Dear Gerry,
We recently have experienced a period of winning only about 20 percent of our proposals submitted. What suggestions do you have to increase our win rate on proposals?
L.C., Ga.

Dear L.C.,
You’re not alone in what you’re experiencing, and there are things you can do to win more often. My suggestions here are within the context of proposals that are openly competed primarily (or entirely) on a qualifications basis — not those that are based on pricing alone, or are continuing contract relationships or master services type arrangements.

The best way to improve your win rate on a proposal is to write or help write the request for proposal (RFP) on behalf of your clients. While you may not always have this opportunity, my suggestion relays the importance of having a strong and close “trusted advisor” relationship with your clients. Such a relationship is most often the crucial differentiator between the winning firm and others competing for a contract.

So preparing the winning proposal begins by being disciplined to propose only on projects you are well positioned to win and on which you have a good relationship with the client. Doing so means you know about the opportunity well in advance of the RFP and have positioned yourself through your relationship. Furthermore, do not spend your time submitting for opportunities you know little about. Focus your resources on those opportunities that have the highest likelihood of success and do a better job on each of those.

So with the above foundational principle in mind, here are my suggestions for setting your firm apart from the competition when preparing a proposal:

Thoroughly understand the project opportunity — with the client’s goal in mind. Ask yourself, “What does the client really want?” Not what you think they need. Also be sure you understand all these needs beyond what is contained in the RFP, as they are often beyond the technical aspects of the contract and are driven by politics, time, or money.

Great proposals are always “all about the client.” To achieve this, start by thinking about each of the decision makers in the client organization. Who are they? What is the decision process and the steps required? What politics will influence the decision? Who will really make the final decision and do you have a relationship with them?

Once you’ve identified who will read the proposal and what purpose each person will have in reviewing the document, analyze their stated and unstated motivators. Based on this analysis, you can then develop a “value proposition” that you introduce throughout the proposal. Show what value your team can add to a client’s project that will separate you from all other contenders.

Present your firm’s capabilities and resources in a manner that clearly states how you will deliver on their needs. Be direct and to the point; avoid filling the proposal document with “fluff,” ”chest pounding,” or exotic graphics. Generally, most of the firms submitting are qualified, and your emphasis should be on what makes you different and valuable.

From cover to cover, the proposal must demonstrate the value and benefit your team brings to the client so that readers are never left reading a statement to which they say, “So what?” without immediately finding the answer within the same statement or immediately thereafter. Nearly every page should contain a graphic or table with a caption providing a feature-and-benefit statement. Also structure the proposal to respond to the RFP requirements in exactly the order indicated in the RFP so the person(s) scoring it can do so according to their order — not your order.

If there is an interview process and you have followed the steps above, you should be in the “contract is yours to lose” position. Nevertheless, as with the proposal itself, ensure you know who will be interviewing you and their drivers, and deliver your value proposition with enthusiasm. Position your team in the room to engage the client during the interview. Approach the interview session with energy and sincere interest: Actually tell them that you are excited about helping them achieve success!

When you are awarded the work, perform beyond expectations and work to deepen your relationship with the client so that you can write the RFP for the next project.

Gerry Salontai leads the Salontai Consulting Group (www.salontai.com), a management advisory company focused on helping companies achieve success in the areas of strategy, business management, and leadership. He can be reached at 858-756-5169 or gerry@salontai.com. Get answers to your questions about design firm and project management, finances, marketing, international engineering, and related topics by sending them to Q&A c/o bdrake@stagnitomedia.com. Include your name, e-mail address, and telephone number in all correspondence. Your name will not be used in connection with published questions.