By Peter Piven, Bradford Perkins
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Proposed approach 7. Proposed design team: > Component firms > Key personnel, organization of the project team, and each person’s role > Resumes 8. Proposed schedule 9. Proposed compensation 10. Relevant experience 11. References 12. Appendices of other relevant material 39 ments about the availability and commitment of the key personnel. In all proposals, the proposing firm should be able to offer a great deal of capacity and the willingness to commit the best-qualified personnel to the project at hand.
References 12. Appendices of other relevant material 39 ments about the availability and commitment of the key personnel. In all proposals, the proposing firm should be able to offer a great deal of capacity and the willingness to commit the best-qualified personnel to the project at hand. Being able to commit principals to a project may be more credible from, and thus, an advantage for, a smaller firm. A page outlining the proposed compensation typically follows these sections. Many clients expect a definitive fee estimate even when the scope, schedule, and many other areas are as yet undefined.
The salesman said, “Those are good reasons to have an ashtray like that. ” The salesman reflected back, “Yes, this ashtray is really attractive and weighty and will refract the light colorfully. ” Case closed. 44 Marketing and Sales Debriefing No matter how this long process turns out (that is, whether you win or lose the project), it is important to request a debriefing from the client. Most are willing to give an insight as to how their choice was made. In our experience, there are almost always surprises, and it can be very helpful to see how you and your presentation were perceived.