Ask yourself these questions

(1)What did we sell or propose to provide?
Starting from your own products and services is usually comfortable and easy. Just don't stay theree.
(2) Why did the customer need that service, product, or expertise?
Looking back at previous opportunities,you probably have a better insight into what was going on than you did at the time you wrote the proposal. What was the real reason they were looking for the particular solution you
provided?
(3) Why couldn't the customer wait?
What made this need urgent? Was there a compelling event looming in this customer's business life cycle that had to be addressed? Was there a competitive situation which the company could not endure? Was there a market opportunity?
(4) Why couldn't the customer solve the problem internally?
And what was it about the solution that made it necessary to go outside the company to contract with your firm to get it? Specialized expertise? Speed of delivery? Equipment? Perhaps this isn't part of the customer' core business competency?
The goal here is to understand the problem, define it accurately, and use it as the starting point for what you bid.

One way to start recognizing customer needs

A web search might turn up press releases and news stories that suggest what the problem is.Sometimes a visit to web sites run by your prospective client's competitors will be revealing.The competitors may be hinting at weaknesses or problems that your proposal is intended to fix.
How else can you find out what the customer's needs are? One way to start recognizing customer needs is to work backwards from existing projects or contracts you have with similar companies for similar products or services.In other words,if you have written this kind of proposal before,perhaps reasons that drove that opportunity are relevant in this new opportunity.

The client's main problem

Continue from the previous post.Some how that didn't click for me.It seemed more likely that online payment verification was the bank's way of meeting a broader need of the business.So I asked the account manager the obvious question:
"Why do they need to improve their e-commerce capacities on their
web site?"
"Their competitors have better Web sites,so these guys are losing market
share to them.They're used to selling from their retail locations,and
they have been slow to adapt to online selling,I guess.But now they can see
its hurting them not to have a good system."
After further discussion,we decided that the client main problem or need
was to regain market share and become more competitive by improving its
ability to provide secure,fast transactions online.The ability to verify
credit cards on the web site was an enabling technology to help them
achieve their broader business goal.It was,infact,a key part of the solution.
It wasn't the problem
Try to find out who is feeling the "pain" associated with this problem.
Who is having a difficult time achieving their objectives because of it?
If you are unable to get better definition of the problem,you might consider
doing some research into the company.

One of the most frequent mistakes salespeople make in a proactive situation

In many sales situations, there is no RFP.You are working with a client who has expressed interest,and you have uncovered a need as part of your sales process.The client agrees that it's worth looking at in detail,requesting that you address it in a proactive proposal.This is actually a better situation for you,because you now have the opportunity to offer an unsolicited proposal without facing any direct competition.But you still need to probe that situation carefully to make sure you understand its implications and consequences fully.
In fact,one of the most frequent mistakes salespeople make in a proactive situation,one where there is no formal RFP to define the customer need,is to confuse the solution they are offering with the customer's need.I work with a large company,developing the basic outline for a proposal for treasury services with the account team.As part of that process,we were answering the seven questions to make sure we were client centered.
When I asked them,"What is the client's need or problem?"the senior account executive said, "Well,they need real-time verification of credit cards on their Web site."
"so if they can process credit cards online,they'll be happy?"I asked.
"Right."

Couple of examples of the kinds of statements of need that might appear in an RFP

The question you have to answer is, what are the likely business drivers that lie behind them? 

  *.The client needs a detailed inspection of all cabling and wiring in the blue river nuclear generating station.

The business driver that makes this need important: The utility company faces potential liability issues if they are found to have defective or non-compliant cabling in their nuclear power plant. Failure to comply can result in significant financial penalties.

*.The client requests proposals for nondestructive evaluation or other advanced testing processes that can be used to guide life management practices in the maintenance and repair of turbine blades.The reason this problem or issue is important:The entire aviation industry is under tremendous financial pressure. Reducing maintenance costs on engine turbine blades will lower overall operating costs, easing some of the pressure on airlines and other operators. That will make this vendor's engines more competitive from a total cost of  ownership stand-point.

The question you have to answer

Continue from the previous post. But it's not a good idea to assume that the problem or need as stated in the RFP is neccesarily complete or correct. Read it, understand it, but keep an open mind. There may be more left unsaid that partains to why the client is looking for help than has been included in the RFP.

         In addition, bear in mind that the client isn't always right. Sometimes the client thinks he or she knows what the problem is, but when you begin to look at the situation, you may find that the client is wrong or has only part of the problem defined.

          Use the RFP, if there is one, as a springboard for understanding the client's situation, but don't stop there. The RFP is telling you that there is a gap between what the issuing organization has or knows and what it thinks it needs in order to function effectively.  Don't miss the upcoming posts for more highlight.

          

1.What is the client's problem or need?

Sometimes the client issues a request for proposal that specifically states what is wanted: The FAA needs a course that will teach customer service and total quality principles to its management staff and hourly employees.

Smith, Goldblatt, and Wong, attorneys at law, are hereby soliciting bids for an office telecommunications system to be installed in the firm's new quarters no later than may 15 of this year. The system must provide the following features:...

The trustees of the kallaher Group of Homes for the Aged solicit bids for an audit of all of the properties for the fiscal years 2002 and 2003.

Tom's Auto Parts seeks a system to manage the inventory of parts and equipment at all thirteen store locations. The desired system will use bar code data to maintain a current inventory of parts and will integrate with our existing MAS 90 accounting system to automatically update inventory as parts are sold. These are all pretty clear.