Keys to effective business proposals: #2

Address the big picture

Effective proposals go beyond your solution to the prospect’s immediate problem and demonstrate that your solution also benefits the prospect in a strategic context. You show this by explicitly identifying what broader opportunities the prospect will enjoy by solving the problem at hand. This discussion belongs in both the cover letter and the executive summary.

For example, if the prospect's stated objective is to reduce costs in their product delivery system, show them that your solution will not only reduce delivery costs, but the resulting efficiencies will also work to improve customer loyalty, add to their competitive advantage, and keep them current with industry best practices. These may be obvious inferences, but state them anyway so that they know that you know. And if you can, back your strategic assertions with your own or third-party experience.

Knowledge of your prospect's big-picture context can come from the prospect company itself, from your own experience in the field, from research that you conduct, or preferably from all three:

1. From the prospect. If you have a RFP, the better-written ones will supply some of the strategic context explicitly, or somewhat indirectly by describing long- and short-term goals. If you have any questions, have a strategically minded representative from your team ask the prospect’s project team about the overall context.

2. From your own experience. No matter how comprehensive the prospect’s information is, brainstorm with your internal experts in the prospect’s field. If you can come up with opportunities they haven’t even thought of, you’ll position yourself as a valuable partner rather than just a vendor.

3. From research. Even if the first two steps are successful, I recommend conducting a little outside research into the prospect company and its industry. You might get valuable insights into the current competitive situation, emerging market trends, and, if nothing else, improve your ability to talk their talk.

Winning proposals are prospect-centric, and show this by focusing intelligently on their opportunities as well as their problems.

Keys to effective business proposals: #1

Show you are listening

The number one reason given by reviewers for rejecting proposals early in the review process is that they don’t directly respond to the RFP (if there was one), or don’t specifically address a pressing problem their company needs to resolve.

Effective proposals start by reflecting the prospect’s concerns and problems back to them in convincing detail. This assures them that your proposal is actually relevant to their company, and not just another marketing piece. Proposals that are, by contrast, simply compilations of product descriptions and features without specifically tying them to the prospect’s desired outcomes generally don’t make it out of the first round.

For example, suppose you have a marketing materials software system that allows purchasers to manage all their marketing materials and campaigns through a nifty web portal. You can submit a proposal containing splendidly detailed specifications for your truly wonderful system, and chances are the prospect will say “so what” and toss it. Suppose instead you start off your proposal describing your prospect company’s current marketing programs and the specific headaches your prospect is (probably) having managing them, and then, headache-by-headache, show how your system can relieve those headaches. Now you’re talking the prospect’s language, and she or he will read on.

Hint: if the word “boilerplate” appears anywhere in your proposal procedures, you are probably experiencing more than your fair share of early exits from the evaluation process for this reason. Worst offender? The boilerplate cover letter.

Winning proposals are prospect-centric, and start by showing that you are listening to them.

Need Case Study?

If you want to start using case studies in your marketing and business development, but aren't sure how to go about putting one together, I've just posted an article on the subject (see link in the right nav bar). Hope you find it helpful. And feel free to post comments on your case study process on this blog.

Got Case Study? 10 Ways to Leverage It

Case studies take time and resources to put together - why not leverage that investment for all it's worth. Here are 10 ways to leverage it:

First - as is (printed):
1. As a leave-behind on prospecting calls
2. As a show piece in your lobby area
3. As free download on your web site
4. As an extra in a direct mail package
5. As part of a follow up to a prospect inquiry.

And, with a little bit of tweaking:
1. As a web page - An expanded version as a content page on your web site, with links to other content-rich pages (a related white pager, for example)
2. As a web page - as a destination for links from your client list and/or testimonial pages
3. A shortened version as an article in your newsletter
4. Rewritten, as a press release to a trade publication
5. Re-framed, as a give-away piece for the satisfied client

I'm sure there are many more ways to leverage the case study investment - please leave a comment with your ideas!

Lesson from the inaguration

One of many possible business writing lessons from President Obama's inaugural speech - where tone is concerned, sometimes less is more.

In this case, the President deliberately put aside his customary high-oratory flourishes in favor of a somber, face-the-facts tone, a tone that was created as much by his word choices as his delivery. Reason - it reinforced the message contained in the content.

Similarly, business writing is usually delivered with an up-beat, can-do high-business-atory tone. Why? Like high-oratory, it's usually effective, and who doesn't like to sound up-beat and can-do?

But take a lesson from the President. Sometimes the audience doesn't want high-minded oratory, it wants to hear the unvarnished truth, and wants to hire someone who's willing to roll up their sleeves at the 5,000 foot level.

As always, know thy audience. Obama knew his.

The versatile case study

Case studies, or "customer success stories," are some of the most versatile marketing pieces there are. Once you've done the research and gotten the Opportunity, Challenge, Solution and Results down in compelling language, you've created a base from which all manner of good things can flow - in both space and time!

Space: You can repackage parts or all of the case study to add pizazz into your various marketing channels. Typically, the basic case study becomes part of your print repertoire, as a leave-behind at meetings and conferences, for example. A version of the printed version should go on your web site, but be augmented with additional testimonials, links to related case studies, and links to other related content (eg. you have a white paper on the technique you used to delight your case study client). Shorter versions can go into your newsletter, where you provide a way for readers to see the full version on the web or request the print version in the mail.

Time: You can also use pieces of the case study throughout your selling cycle. In your initial contacts (voice mail, email), you can use tidbits from the measurable results as teasers. A followup can use the shorter summaries you put in your newsletter. When the client is truly interested, send him or her the printed version with a note that an augmented version of it can be found on your web site (provide the link). Finally, when the client needs the final convincing, you'll have your set of related case studies ready to spring.

Finally, to get the most out of your case studies, spend some money to get them right:
1. Hire a professional designer - and make sure the design melds with the rest of your marketing "look and feel."
2. Hire a professional writer - it can mean the difference between what is simply an organized collection of facts, and a compelling story that pops off the page.

Putting time and money into compelling case studies is one of the most leverage-able marketing investments you can make!

Recession Marketing

The age-old debate: to pull back or not to pull back. The PullBack advocates say why further hurt the bottom line with marketing expenses when no one is buying? The KeepGoing group argues that when sales go down, marketing has to go up, and besides, if you're in the game when the PullBackers are bailing out, you can steal market share.

I agree with Pat Strothers, who argues that this is a false question: the real question when faced with a recession is not how to change your marketing budget, but how to change your marketing focus, and the answer is contained in the title of his fine blog post: For now, focus on those ready to buy. I recommend it.

Changing your marketing focus means, of course, also changing your language focus. Even "ready to buy" customers are going to be feeling some resistance to pulling the trigger with a recession of unknown length and depth staring them in the face. Use your communications to help them get past the last hurdle: waiting until times get better.

1. Get specific about the benefits. Stressing the benefits, especially benefits they'll see right away, will help your buyers get past procrastination. Describe benefits in specific and practical terms - recessions, as Pat says, are not the time to do general brand-building.

2. Help with the pain. If you have ways of helping your buyers with the costs, announce them front and center in your communications. In normal times, free shipping is a nice benefit. In a recession, it might close the deal.

3. Make buying easy. In every communication, have a very clear and very easy-to-find call to action, and make that action as easy as possible. Don't send them to your "Contact" web page to find your phone number, have it right next to the words "Call now." Don't make them fill out long forms to send you an email; just one click, and pre-fill the subject line with your call to action. Let your language show that your door is wide open, and a friendly greeter is out there to meet you.

Perhaps above all, make sure your communications let your customers know that you appreciate the situation that they're in, and that you'll do whatever you can to make sure this buying experience doesn't add to their problems.