xx公司全套内部培训教程

1、creating effective proposals c 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) toneavoid adverbs and overblown writing

2、utilize 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?obtain important points/themes from majo

3、r 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 iibuild outlineoutline each pagemajor h

4、eadings, 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 sparinglycreate textadapt proposal text (minimize

5、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 rosenblattbdst manager, public servicestyso

6、ns tower703 747-6508c o n s u l t i n gcreating effective proposalsproposal basics c 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 (

7、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-compliantfails to demonst

8、rate 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 under pressurethey show an

9、 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 from point to point and is

10、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 outc o

11、 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 cost and on schedule?c o

12、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 is where democracy stops

13、evaluators 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 u l t i n greading an rfp

14、: 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 requiremen

15、ts? 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 gwhat to do when there is

16、 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 compelling reason to bid?rely on t

17、he 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 knowledge of competition

18、no 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 produc

19、e 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 proposalsutilizing proposal graphicsc o n s u l t i n gc o n s u l t i n gwhat are proposal graphics?theyre worth 1,000 words

20、 when used properly and effectivelygreat for page constraintsthey show spatial relationshipsthey break up monotonous textthey convey information quicklysome evaluators focus primarily on graphicsc o n s u l t i n gwhat graphics representarchitectures (1-3)technical diagrams, network topologies, etc.

21、processes and methodologies (4-9)management procedures, testing processes, kpmg methodologies, etc.relationships (10-11)organizational charts, reporting structuresstatistics and related information (12-19)revenue figuresstaff breakdown by skill area/degreec o n s u l t i n ggraphical elementsbackgro

22、undaction captions titlefigure numberstextmaps/legendsboxeschartsarrowsbulletsshadingballoonsclip-art“key features”photosillustrationsc o n s u l t i n ggraphics development processmessage/purposearchitecture/processes/relationshipsflow/starting pointplacement/size (mockup)draft graphical elementsac

23、tion captionreview - is the original message clear?refine (often go through several iterations)review againc o n s u l t i n gaction captionseffective for conveying a message and reinforcing a themeshould be informative and positiveshould tell the reader what to conclude from the graphic, and not se

24、rve solely as a titlebad example: “project schedule.”good example: “kpmgs project schedule accelerates delivery by 3 months due to the use of cots software.”c o n s u l t i n gsymptoms of bad graphicstoo much text (1,4)too much white space (14, 17, 19)no clear message (1, 3, 4) no clear entry point

25、(1, 3, 4, 9) excessive use of “red” - sounds an alarmpoor balance/symmetry (19)poor shading/contrast (2, 9, 17)no consistency (4, 10)c o n s u l t i n gtips and pointersclear message (12)5 - 7 second test (15)flow and entry point (5)left-to-right, top-to-bottom, or center outorganization (2)balance/

26、symmetry (6, 10)appropriate size (2, 8, 16)use shading to provide contrast (1, 8)c o n s u l t i n gmore tips and pointersconsistencyfonts, shading, shapes, pictures/images, verb tense, capitalization, arrows, titles, clip-art/diagrams, photosgraphics should be conservative and professional, not fla

27、shygraphics can and should reinforce the textcheck references for accuracypage should look the same upside down (12)check spelling/grammar (4)c 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 w

28、riting - guidelines and hintsc o n s u l t i n gc o n s u l t i n gre-using materialreusable material - text or graphics from previous proposals that address similar requirementsdont throw boilerplate together and call it a sectionclients/evaluators know when theyre reading generic text, and resent

29、it!thoroughly review and modify any text or graphics you reusetailor the material to the client and the rfpcommonly reused material - qualifications, client profiles, resumes, statistics, capabilities, graphicsalways dangerous to reuse technical solutions/approaches c o n s u l t i n gproposal toneb

30、egin sentences with the clients concernshow understanding and empathy of that concern - prove that you know the client (names, sites, systems)respond to that concernbe direct, confident and assertive, but not arrogantguard against too many paragraphs beginning:“kpmg understands.” or “kpmg recognizes

31、.” substantiate claims with statistics and examplessuperlatives are generally bad (cant be substantiated)mix the use of “we” and “kpmg” throughoutc o n s u l t i n gproposal tone examplesproper example:“over the past several years, the university of massachusetts, amherst has initiated a broad revie

32、w of its administrative systems, resulting in the selection of the peoplesoft student administration system.“based on your rfp, we recognize that umass desires specific assistance related to the business process redesign of your student services, and fit-gap analyses for these improved processes.”im

33、proper example: “kpmg is the global leader in every meaningful and quantifiable way.” (!)c o n s u l t i n gproposal tenseuse “active” voice - the actor comes before the verbavoid “passive” voice - no actor, vague, unresponsivecorrect:“kpmg will develop the system.”incorrect: “the system will be dev

34、eloped.” follow the “true tense” rule, whether past, present, or futurecorrect:“the current system interfaces with.” “the future system will increase access”incorrect:“the future system interfaces with” c o n s u l t i n gbullet listsbreak up lengthy narrativechange a sentence that lists many items

35、to a bullet listavoid switching tense, voice, or tone within the listuse parallel wording to start each bullet (the same kind of word - verb, noun, adjective, etc.)capitalize the first word of each bullet in the listintroduce bullet list with a colon, then separate each bullet with either a semi-col

36、on or nothingexample of a consistent bullet list:“the nasa system will provide the following benefits: increased response time improved customer service immediate data access”c o n s u l t i n ggraphicsanother great way to break up continuous textmuch easier to read and reviewdepict processes, flows

37、, activities better than textcan be tables, matrices, or full-scale foldoutsserve many purposes such as:staffing: names, skills, years of experience, org. chartsqualifications: statistics, dates, projects, numberswork plan: tasks, hours, staff assignedtechnical: diagrams, architectures, system desig

38、nstraining: course structure, methodologyrfp requirements compliance checklistc o n s u l t i n ggrammar and punctuationinsert a comma after each element in a series of more than two elements, and in numbers of 1,000 or moreuse two spaces:between numbers and title of section headingsafter periods an

39、d colonsuse one space after commas and semicolonsreference other sections of the proposal when appropriate, as such:in section 4.3, “potential problems,” we discuss our risk management policies.c o n s u l t i n gfollow word conventionsrefer to “convention word list” established by proposal coordina

40、tor helps different writers/sections sound consistenteases final editing somewhat (search/replace list)when in doubt, defer to rfp/client usageprime examples:project vs. engagementclient/server vs. client-serverunix vs. unixdatabase vs. data basework plan vs. workplanrun spell check every time you e

41、xit a file!c o n s u l t i n gadditional language guidelinesavoid using superlatives (“all, every, never”)kpmg legal also frowns on ituse “exceeds the requirements” sparinglyif we really do, we should explain how and whyavoid the ambiguous “etc.” at the end of a seriesuse words for numbers less than

42、 10use numbers when referring to time, money, distance, or percentageavoid “i.e.” and “e.g.” - use “for example”avoid “via” - use “through” or “using”know difference between “its” and “its”“kpmg staff” is singular, “personnel” are plural; “datum” is singular, “data” are pluralc o n s u l t i n g“sup

43、port, provide and ensure”most overused words in proposalsused so much they can begin to lose their meaning some suggested alternatives:advocate, affirm, aid, approve, assist, confirm, control, convey, demonstrate, develop, direct, effect, enable, encourage, enhance, establish, execute, facilitate, f

44、avor, improve, lead to, maintain, manage, monitor, obtain, offer, perform, promote, result in, strengthen, verifyc o n s u l t i n gversions and revisionsuse ms word “comments” feature for notes to the reviewer or yourself (outstanding issues, holes)have reviewers use ms word “revisions” feature on

45、soft-copy edits so you can see the changes made to your textalways maintain a copy (and backup copy) of the most recent version of your documentdifferent versions floating around cause nightmaresuse version numbering conventions when revising text, have the rfp/ofs handyc o n s u l t i n gsummaryre-

46、read the rfp/ofs requirements and evaluation criteriathink before you start writinguse outlines and graphics to organize thoughtscustomize the text to the client - use specific examplesuse bullets and tables for claritylook for graphics opportunities to break up a lot of narrativebalance content: cl

47、ient need vs. kpmg capabilityavoid chestbeating - do more paragraphs begin with the clients name than kpmg? they should.every writer needs and editorc 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 proposalsintroductionc o n s u l t i n gc o n s u l t i n gwhy is this course important?proposals remain the primary way that kpmg wins new businessfor as successful as we are, we need to win a higher percentage of the opportunities we develop and the proposals we submitneed to improv