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■ You underestimate the value of proofs. What’s the number one thing I look for when choosing a service? Reviews. Not just the score but how many reviews as well. Proofs are critical for qualifications because they offer concrete examples that the client can trust us. Your credibility comes from real-world past projects, achievements, or problem-solving abilities. Proofs provide evidence of a person or organization’s credibility and track record, instilling confidence in prospective clients and partners. Nobody wants to be an experiment, especially when significant amounts of cash are involved. I think teams know this, but they wait for the section of the proposal that specifically asks for case studies or project sheets. This is a missed opportunity because building trust and confidence should be a goal of every single page of your proposal. Think about ways you can incorporate proofs or highlight relevant challenges you overcame for other clients throughout the proposal, in your understanding, technical approach, resumes, everywhere. ■ You are reluctant to ghost the competition. I get it, nobody wants to be the trash talker. Why waste time badmouthing your opponent when you could emphasize the value you bring? Here’s the thing: when done correctly and professionally, ghosting allows you to highlight a competitor weakness and showcase why your solution is superior. Ghosting is a technique proposal professionals use to downplay the strengths and highlight the weaknesses of a competitor. This is actually the “O” (for opportunities) in a SWOT analysis, which allows you to address competitive positioning and identify the outcomes needed to develop a compelling proposal response that wins the business. It means casting doubt on the viability of a competitor’s approach; it does not mean naming that competitor or engaging in any derogatory remarks. When I realize a team is reluctant to talk about how we can ghost the competition, I often pose a question. If we truly consider ourselves a partner of the client, wouldn’t it be unethical to withhold information about flawed approaches or solutions that may not be the best fit for them? Assessing the external environment and articulating the risks associated with alternative solutions or approaches is an integral part of winning work. Win themes are essential to translate your positioning and capture planning into your proposal document and to tell a compelling story about why you should win the work. However, it is crucial to use win themes in a manner that actually contributes to your success. Mercedez Thompson has 11 years’ experience in professional marketing services. As a pursuit manager at PwC, Mercedez collaborates with thought leaders, marketing and sales staff, and client services personnel to develop the firm’s most strategic proposals. She was a 2022 APMP 40 Under 40 Winner. Connect with her on LinkedIn.
MERCEDEZ THOMPSON , from page 3
narrowing down the number of win themes and keeping it simple, you can craft a concise and targeted message that resonates with your audience. Later, when your readers are discussing your proposal with other key decision makers, they’ll be able to articulate your strengths and justify awarding you the contract. ■ You rely on technical jargon or consultant speak . While it’s important to show your knowledge of the industry, win themes full of buzzwords and specialized acronyms lack clarity, are overly abstract, and are ultimately difficult to read. Resist the urge to show off your knowledge with technical yet vague words and avoid the pitfall of confusing your reader or, worse, making them feel stupid. Instead of showcasing your expertise with esoteric language, it is more effective to focus on conveying your ideas simply and concisely. Use language that is accessible to your readers, so that your win themes are easily understood by both industry experts and those who may be less familiar with the technical aspects. Remember, the goal is to engage and persuade your readers, some of whom will not be technical specialists. “Win themes are the key messages, repeated consistently, that help the evaluator justify giving you the work. In even simpler terms, it’s your ‘Why Us?’” ■ You avoid getting into the specifics. The other side of the coin, so to speak, are win themes that avoid client- specific details and end up sounding like boilerplate or empty sales language. If your win theme could be moved to another proposal with little to no editing, it’s not a true win theme. At best, it’s a sales pitch. And I’ve got bad news: clients can see through empty sales language. Refer to the definition above: a win theme should be tailored to the specific needs and requirements of the proposal at hand. It should reflect a deep understanding of the client’s challenges and showcase how your unique offerings provide solutions. By avoiding generic and interchangeable win themes, you ensure that your proposal stands out and demonstrates your commitment to addressing the client’s specific concerns. I see this mistake most often with the specific benefits of our proposed solution. For whatever reason, teams are hesitant to be specific about the value we will bring clients. This is a mistake. Imagine being a key decision maker and weighing two proposals against one another: one tells you what you’re going to get, the other does not. I understand the risk of overpromising, but this is an easy misstep to avoid: if you’re not sure if you’ll really save the client four whole weeks, that’s fine, say your solution will save approximately three to four weeks. Remember, the goal is to provide a compelling and convincing argument that sets your proposal apart from the competition and showcases your firm’s ability to deliver real results.
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THE ZWEIG LETTER AUGUST 12, 2024, ISSUE 1549
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