kpmg全套内部培训教_程2.ppt

Creating Effective ProposalsProposal BasicsC O N S U L T I N GThe Big Picture“The obvious is obviousonly after its obvious”What Makes a Good Proposal?Is directed to the right audienceOffers a low-risk,well-substantiated solution to a real(not always stated)needIs easy to understandShows(not claims)competenceOffers distinct benefits over othersBetter,faster,cheaperImpresses evaluatorsProvides tangible valueWhat Makes a Bad Proposal?Hard to understand/hard to scoreNot responsive and non-compliantFails to demonstrate competenceSolves the wrong problemOffers an unproven or risky solutionNot differentiated from the competitionClaims are not believableGrammatical errors/general sloppinessWhy Are So Many Proposals Bad?They are produced by committeesThey are produced under pressureThey show an anxiety to winThe proposal staff is over-committed and/or poorly preparedThe message is unclear or lackingKPMG did not listen to the customerKPMG listened to the wrong peopleUnsubstantiated claimsAilments of ProposalsMOTION SICKNESS-jumps too quickly from point to point and is difficult to followSENILITY-the same old stuffAMNESIA-important points omittedSTERILITY-ideas not conceivedNARCISSISM-too much horn blowingSCARLET FEVER-excessive use of redGOITER-blown up in the wrong placesCONSTIPATION-there may be something here,but it simply refuses to come outProposals Answer 9 Basic QuestionsWho are we?What are we selling?Why are we selling it?How is it better than the competition?How are we going to execute it?How are we going to manage it?Why are we qualified to do it?How much is our price?Can we do it within cost and on schedule?Six Basic Proposal PrinciplesYou never get a second chance to make a first impressionA good proposal will not always win,but a poor one will almost always loseBus.Development is doing your homework(studying);proposals are taking the testProposal Management is where democracy stopsEvaluators expect to see quality reflective of the time allotted to prepare the proposalWrite to win,or dont beginTypical Opportunity ScenariosRequest for Proposal(RFP)Opportunity from Partner/BDM/Sr.ManagerNo RFPNo formal requirements statementReading an RFP:What to look for?Is the SOW what we thought?Can we do the job?How many days to prepare the proposal?How many sections are in the proposal?Are there 8a or minority-owned business requirements?What are the staffing/skills/geographic requirements?Are there extensive customer reference requirements?Are there technologies requiring other KPMG practices or outside help(teaming arrangement)?How is evaluation weighted(technical vs.cost)?Are there special production considerations?Existing contract vehicle?What about contract terms and conditions?What to Do When There is No RFPRefer to the Opportunity Fact Sheet(OFS)filled out by the KPMG Partner/BDM/Sr.Manager Contains much of the information found in an RFPServes as the RFP for the proposalAnalyze the Business Opportunity outlined in the OFS just as you would an RFPIs there a compelling reason to bid?Rely on the KPMG contacts knowledge about the client,the opportunity,and the competitionFinal Analysis:Should We Bid?Easy to bid,hard not toSome reasons not to bid:Strong incumbent(client looking for a“check bid”)Client budget vs.project scope doesnt matchNo knowledge of competitionNo relationships with,or prior knowledge of client/RFPKPMG project staff either not available or unqualifiedCant meet minimum solution/geographic requirementsKPMG Qualifications not strong/pertinent enoughProposal response time too short to produce a high-quality,competitive documentCost to produce proposal outweighs potential awardAny Questions?Carl RosenblattBDST Manager,Public ServicesTysons Tower703 747-6508