KPMG全套内部培训教程6
- 1. Creating Effective Proposals Proposal ProcessC O N S U L T I N G
- 2. The Proposal Itself Following the process Planning, planning, planning
- 3. The RFP: Obtaining Your CopyProposal Coordinator - assigned by Partner, copying responsibility Recipients: Partner Proposal Manager BDM(s) Support staff Writers Legal Counsel (if appropriate) Always keep extra copies on-hand
- 4. What to Do When There is No RFPRefer to the Opportunity Fact Sheet (OFS) filled out by the KPMG Partner/BDM/Sr. Manager Contains much of the information found in an RFP Serves as the RFP for the proposal Analyze the Business Opportunity outlined in the OFS just as you would an RFP Is there a compelling reason to bid? Rely on the KPMG contact’s knowledge about the client, the opportunity, and the competition
- 5. Organizing the Proposal Response
- 6. Proposal Roles/ResponsibilitiesPartner Works with BDM/Sales Lead to validate client needs; identifies and assigns proposal team resources; approves proposed KPMG approach and final pricing; reviews proposal prior to production; signs proposal. Proposal Manager Day-to-day management of the proposal team, sections, and production; sets schedule and delegates assignments; ensures punctual completion of proposal tasks and overall proposal quality; owns the proposal creation process; works with Partner to create themes. Proposal Coordinator Copies and distributes RFP/OFS; creates and enforces proposal calendar; manages version control for all sections; helps coordinate production/delivery effort.
- 7. Proposal Planning PiecesTypical Proposal Outline Executive Summary Technical Approach/Work Plan/Project Schedule Staffing Qualifications/Resumes Project Management Team Quals/Past Performance (project engagements) Cost Assumptions Proposal Contact List Calendar/Schedule Production Checklist
- 8. Develop Outline with AssignmentsUse the proposal format section number of the RFP Mirror RFP section numbers/titles verbatim Include RFP requirements and evaluation criteria numbers for writer referenceFilenameRFP Sect. #sSection TitleWriterDraft DoneReview DoneX1_exsumm1.0Executive SummaryJohnson
- 9. Developing a Calendar/ScheduleKey events: Proposal kickoff Storyboards - section brainstorming sessions Draft questions about RFP due to client contact Final questions due to the client Drafts due (Blue Team, Red Team, Final) Final manager/Partner review(s) Work plan and costing due dates Final edit and formatting (together if possible) Production (print, proof master, copy, assemble, and ship!) Proposal delivery time Other RFP dates such as orals and contract award Any scheduled absences/vacations of team membersDeveloping Tip: Back up from final due date for each activity.
- 10. Proposal KickoffStresses importance and purpose of deal - Partner, Proposal Manager, and BDM Introduces calendar/schedule Win themes and discriminators Assigns roles and responsibilities Guidelines to writers Question submission procedures Technical/business solution overview Response assumptions Competition -- other bidders
- 11. Proposal Theme DefinitionsA recurring thought A point of emphasis An advantage A discriminator An undeniable truth A unique feature A compelling point A competitor’s disadvantage
- 12. Why We Need ThemesPicture the mindset of the customer: I don’t know who KPMG is I don’t know KPMG’s capabilities I don’t know KPMG’s related/relevant experience I don’t know your past performance I don’t know your technical approach I don’t know your management style I don’t know what you’re selling
- 13. Proposal Theme ExamplesGood Theme: “KPMG has been serving the higher education community for over 25 years. Our practitioners average 10 years of experience, and were either groomed in higher education or have consulted in this market for several years.” Bad Theme: “KPMG is unquestionably the best of the Big Five companies.”
- 14. First Draft (Blue Team) ReviewCheckpoint for Partner/BDM/Proposal Manager Limited to proposal contributors only Draft should be complete, but can be rough in spots Focus on identifying serious weaknesses and inconsistencies, and on RFP-compliance not a time for line editing Usually occurs 3-5 days before Red Team Be constructive no finger-pointing, defensive rebuttals, or whining Emphasis on preparing a solid Red Team draft
- 15. Red Team ReviewGenerally limited to non-authors, senior staff members includes representatives from both prime and subs Draft should resemble the proposal as it will be delivered Red Team’s job is to be critical and to find fault expect it; don’t argue; don’t get angry or defensive Proposal should be scored to show strengths/weaknesses Reviewers should make specific and constructive comments Red Team debrief should occur 3-5 days before due date Post-Red Team debrief -- new assignments are made often reduces size of proposal team
- 16. Final Mgmt. (Gold Team) ReviewFinal pre-production review Generally involves Partner, BDM, Proposal Manager 2nd Partner review required for bids of $500K and up Last opportunity to verify scope, themes, message Final validation of compliance, completeness, and accuracy Proposal Manager has province over all final changes
- 17. Final EditAssigned by Proposal Coordinator include second reviewer, if necessary Consistency -- some things to look for: Project name Acronyms (spelled out once at the beginning?) Terminology (does it match the RFP, if applicable?) Places Customer name Internal KPMG groups and divisions Format of resumes and qualifications Bullets Headers and footers
- 18. Looks Aren’t Everything, but...Pick out a few pages to “colorize” Develop/print Executive Summary in color Develop an interesting and thematic cover (use client-specific graphics, concepts) Use binders, card stock, pre-printed tabs
- 19. Production PlanningProp. Manager assigns repro responsibility Plan in advance Book a central production room early on Set aside time for a final quality check of your reproduction master Use a high-quality binder Package Cost Volume separately, if allowed Allow plenty of time, even if outside source It will take longer than you think
- 20. Any Questions?Carl Rosenblatt BDST Manager, Public Services Tyson’s Tower 703 747-6508
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