Contract - June 2013 - (Page 38)

PHOTO COURTESY RICHARD POLLACK COLUMNIST Making the Decision to Respond to an RFP by Richard N. Pollack, FAIA, FIIDA Winning a great project begins with writing an amazing proposal. options to connect and win the project. After all, the real estate In this issue, and continuing in the July/August issue, I will address brokers did just that to get hired. the steps in the proposal process and how you can win more than Because an RFP often does not include all the information your fair share of projects. needed for a designer to write a tight scope of services, you will need Gaining a new project most often begins with the completion of a to ask questions to fully understand the client’s needs. After detailed proposal in response to a Request for Proposals (RFP) and appointing analysis of the RFP, the proposal principal should immediately email the a manager or principal—a designated proposal principal—to oversee it. prospective client for clarifications. This initiative will convey to the By designating a proposal principal, it will be clear to the other staff that client that you are aware and already focused on their project. proposal efforts are extremely important, and also helps to build a The email might include these questions: business development mind-set in the firm. The proposal principal is • What is the anticipated construction cost? one of the first people responsible for reviewing the RFP, and he or she • Will the general contractor be brought on board via a fee and general helps with the decision of whether the project is in sync with business conditions bid early in the process, or will the project be hard bid after strategy—the go-or-no-go assessment. Too many designers make an we complete construction documents? automatic decision to go after any project. However, that is the wrong • Do you want us to design the project to a level of LEED certification approach for the lasting success of your business. Considerations for for sustainability? Why or why not? the go-or-no-go assessment include: From my experience, here is something else to consider: • If the project fits one of your “sweet spots” of expertise or knowledge. Proactively write your own generic RFP draft including all required • Whether clients and other participants are good people to work with. details. Then send it to prospective brokers, owner’s reps, and clients • Realistic project parameters, such as budget and schedule. that you know. They will save your draft RFP on file, and then likely • Appropriateness of proposal costs in time, energy, and marketing make use of it when they are ready to issue an RFP. This way, you are support; a high potential for a positive return on investment. at a great advantage because you had written the RFP draft, know the In all honesty, I fell into the “let’s just go for it” model for years, requirements, and can quickly and confidently respond. And here’s one but then I smartened up and recognized that short-term gains can more tip: If the RFP lists dates for interviews, immediately call and ask sabotage long-term success. Winning a project that is not the right fit, to be scheduled for the last slot, beating your competitors to the or working with unappreciative clients, will sap your time and energy best position. from working with great clients and designing top projects. You must I hope that this will help your firm win more projects! In my research both the company and its leaders online and through July/August column, I will focus on proposal development, including speaking with colleagues, contractors, and furniture suppliers. the establishment of the project plan, the sequence of content, and Once you’ve determined that the go-or-no-go decision is a laying the groundwork for the presentation interview. Good hunting! definite go to submit, then the next step is to reread the RFP and begin to analyze the client’s hot buttons. Client and project research is critical Richard N. Pollack, FAIA, FIIDA, writes a regular column for because there may be items that are either omitted or poorly stated in Contract on business practices in design and professional the RFP, or things written between the lines. Speak with professional development. He is the CEO of San Francisco-based Pollack peers for more information, but recognize that they are interpreting the Consulting, which supports firm growth and success through project scope from their own perspective. So don’t take their thoughts improved business development, winning presentation techniques, as gospel. recruitment of top talent, business coaching, and ownership During the proposal process, I would often invite potential clients transition implementation. to connect through LinkedIn. A proposal process is a sales effort, and the client expects that architects and designers will be working all 38 contractdesign.com JUNE 2013 http://www.contractdesign.com

Table of Contents for the Digital Edition of Contract - June 2013

Contract - June 2013
Contents
Editorial
Industry News
Columnist: Making the Decision to Respond to an RFP
Exhibition: HD Expo 2013
Product Focus: Suzanne Tick Joins Forces with Teknion
Product Focus: Rattan in the Round
NeoCon® preview
Trailblazing Project Delivery
Steelcase Innovation Center
Giant Pixel
Concrete
Sierra Pacific Constructors
United Nations Trusteeship Council Chamber
Designers Select: Seating
Sources
Ad Index
Detail: A Chair so Comfortable it Just Might Contribute to World Peace

Contract - June 2013