Engineering Inc. - September/October 2019 - 30

inning a new business deal is
always a deeply satisfying moment.
It means that an engineering firm
can keep staff engaged, systems
operating and revenues flowing.
Yet the quest for new projects
often leads a firm into unsure and
unpleasant territories. Proposals
require substantial time, energy and
resources-sometimes extending into
hundreds of hours and thousands
of dollars-with no guarantee that a firm will wind up with a signed
contract and earn even a penny.
"Producing a proposal is a time consuming and sometimes
expensive process that requires attention to detail. It also requires
some creativity, an ability to write well and a need to present the
proposal in an appealing format," says Jim Creedon, president of
Creedon Management Associates, a consulting firm that provides
strategic business guidance to architectural, engineering and
construction management firms. "Proposals often take engineers into
a zone they are not entirely comfortable with and not always prepared
to handle."
Indeed, engineers often view proposals as a tedious, tiresome,
frustrating, even annoying but necessary task. Furthermore, when
they generate proposals the focus can be fuzzy, the format may be
distracting or the proposal's main points are buried, missing or
unreadable. Too many engineering firms continue to pump out subpar proposals, according to industry consultants, but it does not have
to be this way.
"Firms that tune into client needs and take the time to produce
great proposals are at a distinct advantage," says Curtis McHale, a
business coach and consultant who heads the firm SFNDesign.

"You have to do more than say you will deliver benefits; you have
to provide specific proof that you have handled this type of project
in the past," says Stiklestad. "It is important to deliver hard evidence,
particularly quantitative data, that clearly demonstrates you have
delivered positive results-and proof that you can apply past knowledge and expertise to the current project."
A strategic framework for developing proposals is essential, according to Nicole Sparks, director of marketing at Simpson Gumpertz &
Heger (SGH). "Defined processes are important to make sure your
firm is balancing technical detail, effective writing and compelling
visuals to produce a responsive, tailored proposal," she says.
SGH strives to understand as much as possible about the client-
along with the firm's history with the client-before diving into a proposal. "Ideally, we will have a kickoff meeting to develop a strategy for
our proposal," says Sparks. From that point forward, the technical and
marketing team members work together to address key points but
also ensure the client is the focal point of the proposal. In some cases,
depending on the circumstances, this same team may work together
to prepare for a short-list interview or presentation.
PRESENTING A CASE

A great proposal is more than a collection of the pertinent facts, figures and technical information, it is presenting the case in a logical,
readable and appealing format. According to Creedon, too often the
impact is diminished because a proposal lacks focus. This may occur
for a few different reasons. An engineering firm may rely on old,
inflexible or poorly constructed templates. Or the writing may lack
clarity and come across as too obtuse or confusing. Still another possibility is that the proposal lacks organization and focus.
Addressing these issues is paramount. The executive summary is a
make-or-break proposition, Creedon advises. "It serves as the roadmap for the proposal. It must encapsulate the key issues and clearly
articulate what value a firm brings to the project," he says. A series of
A MODEST PROPOSAL
bullet points is not sufficient. "You want someone to read the section
It is true that a proposal can steal time away from existing projects and and understand why they want to work with your firm. You have to
billable hours, and can often seem like a merry-go-round that leads
communicate what you are offering and how you can address specific
nowhere. But adopting a negative view of proposals and attempting to requirements."
take shortcuts or minimize the time and energy required to produce
A complete proposal may vary from 10 pages to 100 pages or
them almost guarantees failure.
more. According to McHale, the proposal typically involves six
"You have to start with a recognition that it is a time-consuming
key sections:
process. A good proposal requires considerable attention to detail,"
1. Identifying the current problem
says Creedon.
2. Stating two or three primary objectives
Firms that bang out proposals quickly and formulaically are almost
certain to fail. "You cannot just check the boxes. You have to do the
"You have to do the
background research, understand the client's needs and develop a probackground research,
posal that tells the story of how you can specifically benefit the client,"
says Meghan Stiklestad, marketing director at Mead & Hunt. "For
understand the client's
example, instead of merely stating that a firm has 50 offices, someneeds and develop a
thing that communicates no intrinsic value to the client, you make it
relevant by also noting you have an office five miles from the jobsite,
proposal that tells the
which means your project manager can be there within minutes to
story of how you can
address any issues that may arise, helping provide a smooth project
delivery," she says.
specifically benefit the client."
Communicating value for the client hinges on reading the RFP
closely, asking necessary questions and even studying the specific
MEGHAN STIKLESTAD
words and terms used in the request and mining them for clues about
MARKETING DIRECTOR
how the company is thinking.
MEAD & HUNT
30

ENGINEERING INC.

SEPTEMBER / OCTOBER 2019

Engineering Inc. - September/October 2019

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