More bidding - devising a winning strategy

Following a successful pre-qualification stage of a tender, or in some cases as a first stage, you may be asked to provide a detailed proposal document.

When poorly prepared, these bid documents can become simply a generic collection of facts and figures about your firm. While this may be sufficient to win smaller tenders, in more competitive situations you may need to produce a more tailored proposal and take a more client centric approach; showing your understanding of the client and demonstrating your ability to provide value and benefit. 

Success at this stage is to a large extent dependent on your capability and efficiency in communicating your knowledge and offer. Operating in a competitive market means many firms are offering relatively similar services. To win, your proposal needs to clearly and persuasively present a positive business impact to the client. If the client does not perceive superior value from your offer, they will be more likely to choose based on price. 

Creating a bid strategy 
1. Setting up the team: The bid team should include the people best qualified to meet the needs of the bid (and the client). Identify a lead partner, who will be the main point of contact for the client and organise a timeplan for the bid (allocate time for future team meetings, deadlines etc). 

2. Researching the bid: Your understanding of the client's needs and their business should be demonstrated throughout the bid document. What work (if any) are you doing with them already? Who are the key decision-makers? Does anyone in the firm have a relationship with key decision-makers?

Consider contacting the client; would it be possible to arrange a pre-bid meeting with them to discuss requirement/background/criteria of assessment? Not only could it uncover vital information but it will also demonstrate your enthusiasm to the client.

Who are you competing with? Establish customer perceptions of competition/ relative positions of competing firms to inform your response.

3. Devising a strategy: To create client preference, the client must recognise the unique benefits and value of your proposal. You should aim to sell the client solutions rather than selling a range of generic services.

Analyse the requirement, distinguishing between: 

• Core requirement - the basic service the client is seeking. 

• Expected extras - what the client expects. 

• Added potential - where you can add real value to the client. 

Then, when you have done this, you should be in a position to devise your value proposition (what makes your proposal distinctive and attractive to the client). 

It's time to detox: flush out your bad bidding habits

Bids, pitches, proposals, tenders, beauty parades … whatever you call them, they can dominate the working lives of business development teams. And most of us have a love-hate relationship with them. Whilst winning is incredibly rewarding, bids are also the aspect of the job most likely to involve late-night pizzas in the office and tear your hair out frustration as the deadline gets closer.

To be competitive in a challenging market place and continue to win more work, firms need to be bidding selectively, effectively and efficiently at all stages (from pre-qualification questionnaires, through to more detailed documents and presentations.) I know, easier said than done. Everyone is under pressure to win more work and procurement teams seem to be on a mission to make this as difficult and time-consuming as possible. Which is why it is so important that your bid process (the way you identify and manage tender opportunities) delivers winning results.

And this means recognising and addressing bad bidding habits. I have listed a few of the big ones below - some may seem familiar!

Panic! - bidding sporadically and hastily for everything rather than focusing your time, energy and money on winning the best opportunities.

Cloning - cutting and pasting from old documents (come on some originality and thought please!)

Convenience over quality - moulding old documents/information to fit new requirements. Is that really going to persuade a client you are the firm with their best interests at heart?

The "thud factor" - the more is better approach. How would you feel about reading the bids you produce. Inspired? Or bored?

Poor document structure - savvy bidders will be thinking about how to craft a persuasive document that will keep their readers hooked.

Self-centric corporate blurb - you know the 'we-are-great-me-me-me' blurb you roll out in every pitch document. Too many bids read like corporate brochures. What the client is interested in is themselves and how you can specifically help them to save money, resolve a problem, make them more profitable etc.