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Archive for month: October, 2014

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The Storytelling Properties of Proposal Graphics

October 13, 2014/in /by

by Daniel Brown

A picture is worth a thousand words—a cliché that is never more vital for a winning proposal. Most RFPs have page count constraints; some government evaluators are “skimmers” and need to grasp the message quickly; and, often, highly complex concepts need to be effectively communicated. In addition, your proposals need to make a well-designed, distinctive impact. Like grooming for a job interview, a powerful and well-tailored presentation matters.

Not having a clear plan for graphics development is the most common pitfall in proposals. They are often created ad hoc by multiple writers while they are drafting text, creating a disjointed approach.

At the start of the proposal process when developing an outline, identify the graphics and estimate the size of the graphic for the page count. Use your real estate wisely! Planning gives you control over the flow of information and, and will ultimately save time during the final proposal preparation. A good rule of images thumb is at least one graphic for every two pages.

Storyboard each table, illustration, chart, or image, if needed. Specify the color schemes, fonts, and special characters or attributes to create continuity. Don’t forget action captions! Most important, ensure that your graphics tell the story you want them to. Evaluators tend to look at the graphic on the page first—before delving into the text. Make them count!

Red Team your graphics separately from the text of the proposal. Prepare a stand-alone package for a different group of Red Teamers who will evaluate “’the story” against your proposal themes and discriminators without reference to the text. Are your key messages coming through? Are they easy to grasp, consistent, and meaningful? When you read a Table of Exhibits, do they directly address the proposal requirements (RFP Section L) and evaluation factors (RFP Section M)?

This storytelling should have continuity, be relevant, and most important, convince evaluators why you should be awarded the contract. If done well, these elements will flow seamlessly throughout your proposal, enhancing the text and never distracting from it.

To learn more about proposal graphics or for assistance in developing them for your proposals, call Daniel Brown at 240-438-2064 or email him at Daniel@sidjaffe.com.

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FOIA’s: Dispelling the Myths

October 13, 2014/in /by

by Sheryl Birsky

In assessing or preparing for an upcoming bid, Federal contractors often overlook the value of submitting a Freedom of Information Act (FOIA) request for incumbent contractual information. FOIAs are the most underused tool in our market research arsenal.

Many contractors believe that it is pointless because the Government’s reply to the request is a heavy-handed redacted document with little data to glean. Others don’t bother because it requires a long lead time—sometimes months—to get a response and often too late to have any impact for a proposal at hand. With a little preparation, you might be surprised at the vital information that can be revealed.

For example, you may be able to determine the number of contract modifications and changes to the Statement of Work to get a more accurate understanding of the history, evolution, and preferences of the government project manager. You can often spot management issues, overspending and mis-direction of technical solutions and can address these issues head-on in your proposal.

Another place to obtain data points for your approach is the Table of Contents of the winning proposal; often, the Government overlooks redacting this. Tell-tale information can include a staffing profile and key technical and management elements. An entire story can be gleaned from the Table of Exhibits—particularly if the graphics have active captions.

FOIA requests should be an ongoing part of your long-term marketing and information-gathering strategy. Download SJ&A’s FOIA Tips and Helpful Links pdf for more information. To learn more about market research services for Federal contractors, including SJ&A’S Market Research Workshop, contact Sheryl at 202-785-5811 or e-mail her at Sheryl@sidjaffe.com.

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A Strong Pitch Means Solid Business Strategy

October 11, 2014/in /by

by Bill Hamilton

One of my favorite television shows is ABC‘s Shark Tank. In these fascinating shows, entrepreneurs pitch their concepts to a panel of investors. Even with the best ideas, many presenters do not know how to take their business or product to the next level, how to manage or market the initiative, or what their service or product is worth in the marketplace. Many do not understand even basic principles of business—they thought that having the big idea was enough and that they could “wing it.”

Those that could clearly articulate a plan and a strategic approach typically get strong support from the investors—the sharks—and receive the funding. Those that do not usually leave empty-handed. Sound familiar? It should. Even in our sophisticated market, many Federal contractors fail to determine how they will win business until after they are in business. Some have never had a plan or have one that hasn’t been looked at for years.

Investors on the show frequently ask, “What’s the pain—and how big is it?” That is, what is the problem that is being solved and why were they so driven to find a solution? The answer tells them the reason why they are in business, what the need is, how big of a need there is in the marketplace for that solution, and how strong their drive is to achieve success.

Then, they may ask, “What stops the pain?” The pain stopper is the product or service provided. Their next question typically is, “Who or what is needed to help stop the pain?” The answer to that question reveals the technical requirements, management needs, and marketing approach necessary for success.

The final question is the one that puts all of the parts together: “How are you going to put out the pain—what is the plan of action?” This is where many Shark Tank candidates fail—and many Federal contractors as well. More than one CEO has told me that a business plan was not necessary—that the planning was all in their heads!

Each of the questions from the sharks above form a basic outline for a strategic business plan. Business growth begins with a well-developed plan; it is a living document that should be embraced by the entire company and reviewed often by the management team. It sets the goals, provides the research in the marketplace, and articulates the specific requirements and strategies for success. Don’t let the sharks bite—plan well!

Want to discuss business planning or strategy? Give me a call at (703) 405-8912 or e-mail bill@sidjaffe.com and let’s talk.

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Ten Tips for Winning More Task Orders

October 9, 2014/in /by

by Sid Jaffe

Making the most of your ID/IQ vehicles requires a concerted effort. Here are ten basic tactics to rapidly expand your task order based business. These activities are considered the “blocking and tackling” of business development. There is nothing magical about them—but they are critical to predictable, continued business growth.

  1. Focus on Relationships. People do business with people they know, trust and like.
  2. Your customer needs a way to get you the work. Know the scope and capabilities of your contract vehicles and communicate them.
  3. Help the customer help you. Be familiar with your capabilities and strengths in terms that your customer will recognize as their requirements.
  4. Ensure that everyone in your organization is focused on “Nibbling” for new task orders and increasing work on existing projects.
  5. Establish strong relationships at all levels of the customer organization—decision makers, managers and technical users.
  6. Leverage your company’s strengths in past performance and relationships with teaming partners.
  7. Take advantage of being an incumbent. Include your customer in your planning to best serve their needs.
  8. Plan for business growth—ID/IQ success is based on a solid business growth strategy.
  9. Train your staff on how to best establish the business relationships that lead to growth.
  10. Establish small groups of employees, supported by management, and give them the task of establishing relationships for business growth.

To learn more about how to implement these steps in your company, contact Sid at sid@sidjaffe.com or call 703-855-3160.

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