Page 89 - Writing Winning Business Proposals

80 Writing Winning Business Proposals

WORK SESSION 4: Developing the Logic Tree for ABC

Confident that your baseline logic is complete and well aligned, you turn your atten-
tion to the final element that provides a proposal with its logical foundation: the
methodology. The methodology indicates how you plan to close the gap between the
current situation, S1, and the desired result, S2; it effects the transition from S1 to S2.
A comprehensive and logical methodology will play a significant role in convinc-
ing ABC’s management that Paramount can best help it develop a plan to address
its capacity problem. That you know. Because you also know that manufacturing
strategy isn’t one of your own strengths, you suggest to Gilmore that he assign
some of the firm’s functional specialists to work with you to develop the methodol-
ogy. Gilmore quickly acts on your suggestion and joins the group himself.

Validating the Overriding Question and Objective

Because the methodology is the means to achieve the project’s ends (its objectives),
the group’s first task is to define ABC’s overriding question. As you expected, the
group members differ about what the overriding question should be. Some believe
it should be phrased like this: “How can ABC best provide product to meet fore-
casted demand?” Proponents of this question suggest that internal resources and
capital investment can be conserved by having more operations, especially low-
value-added ones, performed by outside suppliers.
Others believe the question should focus not on product supply but on capac-
ity: “How should ABC increase capacity to meet the sales forecast?” Both you and
Gilmore argue for this question. Gilmore explains to the group that Armstrong gave
him the clear impression that ABC preferred to have closer control of its manufactur-
ing processes by performing most of its major operations within its own facilities. As
a result of Gilmore’s counsel, the group agrees that the project’s objective should be
this: “Develop a manufacturing facility strategy that will provide the capacity nec-
essary to meet forecasted demand.” Of course, this objective should be tested and
revised, if appropriate, with ABC’s management. This testing and discussion is a key
element is building a stronger relationship during the business-development process.

Building the Logic Tree

After about two hours, the group completes a first draft and a second draft
(Figures 5.19 and Figure 5.20) of the logic tree for ABC. As you look over the x’d-
out and italicized boxes in the second draft, you see clearly why various changes
were made and still need to be made. For example, various x’d-out boxes didn’t
survive the second draft because they didn’t express a result, a deliverable. Cases
in point include “review and discuss existing forecast” and “examine current space