Solar Flare Services Blog

How to review bid submission

Tue, 29 Oct 2024 07:29:50 GMT

Reviewing your submission for a bid, tender or request for proposal can be a challenge

Mastering the Bid Review Process: A Comprehensive Guide

Evaluating bids is a critical step in the procurement process, ensuring that the most suitable and cost-effective proposal is selected. A thorough and systematic bid review process can help organisations make informed decisions and achieve their project goals.

Understanding the Bid

Before diving into the evaluation, ensure you have a clear understanding of the bid itself. Review the following key components:

Scope of Work: Verify that the bidder has accurately understood and addressed the project requirements.
Timeline: Assess the proposed timeline and ensure it aligns with your project deadlines.
Pricing: Carefully analyse the pricing structure, including any additional fees or charges.
Experience: Evaluate the bidder's experience in similar projects.
References: Request references from the bidder to verify their capabilities and past performance.

Your submission must address every aspect of these requirements. So the first thing to check is "Have we answered the question?" Get someone independent from the response preparation team to go through your submission and ask that question. They need to be ruthless and honest. For example a question might be "How many vehicles do you on the maintenance fleet?" The author of your response might have though that the client wants reassurance that you have enough vehicles and provided a response such as "We have more than sufficient vehicles to undertake all maintenance listed." This doesn't answer the question. A better answers would be "We have 15 vehicles in our fleet. We considered this is more than adequate to address the maintenance requirements. In addition, we have an agreement with a local fleet hire company to hire more vehicles if needed."

Establishing Evaluation Criteria

Develop a comprehensive set of evaluation criteria that align with your project objectives. Consider factors such as:

Technical competence: Assess the bidder's understanding of the project requirements and their proposed solutions.
Experience: Evaluate the bidder's track record in similar projects.
Pricing: Consider the bidder's pricing structure and value for money.
Risk management: Assess the bidder's approach to risk management and contingency planning.
Compliance: Ensure the bidder meets all necessary regulatory and compliance requirements.

Evaluating Technical Proposals

Clarity and Completeness: Ensure the proposal is well-structured, easy to understand, and addresses all project requirements.
Innovation: Evaluate the bidder's ability to propose innovative solutions or approaches.
Alignment with Project Goals: Assess how well the proposed solution aligns with your project objectives.
Technical Feasibility: Determine if the bidder has the necessary expertise and resources to execute the project.

Evaluating Pricing Proposals

Cost Breakdown: Ensure the pricing proposal is detailed and includes a clear breakdown of costs.
Value for Money: Assess whether the pricing reflects the quality of the proposed solution and the bidder's experience.
Payment Terms: Review the payment terms and ensure they are acceptable to your organization.

Evaluating References and Testimonials

Contact References: Reach out to the bidder's references to verify their satisfaction with the services provided.
Assess Past Performance: Evaluate the bidder's track record in completing similar projects on time and within budget.

Scoring and Ranking Bids

Develop a Scoring System: Create a scoring system based on your evaluation criteria.
Assign Scores: Assign scores to each bidder based on their performance in each category.
Rank Bids: Rank the bids based on their overall scores.

Negotiation

If necessary, negotiate with the top-ranked bidders to clarify any questions or concerns. Aim to achieve a mutually beneficial agreement that meets your project requirements and budget constraints.

Final Decision

Based on your evaluation and negotiations, make a final decision on which bid to accept. Consider all factors, including price, quality, and alignment with your project goals.

Additional Tips

Involve Stakeholders: Involve relevant stakeholders in the bid review process to ensure a well-rounded evaluation.
Use Technology: Leverage bid management software to streamline the evaluation process and track progress.
Document the Process: Maintain a detailed record of the bid review process for future reference.

By following these guidelines, you can effectively review bids and select the most suitable vendor for your project. A well-executed bid review process can contribute to the success of your projects and help your organisation achieve its objectives.

Bid and Tender Training: Level Up Your Proposal Game

Tue, 29 Oct 2024 07:27:56 GMT

What you need to consider when choosing bid and tender training

The body content of your post goes here. To edit this text, click on it and delete this default text and start typing your own or paste your own from a different source. Bid and Tender Training: Level Up Your Proposal Game

In the fast-paced world of business, winning bids and tenders is crucial for growth and success. But how do you ensure your proposals stand out from the competition? The answer lies in effective bid and tender training.

Why Not All Bid and Tender Training is Created Equal

While many training programs offer a general overview of bid and tender processes, a truly effective program should be tailored to the specific needs of your organization. Generic training often falls short in addressing the unique challenges and opportunities presented by your industry and target market.

A one-size-fits-all approach simply doesn't work.

To truly excel in bid and tender writing, you need training that is:

Industry-Specific: Tailored to the nuances of your industry and the specific types of bids you typically pursue.
Role-Based: Designed to cater to the needs of different roles within your organization, from bid writers to senior management.
Practical and Actionable: Focused on real-world scenarios and providing actionable tips to improve your proposal writing skills.
Interactive and Engaging: Incorporating hands-on exercises, case studies, and group discussions to enhance learning and retention.

Key Components of Effective Bid and Tender Training

A well-structured bid and tender training program should cover the following key areas:

1. Understanding the Bid Process

The bid lifecycle: from pre-qualification to contract award.
Key stakeholders involved in the bid process and their roles.
Understanding client requirements and expectations.
Identifying key performance indicators (KPIs) and how to measure success.

2. Developing Winning Proposals

Crafting compelling executive summaries that grab attention.
Developing strong value propositions that differentiate your offering.
Writing persuasive and persuasive proposal content.
Designing visually appealing and professional proposals.
Using effective storytelling techniques to engage the reader.

3. Pricing and Costing

Understanding pricing strategies and cost modeling.
Developing competitive pricing models.
Negotiating effectively with clients.

4. Risk Management and Mitigation

Identifying potential risks and developing mitigation strategies.
Developing robust contingency plans.
Managing contractual risks and liabilities.

5. Legal and Compliance

Understanding the legal and regulatory framework for bidding and tendering.
Ensuring compliance with data protection and privacy regulations.
Managing intellectual property rights and confidentiality.

6. Bid Defense and Presentation

Preparing effective presentations to showcase your proposal.
Handling questions and objections during presentations.
Negotiating effectively to secure the best possible deal.

Practical Tips for Effective Bid and Tender Training

Real-world Case Studies: Use real-world examples to illustrate key concepts and best practices.
Hands-on Exercises: Provide opportunities for participants to practice writing proposals, developing pricing strategies, and presenting their work.
Peer Reviews and Feedback: Encourage participants to provide feedback on each other's work, fostering a collaborative learning environment.
Mentorship and Coaching: Assign experienced professionals to mentor and coach participants, offering personalized guidance and support.
Continuous Learning and Development: Encourage ongoing professional development through workshops, webinars, and industry conferences.

By investing in a comprehensive and tailored bid and tender training program, your organization can enhance its proposal writing capabilities, increase its win rate, and ultimately achieve greater success in the competitive marketplace.

Bid or No-Bid: That Is The Question

Fri, 16 Aug 2024 06:28:03 GMT

How to decide whether to submit a bid or no-bid an opportunity

Navigating the Bid or No-Bid Decision: A Comprehensive Guide

When presented with an Invitation to Tender (ITT), businesses often face the crucial decision of whether to pursue the bid. A well-informed and strategic approach to this decision can significantly impact a company's growth and profitability. This guide will delve into the key factors to consider when evaluating an ITT and making an informed bid or no-bid decision.

Understanding the Invitation to Tender

Before making any decisions, it's essential to thoroughly understand the ITT. Carefully review the following aspects:

Scope of Work: Clearly define the project's requirements, deliverables, and timelines.
Evaluation Criteria: Understand the criteria the client will use to assess bids, ensuring your proposal aligns with their priorities.
Timeline: Assess the project's timeline and determine if it aligns with your company's capacity and priorities.
Budget: Analyse the budget allocated for the project to ensure it's feasible for your company.

Assessing Your Company's Capabilities

Once you understand the ITT, evaluate your company's ability to meet the project requirements:

Resources: Assess your company's available resources, including personnel, equipment, and expertise.
Experience: Evaluate your team's experience in similar projects.
Capacity: Determine if your company has the capacity to take on this project without compromising other commitments.

Evaluating the Competition

Understanding your competitors is crucial for making an informed decision. Research other companies likely to bid on the project and assess their strengths and weaknesses.

Risk Assessment

Identify potential risks associated with the project and develop strategies to mitigate them. Consider factors such as project complexity, client history, and potential regulatory hurdles.

Financial Analysis

Calculate the potential profitability of the project, considering factors like revenue, costs, and potential risks. Use financial modeling tools to assess the project's return on investment (ROI).

Strategic Alignment

Evaluate whether the project aligns with your company's overall business strategy and goals. Consider the potential long-term benefits and how it can contribute to your company's growth.

Decision-Making Framework

Create a structured decision-making framework to weigh the pros and cons of pursuing the bid. Consider factors like:

Project feasibility: Can your company deliver the project on time and within budget?
Competitive advantage: Does your company have a unique selling proposition that can differentiate your bid?
Risk tolerance: How comfortable is your company with the identified risks?
Strategic alignment: Does the project align with your company's long-term goals?

Bid or No-Bid Decision

Based on your evaluation, make a well-informed decision to bid or not to bid. If you decide to bid, allocate the necessary resources and develop a compelling proposal. If you decide not to bid, document your reasons for this decision for future reference.

Remember: Making the right bid or no-bid decision is a strategic choice that can significantly impact your company's success. By carefully considering the factors outlined in this guide, you can make informed decisions that align with your business objectives.

Want more help with this? We have some free tools or can develop a bid/no-bid framework for you. See our tools here: link

The Paradox of Planning: Why Small Companies Thrive Without Plans

Thu, 18 Apr 2024 14:52:49 GMT

Should small businesses plan? Yes, but there's a problem...

Hey there, fellow entrepreneur! Today, I want to chat about something that might seem counterintuitive at first: the idea that plans, while essential for some, can actually be more of a hindrance than a help for small companies, especially micro-sized ones like yours and mine.

Let's dive right in.

Picture this: you're starting a business, fueled by passion, grit, and maybe a sprinkle of caffeine. You've got this fantastic idea, a vision of where you want to go, and you're eager to get started. Naturally, you think, "I need a plan!" After all, that's what all the business books, seminars, and podcasts say, right?

But here's the thing: in the fast-paced, ever-changing world of startups and micro-enterprises, plans can sometimes feel like trying to navigate with a map from the 1800s in the age of GPS.

Here are a few reasons why plans can be more of a burden than a boon for small businesses:

1. **Flexibility is Key**: In the early stages of a business, flexibility is your best friend. You need to be able to pivot, adapt, and course-correct at a moment's notice. A rigid plan can stifle this flexibility, trapping you in a set course even when it's clear you need to change direction. (Two years in to my business Covid happened and the country was locked down. I lost every single private sector contract in 48 hours... and no one was recruiting... that for me is the definition of needing to pivot.)

2. **Time is of the Essence**: Let's face it, as a small business owner, your time is precious. Spending weeks or months crafting the perfect plan can eat into valuable time that could be better spent actually building and growing your business. Sometimes, you just need to jump in and figure things out as you go.

3. **The Unknown Unknowns**: No matter how meticulously you plan, there will always be unknown unknowns lurking around the corner. These are the things you couldn't possibly anticipate or plan for. Instead of trying to predict every possible outcome, it's often more effective to embrace uncertainty and learn to navigate it on the fly. This does mean its an emotional rollercoaster... but show me a business owner who says it isn't....

4. **Action Trumps Analysis**: In the startup world, action speaks louder than words (or plans). It's easy to get caught up in analysis paralysis, endlessly tweaking your plan in pursuit of perfection. But the truth is, you'll never have all the information you need, and sometimes, the best way to move forward is to take action, learn from the results, and adjust accordingly. It also means recognising when some thing isn't working - brutal self-honesty is required - and if its not working, stop doing it immediately and try something different. Now this doesn't mean giving up at the first hurdle, it means finding a different way. Creativity in solving problems is one of the hardest challenges when you are up against it, battling, getting rejection, no sales etc. But that's when its needed most.

So, does this mean planning is completely useless for small businesses? Not at all. Having a rough roadmap or a set of goals can still be valuable, providing a sense of direction and focus. But it's important to view plans as dynamic documents, subject to change and adaptation as circumstances evolve. Its like using a map - don't rely on sat nav, but work out your destination, and then adpat your route depending on conditions on the ground.

In the end, the most successful small businesses are often the ones that strike a balance between planning and action, knowing when to stick to the plan and when to throw it out the window.

So, fellow entrepreneur, as you navigate the exciting (and sometimes chaotic) world of small business ownership, remember this: plans are essential, but they're not set in stone. Stay nimble, stay adaptable, and above all, keep moving forward. Who knows where the journey might take you?

Until next time, keep hustling!

9 Things You Need To Know Before Building Your Website

183:730816802 (Stuart Harrison) — Tue, 16 Mar 2021 11:42:59 GMT

These Steps Will Save You Time And Money

This article is for business owners, senior managers and digital marketing novices, who want to understand more about the process and costs involved in developing a new website or replacing an out-of-date one.

What Is The Aim Of Your Website?

A simple question, right? Well no, not really. This first step is where many website projects fail, especially for new businesses. First and foremost your website is not for you - it's for your customers. Keep this point in mind right the way through. If you need to understand how to produce any marketing content aimed at customers I suggest you look at or listen to "Building A Story Brand" by Donald Miller.

The best way to think about this question is to ask yourself: "Is my website a Brochure or does it need to Generate Enquiries?". The structure and content of your website will be different dependant on which of these two are your main goals. Content can be combined, but the emphasis is generally on one or the other. Don't believe me? Search the internet and look at modern websites and you will soon see the difference.

Related to this, we then get into social media. As well as your website, on which other platforms do you need to have a presence? You want to choose these based on your target audience - no point in being on Facebook if you are promoting products to early 20 somethings. They rarely use it. Do your research and understand your market.

It's Not A One-Off

Creating or replacing your website is not a one-off. Your new website is the start, not the end of your digital marketing journey. Be prepared for this. Once you have launched it you will need to keep producing content, meaningful content so people can find you.

Do Your Research (Or Let Your Website Builder Do It)

This is critical for ensuring your content is clear, consistent, simple and accessible to your target audience. It's estimated the average digitally connected person sees more than 4000 adverts online every day. You need to stand out to your audience by being relevant. So you need to think about your market, your goals, what they buy, how they buy it. What are your competitors doing? Part of this involves discovering Keywords. There are plenty of articles on the internet from experts about Keywords. Look them up. Just choosing your keywords requires digital marketing software. If they are difficult to rank for you probably want to avoid them. This is where marketing specialists really come into their own.

Search Engine Optimisation (SEO) and Traffic

If you have started looking into this field you'll see the term SEO often. Very simply, it's about ensuring your website and content can be found by search engines, and then ultimately by users of search engines. This field has changed dramatically over the last few years. At one point it was about having the right 'words' embedded in your website. This no longer works - at all.

Technology has moved on and it's now much more sophisticated. The format of your pages needs to be right - ever wondered why the likes of Word have Headings 1, Headings 2 etc. They have a purpose in website design and SEO. Your page titles and descriptions have to be of the right length, and for them to be found they have to be structured in a meaningful way. To make it more challenging, the likes of Google don't publish their rules either. To be clear, even if you get all of this right, you must have good content aimed at your customers, otherwise, you still won't be found.

One of the common misconceptions I come across is the belief that once a new website has been built and optimised, traffic (and enquiries) will rapidly increase overnight. This is not the case, it can take many months, depending on your budget. Manage your expectations and those of your decision-makers!!

Neil Patel is a well-known expert in this field if you want to learn more. Just Google him, he ranks well!

Conversion Rate Optimisation (CRO)

You've got this far, and have a newly optimised site and the traffic is now starting to build. And yet viewers of your content are not converting to enquiries or sales. They aren't clicking on your Calls To Action (CTAs). There is a whole science called Conversion Rate Optimisation. You can do this by trial and error, but again modern software allows you to do this through structured and rapid experimentation (once you have sufficient traffic). It takes the guesswork - and personal opinion - out of the equation.

There's the ability to carry out A/B testing where you put out 2 (or more) different versions of the same page and see which works best by increasing conversions. The effects can be dramatic. One minor change such as the colour of a "button" can increase conversion by 50% or more for a page. Some changes are subtle, producing a 2 or 3% gain. But if you combine lots of these changes a major impact is achieved. One of the best guides is by Dr Karl Blanks and Ben Jesson "Making Websites Win".

Backlinks And Authority

Like SEO and CRO there's a whole technical field involved here. One of the things that gives your site authority (important for being found in search engines) are backlinks. These are links from other sites to yours. This takes time to build.

Beware: there are many individuals and companies out there that will offer to buy you hundreds of backlinks. Whilst they usually deliver on this, it's a quick fix that can cause damage to your website rankings. Google and the likes are wise to it. Their software is sophisticated. If it believes your links are not legitimate and relevant to your site content, it will reduce your site authority and therefore rankings.

Remember, any images, videos or content you use that you haven't generated must comply with copyright law. You may think that you can just download content from the internet and include it. That's not the case - unless it's from a source that expressly gives permission for reuse, such as Unsplash.com

Building Your Site - Template Or Agency?

You've done your research, learnt more about how digital marketing works and now you have a choice. Do you build your own using a template-based service or go to the market and get quotes from agencies? There are several factors here not least your budget. In essence, its business decision and the criteria you need to way up are:

Available budget
How quickly you want to generate results
How well established your existing site was
How much capacity you have to do the work yourself/in-house
Where your customers are buying from - sales staff or online
Your business development goals

As you've seen above, doing this properly in the modern era of search engine driven marketing is a skill and requires extensive specialist knowledge. If you decide to outsource to an individual or agency, I would suggest you use the above points to aid any discussion with them and ask their approach particularly to keyword research, SEO, CRO and creating links, traffic and authority. If they promise immediate results be wary!

The Budget You Need

You can produce a website for as little £10 a month using a template service plus your own time. That may be sufficient to get you going. If you really want to make an impact the reality is you'll need an agency. How much will it cost and you won't be surprised if I give the old answer "it depends". For a simple build and migration of your existing site, or optimising its content, perhaps a few thousand pounds. If you really want to generate substantial traffic you are going to need a monthly budget on an ongoing basis. Simply put, the more you have the more you'll achieve, but you can certainly expect to spend between £1,000 and £5,000 a month depending on the traffic and enquiries you want to generate. Oh, and don't forget social media and paid adverts will require their own budget!

So there you have it - a whistle-stop tour of the factors you need to consider. So next time your marketing manager comes with a case to re-invest in digital marketing, you'll have a better idea of why the figures are what they are. And if they are too low, you may want to question it!

For more information on Inbound Marketing click here .

What Is A Social Enterprise From Solar Flare Services

183:730816802 (Stuart Harrison) — Sat, 06 Mar 2021 10:14:37 GMT

An explanation of social enterprises and the Third Sector

The social enterprise sector is estimated to be worth £60bn to the economy, three times more than agriculture, according to a report by the Co-op, and yet it remains a relatively hidden sector.

With the growth of the sector, the phrases "Social Enterprise" and the "Third Sector" are becoming increasingly common and rightly so, but what do they mean? They are often, incorrectly, linked to the phrase Not For Profit. Whilst this is true of many charities, Social Enterprises are definitely FOR profit.

Third Sector is a phrase that's used to encompass the spectrum of organisations whose primary aim is to benefit individuals, communities or society. At one end it includes Charities that are reliant on donations and funding for income and volunteers to deliver their services. In the other direction, it includes highly successful trading business whose profits are re-invested. The Big Issue, The Eden Project and Divine Chocolate are some of the more well known social enterprises.

The main difference between a social enterprise and a regular trading business is what happens to those profits. In a social enterprise they are not shared with shareholders or paid out in dividends - they are re-invested in the enterprises' social aims.

Broadly speaking Social Enterprises achieve their social aims in one of two ways:

Direct benefit: the services or products the organisation produces and sells, directly benefit individuals that the social aims are trying to impact on.
Indirect benefit: the profits generated from producing and selling products and services are used to benefit the communities that the social enterprise is impacting on.

Let me give you some examples.

G lencraft Mattresses

Glencraft is one of the oldest known mattress manufacturers in the UK. It's an enterprise that strives to craft the highest quality products. Founded in Scotland, the company has manufactured mattresses in the North East since 1843. Glencraft has supplied four generations of the British Royal Family at Balmoral Castle and hold a Royal Warrant for doing so.

The social enterprise looks to offer employment to people with disabilities, either through physical or mental health issues, who may struggle to secure employment otherwise. This is a direct benefit social enterprise.

MsMissMrs Empowerment Pants

The MsMissMrs service offers an educational development programme known as the S.E.T. (Self-Esteem Tools) to women and girls who are building or rebuilding self-esteem and self-awareness. Their product, Empowerment Pants, is their very own brand of underwear, trademarked and designed in Glasgow. They are a gift item that not only feels good but does good! The profits are reinvested in supporting social change at a community level. This would be an example of indirect social enterprise.

Q: My company does a lot of good work in the community. Is it a social enterprise?

A: Doing good work in your community is not a definition for a social enterprise. Many businesses act with a strong social conscience e.g., offering discounts for good causes, supporting staff to fund raise, providing equipment or people for projects. Ultimately, if the profits (or a proportion) are passed on to shareholders, they are not a social enterprise.

The reality is that is doesn't matter HOW the enterprise achieves it's social aims, as long as it trades profitably and generates enough cash to re-invest and keep going and growing.

In trading terms, and in most cases legal terms a social enterprise is not the same as a business with a social conscience. The set-up and governance arrangements can be very different, and if you are thinking of setting up a social enterprise we would suggest you seek advice from an expert organisation who help create social enterprises. The types of organisation range from charities, community interest companies (CIC's) and company's limited by guarantee with unique shared holder agreements to ensure profits remain in the business.

So, there's a whistle-stop explanation of what social enterprises are and how they fit into the thing called the Third Sector.

If you are a Third Sector organisation and need support, check out this page .

The 5 Main Reasons Bids Fail From Solar Flare Services

183:730816802 (Stuart Harrison) — Tue, 10 Nov 2020 17:18:36 GMT

What you need to know before writing a bid

I often get asked to review bid submissions after they have failed. Like most forms of rejection, the client can go through several emotional phases, in sequence or a mix of the emotions all at once: denial, anger, bargaining, acceptance and moving forward. Sometimes the client tells me they want to learn from their failed attempt and these reviews often start with a denial session - it must be their client, the request for proposal wasn't clear, or they already had someone in mind. It's ok - when I listen to these I can often get to the real issues. Ultimately, they are expressing disappointment and this can only happen if they are emotionally invested in winning in the first place.

So why do so many bids fail? It is simple really - only one can win and therefore the other must fail, and those doing the selecting have to find reasons for these other bids to be discounted from the selection process. In other words, they are looking for opportunities to rule you out.

With this in mind here are the main reasons I find that a bid hasn't won.

1. You submitted a non-compliant bid.

Yes, this happens far more often than people realise. With a complex request for proposal and the increased use of online procurement and bidding platforms, non-compliant bids are quite easy to submit. Common errors include failing to upload documents and evidence requested e.g. copies of insurance certificates or selecting No instead of Yes on a qualification question such as "Can you confirm you have never been declared bankrupt?" These badly worded questions lead to the wrong answer/box being checked. To avoid a non-compliant bid, right at the start, read all documentation and pull together a list of all the requirements. There are often needs specified in covering letters and annexes not just in the invitation to tender - read them carefully.

A second variation of this is where the bidder fails to follow the specification or format required e.g. exceeding word count, using the wrong font, providing the answers in the wrong software format or even missing the bid deadline because they didn't realise how long it would take to upload, or their PC went down.

2. Your solution does not address their problem.

This can happen for several reasons including:

You didn't communicate the value you can bring. The most common by far, as often we undervalue our skills and abilities, or we just haven't taken time to think about the value we offer.
You didn't understand their problem properly or made wrong assumptions. Read the documentation, ask questions of clarification (which may be shared with other bidders!). Do your research.
Your story isn't coherent - different parts of your response written by different people. The story doesn't flow. Every part of your response must reinforce your differentiator (there is likely only one between you and other competitors).
You've made assumptions because they know you. If it's not in your tender they can't score it. Spell out exactly who you are and what you offer.
Complacency (see below)

3. Your evidence isn't good enough.

Just telling the client what you can do for them isn't enough. You need to provide evidence. This can be particularly challenging when you haven't undertaken the work in the scope before or exactly as described. This is when you need to get creative and think outside the box a little. If you can, generate ideas with colleagues (or friends) of the type of evidence you can submit and then articulate it in the positive. Use the same example more than once if needed, emphasising the specific evidence the question is asking for; re-word and reshape it as required.

It may be a case that the evidence doesn't exist e.g. "Do you have Professional Indemnity Insurance of £2m" Your answer might be "No", however a better answer is "Currently we have £1m of Professional Indemnity Insurance. We have contacted our broker and received a quote to increase this to £2m. If we were successful in being awarded this contract, we will accept the quote". Using this very simple example we are reframing the lack of evidence as an opportunity. By the way, make sure you did get a quote before making commitments like this!

You have to be able to PROVE what you are committing to do in your proposal. Another good example "Describe the system by which you will control all maintenance activities". This could lead to a long winded response, trying to articulate the process you use. Instead why not just state "We use a controlled process involving electronic tracking and monitoring of activities. As an example here is a screenshot..." A picture paints a thousand words still applies.

4. Not answering the question (irrelevant answers and waffle)

Extremely common, especially when time is tight. As the saying goes, it's harder to right a short letter than a long one. When you review your proposal (and you should review it more than once), cut out the waffle and be ruthless - did we answer the question? We can often think we know what the question is getting at and therefore provide an answer to our assumed motivation, not the question itself. Here's a simple example and a poor answer. Q: How many vehicles will you need to make all deliveries? A: We believe our fleet is large enough to accommodate the delivery schedules specified. See, the question isn't answered.

A better response is:

A: We estimate 4 vehicles are required to deliver the service. We currently have 8, and flexibility in the utilisation of the vehicles so do not anticipate renting any extra vehicles a time. Should it become necessary we will consider buying or renting additional vehicles.

Another example Q: How large is the market you are aiming for? Hmmm we don't know so ... A: We believe this market is scalable, as this would be a new product. We hope that it will develop into multimillion unit sales in 3 years.

Complete waffle - full of hope and guesses. A better response:

A: This is a new market and has yet to be quantified. Once product development has completed we will take it to the market and test to gauge the first and second year sales potential.

So, get to the point and answer the question, even when you don't know the answer. By the way, if you have lots of don't knows, chances are you shouldn't be bidding....

5. Complacency and 'incumbent syndrome'

It may be that you already have the contract and it's due for re-tender. Your client loves what you do and has never criticised.... and yet you lose. Sure, the competition may have priced cheaper, but there is usually a reason for that. They have only quoted what's in the scope. You know the clients want or needs more but failed to mention it. Best way to address this is use 'variations' or 'options'. Price the basic service they asked for then price the add-ons separately. That way the buyer can compare like for like.

Complacency is very common especially where the individual or team writing the proposal also deliver the existing service. Where's the innovation and new thinking? Perhaps you wanted to offer this to the client 6 months earlier (which would be better), but failed to do so. Still worth offering now. Are you following trends in the market? Why not propose setting up a separate innovations workshop with the client if you are successful. Don't bid for what you have always done, bid for what the client is asking.

Linked to this are the tricky elements of lower scored peripheral questions such as 'environmental benefits' and 'social value' - do not dismiss them, the half point you might get could win you the contract. Again be creative. Small business in particular fail to describe what they do in their local communities as they see this as informal and 'just what we do around here'. A tender submission is the time to take credit for the role you play locally.

In summary, writing a good bid is good story telling, using information and evidence wrapped up in a clear narrative.

You can download our free guide to Creating a Winning Bid here .

If you need help, engage a bid writer, whilst it costs money, what's the cost of losing the bid?

So there you have it. The 5 Main Reasons Bid's Fail. Very best of luck.

For help writing bids you can contact us at enquiries@solar-flare.co.uk

How To Produce A Winning Bid From Solar Flare Services

183:730816802 (Stuart Harrison) — Mon, 25 May 2020 10:14:20 GMT

Writing tenders and bids that win is a skill

Crafting the story, highlighting the value, and producing convincing answers all improve with practice. There is also a process that can be followed to increase your chances of winning. In this article, I will take you through the key steps of writing a bid that will increase your chance of winning. There are other business development tools and techniques that can help you, especially in the lead up to the bid or tender being issued, and we've talked about some of them before, so it might help to understand them first. You can download our free guide here .

The Terminology

Let's dispense with a few of the most common acronyms used in the world of bids and tenders.

PIN - Prior Information Notice: This is a warning that procurement activity is going to happen. In other words, it's a "watch this space" message.

EOI - Expression of Interest: Usually used in high-value public sector contracts. They usually start the process by inviting you to express an interest in tendering.

PQQ - Pre-Qualification Questionnaire: A way procurement departments and buyers filter out potential suppliers at an early stage. Often this will include formal questions such as financial viability and fraud. More common these days is the use of the ESPD.

ESPD : European Single Procurement Document: A formal questionnaire to check the suppliers' validity to bid for work in the public sector.

RFI - Request for Information: Similar to a PQQ or ESPD. A way of filtering at an early stage.

RFP - Request for Proposal: A call to suppliers to offer a proposal. Similar to an ITT. Often used in the private sector.

RFQ - Request for Quotation: Similar to a proposal, but often simplified focussing on price or the specific solution.

ITT - Invitation to Tender: See RFP.

BAFO - Best and Final Offer: Following shortlisting of suppliers, and despite that fact you have provided a price, the potential client may ask for a BAFO. This is the lowest price you are prepared to offer.

MEAT - Most Economically Advantageous: The optimum combination of benefits and price against preset criteria. The criteria are usually published. Often the scoring system is based on a formula, with the lowest price getting full marks and others getting a score based on the comparison against the cheapest. Note: unrealistically low prices can be thrown out.

CPV - Common Procurement Vocabulary (Codes) CPV: The codes are used throughout the European Union to generically describe products or services. The use of CPV codes by public sector purchasers to define their requirements in a Contract Notice is mandatory.

SME – Small and Medium-Sized Enterprises: This has a strict definition under European procurement laws and is adopted in the UK. The term SME is often used as a way of preventing large companies from bidding for work.

The current definitions are:

Micro Business = less than 10 employees & turnover under £2 million

Small Business = less than 50 employees & turnover under £10 million

Medium Business = Less than 250 employees & turnover under £50 million

So with the jargon out of the way, let's get on with it.

STEP 10 Last Read Through

Yes, another check! Just one more to be sure. You'll be amazed at what you find.

STEP 11 Submit

Leave yourself plenty of time to do this, especially for online procurement portals. They are renowned for breakdown/going offline in the last hour before a submission. Start it at least half a day beforehand!

So there you have it. The starter's guide to writing a winning bid. Very best of luck.

For help writing bids you can contact us at enquiries@solar-flare.co.uk

Honesty - Improving Sales From Solar Flare Services

183:730816802 (Stuart Harrison) — Mon, 18 May 2020 16:00:48 GMT

Is it time for some refreshing selling?

I've noticed in many of the feeds I receive through the likes of LinkedIn, some very interesting patterns emerging in the debates in the last few months. Even with the current Covid-19 pandemic and more pressure to create leads and sell I am still seeing the same behaviours. As individuals look for an edge, more success and better results, new techniques, or improved methodology some key principles continue to be highlighted.

These principles are not new - however, it appears many of them have been forgotten, lost, or have never been taught. A vocal few (who I consider experts) are bringing them back to life and refreshing our memories and our sales approach.

• The sales process and sales behaviour are not the same things.

• Blindly following a sales script (process) gives you the results you deserve.

• In an information-overloaded world, potential customers (prospects) want, expect, and deserve honesty.

• If you are not honest with yourself first, how can you be honest with the customer?

Being brutally honest with one's self is the primary starting point. For example, if I am late for an appointment why is that? The traffic was unexpectedly bad, there had been an accident, I couldn't find the meeting location, the sat nav was wrong? These are all reasons/justifications (excuses?)... but not the brutal honesty... the real reason was that I didn't set off in time. If we make excuses we are just defending ourselves, and that just provides ammunition for others to attack us with.

Why is my pipeline top-heavy? Because I'm not following up properly? Because it's easier to do introductions than proposals? Or is it because I'm not understanding the client properly and therefore unable to demonstrate value to them?

Why is my pipeline light? The market is quiet? Clients are spending less? The competition is more fierce? Or is it because I'm not making enough calls and seeing enough prospects?

Fear of losing the prospect, the opportunity, the deal, and reporting poor KPIs can drive the wrong behaviours. If your prospect doesn't want or can't afford what you have to offer that's ok. Accept this truth and move on. As one entrepreneur said "Fail fast and fail often". Be honest.

So in refreshing our memory, our techniques, our knowledge of what works, the start point has to be taking a fresh and fundamentally honest, look at ourselves - it can't come from anywhere else.

Some questions to ask yourself:

• Am I trying to be liked or trying to add value?

• Do I understand the value our product or service delivers?

• Can I articulate that value simply and clearly?

• Have I understood the clients' challenge or was I to busy talking about our service/product?

• Is my prospect really interested or just trying to get rid of me?

• I am hoping the deal with be completed, or do I have a strategy to close?

• What did I learn from the last success?

• What did I learn from the last loss?

Finally... not every prospect is going to want what you offer. No joy - move on to the next ... quickly. Remember, if you are not honest with yourself how can you expect to get better?

You can find similar blog advice on business development tools and FAQs.

Leadership Guidance For Responding To Covid-19

183:730816802 (Stuart Harrison) — Tue, 12 May 2020 12:39:38 GMT

Dealing with a crisis

Respond now!

"The longer you wait, the more information you gather, the less options you will have available to you." That was the key message I received when I had emergency training for a large nuclear complex. The training was in command and control. When a crisis emerges, command and control can be the most relevant and effective form of leadership - necessary to contain the consequences, deal with the impact and start the recovery.

Similarly, "bad news doesn't get better with time".

So leadership is key as to how you deal with the situation. This is followed by your decision making processes. Are your current processes appropriate? I was speaking with a client this week who realised decision making had ground to a halt in his large organisation. Why? Because they were consultative and relied on large numbers of people attending numerous face to face meetings. Not going to happen when people are working remotely. If needed, change your decision making at least for a period of time.

And that brings me to communications. Ironically, the worst thing you can do is overwhelm people with information. Keep the messages clear and simple. Repeat them regularly. If you change them explain why. Give purpose.

Most business owners and leaders will instinctively know what is required right now. Whether it is obvious cost cutting, increasing sales, reducing production, moving online and find new opportunities (yes there are new opportunities in a crisis). Clear leadership and fast decision making can make this happen.

Combine it with clarity of message and you can find a way through the crisis. It is likely your options will be to grow, batten down the hatches or in the very worst case develop an exit strategy for the business.

But just remember - operate with integrity and high moral values. It has been well researched that those businesses that "do the right thing" in a crisis are more likely to survive and grow.

So in summary:

1. All decisions maybe scrutinised after the event - just make the best ones you can in the moment.

2. You need sufficient information to make decisions. But if you wait for a complete picture the options available will diminish. Adequate is better than perfect.

3. Keep information simple and clear. Do not overwhelm.

4. Remain calm and show calmness (regardless of what's going on inside you).

5. Give clear instructions/actions.

6. Humour is essential, however, do not be flippant when it comes to peoples health and wellbeing.

7. Those companies that do the right thing in times of crisis, are more likely to survive and grow long term (plenty of case studies).

And finally, if you need help, ask for it and make sure you get it.