Post on 17-Dec-2014
description
Proposals that Rock (and Win)
For Associa6on for Accoun6ng Marke6ng
By Michelle Golden
#AAM11
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 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)
Reduced perception of value by client = less
appreciation
Non-euphoric attitude going into the work (less $ & respect)
Lower time investment (realization pressure) = less latitude to go
“extra mile”
Reduced quality & pro-activity perceived by
client (who seems to forget cheap price)
Low team enthusiasm for the project = less
pleasant attitude
Less chance of rehire & referral by client
(affects reputation)
Increased need to sell new work to cold leads
Vicious Circle: The Perils of Competing
on Price Alone
Typical process.
Marke6ng Works Late Into the Night, Finishes and Delivers Moments Before Deadline
Partner Reviews, Makes Gazillion Changes
Marke6ng Scrambles to Prepare Proposal
Partner Gives RFP to Marke6ng (apologe6cally) a Day or Two Before Due Date
Partner Remembers RFP is Due. Very Soon!
RFP Sits in Partner’s Inbox (weeks can go by)
RFP Arrives to Partner
5 © 2011 Golden Practices Inc
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
A be`er process. (sample)
7 © 2011 Golden Practices Inc
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
The document.
2 things:
• Reader friendly
• Builder friendly
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)
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)
Builder-‐friendly document.
• Single master for each market-‐facing group • Very focused content, in reader’s language
• Product descriptors, scope, and team complete
• Relevant evidence • Reduce opportunity for errors & need for intensive review
• New content limited to • Needs • Value • Pricing
• Op6ons • Terms
• Expira6on date • Project management
• Scope
Managing the beast.
RFP matching.
The Value Conversa6on
What you’re selling
By Michelle Golden
Charles Revson, Revlon’s Founder
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.”
2. SCOPE OF WORK
1. SCOPE OF VALUE
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
Image: oregongirl (flickr)
(Some) value drivers.
An6cipa6on
• Novelty of issues
• Difficulty of issues
• Riskiness of work • Amount at issue
• Timing imposed by client or circumstance
• Crea6ve • Experience • Ability • Salva6on • Availability
(Some) value drivers.
Arrival
• Transi6on
• Bedside manner
• Transparent, empathe6c
• Confident, caring
Ac6vity
• Competence
• Manage Expecta6ons
• Project Management
• Delivering
Create and capture value.
Value captured
Value created
Price
Customer’s Profit
Costs
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)
SCOPE
COST TIME
QUALITY
The triangle of truth
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?
Tangible value.
Pricing
Scope and Op6ons
By Michelle Golden
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
Op6on ideas.
Leverageable Areas (some of many)
GREEN (stripped version)
GOLD (today’s offering)
PLATINUM (premium)
Audit/review Basic services Basic services Full services: bundle complementary
Tax Basic & might go on extension by default
Basic plus “watch” services
Full services:
Consul6ng Charge for assessment; less tailored; simple phase
Charge for assessment; custom prework
Bundle assessment, customiza6on, follow-‐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
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
Control scope creep.
• Clarify client due dates • Remind client; train team
• Consequences (price ship)
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
michelle@goldenprac6ces.com goldenprac6cesinc.com goldenprac6ces.com (blog) @michellegolden (twi`er)
More Info: slideshare.net/goldenm