By Michael W.

McLaughlin
The words "send me a proposal" are music to the ears of many consultants. The invitation to write a proposal is a milestone in the sales cycle an opportunity to get one step closer to a client and a new project. Even though they might not really enjoy writing proposals, most consultants jump at the chance because they believe that exciting, lucrative work might be right around the corner. A great proposal can be decisive in winning a project, while a poor one can cause you to lose a project, even if everything else in the sales process has gone flawlessly. Follow these 12 tips to a write a killer proposal every time. 1. Create a powerful, but concise executive summary reader knows little or nothing about the proposed project. 2. Quantify the results that the client can expect from engaging you Some consultants create proposals that Decision-makers start with and focus on the executive

summary, so create this section with that fact in mind. When writing the executive summary, assume that the

overemphasize their consulting process and methodologies. Clients buy results, not tools or methodologies. 3. Be generous with your ideas You may fear that revealing your ideas about how to solve a problem during

the proposal process could result in clients taking those ideas and completing the project themselves. In rare cases, that may happen. But you'll have more success if you don't hoard your ideas. Use them to show clients that your team thinks and approaches problems in creative and innovative ways. 4. Size does matter not quantity. 5. Focus on the client Many proposals begin with a long discussion of the consulting firm, describing its Keep your proposals as short as possible, while meeting the client's request. Think quality,

qualifications and history. Focus your proposal on the client's needs first, and then describe your firm's capabilities. Remember, clients care only about how you'll address their issues, so show them how you'll do that. 6. Beware of best practices The client may view your liberal use of "best practices" as a convenient crutch.

Instead of relying on answers that worked for a previous client, find a blend of outstanding practices and innovative solutions that fit your client's particular needs. 7. Be accurate If you are using client data to support aspects of your proposal, double-check and triple-check

that information. It's easy for facts to be misunderstood and misused in a proposal. You'll risk turning a winning proposal into a loser if you present inaccurate data to the client. 8. Sweat every detail the proposal on time. 9. Rewrite your resume for every proposal Highlight the skills in your resume that demonstrate your Watch for typos, use high-quality materials, and make sure that the right people receive

qualifications for the project at hand. A boilerplate resume is rarely up to the task. 10. Finish early Let your proposal sit for a day after you've completed the final draft, and then reread it completely

before sending it to the client. You're likely to come up with some new ideas that enhance your work, and you may find errors that you missed earlier. 11. Let your personality shine through Give clients a sense of your firm's culture and its style of working. The

traditional, stilted language of many consulting proposals doesn't help clients answer the all-important question: What will it be like to work with these consultants?

12. Don't let your claims outdistance your true capabilities

Some proposals tout the expertise of the

consulting firm by referring to past successes with similar projects. These testaments to past achievements are important, but be sure that the capabilities of the proposed consulting team can live up to your firm's claims. The proposal is a crucial step in the consulting sales cycle. Don't trip by providing a misleading, sloppy proposal. Instead, engage your client with clear, thoughtful explanations about how your firm is uniquely suited to meet your client's needs. About the author Michael W. McLaughlin is a principal with Deloitte Consulting LLP and the coauthor

of Guerrilla Marketing for Consultants (John Wiley & Sons, 2005). As a practicing management consultant, McLaughlin has helped clients achieve their desired results through innovative strategies for project planning, client/consultant collaboration, project execution, and change management.

SECOND ONE
Well-worded proposals create business. Often, the winning of a contract boils down to "menuizing" the product. Making it sound inviting. An upscale restaurant wouldn't say, "a chunk of beef on a bun," but rather, "pan seared ground sirloin cooked to perfection, nestled on a bed of young spinach, wrapped in a red-onion baguette." You get the idea. A winning proposal must be pretty, grammatical, and spell-checked. Have three bystanders proofread for you. Short is better. Many consultants disagree with me, because they create 27-page binders complete with Excel spreadsheets and pie charts. I prefer writing a one or two-page, bulleted proposal structured like this: 1. 2. 3. 4. 5. 6. 7. Warm opening and statement of the issue(s); Our qualifications. Why we're the best to take on the assignment; What we will do to solve the problem(s); What is INCLUDED; What is EXCLUDED; Professional fees; Warm ending.

Beside my signature, I include a simple line that says, "Agreed to __________" (They sign their name) and "DATE _________." The words, "I thought this was included," horrify meespecially if the terms are unclear. After a leadership training, a client company claimed we owed $2600 in hotel charges. A clause in our agreement that read, "The client will provide meeting facilities, A/V support, and meals" saved us. And a written agreement once allowed us to collect a $20,000 bad debt. A proposal is a warm letter, like a letter to a friend. It should not sound legalistic. Here is a sample ending from a winner: Susan, each coaching program is tailored to the executive, so we can design an approach that produces quick results. We have a 23-year history of success with similar executive coaching projects, and we're looking forward to continuing that tradition with your valued employees and colleagues. Thank you for allowing us to help you. With best wishes.

THIRD ONE

When companies need help repairing the budget, planning a marketing campaign or restructuring the company, they ask potential consultants to write a proposal for the project in question. The proposal is a documented suggestion of how the particular consultant would approach and complete the project. The proposal covers all aspects of the project including a schedule, consultant plan and full budget. Write an overview of the project. Explain what you know about the project and how it may be a common problem for growing businesses. For example, if the project is company restructuring, mention that businesses often need to do this in order to suit new departments and positions. Describe your qualifications, skills and experience pertaining to the project. Share your success stories and include the names of major companies you have worked with. Include a list of methods or strategies you will use to solve the problems. This section will vary greatly depending on the issue or what is required on your part. Some companies hire a consultant to do the job, while others will hire a consultant to work as collaborations. This section is your opportunity to stand out from other potential consultants. Outline the services that are included in the methods or strategies. Create an additional list of services that are not included. It is important that thebusiness executives reading the proposal know exactly what they are getting with you. For example, you may offer company restructuring services and implementation methods, but will not supply any training services for new employees. Write a section that shows the fees you will require. Your previous work and consulting experience should reflect these fees, so charge according to your experience. Write a friendly and warm conclusion. Remind the reader why the company executives should choose you to complete the project.