全套内部培训教程6

CreatingEffectiveProposalsProposalProcessCONSULTINGCONSULTINGProposalProcessTheProposalItselfFollowingtheprocessPlanning,planning,planningCONSULTINGProposalProcessTheRFP:ObtainingYourCopyProposalCoordinator-assignedbyPartner,copyingresponsibilityRecipients:PartnerProposalManagerBDM(s)SupportstaffWritersLegalCounsel(ifappropriate)Alwayskeepextracopieson-handCONSULTINGProposalProcessWhattoDoWhenThereisNoRFPRefertotheOpportunityFactSheet(OFS)filledoutbytheKPMGPartner/BDM/Sr.ManagerContainsmuchoftheinformationfoundinanRFPServesastheRFPfortheproposalAnalyzetheBusinessOpportunityoutlinedintheOFSjustasyouwouldanRFPIsthereacompellingreasontobid?RelyontheKPMGcontact’sknowledgeabouttheclient,theopportunity,andthecompetitionCONSULTINGProposalProcessOrganizingtheProposalResponseCONSULTINGProposalProcessProposalRoles/ResponsibilitiesPartner–WorkswithBDM/SalesLeadtovalidateclientneeds;identifiesandassignsproposalteamresources;approvesproposedKPMGapproachandfinalpricing;reviewsproposalpriortoproduction;signsproposal.ProposalManager–Day-to-daymanagementoftheproposalteam,sections,andproduction;setsscheduleanddelegatesassignments;ensurespunctualcompletionofproposaltasksandoverallproposalquality;ownstheproposalcreationprocess;workswithPartnertocreatethemes.ProposalCoordinator–CopiesanddistributesRFP/OFS;createsandenforcesproposalcalendar;managesversioncontrolforallsections;helpscoordinateproduction/deliveryeffort.CONSULTINGProposalProcessProposalPlanningPiecesTypicalProposalOutline–ExecutiveSummary–TechnicalApproach/WorkPlan/ProjectSchedule–StaffingQualifications/Resumes–ProjectManagement–TeamQuals/PastPerformance(projectengagements)–Cost–AssumptionsProposalContactListCalendar/ScheduleProductionChecklistCONSULTINGProposalProcessDevelopOutlinewithAssignmentsUsetheproposalformatsectionnumberoftheRFPMirrorRFPsectionnumbers/titlesverbatimIncludeRFPrequirementsandevaluationcriterianumbersforwriterreferenceFilenameRFPSect.#sSectionTitleWriterDraftDoneReviewDoneX1_exsumm1.0ExecutiveSummaryJohnsonCONSULTINGProposalProcessDevelopingaCalendar/ScheduleKeyevents:ProposalkickoffStoryboards-sectionbrainstormingsessionsDraftquestionsaboutRFPduetoclientcontactFinalquestionsduetotheclientDraftsdue(BlueTeam,RedTeam,Final)Finalmanager/Partnerreview(s)WorkplanandcostingduedatesFinaleditandformatting(togetherifpossible)Production(print,proofmaster,copy,assemble,andship!)ProposaldeliverytimeOtherRFPdatessuchasoralsandcontractawardAnyscheduledabsences/vacationsofteammembersDevelopingTip:Backupfromfinalduedateforeachactivity.CONSULTINGProposalProcessProposalKickoffStressesimportanceandpurposeofdeal-Partner,ProposalManager,andBDMIntroducescalendar/scheduleWinthemesanddiscriminatorsAssignsrolesandresponsibilitiesGuidelinestowritersQuestionsubmissionproceduresTechnical/businesssolutionoverviewResponseassumptionsCompetition--otherbiddersCONSULTINGProposalProcessProposalThemeDefinitionsArecurringthoughtApointofemphasisAnadvantageAdiscriminatorAnundeniabletruthAuniquefeatureAcompellingpointAcompetitor’sdisadvantageCONSULTINGProposalProcessWhyWeNeedThemesPicturethemindsetofthecustomer:Idon’tknowwhoKPMGisIdon’tknowKPMG’scapabilitiesIdon’tknowKPMG’srelated/relevantexperienceIdon’tknowyourpastperformanceIdon’tknowyourtechnicalapproachIdon’tknowyourmanagementstyleIdon’tknowwhatyou’resellingCONSULTINGProposalProcessProposalThemeExamplesGoodTheme:“KPMGhasbeenservingthehighereducationcommunityforover25years.Ourpractitionersaverage10yearsofexperience,andwereeithergroomedinhighereducationorhaveconsultedinthismarketforseveralyears.”BadTheme:“KPMGisunquestionablythebestoftheBigFivecompanies.”CONSULTINGProposalProcessFirstDraft(BlueTeam)ReviewCheckpointforPartner/BDM/ProposalManagerLimitedtoproposalcontributorsonlyDraftshouldbecomplete,butcanberoughinspotsFocusonidentifyingseriousweaknessesandinconsistencies,andonRFP-compliancenotatimeforlineeditingUsuallyoccurs3-5daysbeforeRedTeamBeconstructivenofinger-pointing,defensiverebuttals,orwhiningEmphasisonpreparingasolidRedTeamdraftCONSULTINGProposalProcessRedTeamReviewGenerallylimitedtonon-authors,seniorstaffmembersincludesrepresentativesfrombothprimeandsubsDraftshouldresembletheproposalasitwillbedeliveredRedTeam’sjobistobecriticalandtofindfaultexpectit;don’targue;don’tgetangryordefensiveProposalshouldbescoredtoshowstrengths/weaknessesReviewersshouldmakespecificandconstructivecommentsRedTeamdebriefshouldoccur3-5daysbeforeduedatePost-RedTeamdebrief--newassignmentsaremadeoftenreducessizeofproposalteamCONSULTINGProposalProcessFinalMgmt.(GoldTeam)ReviewFinalpre-productionreviewGenerallyinvolvesPartner,BDM,ProposalManager2ndPartnerreviewrequiredforbidsof$500KandupLastopportunitytoverifyscope,themes,messageFinalvalidationofcompliance,completeness,andaccuracyProposalManagerhasprovinceoverallfinalchangesCONSULTINGProposalProcessFinalEditAssignedbyProposalCoordinatorincludesecondreviewer,ifnecessaryConsistency--somethingstolookfor:ProjectnameAcronyms(spelledoutonceatthebeginning?)Terminolog