Structuring a Winning Consulting Proposal

After you did all that work to get a prospective client to ask you for a proposal…

It can feel like such a relief and a win.

Enjoy that moment but…

You’re not there yet.

Until you have a signed contract, you still have to close the deal.

Now, I know some say you should have it closed before the proposal and if you don’t, you’re not doing it right.

I don’t buy that. At all.

There are all kinds of reasons that a request for a proposal may not end in a contract.

So don’t leave anything to chance.

Just as you treated every step leading up to the proposal with purpose and attention, you should approach the proposal the same way.

As far as the purpose…

A good proposal does 3 things:

1. It closes the deal. If you wowed them enough to have them ask for a proposal, then a good proposal keeps that wow alive and gets them to contract with you.
2. It sets expectations. As proposal is a tool for ensuring that you and the client are aligned and clear about the parameters and details of a project.
3. It prevents or mitigates risks. It sets clear terms and conditions that protect you and your client.

That’s why crafting the right proposal is so important.

First, it’s all about the client! Not you, the client.

A proposal is not about getting them to embrace your fabulousness.?

You’re trying to show them that you get them and what they want and will get them results.

Now, let me say a bit about how to organize a proposal.

Borrowing from Donald Miller’s Storybrand, think of the proposal as a narrative that takes them on a journey to where they want to go.

And to the conclusion that you are the right consultant to get them there.

Start with the destination.?

The destination is all about the results the client wants to achieve.?

Don’t jump to your process or deliverables or why you are great.

Start with what matters most to them. State it clearly and first, so they don’t have to wonder if you know what they want to pay for.

Then describe the context for getting those results.

Next, share why this journey matters and the circumstances that make it important or urgent, if it is urgent.

Don’t overstate or pretend there are risks and perils that aren’t true. If you overstate it to make a sale, you may lose trust and with it the sale.

This section should reflect what they shared with you in the discovery process, that is, what they said when you asked them why this work matters to them, why it matters now, the risks of not doing it or doing it now, etc.

Reflect the value of the work and show them that you heard them and the realities in which they operate.

Then describe how you will help them get to their destination.?

This is a description of the journey itself.?

Describe the proposed scope and timeline.?

Spell out any assumptions that will be key to success, including who has to do what.?

Tell them enough in this section for them to believe that this journey will get them to their destination.

Then—and only then—present the cost.

If you put it first, there’s no context for them to determine if it matches the value of what you are proposing.?

So, it ends up being just a number that they can decide if they like or not.?

Rather than what it should be, which the cost of the value of what you can help them achieve with the scope you are proposing.

At last…include your bio

This is when you talk about you.

This section answers the question: why are you the right person or team to get them to their destination?

It’s not your resume. It’s a description that matches what you are proposing.

(Yes, that means you may have to customize it depending on your proposal.)

If they ask for it, you could also include testimonials or references, so they have a way to find out how others fared working with you.?

A few more tips…

I’m a fan of combined proposal and contract, which includes terms and conditions (i.e., the legal language that protects you and the client) and a place to sign.?

Send the proposal/contract electronically using a system that lets the client sign the contract electronically. This reduces friction and increases the likelihood of getting it signed!

When in doubt, always lean toward making the proposal all about results, relief, and ease for clients.

And, by doing so, get more of the work you should get.

Cheering you on!

Deb

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