can be really difficult to convince them to adopt a new process. Even if it’s a better way of doing things, you face user acceptance challenges, and if they're serious enough, they can lead to process implementation failure. Distribution of materials and training help reduce the barriers, but are usually not enough to win them over heart and soul. That’s when I had an idea that will make a huge difference: metrics. We tend to treat metrics as a beneficial side effect of implementing our MustWin process, kind of like a special bonus that comes with the process. But in this case, metrics are going to be the glue that makes everything work. Metrics will be vital because they are going to become part of the reporting system used in the company. The way our pre-RFP Readiness Reviews are set up makes it easy to quantify the review results at the individual question level as well as at the review level. We did that on purpose to make progress towards being ready for RFP release measurable. The numbers from the measurements can be formatted as a matrix and tracked using spreadsheets. They can be averaged in total giving you a single number that rates your readiness at each stage, or averaged by category (i.e., customer, opportunity, and competitive intelligence gathering) to show where you have weaknesses. When senior managers and executives meet to review the status of pursuits, we’re going to modify the format of the reports to include the readiness metrics. Instead of just listing opportunities and subjectively describing their status, they’ll have to report their readiness metrics. In order for people to complete their reports, they'll have to have implemented the process. This is the secret sauce. You don’t convince them to implement the process, you convince the executives of the importance of reporting metrics and then people come to you to learn the process so they can complete their reports. In the short term, the reports will show their "readiness" to bid in a quantifiable way. In the long term, the metrics data will become an extremely useful analytical tool for bid/no bid, bid and proposal budgets, pipeline targets, and other key decisions. Only instead of having the metrics be a byproduct of the process, we're making the process a byproduct of getting the metrics they need for reporting. Instead of scheduling training, begging people to show up, and then hoping they practice what they learn, we expect to have people coming to us to get training in order to complete their reports. And in order to complete the reports, they’ll actually have to do the reviews. In order to show decent numbers on the reviews, they’ll have to be talking to their customers, gathering intelligence, identifying competitive advantages, and positioning their company to win. Life will become so much easier for the proposal managers when people start showing up ready to win their bids. And the best part is, when the win rates go up, they’ll know exactly which efforts drove the increase because of the metrics that they tracked.

Most companies know that to have the best chance of winning an opportunity, you have to start the pursuit before the Request for Proposals (RFP) is released. When you start prior to RFP release, you have better access to information about the customer, the opportunity, and the competition, as well as time to find out more. You also have a chance to influence the RFP. Finding out about the RFP prior to its release gives you a chance to tilt the playing field in your favor. Starting your pursuit early and ensuring that you are ready at RFP release is one of the most important things you can do to gain a competitive advantage and be positioned to win before you even start the proposal. While they put their best effort into it, most companies treat the pursuit as part of the sales process or some mysterious art that cannot be measured. The result is that most companies do not do a good job of taking advantage of the time before RFP release, even when they know about an opportunity in advance. They end up starting the proposal feeling unprepared and not being as well positioned or informed as they should be. Their win rates suffer as a result. This is often because they never define what "ready to bid" means. They don't have a specific plan of action for how to best take advantage of the time before RFP release, or any way to measure their progress towards being “ready.” Defining an opportunity pursuit process that ensures RFP readiness is difficult for a number of reasons: You don't know what will trigger the start of the process. You don't know how much time you will have --- it can range from days to years. The customer controls most of the milestones and they vary greatly from opportunity to opportunity. You will never be able to collect all the intelligence you would like to have. Instead of truly defining the process, most companies just ask for some kind of “Capture Plan” and then focus on their financial projections. There is a better way… The first step is to identify the information you need in order to be prepared for RFP release. Intelligence is generally broken down into categories such as: Scope of work Schedule Acquisition Strategy Evaluation Criteria Financial Points of Contact Competitive Intelligence Competitive Advantage Teaming Knowing what to ask is important, but you also need to have a process in place to ensure the questions get answered. The capture process is a disciplined process to ensure that you do what you should in order to win a pursuit. The MustWin Process lays it all out for you To track progress towards being ready, we divide the time before RFP release into four equal parts so that we can review the answers gathered at each point and measure the progress towards being ready for RFP release. Each part focuses on answering questions in the categories identified above and ends with a review. If you become aware of an opportunity a year in advance, you have three months between each review. If you become aware of it one month before the RFP is to be released, you only have a week between each review. The reviews ensure that progress is made in an orderly manner, without things being left to the last minute or forgotten entirely. Each review provides an opportunity to re-evaluate how you are going to get answers to the questions that you do not have answers for yet. The process starts with the discovery of a lead. The first part of the process focuses on identifying that lead. It establishes a minimum baseline of information that consists mainly of general information about the customer, their goals, your contacts, and the scope of the opportunity. After the lead identification review comes lead qualification. The objective is to continue gathering intelligence on the opportunity to determine how real it is, whether it is worth pursuing, or whether this is potentially a “no bid.” Begin looking at how good of a fit the opportunity is for your company and whether you have any gaps in your capability to do the work. You should also identify any competitors, and begin executing your contact plan. Once the lead has been qualified, you should focus on gathering the intelligence you will need to win the bid. In addition to gathering intelligence, you should also make it your goal to influence the RFP in order to change the procurement in your favor. The intelligence you gather should provide a clear understanding of what it will take to win and help you develop a competitive advantage. The final step is to take the intelligence you’ve gathered and prepare it for use in the proposal. This involves turning the data you've collected into win strategies, proposal themes and action items pertaining to the start of the proposal. The objective here is to do everything possible prior to the release of the RFP, so your team can truly hit the ground running. By this point, you should have a clear understanding of the project’s scope, have begun to develop your technical approach, and be able to articulate why the customer would choose your team versus a competitor’s. It’s also important to keep a finger on the pulse of the opportunity: Has anything changed that you need to make any final adjustments for?

Throwing out an existing process and starting over may be too traumatic for some people to contemplate. Because we designed the MustWin Process for customization, you can also selectively use certain parts. You can use it to cover a part of your process that either isn’t sufficiently documented or isn’t working as well as you’d like. Here are some of the ways this can work: Make sure your team is ready at RFP release. Most proposal processes start at RFP release. They also tend to start unprepared because they don’t address what you need to do before the RFP is released. The MustWin Process starts with lead identification and provides a process for ensuring that you are ready to write the winning proposal at RFP release. If you have a proposal process, but need a pre-proposal process to guide the pursuit, just use the pre-RFP portion of the MustWin process. Set standards for proposal planning. What items constitute a valid proposal plan? Do you have written specifications for each? If your proposal planning efforts are inconsistent you can use our section on proposal planning to guide your efforts. Replace storyboarding with something that works. Storyboards only work well for one kind of proposal and even then they work better for conceiving the solution than they do for planning the document. The MustWin Process helps you select the best approach to planning your content and gives you an alternative that works better for most proposals. Instead of calling for storyboards and then never actually doing them, you can replace that section of your process with ours. Have defined roles and responsibilities. You might know what everyone is supposed to do, but do they know it? Having written roles and responsibilities can help set expectations. Instead of starting from scratch, you can take ours and customize it to meet the needs of your environment. Provide guidance to writers. If all you give your writers is a copy of the RFP and maybe a style guide (that they’re not going to follow anyway), you’re just setting yourself up for problems. Our process gives authors guidance for completing their proposal assignments to help them avoid getting stuck on a blank page. Without making any changes to your process, you can make big improvements simply by putting together a proposal writers support package using our material (and anything of yours you want to add). Change how you do proposal reviews. If you are one of the vast majority of companies that can’t seem to ever achieve consistently successful color team reviews, don’t feel bad. It’s not you, it’s the approach to the reviews that’s broken. The MustWin Process offers a much better way to do proposal reviews that is based on IV&V (Independent Verification and Validation) techniques. Instead of punishing yourself by going through yet another proposal with a broken review process, there is a way out. Replace the review process with one that works. The MustWin Process tells you how. Use checklists. Instead of replacing part of your process or adding a new component, you may be able to improve your process simply by using one or more of the 16 checklists built into the MustWin Process. Track metrics and measurements. The MustWin Process makes tracking metrics and measurements easy. Over time it enables you to really understand what impacts your chances of winning. Our process includes not one but two appendices that deal with metrics and measurements. If you are looking to establish a real process of continuous improvement, the advice it offers will be invaluable.

The MustWin Process is an approach for capturing leads that require the submission of a proposal. It makes proposal development more efficient, sets expectations, enables progress and quality to be measured, and increases your chances of winning. It focuses on getting the right information and going through the steps to turn it into a winning proposal. The MustWin Process is for those who want to win and realize that a one-size-fits-all fill-in-the-blanks template is not the best way to go about it. The MustWin Process offers ways to accelerate the process, but not at the expense of doing what it takes to win. It provides guidance and helps you figure out what to say and write, but does it in a way that is completely customized around winning a particular opportunity at a particular customer. It’s the sort of thing a small business can use to outcompete much larger companies — or the sort of thing a big company can use to revolutionize itself. It’s currently in use at companies with only a handful of people as well as at companies with more than 10,000 employees. The MustWin Process starts by getting you ready to win the proposal, before the RFP has even been issued. As soon as the lead is identified, the MustWin Process guides you to gather the right information and position your company to win. During the critical pre-RFP phase of activity, it provides an innovative structured approach called Readiness Reviews that enables you to measure your progress toward being ready to win at RFP release. Once the RFP is released, the MustWin Process provides guidance for planning and developing your proposal. It uses an innovative technique called Content Planning to provide a link between pre-RFP intelligence gathering and post-RFP proposal writing. Another innovation provided by the MustWin process relates to quality assurance. Instead of focusing on poorly defined milestone reviews that produce inconsistent results, the MustWin Process implements a methodology called Proposal Quality Validation that focuses reviews on specific criteria that correlate with what it will take to win. The MustWin Process is innovative in a number of important ways: See also: Introduction It’s available and ready to use off-the-shelf. In addition to providing unprecedented economy, it gives you a way to quickly get everyone on the same page — literally. It’s easy to customize and integrate. You can use parts of the MustWin Process to supplement an existing process or implement the entire thing in an organization that doesn’t already have a capture process. It defines roles functionally. The process adjusts to the number of people available. Individuals can cover more than one function so long as everything gets covered by someone. The MustWin Process ensures that everyone involved knows what is expected of them, with clear descriptions of the functions they’ll be expected to perform. It manages expectations. Every topic or step addresses who is responsible, what they must do, what the goal is, and when it must be done. It enables pre-RFP progress to be measured. It ensures that you arrive at RFP release ready to win by providing specific questions to answer and goals to achieve. Progress toward finding the answers and achieving the goals is measured over a series of structured reviews. The metrics provided by the reviews can be used over time to unlock what is impacting your win rates. When combined with proposal Content Planning, Readiness Reviews also solve the problem of how to make a smooth transition from pre-RFP pursuit to post-RFP proposal writing. Finally, it provides an objective basis for bid/no bid considerations. It implements proportionate scheduling. The scheduling of Readiness Reviews adjusts to the time available. Whether you have a lot of advance notice or very little, the MustWin Process shows you what to do and makes the most of the time available. It provides an efficient workflow. Information collected during the pre-RFP phase flows into post-RFP proposal plans, to ensure the proposal reflects everything you know about the customer, the opportunity, and the competitive environment. Documentation of the proposal plans actually starts prior to RFP release. Proposal plans are forms-based to lower the level of effort. The MustWin Process also ensures that little or no effort is wasted on unnecessary steps by constantly moving information forward and by storing it in convenient, reusable formats. It makes writing easier while improving its quality. The Content Planning methodology introduced by the MustWin Process provides a way to ensure that the proposal addresses everything it should, provides guidance to proposal writers, provides a vehicle for collaboration between stakeholders, and establishes a baseline for measuring proposal quality. It turns the actual writing into a process of elimination. Writers don’t have to start from a blank page, or waste extra effort on planning deliverables that are destined to be orphaned, so writing is greatly accelerated. Writers also get a rubric that shows them how they will be graded long before their sections are ready for review. It defines quality in a measurable way. The MustWin Process first defines what a quality proposal is, and then aligns what you know about the customer, opportunity, and competitive environment around it. It turns win strategies and themes into quality criteria that the proposal can be measured against. It validates that the draft proposal reflects what it will take to win. The MustWin Process double checks everything that is necessary to win, and does it continuously instead of just at certain milestones. The MustWin Process ensures that reviews are effective by identifying what is necessary to win, turning those items into criteria, building plans around them, and then measuring drafts against them. It solves the problem of reviews that are not consistently effective and it makes quality and progress measurable. It also solves the problem of reviews that can’t adapt to different circumstances, by enabling you to adjust the criteria as well as how and when reviews are performed. It is highly scalable. Readiness Reviews scale to the time available. Content Planning is an iterative approach that can be rationally scaled back. Proposal Quality Validation can rationally scale both what gets reviewed and how it gets reviewed. The MustWin Process solves the problem of how to use the same process on five-day quick turnaround task orders and 60-day strategic proposals. It lays a foundation for metrics and analytics that can revolutionize your business. Progress toward RFP release is measured. The quality of the draft proposal is measured. The resulting metrics, when correlated over time against your win rate, can provide true insight into what is helping and hurting your business. The MustWin Process can enable you to know what to do, based on hard data, rather than going on experience and conventional wisdom alone. In short, the MustWin Process tells you how to gather what you will need to know and put it in the right format so that when you sit down to write you know what to say to win. It does it in a way that facilitates collaboration and provides a much more effective approach to ensure quality results. It’s available off-the-shelf, is fully documented, customizable, ready for immediate implementation, scalable, provides real metrics and measurable progress, improved readiness to win, improved content planning, and improved quality validation. Better, faster, and cheaper — what’s not to like? The MustWin Process forms the core of the PropLIBRARY Knowledgebase. It was originally published as a hardcopy binder and shipped via snail mail. But now that it's electronic its grown in both depth and breadth, as well as far more useful. PropLIBRARY Subscribers get the MustWin Process along with our recipe library and much, much more.

People often assume that because the topic of a proposal is similar to an earlier proposal, that earlier proposal can be easily recycled just by “changing a few words.” This is hardly ever true. We call pre-written ready to re-use proposal sections “boilerplate.” Working from boilerplate is supposed to save you time because editing is assumed to be easier than writing. But unfortunately, the level of effort required to transform the focus, goals, win strategies, themes, results, keywords, and points of emphasis into another document can easily exceed what it would have taken to write it the way you need it. See also: Reuse Part of the danger with recycling proposal content is that writers won’t review and rewrite everything they should, and will instead just update names, numbers, and key details. But it’s an even bigger danger that the authors won’t optimize every part of the proposal to reflect what it will take to win the new bid. Winning is more important than finishing quickly. Boilerplate that isn’t both updated and optimized can cost you the bid. So what do you do when your authors are complaining that they have to start from scratch writing something that “must have already been written” before? First, you need to understand the real reasons why people crave samples, templates, and boilerplate: They don’t want to do their proposal assignment If they have to do it, they’d like to finish quickly They don’t know what to say What it really boils down to is a cry for help — “Help me do the proposal faster” and “I’m stuck! Help me figure out what to write.” There are better ways to speed things up and inspire proposal writers. People who are looking for a boilerplate solution are balancing their desire to win against their desire to save time. For many people, the idea that boilerplate will save time is just an excuse. The truth is they don’t know what to say and rationalize that boilerplate will help them figure it out quicker, thus saving time. A lot of people fear writing, don’t know how to get started, and are afraid of getting stuck. But rather than saying they need help figuring out what to write, it’s safer to say that they want boilerplate to speed things up. Faster than a template, and more powerful than a proposal template Instead of trying to maintain a boilerplate library, we think Proposal Cookbooks are a better way to provide inspiration. A Proposal Cookbook contains recipes that make writing easier, but the writer still has to do their own cooking. The recipes in a Proposal Cookbook provide: Questions to answer. A recipe provides a list of questions for the author to write answers to. It is similar to an outline, except that the question format prompts the writer to provide the information that a customer needs better than a heading does, and the list is not sequential. Related questions can be grouped or re-sequenced based on the new RFP. Approaches. Since there is usually more than one way to approach a topic, your recipe should address common circumstances, possible points of emphasis, contingencies, and other considerations for writing the section. For example, you might discuss when it is best to include resumes, use biographical summaries, or use a table to describe staff. Strategies. When writing proposals, the context depends heavily on your win strategies and themes. For example, when you are the incumbent you will write about staffing very differently than when you are not. You should anticipate and recommend strategies for certain circumstances. Writers need to know more than what technical subjects to write about — they need inspiration for how to win in writing. Examples. You can give examples for items that are always the same from proposal to proposal, or for when you are describing a topic that is difficult to visualize. An example can be just a short paragraph instead of a whole section. Sometimes an example is all the writer needs to get started. The idea is to help the author without crossing the line by doing the writing for them or exposing the proposal to the risks that result from recycling proposal content. By providing a Cookbook, you help your writers make sure they don’t overlook relevant topics, improve quality, and speed up the process of figuring out what to write. But most importantly, you keep them focused on creating a proposal that is optimized to win instead of on editing a narrative from one context to another. Instead of templates PropLIBRARY comes with Cookbooks that you can use to inspire your proposal writers and accelerate their efforts.

I've never seen a good WBS for the proposal process. I think the reason is that too much is conditional (sequence, duration, contents): You do the steps in the specified order, most of the time, unless you need to make an exception, which in reality happens all the time. Each step usually takes a certain amount of time and effort, but these vary with every proposal depending on circumstances too numerous to list. Which steps you include also varies on every bid, depending on the type, value, staffing available, and other circumstances too numerous to list. We tried automating our off-the-shelf MustWin Process using one of the most sophisticated proposal workflow platforms on the market and found the software wasn’t up to the task. In the MustWin Process we recommend doing things like: Scheduling pre-RFP reviews proportionately (based on the time from lead identification to anticipated RFP release). Planning with a process that lets you tweak the balance of starting quickly vs. taking the time to plan differently on each pursuit and that lets you implement it in either a centralized or decentralized management model. Using criteria-based quality validation that lets proposal planners arrange any number or type of reviews so long as they cover the criteria that need to be validated. Rendering things like these as a sequential workflow becomes really complicated. But if you don't make it complicated, the process won't reflect or survive reality. That's what you see with just about any proposal process flow chart. It gives people a conceptual framework, but in reality, no one actually can actually follow it. One of the things I learned when I created a workbook for our process was that it helps to skip the idea of flow charting the process, and instead focus on topics. This lets people go to a topic when it's relevant. When you define all the conditions needed to render the workflow, the resulting diagram resembles spaghetti and ends up being too complex to be helpful. You see this happen with processes that end up with 90+ steps and diagrams that few people understand and even fewer follow. At best you might define phases like pre-RFP release and post-RFP release. But when you try to break the phases down you run into trouble. Does proposal planning happen before, during, or after the kickoff meeting (or all of the above)? Does quality validation come after the writing, or in a loop with writing, or in parallel, or what? The truth is that every proposal has variations based on staffing availability, the importance of the pursuit to the company, and other factors. In our original hard copy workbook we got around this by using tabs. We have tabs for things like: Pre-RFP Pursuit Readiness Reviews RFP Release/Kickoff Meeting Proposal Planning Proposal Management Proposal Writing Proposal Quality Validation Proposal Production Readers can switch between proposal planning, management, writing, and quality validation as needed. We put them in the book in the general order in which they happen, but in truth they are not sequential. One of the tasks sitting on my “to do” list is to define some graphics that better illustrate the MustWin Process. I have some ideas, but haven't yet solved how to illustrate it end-to-end. I may just illustrate units and not tie them together sequentially. That seems to reinforce the utility of topics over steps.

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