Establishing a defined bid/no-bid process is essential. Why? It reflects acute awareness of core business objectives while keeping business development assets on track to meet and exceed those goals. Strategy and focus should be determined by executive management and clearly communicated throughout all production-related departments, including directives on what types of business to pursue, what sectors to consider, and what initiatives to reserve for another time—or not at all.
Steady the Stretch
In theory, saying yes to nearly every proposal request or information inquiry increases the chances of growing the business, but in practice, saying yes to everything notwithstanding the current state of the proposal department is like filling already-full water balloons just because the tap is running. Many proposal departments, whether part of a small company or a much larger entity, experience such a stretch in resources, affecting deadlines, personnel, infrastructure, equipment, and budget.
When this stretching of resources happens within an already overloaded proposal-cycle process, the resulting tension reaches a critical point. It is imperative that any new or unexpected production request be carefully examined to determine its rightful place, if at all, in the pipeline. Understandably, as industry markets change and new business avenues open, unforeseen opportunities can suddenly appear, resulting in necessary adjustments and sometimes a complete overhaul of the timeline; however, this should not be deemed common practice. Otherwise, the inescapable result will be precariously close deadlines, increased delays, strategic missteps, or worse: hastily prepared submissions that are full of errors and inaccuracies.
Irresponsible turnaround times heighten the chances of encountering compliance, risk management, and legal issues that stem from a lack of oversight — affecting the company’s quality, brand, and ultimately its reputation and ability to secure future business.
Ease the Squeeze
There is a fine line between overcommitted and overwhelmed—both of which can be the cause and effect that breaks a proposal writing department. Repeatedly squeezing new proposal requests into a tight calendar is a direct contributor to department burnout and subpar proposal performance. Irresponsible turnaround times heighten the chances of encountering compliance, risk management, and legal issues that stem from a lack of oversight—affecting the company’s quality, brand, and ultimately its reputation and ability to secure future business.
Customize Your Solution
So, what can be done on a limited budget? Most importantly, develop a rigorously enforced bid/no-bid matrix. As much as possible, expand proposal departments to handle capacity with extreme competence; if necessary, cross-train sales personnel to help with overflow. Strengthen the RFP database and document library by allocating dedicated resources to ensure the accuracy and accessibility of information. Consider hiring long-term qualified contractors who become familiar with the business, seamlessly integrating with the proposal team during times of increased proposal volume. Finally, listen to feedback from existing clients and consider remarks regarding business that was not won. Learn why and what you can do to improve. If business is lost due to lack of adequate preparation time for important proposal submissions, use this opportunity to recalibrate for future submissions, including reducing the amount of proposal responses on the proposal matrix.
Quit and Commit
In principle, the concept of never quitting is exemplary in its most noble form; however, when it comes to writing proposals, there are elemental things that, if currently in practice, a company should quit: Companies should quit habitually overextending production resources while wasting quantifiable time, talent, and opportunities. Instead, companies should commit to maintaining ordered processes that support accurate information, quality, timeliness, attention to detail, and strategic planning. This approach bolsters a reputation known for overall excellence, integrity, and respect for clients and employees alike. Engaging in thoughtful decision making upfront through a solid bid/no-bid process is a task worthy of executive management’s attention.
K. Patrick is president of Mixed Media Studio LLC, an Atlanta, Georgia-area business that specializes in copywriting and surface/textile design for trade and corporate entities. She can be reached at [email protected].
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