Proposals that Rock (and Win)

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For the 2011 AAM Summit

For the 2011 AAM Summit

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  • 1. Proposals  that  Rock  (and  Win)   For  Associa6on  for  Accoun6ng  Marke6ng   By  Michelle  Golden   #AAM11  
  • 2. Today.  •  Client  Selec6on   •  Evaluate  each  opportunity  •  Proposal  Process   •  Today’s  reality,  tomorrow’s  objec6ve  •  Scope   •  Value,  price,  eliminate  scope  creep  •  Compelling  Content   •  What  they  ask  for  isn’t  necessarily  what  sells    
  • 3. 3  core  principles  of  strategy.  1.  It’s  all  about  customer  value  2.  Strategy  is  created  by  what  you  say  NO  to  3.  You  have  to  be  best  at  something  
  • 4. Competing on price (without other distinguishers) Increased need to Reduced perception of sell new work value by client = less to cold leads appreciation Vicious Circle:Less chance of rehire & Non-euphoric attitude referral by client The Perils of Competing going into the work (affects reputation) (less $ & respect) on Price Alone Lower time investment Low team enthusiasm (realization pressure) for the project = less = less latitude to go pleasant attitude “extra mile” Reduced quality & pro-activity perceived by client (who seems to forget cheap price) 4  
  • 5. Typical  process.   RFP  Arrives  to  Partner   RFP  Sits  in  Partner’s  Inbox  (weeks  can  go  by)   Partner  Remembers  RFP  is  Due.  Very  Soon!   Partner  Gives  RFP  to  Marke6ng  (apologe6cally)  a  Day  or  Two  Before  Due  Date   Marke6ng  Scrambles  to  Prepare  Proposal   Partner  Reviews,  Makes  Gazillion  Changes   Marke6ng  Works  Late  Into  the  Night,  Finishes  and  Delivers  Moments  Before  Deadline  © 2011 Golden Practices Inc 5  
  • 6. Unknown  when  you  rush.  •  Are  you  confident  you  know  what  the  prospect  will   value  most?   •  What  are  their  real  issues  (pains)?   •  Can  we  ar6culate  (truly)  compelling  reasons  to  hire  us?  •  Do  we  really  know  enough  about  the  org?   •  Is  this  work  we  really  want?   •  Are  we  aware  of  risks  in  pricing  this  work  &  promising  a   6meline  (true  scope)?  •  Do  we  have  compe66ve  intelligence?   6  
  • 7. A   be`er   process.   (sample)   7  © 2011 Golden Practices Inc
  • 8. Be`er  process.  •  Plan  •  Discover  •  Share  •  Brainstorm    •  Discuss  &  decide  •  Conversa6on  NOT  presenta6on   •  Prospect  should  know  everything  in  your  document   before  you  give  it  to  them   •  Deliver  it  live  
  • 9. The  document.  2  things:  •  Reader  friendly  •  Builder  friendly  
  • 10. Reader-­‐friendly  document.  •  Solu6ons   •  Exec  summary,  needs,  scope  of  value     (aka  benefits  of  work)  •  Qualifica6ons   •  Very  specific  experience   •  Evidence  of  specialty     •  tes6monials,  survey  results,  representa6ve  clients,  etc   •  Team:  mini-­‐bios  •  Approach   •  Project/expecta6on  management  (aka  scope  of  work)  
  • 11. Reader-­‐friendly  document.  •  People     •  Solid  bios  w/photos  and  evidence  of  quals  •  Pricing   •  Op6ons  (cross-­‐reference  approach)   •  Terms  (these  are  nego6able  with  price  implica6ons)  •  Our  Firm   •  ONLY  Relevant  background  •  Addi6onal  Informa6on   •  More  evidence  (ar6cles,  case  studies,  press)  
  • 12. Builder-­‐friendly  document.  •  Single  master  for  each   •  New  content  limited  to   market-­‐facing  group   •  Needs   •  Very  focused  content,  in   •  Value   reader’s  language   •  Pricing   •  Product  descriptors,  scope,   •  Op6ons   and  team  complete   •  Terms   •  Relevant  evidence   •  Expira6on  date   •  Reduce  opportunity  for   •  Project  management   errors  &  need  for  intensive   •  Scope     review  
  • 13. Managing  the  beast.  
  • 14. RFP  matching.  
  • 15. The  Value  Conversa6on   What  you’re  selling   By  Michelle  Golden  
  • 16. What people really buy…. “When  it  leaves  the  factory,     it’s  lips6ck.     But  when  it  crosses  the  counter  in   the  department  store,     it’s  hope.”   Charles  Revson,     Revlon’s  Founder  
  • 17. 1. SCOPE OF VALUE2. SCOPE OF WORK
  • 18. 5  Cs  of  value.   1.  Comprehend  customers’  key  value  drivers   2.  Create  value  for  customers   3.  Communicate  that  value   4.  Convince  customers  they  should  demand  (and   pay  for)  value   5.  Capture  value  in  your  pricing  strategies  
  • 19. Image: oregongirl (flickr)
  • 20. (Some)  value  drivers.  An6cipa6on  •  Novelty  of  issues   •  Crea6ve  •  Difficulty  of  issues   •  Experience  •  Riskiness  of  work   •  Ability  •  Amount  at  issue     •  Salva6on  •  Timing  imposed  by  client   •  Availability   or  circumstance      
  • 21. (Some)  value  drivers.  Arrival   Ac6vity  •  Transi6on   •  Competence  •  Bedside  manner   •  Manage  Expecta6ons  •  Transparent,   •  Project  Management   empathe6c   •  Delivering  •  Confident,  caring  
  • 22. Create  and  capture  value.   Customer’s Profit Value created Price Value captured Costs
  • 23. Qs  to  ask  the  customer  Issues  that  can  be  measured  •  How  do  you  measure  it?  •  What  is  it  now?  •  What  would  you  like  it  to  be?  •  What’s  the  value  of  the  difference  immediately?  •  What’s  the  value  over  6me?  (if  unmeasurable,  qualify  on  a  scale  e.g.  1-­‐10)  
  • 24. The triangle of truth SCOPE QUALITY COST TIME
  • 25. Intangible  value.  •  Specialist  exper6se/knowledge  •  Unique  social  capital  •  Brand/reputa6on  •  Unique  result:  crea6vity  &  innova6on  •  Reducing  risk  •  Excellent  experience  •  Making  your  customer  “look  good”  •  Rela6onship  •  What  else?  
  • 26. Tangible  value.  
  • 27. Pricing  Scope  and  Op6ons  By  Michelle  Golden  
  • 28. Op6ons  aka  choice  in  contrast.  •  Anchoring  effect  –  buyer  compares  your  prices  to   your  highest  offering  •  Helps  people  decide  what  they  want  (no,  they   usually  don’t  already  know)  •  If  you  don’t  offer  a  premium  offering,  how  could   someone  ever  buy  one?  •  Dan  Ariely  on  pricing  psychology  •  Moves  people  UP  the  value  curve  
  • 29. Op6on  ideas.   Leverageable  Areas   GREEN     GOLD     PLATINUM   (some  of  many)   (stripped  version)   (today’s  offering)   (premium)  Audit/review   Basic  services   Basic  services   Full  services:  bundle   complementary  Tax   Basic  &  might  go  on   Basic  plus  “watch”   Full  services:     extension  by  default   services  Consul6ng   Charge  for   Charge  for   Bundle  assessment,   assessment;  less   assessment;  custom   customiza6on,  follow-­‐ tailored;  simple  phase   prework   up  Access   2-­‐day  responses   Unlimited  access   First-­‐class  access  Timing   At  firm’s  convenience   Standard  turn-­‐around   On-­‐demand  Payment  terms   In  advance     Half-­‐down   Aligned  to  client’s   cash  flow  “Op6onal”  (a  la  carte)   List  poten6al  upgrades,  complementary  services  &  next  steps  
  • 30. Scope  doc.    •  Objec6ves,  needs,  deliverables  •  Constraints,  assump6ons  •  Project  structure,  6meline  &  milestones  •  Scope  details  &  func6onal  requirements  •  Roles  &  team  defini6ons     (detail  customer’s  responsibili6es  too)  •  Establish  parameters  for  change  request     (aka  project  change  control)  •  Future  projects  list  (i.e.  what  is  NOT  included)  •  Approval  
  • 31. Control  scope  creep.  •  Clarify  client  due  dates  •  Remind  client;  train  team  •  Consequences  (price  ship)  
  • 32. Remember.  1.  Be  inten6onal  in  choosing  your  future  clients  2.  Prepare  for  mee6ngs  3.  Conduct  value  conversa6ons  (prac6ce  makes   perfect)  4.  Avoid  the  vicious  pricing  circle:  price  be`er  5.  Enlightened  project  management  begins  with   scope  
  • 33. More  Info:  slideshare.net/goldenm  michelle@goldenprac6ces.com  goldenprac6cesinc.com  goldenprac6ces.com  (blog)  @michellegolden  (twi`er)