Accept the need and study the client's situation

Respond to the client's definition of the need,but also offer an alternative perspective. You could discuss the situation frankly in the executive summary as a way of introducing your proposal. State that while you are fully prepared to respond to the statement of work as written in the original RFP, and included a response that proves you can do exactly what the client has asked for, your analysis has led you to develop another approach to solving the client's problem. You can get affordable e-books here that will boost you more. In addition,because this alternative approach will be less costly or more effective (or both),you feel obliged to at least present it as an option.
One other technique is to offer a phased approach to solving the total problem. This is reasonably safe approach to take, particularly when the client has not misdefined the need but simply has not requested the total solution that he or she needs. By structuring your proposed solution in terms of phases, with which phase priced separately and each phase requiring a joint review of progress and commitment to the next phase, you provide a structure in which the client can change direction without scrambling the budget or losing face.

Study the client's situation as accurately as you can

Use your own definition of the clients need as the basis for the proposal you submit.
Redefining the need is a high-risk approach, particularly when the client has provided the original analysis or has paid a consultant to develop it. Sometimes, though, you really have nothing to lose. For instance, when the analysis has been provided by an outside consultant or competitor,redefinition may be necessary in order to position your company more competitively. If your competitor has written the RFP,you can assume that there will be nothing in it that favors you.

Accept the need as defined in the RFP and study the various ways in which your company can satisfy that need.

In the short term, this is the safest approach to take. Bid on the job as it's been described, try to win it, and then hope you can convince the client to alter the statement of work after you have the contracts in your pocket. Unfortunately,what's safe in the short term is risky in the long. You're basing the business relationship from the outset on less than full honesty,and a tough Customer who is looking for performance guarantees or service-level commitments may not be willing to approve change documents or authorize additional funding to get a solution that works.

Redefining customer's need.
Sometimes the client tells you his or her need explicitly, either by explaining it in conversation during your sales process or by defining it in the statement of work of the RFP the client issues. The trouble is,Sometimes the client is wrong.
For example, suppose the manager of a telemarketing operation contacts you because she's unhappy with the sales volume her group is producing."We need a course on closing techniques,"she tells you. "can you do that for us?"
Well,you can do it, but after observing the company's salespeople in action, you realize that what they really need is a course on telephone courtesy. These people are so aggressive that they cross the line into rudeness. The best question is, what do you propose?
The best course is to communicate with the potential client, discuss your conerns or your observations, and try to educate and inform the decision makers before you write your proposal. But Sometimes you can't. Sometimes,when you're dealing with a formal RFP released in quantity to many potential vendors, or when you're dealing with a consultant who has written the RFP, or when ego or politics or governmentally mandated procurement rules get in the way, you have to respond to the client's need as it's stated, even if that's not appropriate. And Sometimes you must be sentitive to the client's or consultant's need to save face.

What results are likely to follow from each of my potential recommendations? Make an educated guess, perhaps based on prior experience with other Customer,s, about the probable results of each possible course of action. Will they lead to the client's most important goal? Will they provide competitive advantage? What will they cost? How long will they take? Are cost and timing important issues will they require the client to commit employees to the task?
Choose the best option from the client's point of view, and use that as the basis of your proposal. Even though it can be tough sometimes, try to resist the temptation of recommending the solution that offers you the highest profit margin or the biggest commission check. Manage your proposals and your business for the long term.

TCredit (1 TCredit) for $1.99 at TripleClicks

TCredit (1 TCredit) for $1.99 at TripleClicks

What products, applications, services can I offer that will solve the problem or meet the need?

Usually there are several ways to solve a problem or meet need. Brain storm. Look at all of the approaches as uncritically as possible. At this stage, consider anything. For example, you might be able to meet the needs of a client who is seeking a training? Program by offering a one-day seminar at the client's site. Or you might be able to do it via the Web. Or you might propose developing a computer simulation that can be issued on a CD and reused throughout the organization. Or maybe you could just give the trainees a book to read, followed by a test.
The more creative you can be in combining what you know about the client's needs and goals and what you have to offer, the more likely you are to separate yourself from the pack and develop a truly client-centered solution.

Types of outcomes Clients typically seek

TECHNICAL: Automating *Adding flexibility *Improving quality *Removing process steps. BUSINESS: Improving profitability * Increasing market share * Accelerating growth rate * Reducing cycle time * Leverage data.
SOCIAL
INTERNAL: Morale * Absenteeism * Turnover EXTERNAL: Higher Customer satisfaction * Brand loyalty . Proposal writers often attribute their own values to the Customer. For example, in working with one of the world's largest professional services firms, one said "I found that virtually every proposal contained the same value proposition" "We offer a greater breadth of services than any other firm,"it went. "We can do it all. Nomatter what kind of analysis, implementation, or outsourcing service you may need, we can do it."The problem was, as research into the values of their Customer base revealed, Customers didn't care about breadth of services as a differentiator. What they wanted was much more task specific: Speed of delivery. Risk minimization. Performance guarantees. Relevant prior experience. Introduction of new technologies that improve productivity. Breadth of services was strictly an internal focus, something the partners in this firm were proud of but which had little meaning for Customers. Don't forget to follow my blog, or leave a comment as a blogger to get more back links.

Which goal has the highest priority?

You've identified the client's desired outcomes. Now Which one matters the most? You need to know what's most important to the decision maker for two reasons.
First, you want to present your ideas in the same order that they matter to the reader, because seeing them presented from important to least important will create the impression in that reader's mind that you think the way they do. This is the primacy principle all over again: they assume that what you say first is what is most important to you and an indication of where the proposal as a whole is headed.
Second, you want to know which goal is most important so that you can use it as the bases for developing your value proposition. Presenting an ROI based on improving quality in a production environment may be easy, given the features and functions of the nondestructive test system you sell, but if the Customer is primarily looking for a way to increase market share, it may not be very convincing.

Analyze your personal goals

PERSonaL GOals, finally, include all the outcomes that affect the decision maker's own career, income, or prestige. If the decision maker owns the company, there may not be much difference between personal goals and business goals. But in a typical situation, the decision maker may be looking for an opportunity to be a hero, to climb the corporate ladder, or simply to avoid making a career-damaging mistake. As we noted above, the most defensible goals are those that are organizational in nature, so be wary of making somebody's personal agenda the basis for your proposal.