Posts filed under 'Proposals & Presentations'
The expression, “can’t save your way to success”, can help service contractors better understand how they fit into their customers’ world.
I first heard this saying yesterday from a senior manager of corporate support services at a Fortune 100 company. She uses in-house employees and outsourced services to deliver support.
“Can’t save your way to success” says bluntly no matter how good or cost effective support is, if the revenue generating parts of a company fail, the company goes down the drain.
Note: I’m including all cost of goods sold in the revenue generating part. And for support services, I’m thinking facility services, i.e. janitorial, physical security, O&M (operations & maintenance), etc.
It made me think how contractors must deal with the reality that their customers are only expenses within their own companies.
Then it’s no surprise that support services impact a company’s profitability but not it’s viability. Logically companies look to provide support as cost-effectively (lowest cost) as possible.
Voila! Procurement has it’s marching orders. Highest value at the lowest cost, but mainly the latter. Why? Because purchase savings are easier to show than value. And service value can be hard to determine.
How can this help service contractors avoid procurement’s low-price hunting?
In two ways:
#1 Discovering how business success is defined
#2 Telling a compelling value story
#1 Discovering how business success is defined
Contractors must fully understand what success means to that particular company. Asking procurement or the business owner “What does success for you look like?” is key.
And success is never defined in monetary terms alone. There are other criteria, such as legal and regulatory compliance (just ask the former Enron CFO about that one).
Procurement is going to drill all contractors on cost savings and low pricing anyway. But what other areas help/hinder the company in increasing revenue and profits, compliance, or public image?
Contractors must understand this specifically per customer. Before making their pitch for partnership.
Otherwise they’ll sound like a used car salesperson spouting meaningless hyperbole at customers.
#2 Telling a compelling value story
This is non-fiction, not fairy tales. Contractors must articulate how they can meaningfully help a customer’s business succeed.
With a specific understanding of success, it comes down to the contractor’s ability to tell a compelling story.
Doing so is the difference between persuasively winning and doing an informational data dump.
How do your customers define success?
~~~~~~
Chris Arlen
President, Service Performance
Technorati: contract services, facility services, procurement
June 13th, 2008
Now that’s a serious question.
Whether you’re the contractor invited to bid, or the customer inviting bids, this can be a touchy question. From the contractors’ side, declining to bid invitations can have serious, short and long-term implications.
From the customers’ side, requesting bids can have some risks. What if a party was held (RFP sent out) and no one bid?
Implications for Contractors Declining Bids
The following are a few negatives and positives for contractors when they decline bid invitations.
Selected bids. This doesn’t mean declining most bids, it just means being selective when saying “no”. Here’s what might happen if you decline.
(-) Remove possibility of securing that contract, revenue & profit
(-) Remove possibility of commissions & bonuses from that contract
(-) May be removed from future customer bids for that location
(-) May be removed from future bids for that customer’s other locations
(-) May offend customers who later move on to other companies and exclude the contractor from bids there
(+) Save time and money spent on bids with little chance of winning
(+) Focus efforts on customers that are a better match (in targeted vertical markets, geographies & growth industries)
(+) Keep proposal win rate high
(+) Maintain morale & enthusiasm (more wins & saying no to bad bids)
(+) Require less sales & administration resources
Implications When Not Enough Contractors Bid
Customers have skin in the game too. Here are a few customer pains when not enough contractors bid. Oh yes, this happens. Think about online reverse auctions. There are more than a few contractors not playing that game. When no one bids, customers have to rework their bid process.
Here’s what might happen when not enough contractors bid. Customers are:
(-) Unable to produce savings, negative impact on company’s costs
(-) Unable to meet company timelines for savings
(-) More time & effort required to revise & redo process for successful bid
(-) Delay in getting improvements from new contractors as rebids take time
(-) Bonuses, job stability & promotions in jeopardy
Contractors’ Considerations for Not Bidding
Deciding whether to bid or not is rarely black and white. The exceptions are for illegal or unsafe work.
The following is not an exhaustive list, but helps decision making. Typically, one consideration, by itself, is not a reason to decline a bid. However, when taken together they lead to better decisions.
Online Reverse Auction MINUS
An online reverse auction by itself may not be enough to decline. However, an auction minus the following steps smells like a Hollow RFP.
- Without proposal submissions (where’s the value?) -or-
- Without site visitations (unrealistic specs?) -or-
- Without customer contact to answer questions (shooting in the dark)
Lots of Bidders
Lots of bidders (20-40) at the bid walk/meeting indicates there’s no pre-qualification process. It’s a cattle call. Think twice about this bid unless this is the water you swim in, i.e. government bids.
Customer Reputation for Low Price
It’s a flag, of some sort, when a customer has the reputation for buying low price. However, if you compete on low price, go for it.
Less Than 2 Weeks Bid Turnaround
Proposals due in less than 2 weeks, especially for large bids with multiple sites, can have the look of Hollow RFPs. These bids need more digging to see if you want that 14-day dance.
Customers’ 60+ Day Payable History
If Dun & Bradstreet say this customer typically pays late you’ll want to add that to your calculations. Maybe you accept their slow pays as part of the bargain. Or, you increase your bid price to account for 60-120 day receivables. Or, maybe you decline.
Legality, Safety & Liability Indemnification
No question on declining illegal or unsafe work conditions (which includes unsafe parts of a city where the site is located).
Typically, contract language for liability is handled between counsels; yours and theirs. Best to figure this out before spending the effort bidding.
Not Matching Operational Capabilities
- Do you know how to do this type of work?
- Have you done it before? Do you have great references?
- Do you communicate your capabilities well in your proposal and presentation?
Not a Strategic Match
- Is this customer in one of your targeted vertical markets (i.e., high-tech, healthcare, airports, etc.)?
- Can you support this customer’s location(s)? With existing offices? New ones? Alliance partners?
- Are you willing to invest in new technologies? New processes (i.e. ISO, Green Cleaning, Day Cleaning, etc.)?
Decline Respectfully & Promptly
If you decide to decline a bid invitation, do so with tact, respect, and quickly. No sense getting removed from upcoming bids at this or other locations, or with this customer when they move to another company. And you know they will.
Notify the customer, always in writing (email works), as soon as practical. This means make up your mind if you’ll decline immediately upon receiving the invitation. Prompt notification will give the customer a chance to replace you as a bidder when you decline.
It’s also a good idea to personally call the customer (both procurement and the end-user manager) and let them know you’re not bidding. Keep the personal and professional relationship healthy.
How do you make the decision to bid or not?
~~~~~~
Chris Arlen
President, Service Performance
Technorati: RFPs, selling
December 7th, 2007
There are two approaches to writing proposals.
The post-hole digger approach is about efficiency.
I’m not putting down people who dig post-holes. They do have to space the holes evenly and dig to the right depth. Their job is about consistent repetition. And to win that game they have to be efficient.
However, maximizing efficiency when writing proposals is death. It puts the focus on the writer/contractor. Choices are made for easier production. And no matter how efficient a proposal was to make, if it doesn’t win it’s worthless.
How can you tell if a proposal was written by a post-hole digger?
Simple. Read it. If you can’t tell what that particular customer’s problems are, then it was written with a post-hole in mind.
Every proposal must identify the customer’s specific problems. That’s what your offering is trying to solve. Your solution is what customers buy. This is the consultative part of all modern sales methods. Even if its for a one-page proposal only. Especially if it’s for a one-page proposal.
Now think about your doctor. He or she takes your temperature, looks down your throat, and takes your blood pressure BEFORE prescribing medicine. After the exam, good doctors will tell you about your illness before they tell you how they’re going to cure it.
Same is true with good proposals. In them you can read about the customer’s illness. You’ll then read about a proposed solution. This solution is for a specific course of medicine. It’s carefully prescribed for what ails that customer.
Good proposals have all that - customers’ ills and a prescribed solution for a cure. These are the persuasive proposals, and they’re the ones that win more often.
How do you write proposals, as a doctor or as a post-hole digger?
~~~~~~
Chris Arlen
President, Service Performance
Technorati: proposals, selling, writing
October 16th, 2007
Does this sound familiar?
A contractor-client notes an increase in Requests for Proposal (RFPs). Normally lots of RFPs are a good thing. However, these RFPs aren’t what they seem.
He feels many customers are only going through the motions. They’re not honestly considering contractors’ responses. He calls these bids “hollow RFPs”, and says customers aren’t listening.
His logic goes like this:
- Enron’s, WorldCom’s & Adelphia’s corruption - led to ->
- Increased corporate governance (Sarbanes-Oxley) -which led to ->
- Customers testing contracts against the market -which led to ->
- More RFPs more often
He says the problem occurs when customers aren’t truly testing the market, they aren’t seriously working the RFP process.
Here are his clues for spotting hollow RFPs:
- No pre-qualification - any & all contractors can bid (lots do)
- No presentation - just drop off the bid doc
- No site tours
- Short turnaround times when many sites are involved
- Basic qualification questions only, nothing specific about working the site
- Poorly written RFPs; outdated, incomplete, disorganized, misspelled
You’d think contractors would respectfully decline to participate in hollow bids. But many feel they’re in a bind. If they decline to bid they’re concerned the customer will exclude them from future bids, maybe even pull existing contracts from them. Of course, incumbent contractors love hollow RFPs. They’re golden.
This idea of hollow RFPs got me thinking.
- Why might customers use RFPs that way?
- What are the costs of hollow RFPs?
- Are contractors paranoid thinking customers have evil intentions?
In response to the question of hollow RFPs, I’ve written an open letter to customers in this month’s Revenue-IQ article. In it I take a look at other potential reasons RFPs are used. And I put a few alternative solutions out there.
Look for the article in your inbox. If you’re not already receiving our monthly article, subscribe to 2) Subscribe to our FREE Monthly Article.
How often are you seeing hollow RFPs ?
~~~~~~
Chris Arlen
President, Service Performance
Technorati: RFPs, Contracts, Buying
August 20th, 2007
Doctors used to take the Hippocratic oath to do no harm to their patients, but sadly, they don’t anymore. Must have been the liability issues.
On the other hand, proposal writers should take the oath, in regards to their readers. In the rush to win a bid, contractors throw junk into their proposals hoping it turns into gold.
Acronyms, when excessively used, are a favorite kind of junk. They harm readers by making them feel dumb when they don’t know what’s being cloaked in capitals. And they’re not happy about that, nor are they happy towards that contractor’s proposal.
Over time heavy usage of acronyms makes you forget what they stood for. You’re left communicating in shorthand. The full name of the original may have had a more comprehensive meaning, maybe even a different one from it’s current, abbreviated form. But now we’re reduced to talking and writing with leftover Scrabble tiles.
BTW: acronyms in email or text messaging, where speed and dexterity matter, are extremely helpful.
However, proposals for service contracts are formal. They’re “the official communication” in the decision making process. Upsetting your readers (aka decision makers) is not intelligent if you want to win.
When we begin to think everyone else knows what acronyms stand for we’ve broken the Hippocratic oath. Heavy usage of acronyms is playing the game of “look how smart/cool/hip I am, I know the lingo”.
Here’s a Game
How many of the following do you know? Do you know what the letters stand for? If you recognize more than half, you’ve probably used them in writing. And made some readers feel dumb in the process. Answers are at the bottom of this post.
- 5S
- RAMCAP
- MOAB
- eRFX
- ICSC
- CFATS
- GLP
Multiple Personalities
A big problem with acronyms is we assume we’re talking about the same thing.
Does FICA mean Federal Insurance Contributions Act? Or Federation of International Cricketers Association? We use the context of the communication to make assumptions. Is there a U.S. cricketer that worries about tax contributions?
Here are several more examples where wires can get crossed:
- GMP can mean both General Medical Practitioner -or- Good Manufacturing Practices
- ADA can mean Applied Decision Analysis -or- Americans with Disabilities Act
- HPW can mean Hours per Week -or- Hot Pressure Welding
- MBE can mean Management By Exception -or- Minority Business Enterprise
Restraint in Practice
Acronyms are necessary, and should be used. I’m just hoping a little more restraint will be used. Too many times I’ve come across a set of capitals in place of a name for a training or quality program. The purpose is to make it sound special. And I’m guilty of this as well. But no more!
What alphabet soup do you serve up in your proposals?
Answers:
- 5S: Japanese quality process; translated in the west to Sort, Straighten, Shine, Systemize and Sustain.
- RAMCAP: Risk Analysis and Management for Critical Assets Protection from Dept. of Homeland Security
- MOAB: Management of Aggressive Behavior
- eRFX: Online Request for Proposal/Quote/Information
- ICSC: International Council of Shopping Centers
- CFATS: Chemical Facilities Anti-Terrorism Standards
- GLP: Good Laboratory Practices
~~~~~~
Chris Arlen
President, Service Performance
Technorati: communication, proposals, writing
July 19th, 2007
Imagine you’re in a job interview. You want the job. The interviewer needs to hire someone to fill an open position. Simple enough.
In the beginning, the interviewer tells you lots of things. Making statements about what the job entails. Stating the needed qualifications and credentials.
And then, after 45 minutes or so, the interviewer shuts up. Stops talking. Sits there. Waiting for you to reply.
The Problem: RFPs without Questions
This is what happens to a surprisingly large number of Request for Proposals (RFP). In these RFPs, customers make lots of statements, but forget to ask questions.
Don’t laugh. In the last three weeks I’ve come across several RFPs, each for multi-million dollar contracts for airports, universities, etc. No questions in these RFPs. Just statement after statement after statement.
Why So Many Statements in RFPs?
Simply put (yes, it’s an over simplification), RFPs try to accomplish three things:
1) Provide legal Kevlar to protect customers from lawsuits
2) Provide legal ammunition against contractors’ non-performance
3) Provide enough information (specifications) for contractors to price their bids: see Apples Playing on a Field
What’s missing in that list is “Helping customers make the best contractor choice”.
Why are RFP Questions Important?
The RFP is the opportunity for a mutually beneficial match between customer and contractor. One that meets both their needs.
However, that requires specific information from the contractor for the customer to chose. Not generic brochure, ad copy stuff. But specifics.
RFP questions give that specificity. They focus contractors’ responses. Giving customers the essential info they need to chose wisely.
An RFP is really an Interview in Writing
The process behind an RFP looks like this:
1) A customer asks (via RFP) a number of contractors to submit a proposal so one can be contracted for work.
2) Contractors want the work. They submit their RFP responses to the customer.
3) The customer decides.
OK, sometimes customers use an RFP to boil down a list of contractors to a few for a presentation.
But in all respects, the RFP is a written interview.
Contractors are being interviewed, even when RFPs only have statements.
How to Respond to Questionless RFPs?
Write the customers’ questions for them. Here’s one way:
1) Imagine the customer is interviewing you.
2) When reading the RFP’s statements, think what the customer is asking specifically
3) What is the customer trying to find out? What are they afraid about? What could go wrong?
3) Write down those questions - from the customer’s perspective
4) Now, answer those questions - from your (contractor’s) perspective
5) Answer specifically - who will be doing what, when and how
If you’re feeling brave, you might consider starting each of your sections with that imagined question. It’ll certainly give your responses more bite and focus.
What questionless RFPs have you come across?
~~~~~~
Chris Arlen
President, Service Performance
Technorati: proposal writing, RFP
May 17th, 2007
Tolkien created wonderful character names like Gollum, Gandalf, and Gimli. These names belong to a unique world. When you hear them you know where you are.
Same is true for customers. They use specific names in their worlds. Here’s the problem. If you use the wrong name with a customer, they think you’re from another world.
They’re thinking you:
a) don’t know their business -or-
b) don’t care to (which is even worse)
Obviously this is not how you want customers thinking about you.
Getting it Wrong in Speech
You might get away with mismatching customers names for a little while when speaking with them. Although they’ll look at you sideways when you call their “employees”, “tenants”.
Watchout in Proposals
Beware when mismatching names in your proposals. It’s as obvious to customers as a black widow spider on an angel food cake. And as jarring.
Get it wrong on paper and you’ve seriously hurt your chances of winning the bid.
Names: The Short List
Here are a few names customers use for:
- Structure -aka- building, facility, property, plant, etc.
- Structure user -aka- employee, tenant, staff, etc.
- Your service worker (Janitorial) -aka- cleaner, custodian, janitor, etc.
- Your service worker (Security) -aka- guard, officer, security guard, etc.
Which Names to Use
Typically, names are specific to a vertical market. Customers use the names everyone in their industry does. For example, in the commercial office market it’s “property”, “tenant”, “janitor”, and “officer”.
Preparing for 1st Customer Meeting?
Scan their website, and look for the names they use. If not found on the web, use market specific names in the meeting. And keep your ears open. Catch the names they use, and align. Now you’re bonding.
Writing Proposals
Always scan the Request for Proposal (RFP) for the names they use. Always match those names exactly in your responses.
Names in Schizophrenic RFPs
In some RFPs, customers start by using one name, then switch to another later on, i.e. going from “guard” to “officer”.
What do you do?
Use the name that’s most frequently used in the RFP, and commonly used in the vertical market.
Names with Different Decision Makers
What if different decision makers, in the same company, use different names?
What do you do?
Match names with the decision maker who will manage your service. They’re the one who is seen as the expert within their company. So all your written (and verbal) communication had better match the names that person uses.
What customer names do you use?
~~~~~~
Chris Arlen
President, Service Performance
Technorati: proposal writing, RFP, selling
May 10th, 2007
Anyone who’s had a contract up for renewal, especially of the 80/20 variety, knows the fear of losing it (80% of your revenue from 20% of your contracts).
In Would You Rather be Barbarian or Duck? I listed the positives and negatives of being the incumbent or challenger. So, if you’re the incumbent, when is the right time to work on renewing the contract?
There are two answers.
1) You’re either working to avoid your contract’s rebid, or 2) preparing to rebid. If you’re not doing either, your duck is firmly squatting. Who knows what will happen to the contract?
Working to Avoid Contract Rebid
In a few instances you can avoid a rebid if you start working on it from day one. You’ll need to execute a plan flawlessly, but it can be done.
However, many bids can’t avoid a rebid for regulatory or policy reasons.
In this case, the best strategy is to execute a plan flawlessly to avoid a rebid - knowing it will be rebid. Sounds funny, doesn’t it?
If you do that work, you’ll create a high wall around your incumbent position. You’ll have:
- Produced an outstanding track record of quantifiable results
- Created great relationships deep into the customers’ firm
- Communicated your value effectively & often
And start working on this the first day of service and every day thereafter. This will put you so far ahead of your competition, they’ll feel the bid was just an exercise.
Preparing for the Contract Rebid
This is the boat most of us find ourselves in about 60 to 90 days before a renewal date. We’ve heard unofficially an RFP is going out. And we want to up our chances of winning.
Now’s the time to start working on the rebid. This doesn’t mean wait around for the RFP, see “Don’t Wait for RFPs, Start Proposals Early“.
While you’re still under contract and the RFP hasn’t come out, there are things you can do. And things you shouldn’t do. Here are some examples:
Price Reductions or Incentives
Too late for this now. It’s an obvious attempt to buy the contract. And they’ve already made up their mind they’re going out to bid. UNLESS asked by the customer, and in return you can ask for a contract extension to avoid the rebid.
Introduce a Service Improvement
If you normally introduce improvements, then continue. If you don’t have a history of them, think about how this will look. If there’s any hint it’s an attempt to kiss up at the last minute, skip it.
Gathering Pre-RFP Info
You should definitely be doing this. It’s your greatest advantage as the incumbent. Whatever info you seek, make sure it’s done low key and in the same manner, preferably by your same personnel, who have done it in the past.
DON’T do anything that MIGHT appear to be stealing info, sneaky or disreputable. It’s all about perception. Not yours. Your customers. You can always ask your customer contacts directly.
What to find out? Things you should have been seeking all along.
- How’s the overall business doing - up, down, flat, which direction?
- How does the contract service impact the overall business?
- What strategic initiatives are starting, or stopping?
- Who are the decision makers? Their roles & influences?
- What business changes will affect customer contact’s department?
- Who’s on the rise or fall, within the business?
Begin Your Analysis
60 to 90 days before the RFP comes out, start your proposal development.
Get your team together and analyze the customer’s business, contracted service, decision makers, and service’s impact on the overall business. This is your best, last chance preparing for retaining the contract. Take advantage.
Which of your Large Contracts is out to bid in the next 60-90 days?
Technorati tags: rebid, incumbent, contracts
March 29th, 2007
Diana of SMO asked about informational versus persuasive proposals. Here’s my answer from contractor and customer jungles.
1) Life begins & ends with a contract
2) Contracts are won with a proposal
3) Purpose of a proposal is to secure a contract
However, we’re blind.
3 Mysteries in the Universe
There are three mysteries in the universe:
- Water to a fish
- Air to a bird
- Mankind to itself
Swap “contractors” for mankind and there’s our problem.
We’re blind. We’re focused intently on our own businesses. We don’t see that customers don’t care as much about us as we do.
When a customer asks for a proposal, we fall over ourselves telling them about our gloried past and informing them of our exciting future. We’re so proud, we dump it all into our proposal responses. We can’t help ourselves.
Customers Don’t Care?
Of course customers care about contractors, but only in context. Only as contractors impact their businesses, their jobs, their stress levels.
The Law of the Customers’ Jungle
1) Customers have problems
2) Customers have goals
3) Customers need solutions to solve problems & achieve goals
4) Customers seek contractors to provide solutions, that solve problems & achieve goals
5) Customers select contractors based on proposals that show the best solutions, that solve problems & achieve goals
The New Math
Proposal = Written solution that solves customers’ problems & achieves goals + proof contractor can deliver + $$price$$
The Secret to Persuasion
It’s about customers. Not surprised I’m sure. Also, not showing up in contractors’ proposals either.
A customer buys what a contractor is going to do for them, at their sites. They don’t buy:
- Contractor’s annual revenue
- Number of contractor’s employees
- Number of years contractor has been in business
They only buy what that specific contractor will do for them at their specific sites.
That Persuasion Thing
For a contractor to persuade a customer, the customer must read in the contractors’ proposal that the contractor understands the customer’s specific problems and goals.
Only then will a customer consider the contractor’s proposed solution. And that solution must tell customers specifically “who” is doing “what”, “when”, “where” and “how”.
The final piece the customer must see is “can the contractor deliver on their proposed solution”? This is where the contractor trots out their proof points.
At last a customer sees a contractor who knows what’s needed, has a plan, is capable of delivering, and has a price attached to value.
Sounds easy. It is in theory. As you know, the real challenges begin when a competitive opportunity arrives, then all kinds of craziness joins in.
Are Your Proposals Informational?
Is your company history at, or near the front? If it is, you’re likely informing customers. You’re vulnerable to contractors with persuasive proposals.
If you’d like a FREE proposal assessment, contact me and I’ll be happy to review your proposal and provide our feedback.
Technorati tags: contract sales, proposal writing, RFPs
March 20th, 2007
In this corner, with a 42% large-bid win rate, the contract challenger, “Barbarian at the Gate”.
And in this corner, with more than 48 consecutive months of uninterrupted service, the incumbent contractor, “Sitting Duck”.
Which would you rather be? Challenger or Incumbent, in a competitive bid?
Of course from a money standpoint, we’d want the incumbent’s revenue and profit already gained. But, when the contract’s out to bid, who has the best chance of winning?
Here are some thoughts.
Sitting Duck POSITIVES (+)
The following are potential positives. Doesn’t mean they’re automatically handed over. But the incumbent has the inside track. And smart ducks work from the first day of service to the inevitable rebid.
- Understanding individual contacts’ personalities & preferred work styles
- Knowing service bottlenecks & how to work around them
- Developing relationships with HR, Finance & others who may be decision makers during rebid
- Knowing customer’s strategic initiatives & internal changes
- Understanding customer’s business pains (red ink, bad press, layoffs) affecting service
- Influencing the RFP for contractor qualifications & specifications
- Presenting the duck’s intelligence with proactive, on-going innovations & R&D
- Showing duck’s commitment with involvement from its top executives
- Understanding customer’s culture regarding communication, changes & conflicts
Barbarian at the Gate NEGATIVES (-)
- All the positives of the Sitting Duck are the negatives as a Barbarian.
Sitting Duck NEGATIVES (-)
- Customers know when & how badly a Duck has messed up
- Customers judge how well a Duck has delivered against expectations - not service actually delivered, but what customers knew about
- Duck’s performance compared to customers’ expectations - even if customers’ misunderstood or were unrealistic
- Duck’s actual performance on the roulette wheel of service - hiccups occur
- Legal, mandatory procurement requirements to rebid contracts
- Customers like change for the sake of change - they’re people too
- Duck may limit itself in proposals feeling customers’ have already decided
Barbarian at the Gate POSITIVES (+)
- Barbarians are always standing on the greener grass
- Barbarians’ proposal claims are taken at face value
- Customers can’t validate barbarians’ meltdowns, they haven’t seen things go wrong yet
- Barbarians bring fresh perspective, can present new ideas without legacy of failure
Summary
Sitting Ducks and Barbarians at the Gate need knowledge, understanding, and insight into the customer’s bid opportunity. The game is about figuring out what’s not in the RFP.
What Would You Rather Be? Barbarian or Duck?
Technorati tags: contracts, incumbent, challenger
March 13th, 2007
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