By Harold Lewis
* large scope - covers all points of delicate writing for public quarter, deepest area and learn investment * specialist suggestions from a consultant who has written over 2 hundred profitable tenders and recommendations * hugely functional technique - in keeping with examples drawn from real bids and tenders With increasingly more companies selecting "preferred provider" lists, bids and tenders became a truth of industrial existence. For the small or medium sized company and not using a professional bids-and-tenders group, the examine unit, or the college crew, bid coaching can take nice quantities of senior administration time. this is the place this publication is available in: useful and written in an available variety, it makes use of examples and checklists to give an explanation for tips to create bids which are striking in either technical caliber and price for cash, bids that stand an excellent chance of being winning. Lewis presents "best-practice" suggestion on each step within the method, together with: Bidding for public quarter contracts; tendering for the non-public zone and for learn initiatives; examining purchaser standards; coping with, resourcing and discovering the bid; constructing and writing the bid; defining outputs and deliverables; speaking further worth; describing specialist event; generating and filing tenders; declaring the cost; knowing gentle overview; and making displays.
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Additional info for Bids, Tenders, & Proposals: Winning Business Through Best Practice
In both the public and the private sectors it is common for clients to maintain registers or lists of approved suppliers or preferred contractors. Entry to these registers is generally obtained through the completion of forms and questionnaires covering skills, experience, financial standing and related matters, as well as quality management and ‘business excellence’ issues. But the process of formal pre-qualification related to individual contract opportunities is normally applied only by public sector authorities and is associated with contracts that have values at or above the thresholds defined in public procurement legislation, as noted in Chapter 2.
Will the contract bring you useful political or business contacts, enhance your professional standing and raise your profile in the market? Workload and personnel implications • • • • • • • Is the contract likely to involve you in risks that you are unable to accept, to manage or to transfer to the client? Does the client’s view of the work rest on dubious assumptions? How does the proposed time frame relate to your existing work and other business opportunities? What impact would it have on the performance of your other contracts and your ability to field key staff?
Make it clear which of you is taking the lead in submitting the bid. Ensure that all the necessary letters of commitment and intention to collaborate are included. Don’t just list the research partners. Explain the rationale of the partnership – why you have formed that association; what its joint and distinctive strengths are; how these strengths add value to the proposal; and what each member of the team will contribute to the research in terms of time and resource inputs. Give a sharply focused statement of the objectives of the research and the significance of your work.