For the 2011 AAM Summit

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 VALUE
2. 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

26. 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?

27. Tangible
value.

28. Pricing
Scope
and
Op6ons
By
Michelle
Golden

29. 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

30. 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

31. 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

33. Control
scope
creep.
• Clarify
client
due
dates
• Remind
client;
train
team
• Consequences
(price
ship)

34. 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

35. More
Info:
slideshare.net/goldenm
michelle@goldenprac6ces.com
goldenprac6cesinc.com
goldenprac6ces.com
(blog)
@michellegolden
(twi`er)