After the December fiasco on I-495, the proposal manager swore he would never be around the city during the holidays again. He did not tell his wife that he picked up smoking again or lost the proposal with his team. He figured the new year was a new page, all lost business was forgiven and written off at the cost of experience. He could smell opportunity in the air or was it the city smog, regardless this was the year that he won an RFP for an enterprise-level business.
He decided to meet with the business development manager for lunch at a smart place downtown. Over sandwiches and beer, the men lamented over men they knew in the service together that did not transition smoothly to civilian jobs. Such privilege, they said to have good homes with beautiful wives and business opportunities.
The proposal manager admired the expertise of the business development manager refined over many years of dedication to the sales process. Dressed in a pinstripe grey suit, the business development manager was as smooth as the protagonist of a movie. He made his work seem easy, taking a company’s best competencies and applying them to a customer problem.
After the December fiasco, the business development manager got a new RFI that the company issued to whittle down the list of businesses competing for an RFP.
In this case, the proposal manager suggested the business development manager use the Professional Document Analyzer (PDA) to run a Bid/No Bid assessment.
The business development manager set up the keywords for the Bid/No Bid and had the PDA parse and highlight the RFI. The Bid/No Bid assessment would give the RFI a grade correlated to performance. The question the business development manager was looking to answer with the Bid/ No Bid assessment was: “Can we compete to win this business”?
The proposal manager was pleased when the business development manager saw the value in the PDA to divide and conquer the Bid/No Bid assessment. The business development manager was confident that the PDA gave him the efficiency and tools to make the right decision with empirical data.
The output for the RFI seemed promising enough to warrant a phone call to the issuing company. The business development manager wrapped the telephone cord around his finger as he persuaded the management of the company to put them on the shortlist for the RFP.
This was going to be a great year, after all.