kpmg全套内部培训教程 ppt课件

Creating Effective ProposalsWriting an Effective Executive Summary,C O N S U L T I N G,General Rules,Begin EarlyFollow RFP InstructionsHighly ThematicClear, Expository WritingExplicit MessagesActive Voice, First or Third Person, Present Tense, Positive/Confident (but not arrogant) ToneAvoid Adverbs and Overblown WritingUtilize Summary Graphics,Objectives,Get 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?Obtain Important Points/Themes from Major Section Writers,Preparing and Writing I,First StepsRead the RFP/Opportunity Fact SheetReview Proposal Discriminators and ThemesAnalyze ProposalLearn Customer Hot ButtonsReview Other Executive Summaries,Preparing and Writing II,Build OutlineOutline Each PageMajor Headings, Ideas and GraphicsMap Themes and Discriminators to Headings,Preparing and Writing III,Work Through Each SectionFlesh Out Ideas that will be DevelopedUse Selected Proposal GraphicsCreate Summary GraphicsUse New Graphics/Text SparinglyCreate TextAdapt Proposal Text (minimize direct lifts)Write Introductions, Linkages, Closing Points,Editing and Revisions,Ensure Good Draft for Red Team ReviewSeek BDM ReviewSeek Sr. Manager/Partner ReviewDont Skip EditorFine Tune Continuously,Any Questions?,Carl RosenblattBDST Manager, Public ServicesTysons Tower703 747-6508,Creating Effective ProposalsProposal Basics,C O N S U L T I N G,The Big Picture,“The obvious is obviousonly after its obvious”,What 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, cheaperImpresses evaluatorsProvides tangible value,What 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 believableGrammatical errors/general sloppiness,Why 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 customerKPMG listened to the wrong peopleUnsubstantiated claims,Ailments of Proposals,MOTION 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 blowingSCARLET FEVER - excessive use of redGOITER - blown up in the wrong placesCONSTIPATION - there may be something here, but it simply refuses to come out,Proposals Answer 9 Basic Questions,Who 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 cost and on schedule?,Six Basic Proposal Principles,You 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 is where democracy stopsEvaluators expect to see quality reflective of the time allotted to prepare the proposalWrite to win, or dont begin,Typical Opportunity Scenarios,Request for Proposal (RFP)Opportunity from Partner/BDM/Sr. ManagerNo RFPNo formal requirements statement,Reading 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 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 conditions?,What to Do When There is No RFP,Refer 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 compelling reason to bid?Rely on the KPMG contacts knowledge about the client, the opportunity, and the competition,Final 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 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, competitive documentCost to produce proposal outweighs potential award,Any Questions?,Carl RosenblattBDST Manager, Public ServicesTysons Tower703 747-6508,Creating Effective ProposalsProposal Basics,C O N S U L T I N G,The Big Picture,“The obvious is obviousonly after its obvious”,What 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, cheaperImpresses evaluatorsProvides tangible value,What 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 believableGrammatical errors/general sloppiness,Why 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 customerKPMG listened to the wrong peopleUnsubstantiated claims,Ailments of Proposals,MOTION 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 blowingSCARLET FEVER - excessive use of redGOITER - blown up in the wrong placesCONSTIPATION - there may be something here, but it simply refuses to come out,Proposals Answer 9 Basic Questions,Who 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 cost and on schedule?,Six Basic Proposal Principles,You 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 is where democracy stopsEvaluators expect to see quality reflective of the time allotted to prepare the proposalWrite to win, or dont begin,Typical Opportunity Scenarios,Request for Proposal (RFP)Opportunity from Partner/BDM/Sr. ManagerNo RFPNo formal requirements statement,Reading 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 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 conditions?,What to Do When There is No RFP,Refer 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 compelling reason to bid?Rely on the KPMG contacts knowledge about the client, the opportunity, and the competition,Final 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 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, competitive documentCost to produce proposal outweighs potential award,Any Questions?,Carl RosenblattBDST Manager, Public ServicesTysons Tower703 747-6508,Creating Effective ProposalsProposal Basics,C O N S U L T I N G,The Big Picture,“The obvious is obviousonly after its obvious”,What 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, cheaperImpresses evaluatorsProvides tangible value,What 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 believableGrammatical errors/general sloppiness,Why 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 customerKPMG listened to the wrong peopleUnsubstantiated claims,Ailments of Proposals,MOTION 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 blowingSCARLET FEVER - excessive use of redGOITER - blown up in the wrong placesCONSTIPATION - there may be something here, but it simply refuses to come out,Proposals Answer 9 Basic Questions,Who 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 cost and on schedule?,Six Basic Proposal Principles,You 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 is where democracy stopsEvaluators expect to see quality reflective of the time allotted to prepare the proposalWrite to win, or dont begin,Typical Opportunity Scenarios,Request for Proposal (RFP)Opportunity from Partner/BDM/Sr. ManagerNo RFPNo formal requirements statement,Reading 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 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 conditions?,What to Do When There is No RFP,Refer 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 compelling reason to bid?Rely on the KPMG contacts knowledge about the client, the opportunity, and the competition,Final 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 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, competitive documentCost to produce proposal outweighs potential award,Any Questions?,Carl RosenblattBDST Manager, Public ServicesTysons Tower703 747-6508,Creating Effective ProposalsProposal Basics,C O N S U L T I N G,The Big Picture,“The obvious is obviousonly after its obvious”,What 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, cheaperImpresses evaluatorsProvides tangible value,What 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 believableGrammatical errors/general sloppiness,Why 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 customerKPMG listened to the wrong peopleUnsubstantiated claims,Ailments of Proposals,MOTION 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 blowingSCARLET FEVER - excessive use of redGOITER - blown up in the wrong placesCONSTIPATION - there may be something here, but it simply refuses to come out,Proposals Answer 9 Basic Questions,Who 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 cost and on schedule?,Six Basic Proposal Principles,You 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 is where democracy stopsEvaluators expect to see quality reflective of the time allotted to prepare the proposalWrite to win, or dont begin,Typical Opportunity Scenarios,Request for Proposal (RFP)Opportunity from Partner/BDM/Sr. ManagerNo RFPNo formal requirements statement,Reading 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 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 conditions?,What to Do When There is No RFP,Refer 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 compelling reason to bid?Rely on the KPMG contacts knowledge about the client, the opportunity, and the competition,Final 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 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, competitive documentCost to produce proposal outweighs potential award,Any Questions?,Carl RosenblattBDST Manager, Public ServicesTysons Tower703 747-6508,Creating Effective ProposalsProposal Basics,C O N S U L T I N G,The Big Picture,“The obvious is obviousonly after its obvious”,What 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, cheaperImpresses evaluatorsProvides tangible value,What 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 believableGrammatical errors/general sloppiness,Why Are So Many Proposals Bad?,They are produced by committeesThey are produced under pressureThey show an anxiety to winThe propos