Page 10 - Writing Winning Business Proposals

Introduction

I

am your potential client, and I’d like to introduce myself. Whether you are a
consultant (either on your own or working for a consulting firm), an internal
consultant, or a project-oriented employee working within my own firm, I am a
reader of your proposal and/or a viewer of your proposal presentation. You are
trying to sell me a service, and I will decide, singly or in concert with others,
whether you, someone else, or no one will get the work you desire. Likewise, if
you are an employee with an idea to sell, I am also a reader of your proposal and/
or a viewer of your proposal presentation. You are trying to sell me an idea, and I
will decide, singly or with others, whether it is valid or workable or serviceable or
fundable. In all of these cases, your job is to persuade me to engage you.
Regardless of your situation, your relationship with me is far different from my
relationship to you. You are courting me; I am testing you. You are wooing me; I
am assessing you—your abilities, insights, perspicacity, personal characteristics,
and desire to support me. I know what you want from me—my agreement that
your service or idea is worthwhile and, in many cases, more worthwhile than
someone else’s. But I’m not so certain that you know where I’m coming from or
what I want from you. So I’ll tell you.
If you’re an outsider, engaging you as a consultant (at least initially) is often
viewed by me and my colleagues as a sign of weakness. If I am at all typical of
other potential clients I know, many of us share this perception. In my mind,
hiring you frequently indicates—or at least suggests—my inability to do my job
entirely by myself within my organization. I know all the reasons why outside
support makes sense and should add value. At the same time, however, when

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