KPMG全套內(nèi)部培訓(xùn)教程（Creating Effective Proposals）

1、Creating Effective ProposalsProposal ProcessC O N S U L T I N GThe Proposal ItselfFollowing the processPlanning, planning, planningThe RFP: Obtaining Your CopyProposal Coordinator - assigned by Partner, copying responsibilityRecipients:PartnerProposal ManagerBDM(s)Support staffWritersLegal Counsel (

2、if appropriate)Always keep extra copies on-handWhat 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 RFPServes as the RFP for the proposalAnalyze the Business Opportunity outlined in the OF

3、S just as you would an RFPIs there a compelling reason to bid?Rely on the KPMG contacts knowledge about the client, the opportunity, and the competitionOrganizing the Proposal ResponseProposal Roles/ResponsibilitiesPartnerWorks with BDM/Sales Lead to validate client needs; identifies and assigns pro

4、posal team resources; approves proposed KPMG approach and final pricing; reviews proposal prior to production; signs proposal.Proposal ManagerDay-to-day management of the proposal team, sections, and production; sets schedule and delegates assignments; ensures punctual completion of proposal tasks a

5、nd overall proposal quality; owns the proposal creation process; works with Partner to create themes.Proposal CoordinatorCopies and distributes RFP/OFS; creates and enforces proposal calendar; manages version control for all sections; helps coordinate production/delivery effort.Proposal Planning Pie

6、cesTypical Proposal OutlineExecutive SummaryTechnical Approach/Work Plan/Project ScheduleStaffing Qualifications/ResumesProject ManagementTeam Quals/Past Performance (project engagements)CostAssumptionsProposal Contact ListCalendar/ScheduleProduction ChecklistDevelop Outline with AssignmentsUse the

7、proposal format section number of the RFP Mirror RFP section numbers/titles verbatimInclude RFP requirements and evaluation criteria numbers for writer referenceFilenameRFPSect. #sSection TitleWriterDraft DoneReview DoneX1_exsumm1.0ExecutiveSummaryJohnsonDeveloping a Calendar/ScheduleKey events:Prop

8、osal kickoffStoryboards - section brainstorming sessionsDraft questions about RFP due to client contactFinal questions due to the clientDrafts due (Blue Team, Red Team, Final)Final manager/Partner review(s)Work plan and costing due datesFinal edit and formatting (together if possible)Production (pri

9、nt, proof master, copy, assemble, and ship!)Proposal delivery timeOther RFP dates such as orals and contract awardAny scheduled absences/vacations of team membersDeveloping Tip: Back up from final due date for each activity.Proposal KickoffStresses importance and purpose of deal - Partner, Proposal

10、Manager, and BDMIntroduces calendar/scheduleWin themes and discriminatorsAssigns roles and responsibilitiesGuidelines to writersQuestion submission proceduresTechnical/business solution overviewResponse assumptionsCompetition - other biddersProposal Theme DefinitionsA recurring thoughtA point of emp

11、hasisAn advantageA discriminatorAn undeniable truthA unique featureA compelling pointA competitors disadvantageWhy We Need ThemesPicture the mindset of the customer:I dont know who KPMG isI dont know KPMGs capabilitiesI dont know KPMGs related/relevant experienceI dont know your past performanceI do

12、nt know your technical approachI dont know your management styleI dont know what youre sellingProposal 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 ha

13、ve consulted in this market for several years.”Bad Theme:“KPMG is unquestionably the best of the Big Five companies.”First Draft (Blue Team) ReviewCheckpoint for Partner/BDM/Proposal Manager Limited to proposal contributors onlyDraft should be complete, but can be rough in spotsFocus on identifying

14、serious weaknesses and inconsistencies, and on RFP-compliancenot a time for line editingUsually occurs 3-5 days before Red TeamBe constructiveno finger-pointing, defensive rebuttals, or whiningEmphasis on preparing a solid Red Team draftRed Team ReviewGenerally limited to non-authors, senior staff m

15、embersincludes representatives from both prime and subsDraft should resemble the proposal as it will be deliveredRed Teams job is to be critical and to find faultexpect it; dont argue; dont get angry or defensiveProposal should be scored to show strengths/weaknessesReviewers should make specific and

16、 constructive comments Red Team debrief should occur 3-5 days before due datePost-Red Team debrief - new assignments are madeoften reduces size of proposal teamFinal Mgmt. (Gold Team) ReviewFinal pre-production reviewGenerally involves Partner, BDM, Proposal Manager2nd Partner review required for bi

17、ds of $500K and upLast opportunity to verify scope, themes, messageFinal validation of compliance, completeness, and accuracyProposal Manager has province over all final changesFinal EditAssigned by Proposal Coordinatorinclude second reviewer, if necessaryConsistency - some things to look for:Projec

18、t nameAcronyms (spelled out once at the beginning?)Terminology (does it match the RFP, if applicable?)PlacesCustomer nameInternal KPMG groups and divisionsFormat of resumes and qualificationsBulletsHeaders and footersLooks Arent Everything, but.Pick out a few pages to “colorize”Develop/print Executive Summary in colorDevelop an interesting and thematic cover(use client-specific graphics, concepts)Use binders, card stock, pre-printed tabsProduction PlanningProp. Manager assigns repro responsibilityPlan in advanceBook a central production room early