KPMG全套內部培訓教程

1、Creating Effective ProposalsWriting an Effective Executive SummaryC O N S U L T I N GC O N S U L T I N GGeneral RulesBegin EarlyFollow RFP InstructionsHighly ThematicClear, Expository WritingExplicit MessagesActive Voice, First or Third Person, Present Tense, Positive/Confident (but not arrogant) To

2、neAvoid Adverbs and Overblown WritingUtilize Summary GraphicsC O N S U L T I N GObjectivesGet the Readers AttentionShow our Understanding of the ProblemInsights/PerspectivesSummarize Key Parts of Our Approach/Solution - Focus on HowConvey Confidence that KPMG is the Best Firm to do the Job - Why?Obt

3、ain Important Points/Themes from Major Section WritersC O N S U L T I N GPreparing and Writing IFirst StepsRead the RFP/Opportunity Fact SheetReview Proposal Discriminators and ThemesAnalyze ProposalLearn Customer Hot ButtonsReview Other Executive SummariesC O N S U L T I N GPreparing and Writing II

4、Build OutlineOutline Each PageMajor Headings, Ideas and GraphicsMap Themes and Discriminators to HeadingsC O N S U L T I N GPreparing and Writing IIIWork Through Each SectionFlesh Out Ideas that will be DevelopedUse Selected Proposal GraphicsCreate Summary GraphicsUse New Graphics/Text SparinglyCrea

5、te TextAdapt Proposal Text (minimize direct lifts)Write Introductions, Linkages, Closing PointsC O N S U L T I N GEditing and RevisionsEnsure Good Draft for Red Team ReviewSeek BDM ReviewSeek Sr. Manager/Partner ReviewDont Skip EditorFine Tune ContinuouslyC O N S U L T I N GAny Questions?Carl Rosenb

6、lattBDST Manager, Public ServicesTysons Tower703 747-6508C O N S U L T I N GCreating Effective ProposalsProposal BasicsC O N S U L T I N GC O N S U L T I N GThe Big Picture“The obvious is obviousonly after its obvious”C O N S U L T I N GWhat Makes a Good Proposal?Is directed to the right audienceOff

7、ers a low-risk, well-substantiated solution to a real (not always stated) needIs easy to understandShows (not claims) competenceOffers distinct benefits over othersBetter, faster, cheaperImpresses evaluatorsProvides tangible valueC O N S U L T I N GWhat Makes a Bad Proposal?Hard to understand/hard t

8、o scoreNot responsive and non-compliantFails to demonstrate competenceSolves the wrong problemOffers an unproven or risky solutionNot differentiated from the competitionClaims are not believableGrammatical errors/general sloppinessC O N S U L T I N GWhy Are So Many Proposals Bad?They are produced by

9、 committeesThey are produced under pressureThey show an anxiety to winThe proposal staff is over-committed and/or poorly preparedThe message is unclear or lackingKPMG did not listen to the customerKPMG listened to the wrong peopleUnsubstantiated claimsC O N S U L T I N GAilments of ProposalsMOTION S

10、ICKNESS - jumps too quickly from point to point and is difficult to followSENILITY - the same old stuffAMNESIA - important points omittedSTERILITY - ideas not conceivedNARCISSISM - too much horn blowingSCARLET FEVER - excessive use of redGOITER - blown up in the wrong placesCONSTIPATION - there may

11、be something here, but it simply refuses to come outC O N S U L T I N GProposals Answer 9 Basic QuestionsWho are we? What are we selling?Why are we selling it?How is it better than the competition?How are we going to execute it?How are we going to manage it?Why are we qualified to do it?How much is

12、our price?Can we do it within cost and on schedule?C O N S U L T I N GSix Basic Proposal PrinciplesYou never get a second chance to make a first impressionA good proposal will not always win, but a poor one will almost always loseBus. Development is doing your homework (studying); proposals are taki

13、ng the testProposal Management is where democracy stopsEvaluators expect to see quality reflective of the time allotted to prepare the proposalWrite to win, or dont beginC O N S U L T I N GTypical Opportunity ScenariosRequest for Proposal (RFP)Opportunity from Partner/BDM/Sr. ManagerNo RFPNo formal

14、requirements statementC O N S U L T I N GReading an RFP: What to look for?Is the SOW what we thought? Can we do the job? How many days to prepare the proposal?How many sections are in the proposal? Are there 8a or minority-owned business requirements? What are the staffing/skills/geographic requirem

15、ents? Are there extensive customer reference requirements? Are there technologies requiring other KPMG practices or outside help (teaming arrangement)?How is evaluation weighted (technical vs. cost)? Are there special production considerations?Existing contract vehicle?What about contract terms and

16、conditions? C O N S U L T I N GWhat 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 OFS just as you wo

17、uld an RFPIs there a compelling reason to bid?Rely on the KPMG contacts knowledge about the client, the opportunity, and the competitionC O N S U L T I N GFinal Analysis: Should We Bid?Easy to bid, hard not toSome reasons not to bid:Strong incumbent (client looking for a “check bid”)Client budget vs

18、. project scope doesnt matchNo knowledge of competitionNo relationships with, or prior knowledge of client/RFPKPMG project staff either not available or unqualifiedCant meet minimum solution/geographic requirementsKPMG Qualifications not strong/pertinent enoughProposal response time too short to pro

19、duce a high-quality, competitive documentCost to produce proposal outweighs potential awardC O N S U L T I N GAny Questions?Carl RosenblattBDST Manager, Public ServicesTysons Tower703 747-6508C O N S U L T I N GCreating Effective ProposalsProposal BasicsC O N S U L T I N GC O N S U L T I N GThe Big

20、Picture“The obvious is obviousonly after its obvious”C O N S U L T I N GWhat Makes a Good Proposal?Is directed to the right audienceOffers a low-risk, well-substantiated solution to a real (not always stated) needIs easy to understandShows (not claims) competenceOffers distinct benefits over othersB

21、etter, faster, cheaperImpresses evaluatorsProvides tangible valueC O N S U L T I N GWhat Makes a Bad Proposal?Hard to understand/hard to scoreNot responsive and non-compliantFails to demonstrate competenceSolves the wrong problemOffers an unproven or risky solutionNot differentiated from the competi

22、tionClaims are not believableGrammatical errors/general sloppinessC O N S U L T I N GWhy Are So Many Proposals Bad?They are produced by committeesThey are produced under pressureThey show an anxiety to winThe proposal staff is over-committed and/or poorly preparedThe message is unclear or lackingKPM

23、G did not listen to the customerKPMG listened to the wrong peopleUnsubstantiated claimsC O N S U L T I N GAilments of ProposalsMOTION SICKNESS - jumps too quickly from point to point and is difficult to followSENILITY - the same old stuffAMNESIA - important points omittedSTERILITY - ideas not concei

24、vedNARCISSISM - too much horn blowingSCARLET FEVER - excessive use of redGOITER - blown up in the wrong placesCONSTIPATION - there may be something here, but it simply refuses to come outC O N S U L T I N GProposals Answer 9 Basic QuestionsWho are we? What are we selling?Why are we selling it?How is

25、 it better than the competition?How are we going to execute it?How are we going to manage it?Why are we qualified to do it?How much is our price?Can we do it within cost and on schedule?C O N S U L T I N GSix Basic Proposal PrinciplesYou never get a second chance to make a first impressionA good pro

26、posal will not always win, but a poor one will almost always loseBus. Development is doing your homework (studying); proposals are taking the testProposal Management is where democracy stopsEvaluators expect to see quality reflective of the time allotted to prepare the proposalWrite to win, or dont

27、beginC O N S U L T I N GTypical Opportunity ScenariosRequest for Proposal (RFP)Opportunity from Partner/BDM/Sr. ManagerNo RFPNo formal requirements statementC O N S U L T I N GReading an RFP: What to look for?Is the SOW what we thought? Can we do the job? How many days to prepare the proposal?How ma

28、ny sections are in the proposal? Are there 8a or minority-owned business requirements? What are the staffing/skills/geographic requirements? Are there extensive customer reference requirements? Are there technologies requiring other KPMG practices or outside help (teaming arrangement)?How is evaluat

29、ion weighted (technical vs. cost)? Are there special production considerations?Existing contract vehicle?What about contract terms and conditions? C O N S U L T I N GWhat to Do When There is No RFPRefer to the Opportunity Fact Sheet (OFS) filled out by the KPMG Partner/BDM/Sr. Manager Contains much

30、of the information found in an RFPServes as the RFP for the proposalAnalyze the Business Opportunity outlined in the OFS 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 competitionC O N S U L T I N GFinal Anal

31、ysis: Should We Bid?Easy to bid, hard not toSome reasons not to bid:Strong incumbent (client looking for a “check bid”)Client budget vs. project scope doesnt matchNo knowledge of competitionNo relationships with, or prior knowledge of client/RFPKPMG project staff either not available or unqualifiedC

32、ant meet minimum solution/geographic requirementsKPMG Qualifications not strong/pertinent enoughProposal response time too short to produce a high-quality, competitive documentCost to produce proposal outweighs potential awardC O N S U L T I N GAny Questions?Carl RosenblattBDST Manager, Public Servi

33、cesTysons Tower703 747-6508C O N S U L T I N GCreating Effective ProposalsProposal BasicsC O N S U L T I N GC O N S U L T I N GThe Big Picture“The obvious is obviousonly after its obvious”C O N S U L T I N GWhat Makes a Good Proposal?Is directed to the right audienceOffers a low-risk, well-substanti

34、ated solution to a real (not always stated) needIs easy to understandShows (not claims) competenceOffers distinct benefits over othersBetter, faster, cheaperImpresses evaluatorsProvides tangible valueC O N S U L T I N GWhat Makes a Bad Proposal?Hard to understand/hard to scoreNot responsive and non-

35、compliantFails to demonstrate competenceSolves the wrong problemOffers an unproven or risky solutionNot differentiated from the competitionClaims are not believableGrammatical errors/general sloppinessC O N S U L T I N GWhy Are So Many Proposals Bad?They are produced by committeesThey are produced u

36、nder pressureThey show an anxiety to winThe proposal staff is over-committed and/or poorly preparedThe message is unclear or lackingKPMG did not listen to the customerKPMG listened to the wrong peopleUnsubstantiated claimsC O N S U L T I N GAilments of ProposalsMOTION SICKNESS - jumps too quickly fr

37、om point to point and is difficult to followSENILITY - the same old stuffAMNESIA - important points omittedSTERILITY - ideas not conceivedNARCISSISM - too much horn blowingSCARLET FEVER - excessive use of redGOITER - blown up in the wrong placesCONSTIPATION - there may be something here, but it simp

38、ly refuses to come outC O N S U L T I N GProposals Answer 9 Basic QuestionsWho are we? What are we selling?Why are we selling it?How is it better than the competition?How are we going to execute it?How are we going to manage it?Why are we qualified to do it?How much is our price?Can we do it within

39、cost and on schedule?C O N S U L T I N GSix Basic Proposal PrinciplesYou never get a second chance to make a first impressionA good proposal will not always win, but a poor one will almost always loseBus. Development is doing your homework (studying); proposals are taking the testProposal Management

40、 is where democracy stopsEvaluators expect to see quality reflective of the time allotted to prepare the proposalWrite to win, or dont beginC O N S U L T I N GTypical Opportunity ScenariosRequest for Proposal (RFP)Opportunity from Partner/BDM/Sr. ManagerNo RFPNo formal requirements statementC O N S

41、U L T I N GReading an RFP: What to look for?Is the SOW what we thought? Can we do the job? How many days to prepare the proposal?How many sections are in the proposal? Are there 8a or minority-owned business requirements? What are the staffing/skills/geographic requirements? Are there extensive cust

42、omer reference requirements? Are there technologies requiring other KPMG practices or outside help (teaming arrangement)?How is evaluation weighted (technical vs. cost)? Are there special production considerations?Existing contract vehicle?What about contract terms and conditions? C O N S U L T I N

43、GWhat 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 OFS just as you would an RFPIs there a compellin

44、g reason to bid?Rely on the KPMG contacts knowledge about the client, the opportunity, and the competitionC O N S U L T I N GFinal Analysis: Should We Bid?Easy to bid, hard not toSome reasons not to bid:Strong incumbent (client looking for a “check bid”)Client budget vs. project scope doesnt matchNo

45、 knowledge of competitionNo relationships with, or prior knowledge of client/RFPKPMG project staff either not available or unqualifiedCant meet minimum solution/geographic requirementsKPMG Qualifications not strong/pertinent enoughProposal response time too short to produce a high-quality, competiti

46、ve documentCost to produce proposal outweighs potential awardC O N S U L T I N GAny Questions?Carl RosenblattBDST Manager, Public ServicesTysons Tower703 747-6508C O N S U L T I N GCreating Effective ProposalsProposal BasicsC O N S U L T I N GC O N S U L T I N GThe Big Picture“The obvious is obvious

47、only after its obvious”C O N S U L T I N GWhat Makes a Good Proposal?Is directed to the right audienceOffers a low-risk, well-substantiated solution to a real (not always stated) needIs easy to understandShows (not claims) competenceOffers distinct benefits over othersBetter, faster, cheaperImpresse

48、s evaluatorsProvides tangible valueC O N S U L T I N GWhat Makes a Bad Proposal?Hard to understand/hard to scoreNot responsive and non-compliantFails to demonstrate competenceSolves the wrong problemOffers an unproven or risky solutionNot differentiated from the competitionClaims are not believableG

49、rammatical errors/general sloppinessC O N S U L T I N GWhy Are So Many Proposals Bad?They are produced by committeesThey are produced under pressureThey show an anxiety to winThe proposal staff is over-committed and/or poorly preparedThe message is unclear or lackingKPMG did not listen to the custom

50、erKPMG listened to the wrong peopleUnsubstantiated claimsC O N S U L T I N GAilments of ProposalsMOTION SICKNESS - jumps too quickly from point to point and is difficult to followSENILITY - the same old stuffAMNESIA - important points omittedSTERILITY - ideas not conceivedNARCISSISM - too much horn

51、blowingSCARLET FEVER - excessive use of redGOITER - blown up in the wrong placesCONSTIPATION - there may be something here, but it simply refuses to come outC O N S U L T I N GProposals Answer 9 Basic QuestionsWho are we? What are we selling?Why are we selling it?How is it better than the competitio

52、n?How are we going to execute it?How are we going to manage it?Why are we qualified to do it?How much is our price?Can we do it within cost and on schedule?C O N S U L T I N GSix Basic Proposal PrinciplesYou never get a second chance to make a first impressionA good proposal will not always win, but

53、 a poor one will almost always loseBus. Development is doing your homework (studying); proposals are taking the testProposal Management is where democracy stopsEvaluators expect to see quality reflective of the time allotted to prepare the proposalWrite to win, or dont beginC O N S U L T I N GTypica

54、l Opportunity ScenariosRequest for Proposal (RFP)Opportunity from Partner/BDM/Sr. ManagerNo RFPNo formal requirements statementC O N S U L T I N GReading an RFP: What to look for?Is the SOW what we thought? Can we do the job? How many days to prepare the proposal?How many sections are in the proposa

55、l? Are there 8a or minority-owned business requirements? What are the staffing/skills/geographic requirements? Are there extensive customer reference requirements? Are there technologies requiring other KPMG practices or outside help (teaming arrangement)?How is evaluation weighted (technical vs. co

56、st)? Are there special production considerations?Existing contract vehicle?What about contract terms and conditions? C O N S U L T I N GWhat 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

57、 RFPServes as the RFP for the proposalAnalyze the Business Opportunity outlined in the OFS 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 competitionC O N S U L T I N GFinal Analysis: Should We Bid?Easy to bi

58、d, hard not toSome reasons not to bid:Strong incumbent (client looking for a “check bid”)Client budget vs. project scope doesnt matchNo knowledge of competitionNo relationships with, or prior knowledge of client/RFPKPMG project staff either not available or unqualifiedCant meet minimum solution/geog

59、raphic requirementsKPMG Qualifications not strong/pertinent enoughProposal response time too short to produce a high-quality, competitive documentCost to produce proposal outweighs potential awardC O N S U L T I N GAny Questions?Carl RosenblattBDST Manager, Public ServicesTysons Tower703 747-6508C O

60、 N S U L T I N GCreating Effective ProposalsProposal BasicsC O N S U L T I N GC O N S U L T I N GThe Big Picture“The obvious is obviousonly after its obvious”C O N S U L T I N GWhat Makes a Good Proposal?Is directed to the right audienceOffers a low-risk, well-substantiated solution to a real (not a