AHPP 381 - 395.pdf

C ONCL USI ON 6.5 PA R T 2 : F I R M M A N A G E M E N T Effective networking requires a clear plan and strategy in order to accomplish a specific objective. In the absence of a plan, most principals, partners, and leaders try to network, only to be met with frustration and increased overhead cos...

C ONCL USI ON 6.5 PA R T 2 : F I R M M A N A G E M E N T Effective networking requires a clear plan and strategy in order to accomplish a specific objective. In the absence of a plan, most principals, partners, and leaders try to network, only to be met with frustration and increased overhead costs. The sales plan is not intended to provide undue structure. Rather, it is intended to be a road map by which to manage overhead cost and increase productivity. Every product-based company has a defined sales plan. Such a plan attempts to define its consumers, their buying patterns, and price point. It also defines the competition, the demand for their product, and, more important, how they are going to communicate about it—to sell it or to improve it. Architecture should be no different. Yet, in the twenty-first century architects know less about their clients than they should; and often use an incomplete set of tools to develop relationships, build trust, and yes, find new opportunities. Networking is a valuable tool in a kit that is developed through patience. Networking, even when effective, does not produce results overnight. The time horizon may vary from a few months to a couple of years, depending on the depth and breadth of information to be shared. In retrospect, the time horizon, while long to some, is not unrealistic given the time required to develop trust and foster integrity in the pursuit of new opportunities. As a result, it is imperative that every person within the practice involved in networking knows their role and is committed to the pursuit. Each must be open to the demands of trust, integrity, and information sharing and not selfishly invested in “what’s in it for me.” Finally, networking events and situations should be chosen that are reflective of the skills and ability of the networker. Failure, or the perception of it, is common for the first-time networker. Accept it. Embrace it. And use each opportunity to explore challenges and potential solutions. The opportunity for success arises not from pursuing the narrow goal to “win new work,” but from mastering networking as a critical business skill. Qualifications, Proposals, and Inter views Sally A. Handley, FSMPS Responding to RFPs and preparing for short-list interviews are two of the most important marketing functions. A thoughtful approach along with advance planning and organization can help minimize the effort and maximize a firm’s hit rate. S potting a publicly advertised request for proposal (RFP) for a project that firm leaders or marketers have been tracking, or receiving an RFP from a long-pursued prospective client, can be cause for celebration. At long last, there is a feeling that the firm’s long-range marketing efforts are paying off. But euphoria can quickly turn to panic as the RFP is reviewed and the magnitude of the task ahead is understood. In firms both large and small, the proposal process can often be chaotic and overwhelming. Sally A. Handley is a writing and marketing consultant with over 30 years’ experience in the AEC industry. She is the author of Marketing Metrics De-Mystified: Methods for Measuring ROI and Evaluating Your Marketing Effort (2007) and When Can You Start? The AEC Guide to Recruiting, Managing and Retaining a Marketing Coordinator (2009). 6.5 Qualifications, Proposals, and Interviews 381 There are three basic steps every firm can take to reduce the anxiety surrounding the proposal process: The first is to take a good, hard look at the RFP and determine the likelihood of winning the project. The second is to approach the proposal with the same degree of organization with which a design project is approached. Finally, and most important, procedures and processes must be developed to organize the information most commonly asked for in client RFPs. THE GO /N O- G O P OL IC Y PA R T 2 : F I R M M A N A G E M E N T Frequently firms respond to too many proposals without really considering how realistic their chances are for winning. The more proposals prepared, the more diluted the proposal effort becomes, because time is finite, and even if people work 24/7, the more proposals put out, the less time there is to spend on each one. The secret to a successful proposal effort starts with a good go/no-go policy. Pursuing work that the firm is not qualified for and is unlikely to win is self-defeating and diverts time and money that can be better spent on marketing activities that are more likely to result in jobs won. There are many ways to approach a go/no-go policy. One size does not fit all. Some firms focus on whether or not a project has the potential to yield a profit. Others focus on a project’s potential for publicity that can increase name recognition and identity. Whatever approach is used, policy guidelines should be summarized in writing and a scoring system should be used to give the policy teeth. Here are some sample questions that cover the issues firms should be considering before beginning the proposal effort: • • • • • • • • • • • Does the project fall under our mission? Is the project in a target market sector? Is the project in our geographic range? Is the project the appropriate size? Is the budget realistic? Funded? What is the potential for profit? What is the client’s reputation and payment schedule? Who is our competition? How were we selected to receive the RFP? Can we demonstrate relevant experience? Can we provide a truly responsive proposal in the time frame? Firms can develop their own scoring scheme. Three or more noes to the first six questions is a likely no-go. The last four questions require more analysis. There may be overriding reasons why the firm might say yes to a project that doesn’t pass the go/no-go test. For example, the client may have lots of profitable work and a reputation as a great client. Often firms may be asked to propose on a project smaller than their no-go minimum. Clearly, this is a test opportunity that most firms may not want to pass up. This detailed approach to judging whether or not an RFP is a go or no-go reduces long-shot proposal efforts that actually diminish the effectiveness of an overall marketing effort. If a go/no-go sheet is developed and completed each time a proposal is completed, a chart can be created that demonstrates over time where marketing hours and dollars are being spent with no return, and where dollars spent are winning work. THE PR OP O S A L P RO CE S S Reading the RFP In order to complete the go/no-go assessment, be sure to read the entire RFP. This may sound obvious, but all too often in a hectic-paced environment, it is tempting to cut to the chase and just read what needs to be done, skipping the full scope of services and going right to project description, the proposal requirements section, and the due 382 Marketing and Business Development date. A thorough reading of the RFP is a must. It’s possible to discover that the firm doesn’t qualify to respond because of certain requirements. Taking time to read the project description and scope of services, as well as the extraneous requirements that don’t always appear on the requirements page, will actually save time and result in a much better proposal. There is nothing worse than finding at the end of the proposal process that a lengthy form mentioned elsewhere in the RFP was overlooked. Also, there may be specialty subconsultant requirements that have to be met. These are issues no one wants to deal with after they are nearly done with the RFP response, a day or two before it is due. Both small-firm practitioners and principals in large firms need to conduct a brief strategy session to get the proposal off to a good start. The purpose of the strategy session is to determine answers to the following questions: 1. 2. 2. 3. T H E R EL E VA NC E F O RM U L A What is known about the client? What is known about the project? Who is the competition? Why should the client choose us for this project? This is a formula for determining the relevance of past project experience to a current proposal. The project might match each one of these criteria: No matter the firm or staff size, these questions need to be answered in order to develop a proposal that demonstrates understanding of the project and the client. Knowing who else received the client RFP, or which firms are most likely to respond to a publicly advertised RFP, is important in order to understand the context in which the firm is competing. Finally, a compelling argument for why the client should select the firm must be articulated clearly and concisely. Relevant project experience is a key element of any argument for why a firm should be selected. Projects that illustrate a firm’s capabilities, but that are not similar in size or scope to the project being proposed on, may not be relevant. Clients want to know that the design firms they select have experience with similar projects and understand the issues and nuances of a particular project type. Clients renovating a vehicle maintenance facility may not be impressed by a design portfolio consisting of renovations to office buildings or schools, even if those projects won awards. The Relevance Formula in the accompanying sidebar provides guidelines for determining what is most relevant to a client and how to order relevant projects in a proposal. If a team is working together to produce a proposal, all of the key individuals involved need to participate in the strategy session. Depending on the firm size, these might include the principal-in-charge, the project architect, the project manager, the proposal manager, and/or marketing coordinator. The proposal manager or the marketing coordinator should be assigned the task of taking notes that will be distributed to anyone involved in preparing the proposal. Additional tasks to be completed during the strategy session include the following: 1. If it hasn’t already been done, designate the principalin-charge and the project manager. 2. Create a checklist, schedule, and budget. • Client: It’s the same client. • Service: The same service was performed. • Market sector: The client was in the same market sector—for example, transportation or pharmaceutical. • Facility (if applicable): The project type is the same— for example, a bridge or laboratory. • Attributes: Special attributes, requirements, or situations are the same. For example, the project must be LEED Silver or BSL-3. • Location: The assignment or client is in the same location (city, county, state, or region). An appropriate order can then be built based on the projects that have the best mix of criteria matches. Here it is: This is the formula, in order from best to worst projects to use: • Client, service, market sector, facility, attributes, location • Client, service, market sector, facility, attributes • Client, service, market sector, attributes • Service, market sector, facility, attributes, location • Service, market sector, facility, attributes • Service, market sector, attributes • Client, service, market sector, facility, location • Client, service, market sector, facility • Service, market sector, facility, location • Service, market sector, facility • Service, market sector • Service, location • Service By applying this formula, the right projects will be in the right order every time. From Proposal Development Secrets: Win More, Work Smarter, and Get Home on Time (Amazon Kindle edition, Feb. 9, 2012) by Matt Handal, reprinted with permission. 6.5 Qualifications, Proposals, and Interviews 383 PA R T 2 : F I R M M A N A G E M E N T The Strategy Session ▶ The backgrounder WBE/ MBE/DBE/SBE Certification (3.1), addresses qualification for certification as a small business or as a woman- or minorityowned firm. 3. Select subconsultants who will constitute the project team. (Be sure to review any requirements, such as MWBE (Minority/Women-owned Business Enterprise) goals or specialty consultants, needed for the project team to be compliant.) 4. For large projects, define responsibilities and how the team will interact, and create an organization chart. PA R T 2 : F I R M M A N A G E M E N T During the strategy session, the note taker also wants to compile a list of questions that come up. Note any RFP requirements that are vague or about which there is uncertainty and clarification is needed. Every RFP has a point of contact or a specific procedure for asking questions. When the questions are compiled into a single list, one member of the proposal team should call the point-of-contact to get answers. Often clients hold pre-proposer conferences and/or walk-throughs of the project site in order to make clear their project goals and answer questions. A member of the proposal team should always attend. Ideally, the project manager is the right person to attend. When that is not possible, the proposal manager or marketing coordinator may attend. Although not always technically oriented, marketers often are adept at discerning client concerns underlying the technical challenges. Following the strategy session, the designated note taker needs to compile a checklist. The checklist should include deliverables, responsible individuals, deadlines, and packaging and delivery method. Table 6.7 is a standard checklist that is a start and can be altered for each proposal. Circulate the checklist immediately, and post it to a central spot for team access. The checklist is a dynamic document and may change based on information obtained throughout the proposal process. Everyone needs to be notified when changes are made. Whether or not there is an individual on staff with the title of Proposal Manager, one individual needs to be designated the proposal manager, champion, or advocate for any given proposal. This individual is the keeper of the checklist and the individual who monitors daily the status of all deliverables. It is best if this individual is not a principal, who is most likely to have client- and project-related responsibilities that will take priority over the proposal process. For sole practitioners, the checklist is a must. Any amount of time set aside to work on the proposal should begin with a review of the checklist. The valuable tool keeps the process organized, ensuring that long lead items don’t get lost in the process. (See Table 6.7.) TABLE 6.7 Sample Proposal Checklist Deliverables Cover letter Executive summary Scope of work Project approach Schedule Team resumes Experience References Fee proposal Packaging Delivery method 384 Marketing and Business Development Who’s Responsible Due Date The value of long-standing relationships notwithstanding, subconsultant selection should not be something done on autopilot. Subconsultants should be selected based on their ability to enhance the chances of winning a project. Sometimes that means reaching out to new firms that have specialized experience with the project type or client being pursued. In addition, there must always be a good faith effort to comply with client MWBE requirements. Optimally, meeting subconsultants is something done on an ongoing basis, so as not to have to scramble to locate the appropriate MWBE or specialty subconsultant for the first time during the proposal process. Pre-proposer conferences, which generally make attendee lists available, are an excellent way to meet potential team members already pursuing the project. Keeping a database of firms crossreferenced by their disciplines, client connections, and certifications will make subconsultant selection much easier at proposal time. As soon as possible after subconsultants have been selected, notify them of the intention to include them on the project team. Determine exactly what subconsultants need to provide, the format in which their qualifications are to be prepared, and the deadline for receipt. The proposal manager or coordinator should be in charge of this effort, and the point of contact for any questions the subconsultant might have. How Subconsultants Can Enhance Your Chances of Winning When the firm I worked for decided to pursue an on-call contract with the Veteran’s Administration, we realized that we needed to be strategic in selecting subconsultants for our team. We had plenty of experience with on-call work for government agencies, but no experience with the VA. First, we contacted the subconsultants we worked with most frequently to see if they had VA experience. We invited those who did to join our team. Next, we reviewed the qualifications of other firms we had in our database to see if they had VA experience. We assembled a subconsultant team composed entirely of firms who had successfully worked for the VA. Next, we interviewed each subconsultant to determine the VA’s hot-button issues. Every subconsultant was happy to share with us the things that were most important on VA jobs on which they had previously worked. For example, noise abatement during construction was understandably a major concern at VA hospitals. We made sure to emphasize our understanding of and sensitivity to the issues that would be of concern to the VA on any project awarded under the on-call contract. We were short-listed, and subsequently won the contract. The Mock-Up or Dummy Copy A good practice throughout the proposal production process is to create a physical mock-up of the proposal. As the various elements are completed, insert them into the mock-up copy. Use colored paper to indicate outstanding items still to be inserted. This simple practice gives everyone a good idea of the status of the proposal. In addition, proofreading the printed page yields better results than proofreading on a computer screen. While some clients request digital copies, multiple hard-copy submissions remain the norm. The mock-up copy can facilitate the actual, physical production of the proposal. As sections of the proposal inserted into the mock-up are judged final, copies can be printed and collated. For obvious reasons, it is preferable to print completed sections as they are finalized, rather than leave all printing to the end. Crafting a Responsive Proposal Of utmost importance is making sure that the proposal is responsive to all of the requirements. The RFP process is highly competitive, particularly in the institutional and public sectors. Clients who receive many responses to proposals start by looking for nonresponsive proposals in order to narrow down the field for serious consideration. If the proposal is being prepared by one person working alone, the proposal must be read cover to cover, highlighting every item required by the client, even those that fall outside the “proposal format” section of the RFP. If there is a marketing staff, it is the responsibility of the proposal manager or marketing coordinator to make sure all required elements are on the checklist. 6.5 Qualifications, Proposals, and Interviews 385 PA R T 2 : F I R M M A N A G E M E N T Subconsultants Additional Solicitation Requirements Government forms, schedules, licensing, and insurance requirements should be gotten out of the way early. Lead time for obtaining certain certificates can be lengthy, so, as tempting as it is to let these go until the end, it is not advisable. Writing Persuasive Proposal Content PA R T 2 : F I R M M A N A G E M E N T In the case of proposals and requests for qualifications, there is a great deal of information provided by the client in the form of the RFP requirements. If the process begins by jumping to the proposal requirements section, the most important step in persuasive writing will be skipped—understanding the client that the proposal is trying persuade! Start looking at the RFP as the best source of information about the client. Search the RFP for clues about the issues most important to the client. Do they want an iconic building that makes a statement about them and their business? Are they committed to sustainability and desirous of a building that will not adversely impact their environment? Are they concerned about neighborhood resistance to their facility? Do they want a new addition to blend seamlessly with adjacent buildings? Are they a government agency committed to design excellence for public buildings? Next, verify how the firm will be evaluated. The criteria that will be used to judge proposals are almost always provided in client documents, and can be a key to client hot buttons. Consider changing the focus from the proposal requirements to the evaluation criteria. Make a thorough review of the criteria a significant part of the preparation process. Print it out, maybe even blow it up and pin it somewhere in view. While completing all of the required proposal elements is very important, paying equal attention to the evaluation criteria is just as important. Suppose the evaluation criteria look like what are shown in Table 6.8. Now let’s jump ahead and suppose the RFP has been read thoroughly, questions have been answered by the point-of-contact, and the walk-through has been completed. Additionally, at the walk-through a subconsultant confides that the last project done for this client had huge cost overruns because the project manager was inexperienced. This warrants a look at the evaluation criteria one more time. Eighty points are devoted to the firm’s experience, the experience of the project manager, and the management plan. This further confirms that effective management is a hot-button issue for the client. The next step is to write a statement of purpose, indicating what must be communicated in this proposal. Don’t overthink this and get into analysis paralysis. Just quickly either jot it down or type it. For the example above, the purpose statement may be as simple as: “In addition to our firm’s experience with all the elements of the proposed project, we also need to show that our project manager has experience with all or most of the elements of this project and demonstrate that s/he has a track record for controlling costs and completing projects on or near original estimates.” TABLE 6.8 Proposal Element Evaluation Criteria Evaluation Criteria Required experience 35 Quality of key personnel 35 Quality of management plan 10 Overall firm capability TOTAL POSSIBLE SCORE 386 Points Marketing and Business Development 20 100 Proposal Content: Less Is More In a letter to a friend, seventeenth-century French philosopher and mathematician Blaise Pascal wrote, “I have made this letter longer than usual, only because I have not had time to make it shorter.” Proposal writers frequently make the mistake of thinking that, in order to be effective, proposals need to be lengthy. The fact is that reviewers of submissions spend approximately 18 minutes reviewing a proposal! That is the reason proposal advertisements often limit the number of pages, sometimes even cautioning that elaborate submissions will be rejected. Clients want an RFP that tells them what they need to know in order to make a decision. They ask specific questions and they want succinct answers, not every piece of boilerplate ever written at a firm. In order to write a persuasive proposal, tailor the boilerplate to the client. Clearly and succinctly demonstrate that the audience is known and their special needs and requirements are understood—that there is sensitivity to their hot-button issues. Avoiding Jargon In his classic Writing for Design Professionals, Stephen Kliment, former editor in chief of Architectural Record, cautions writers to avoid technical jargon and “designer babble” that can actually make it more difficult for the reader or reviewer of the proposal. Technical professionals sometimes forget that even the most knowledgeable clients are not necessarily technical. If technical details are going to be included, make clear to the reader the benefit of the technical information. Here’s a description that does this very well: Established to promote greater public understanding of the United States Constitution, the National Constitution Center is a structure of complex geometries articulated in limestone, granite, and glass. The architect’s sophisticated design relies on an elaborate frame of interconnected steel systems designed to achieve the building’s bold structural form. Long-span, column-free solutions and special connection details accommodate the building’s vast, open spaces. The last sentence does an especially good job of explaining the benefit of the technical design without jargon that loses the reader. they needed to put more of their persuasive argument in the letter. My response: “Then by all means, make your cover letter longer.” Remember, while there are general guidelines for writing proposals, there is no one right way to do this. I recall being asked to work on a proposal for a new branch office my firm had acquired. Our main office had significant experience in designing parking garages, and the branch office had tried two or three times to win parking projects at a local university hospital. A firm they were teaming with had spoken to the client contact at the university hospital and reported to us that the client said they just didn’t know who we are. I asked to look at the previous proposals that had been sent and saw that our branch office had not really done a good job of explaining the “new identity.” Hence, my mission was to make it clear who this new firm was. If we didn’t reach the short list, at least the client would know who we were going forward. I wrote a three-page letter describing our firm, the services we provided, the relationship of the branch office to the main office, and who from the main office would be working on the project. We got short-listed. The point is that I understood my client’s hot button: They didn’t know us, and nothing we had previously sent clearly explained how the experience from the main office was going to be tapped for their local work. Now they understood. I violated the one-page guideline, but I knew my audience and what was needed to persuade them to consider us. S T EP H EN K L IM E NT ’ S P RI N C IP L ES F O R W RITIN G IM PAC T 1. 2. 3. 4. 5. 6. 7. 8. Write as you would talk. Keep sentences short. Shun jargon or “designer babble.” Be specific. Keep it simple. Use the active form or voice. Don’t forget people. Know what you want to say. 6.5 Qualifications, Proposals, and Interviews 387 PA R T 2 : F I R M M A N A G E M E N T Once a statement of purpose is written, everything that goes into the proposal is there because it will help accomplish that purpose. Every project example, every staff resume, and every question answered must fulfill the purpose; otherwise it is at best filler and at worst a distraction. Remember, every word written must add to the argument. Next, create a working outline or table of contents (TOC). The TOC may change throughout the proposal How Long Should X Be? writing process, but it’s best to start with a solid outline. In Once someone asked me how long the cover letter some instances, the client may have very specific guidelines should be. When I said one page, the individual for the TOC, and that makes the job easier. If not, consider proceeded to tell me there was no executive summary in organizing the proposal according to the evaluation criteria. the RFP to which they were responding, and they felt T HE NON- R FP PROPOS AL GUI DE LIN ES PA R T 2 : F I R M M A N A G E M E N T Not all clients have a formal RFP process. Residential clients and small businesses may ask for a proposal, providing little by way of guidelines or requirements. At a minimum, provide a fee proposal that includes the following elements: 1. Description of the project: This demonstrates understanding of the client’s goals. 2. Scope of services: This explains to the client the services provided in order to achieve the client’s goals. 3. Additional services: This explains services not provided within the basic fee, but that could be provided if desired by the client. 4. Proposed schedule: This provides the client with a description of the phases of the project, and an idea of how long the project will take. 5. Fee: This, of course, states the compensation for the services provided, and can include the costs of additional services. Consider including some promotional materials, such as a brochure. Also provide a resume and a list of similar projects, and/or project sheets that include photo examples and key facts about the project. Quality Control: Assessing the Proposal The schedule set in the strategy session should always include enough time for a thorough proofread and final edit. When all the checklist items are complete, and the proposal is assembled, ask the following questions: • Does this proposal demonstrate an understanding of the project? • Have we identified potential problems? • Are our project examples truly relevant? • Do resumes show relevant projects? • Have we clearly established our technical expertise? • Have we demonstrated that we have the capacity to handle the project and meet the schedule? • Have we provided all of the information and documentation required? • Is the proposal easy to read and easy for the client to locate the most important information? Part of quality control is allowing enough time for proofing, printing, binding, production, and delivery of the final package. It doesn’t matter how good the content is if there isn’t enough time to create a high-quality deliverable. Just like a schedule for a project deadline needs to allow adequate time for drawing coordination and printing, so does a marketing proposal schedule. Be sure to factor this in to the original proposal schedule at the beginning of the process. B OI L ERPL ATE C HEC KLIST The following standard items are often requested in standard proposals. Every firm should have these basic write-ups that can be edited for specific proposals: QU A L IF IC AT IO NS : OR G AN IZ I N G S TAN D AR D P R OP O S AL E L E M E N T S A ND BO IL E RP L ATE • Firm profile: One-page overview of the firm • Computer capabilities: Description of equipment, number of computers, programs used, CAD capabilities • Project management: Step-by-step description of how the firm manages a project • Current workload: List of projects and percentage complete or project completion dates • Quality assurance program: Description of how the firm checks its designs and fosters the quality of its work • Project roles: Description of the responsibilities of anyone working on a job, such as partner-in-charge, project manager, etc. • Design philosophy • Project approach • Resumes • Project lists: By type • References • Awards list • Affirmative action policy or EEO statement: Usually for public projects only • Claims history: Clients want to know a firm’s errors and omissions exposure. Ironically, this step really should precede the previous two, because an organized database of the firm’s qualifications— that is, of the types of information and standard write-ups (boilerplate) asked for in a proposal—is the key to an efficient proposal effort. The preceding sample proposal checklist contains the most commonly required elements in any RFP. While each client, project, and proposal is unique, most RFPs request some form of the same basic information. Many firms start each new proposal by using the last proposal submitted as a template. The limitations of that approach to proposal writing become clear when hours are wasted searching for a proposal that predates the most recent one because it contains a perfectly crafted response to the same question asked in a current RFP. One of the keys to an efficient proposal process is the organization of the firm’s qualifications—information that is asked for repeatedly. Designate a folder “Boilerplate Library.” The Boilerplate Checklist (sidebar) contains a basic list of the standard documents that should be included. Create subfolders for items such as Project Approaches. While each project approach must be tailored 388 Marketing and Business Development to the project currently being pursued, previously written project approaches may contain introductions or paragraphs that can be incorporated into current proposals. For example, the approach to historic restoration will probably always start with a site visit and review of existing documents. The time invested in developing a well-organized boilerplate library of the firm’s qualifications will yield tremendous time savings in the future. The added benefit is that the time can be used to better research the client’s needs and tailor the boilerplate to prepare a truly responsive proposal. T HE SH ORT-LI ST I NTERVIEW PA R T 2 : F I R M M A N A G E M E N T Every planning session, every market research question, every networking event, every cold call, every letter written, every trade show attended, every piece of communication sent, especially the proposal, is intended to get the firm in front of the client for a real opportunity to win a project. The joy of being short-listed is frequently short-lived, however, because the time frame is often less than a week, and the interviews never seem to be scheduled at a “good” time—that is, a time that is convenient for everyone who must participate. Particularly when there are project deadlines in-house, key staff members may be tempted to say, “I don’t have time to participate in a strategy session or to practice or rehearse.” All of the marketing hours and dollars expended thus far are wasted if the key players don’t make preparation for the short-list interview a high priority. For small-firm practitioners working without a marketing department, this is no different. Remember, getting new work is as important as executing the work already acquired. Begin by taking the same exact approach as the proposal. Let everyone who will participate, including consultants and those who will assist in preparation, know the time and date of the interview. Circulate copies of pertinent material, and hold a strategy session. Who needs to attend? The partner-in-charge, the project architect/manager, key consultants, the marketing coordinator, and/or manager. Start by reviewing the proposal submitted—after all, it is what got the firm shortlisted. Ask again: What does everyone know about the client? The project? What is not yet known? Why do the same questions need to asked? Because much could have changed since the RFP response was submitted, both with the client and with the firm. Everything needs to be seen with fresh eyes. Possibly someone in the firm or one of the consultants on the team may have new information that may be valuable. Perhaps the client, or the project, has been in the news, and this information provides additional insight into the client that can be used to prepare for the interview. At a minimum, learn who is on the selection committee, who the competition is, and the physical conditions of the interview room. If this information is not provided by the client, a call should be made to the point-of-contact to ask questions. Not all clients are willing to provide the names of the selection committee or the other shortlisted firms, but it is always worthwhile to ask. Subconsultants are often on more than one team and often are willing to share the names of the teams they are on, even if the client won’t. Why Us? Review the key reasons in the proposal submission for why the client should select the firm’s team. Have these changed? Has the intelligence and reconnaissance revealed information that requires an amendment to the original “why us” statement? Whether or not the statement changes, make sure that the key points being used to make advance the firm’s argument are crystal clear to everyone going to the interview—everyone inhouse and every subconsultant. Every individual’s presentation should support the overall strategy. At this point, in larger firms there should be a reassessment of principal-in-charge and project architect/manager designations. Sometimes there is a significant lag 6.5 Qualifications, Proposals, and Interviews 389 PA R T 2 : F I R M M A N A G E M E N T between submitting a proposal and making the short list. The workload of the individuals submitted in the proposal may have changed drastically, and they may no longer be available to work on the project. The number-one complaint of clients is that the individuals who attend the interview are not the ones assigned to work on the project. The short-list interview is the last opportunity to make a change to proposed project staffing. The same holds true for subconsultants. Perhaps there have been performance problems with a subconsultant on a project since the proposal was submitted, and this has caused second thoughts about working with them again. In addition, there may be a need for a specialty consultant that was not originally on the team. This is the time to let the client know of any project team changes. Once the team is finalized, especially for large projects, create an organization chart that clearly defines responsibilities. Clients want to know how team members will interact with them and with each other. Most important, they want to know who their day-to-day contact will be, whom they will contact when they have a question or problem—in other words, who’s in charge? Whoever is in charge of the project must also be in charge of the interview, and this needs to be completely clear to everyone attending the interview. Usually the partnerin-charge (PIC) from the architecture firm leads the interview, but it could also be handled by the project manager (PM). There may be good reasons why the PM is the right one to lead, particularly if project management is a client hot-button issue. Also, the PM may be the right person to lead the interview because of a previous working relationship with the client. The interview is a good opportunity for the PIC or the PM to demonstrate leadership of the project team. The interview leader opens and closes the presentation. Questions not directed at individuals by the selection committee should be fielded by the PIC or PM, who will answer the question or direct the question to the appropriate individual on the team. MESS AGES FOR ACQUIR IN G PRO JE CTS Depending on the circumstances, the client may perceive you—or you may want the client to perceive you—as large or small, local or out-of-town, or expert or novice at the project type. Working within the bounds of honesty, of course, here are some of the messages firms use to relate their capabilities to the circumstances at hand. S MALL F IRM • Today’s fast-breaking technology demands a generalist overview and one-point responsibility—that’s me. • We are not encumbered by in-house engineers who try to be experts on every project type. We assemble the best team we can from consultants who are truly expert for your unique project. Most of the nationally recognized designers agree with us—they don’t have engineers in-house. • Your project is a big one to us. It means a lot and will merit our day-to-day attention at the top. It won’t be relegated to lower echelons. In our firm the same architect [me] personally controls [design, specs, other elements of the process]. • Just as in your business, in architecture it all comes down to people. You want to deal with the people who make the 390 Marketing and Business Development • • • • professional judgments—not with computers or technicians. Your job means so much to us, you can be assured we won’t be shifting personnel. We are a close-knit office—overview and coordination of all aspects of a project are automatic. Everybody in the office overhears everything—there is no compartmentalization. It’s all one-on-one. Like you, contractors want to deal with and tend to pay more attention to the head of the firm. There is a limit to the number of people who can effectively work on a project. Regardless of firm size, it always comes down to the project team. We are just that—a team—and plenty big enough. LARG E FIR M • To be a “master builder” is impossible in today’s industry. A team of specialists is required. • We have in-house capability and therefore have tested relationships and teamwork among well-qualified specialists. We stress coordination. We don’t expect you to fund the organizational learning curve of our experts. You’ll get a dedicated team to see your project through. LO CAL • We are here for the long haul. We have a personal stake in the community as well as a professional one. We intend to live with the results just as you do. • We are here whenever we are needed—we are only [xx] minutes from you, [xx] minutes from the site. We’ll know when to be on the job, without you or the contractor having to call us. • Fees spent locally get re-spent seven times locally. Keep the money in our own town. • Even if we end up with an out-of-town contractor, most of the actual work will be done by local people. If they cheat you, they will have to work with us for years to come. We keep score—and they know it. O U T- OF -TOWN • We are purely professional—no local bias or pressures to use anything or anybody on your project other than what’s best for it. If it meets your needs and wishes, we will fight to get it for you. You wouldn’t be talking to us if we weren’t specially qualified. • In an information society, there’s no such thing as “remote.” Here is how we plan to manage project communication and coordination. • The fee for architecture services is about one-tenth of 1 percent of the life cost of the project. Pick the best. • We offer fresh eyes, new ideas, and objective evaluation of the performance of the contractor and all the subs. And we have a basis for comparing their work to the best work in other localities. VERY LITT LE EXPER IENC E • The late William W. Caudill, FAIA, said, “An architect who claims to have done ten schools may really have only done one school ten times.” We have no preconceptions. We’ll be working to answer your needs as you define them. • We’ll be looking for breakthroughs. Your project and site offer unique opportunities. You deserve more than a cookbook solution. • Let’s talk about what’s unique about your project and how we would approach the design. • No assembly line with us. We work hard at staying generalists. Similar but different project types keep us from getting stale. Here are examples of different projects we have done that had similar concerns—and how doing them has given us the diverse experience to qualify us to do well with your project. • We do lots of different project types—which keeps us enthusiastic and growing professionally. Nothing is by rote or done without our full, professional attention. We have to pay attention. A LOT OF EX PER IENCE • Everybody likes a winner—which is why we are consistently selected for projects like yours. You have a lot at stake here. We have a demonstrated track record. • We have no learning curve on this and won’t ask you to pay our tuition. Instead of spending time learning the project type, we can focus on your specific needs. • Let me show you all of the projects like yours that we have done. You’ll want to talk to our other clients for this type of project. Here is a list of references. • Because your project type is one we like and work with a lot, we naturally research it and continually stay abreast of the latest advances in design and technology relevant to it. We’ve got a head start on anybody else you’ll talk to. • Though we are proud of our design, it’s still only 15 to 20 percent of the service we provide. You want experts on the technical aspects—people who’ve been there and have seen all the variations. We have a lot. James R. Franklin, FAIA, Current Practices in Small Firm Management The Agenda Be sure to check whether or not the client already has an agenda for the interview, and be sure to share that agenda with all participants. Does the one-hour interview consist of a 45 minute presentation and a 15 minute Q&A, or are there 30 minutes for presenting and 30 for Q&A? The ability to present within the time frame provided is the client’s first opportunity to observe how well directions are followed, as well as the leader’s time management skills. 6.5 Qualifications, Proposals, and Interviews 391 PA R T 2 : F I R M M A N A G E M E N T • There is a reason we are the size we are—we have to pay attention to service and responsiveness. You’ll get a project manager assigned 100 percent to your project, with oversight by a partner. • Technology is moving so fast, it takes a firm our size to afford [CAD, quality control systems, continuing education, and so on—if true]. • We have staff depth and plenty of second opinions to ensure the quality of professional judgments. • We can ride out stop-and-go on a project when necessary. • We don’t depend on outside consultants, so coordination is built in—it’s automatic. • [Construction administration, specs, design, project management, etc.] is a discipline all its own—it deserves an expert such as ours. Prepare an outline with the name of each presenter that will be given to the client at the start of the interview. Prepare a second version with the number of minutes each participant has for his/her presentation. Distribute the second version to each participant. The principal-in-charge or the project manager should discuss with each participant his/her vision for the content of the individual’s portion of the presentation. Everyone should be advised to prepare a bullet-point list that can be referred to at the actual presentation, not a document to be read. The goal is that the presentation be as conversational as possible. The Checklist PA R T 2 : F I R M M A N A G E M E N T Similar to the proposal preparation process, create a checklist and schedule for the short-list interview at the strategy session (see Table 6.9). For interviews for large projects, this may require air travel, models, video presentations, etc. There may also be a need to develop a budget. In addition to expenses, the hours spent by key staff can quickly add up, something often not considered at the proposal stage. Deadlines are crucial because of the very tight turnaround time for short-list interview preparation. There is no margin for error. Similar to the proposal process, this interview process needs a manager or champion. This is the keeper of the checklist and the individual who monitors daily the status of all deliverables. Again, it is best if this individual is not a principal, but rather someone for whom the short-list interview becomes his/her short-term highest priority. Principals of smaller firms may want to assign an administrator or even a staff member to manage this process. The Leave-Behind There is no one answer to what should go into the leave-behind. Every presentation is unique, and the decision on what to include should be based on this particular project. Was the site visited and photos taken? Should they be included in a leave-behind? Is there a team member whose material was not in the original submission? Is the team especially complex? Perhaps the organization chart should be included. There are two things, however, that most presentation coaches seem to agree on. First, creating a leave-behind that consists of what was already in the proposal is redundant and serves little purpose. Second, the leave-behind should be exactly that—something left behind. It should not be distributed to the selection committee during the presentation, because all eyes and attention should be on the presenters. Planning the Presentation Crafting an opener that grabs the selection committee’s interest is key to getting the interview off to a good, memorable start. Most speakers begin the interview saying something like this: “Good afternoon. I’m John Doe, principal of Doe Enterprises. TABLE 6.9 Sample Interview Checklist Deliverables Agenda Visuals Key points for PPT or boards Leave-behind Schedule Fee proposal Travel arrangements/reservations Rehearsal scheduling 392 Marketing and Business Development Who’s Responsible Due Date Rehearsal Once the presentation outline is in place, and participants know their assignments, a rehearsal should be scheduled. W HY P R ES EN T ER S M US T RE HEARS E For anyone who thinks this is an unnecessary use of otherTO G ETHE R! wise billable time, consider the following words of former When a newly acquired branch office got short-listed for New York Knick and New Jersey senator Bill Bradley: a parking project in their hometown, they needed to rely “Just remember, when you’re not practicing, someone, heavily on their new parent company to prepare the somewhere is. And when you meet them, they will win.” presentation. While the parent company had extensive, Rehearsals are an essential part of interview prepararelevant parking garage design experience, the branch tion, and the entire presentation team must rehearse office had none. The project manager from the home together. The “I’ll rehearse in the car” ploy is simply not office took the lead in preparing the presentation. He an option. Every member of the team needs to hear what conferred with the branch office principal by phone. the others are saying. Otherwise, there is a risk of redunBecause the principal was well known by the client, the dancies or contradictions during the interview that can project manager suggested that the principal open the make the team appear uncoordinated and unprepared. presentation with a brief firm overview. The rehearsal session also allows everyone to get The day of the interview, the project manager’s flight familiar with the “props.” Have the subconsultants seen arrived with only enough time to go directly to the what will appear on the screen when they are speaking? If presentation site. Much to his dismay, the principal boards are being used, who is handling them? Who is hanbegan the interview by saying, “We don’t really do dling the LCD projector? Are participants advancing their parking garages.” Needless to say, the firm was not own slides? These are just a few of the questions the team awarded the project. does not want to face in the presentation venue minutes When the project manager asked the principal to before the start. The natural nervousness that anyone provide the firm overview, he assumed that he would about to make a presentation feels can be minimized if all explain the new relationship between the branch office of the physical logistics are worked out in advance through and the parent company. Even one rehearsal would have a rehearsal. revealed that the principal was not really comfortable Finally, another key reason why the presentation team speaking on behalf of the parent company of which he was now a part. should rehearse together is to brainstorm possible questions in advance of the Q&A session. To a fault, most professionals know their weaknesses, and know the questions that would be difficult to answer. Don’t go into the interview hoping the client will not ask the difficult questions. Go to the interview with prepared answers. 6.5 Qualifications, Proposals, and Interviews 393 PA R T 2 : F I R M M A N A G E M E N T We want to thank you for this opportunity to present to you this morning. Blah, blah, blah.” Imagine if, instead of sounding just like everyone else, the interview started with an attention-getting opening such as: “Educating young people is your most important mission. Designing the buildings that make that possible is ours.” That opener is far more likely to get the selection committee’s attention than the generic opener. Management consultant to the AEC industry and president of The Clayton Consulting Group, Dr. Janet A. Sanders, says: “Telling got you to the presentation; selling is what will win it. You’re not giving the client a reason to select you if you’re saying the same thing as everyone else.” Simply recounting credentials is not a good proposal strategy. Stress that what the team will design will serve the client’s best interest. At the end of the interview, the client needs to feel that all their problems will be over if they select the firm. “Emphasize what you’re going to do for them, rather than what you do in general,” Sanders further advises. Throughout the interview, focus on the strategic selling points—the “why us.” Use a problem-solving approach, not a past performance review. The project examples shown at the interview should very specifically relate to the client’s projects. They should be examples of how the team solved problems that were similar to the client’s problem. The ultimate criterion for what is said in the presentation is: What does the client want and what will best advance the overall proposal strategy? Coaching the Presenters PA R T 2 : F I R M M A N A G E M E N T The rehearsal should be observed by at least one individual not involved in the presentation. This individual should watch the clock to make sure everyone completes his/ her assignment within the allotted time. The observer also should take notes of nervous habits and general observations. As previously mentioned, presenters should refer to bullet-point outlines at the interview, and should have been already told that reading their portion of the presentation would not be permitted. Carol Doscher, presentation trainer and president of Graceworks, says, “It’s the human connection that will put your presentation on top.” Selection committee members are making a decision about whom they will be working with for the next few months, or even years. They do not want to be read to. The interview team needs to connect with the selection committee on both a professional and a personal level. Not all professionals are good presenters. Preparation and rehearsal go a long way toward increasing the comfort level of all presenters, but, for some, that is not enough. Professional training may be the answer for individuals who are not good presenters, but who are key staff members whose participation in interviews is essential for success. Principals of small firms should also rehearse and seek feedback, perhaps from a staff member or someone from an office down the hall. When needed, coaching for a soleproprietor principal is even more critical, since it will be the same person presenting the same capabilities at every interview. After the Inter view A thank-you letter to the selection committee should be sent after the interview. The follow-up letter can serve several purposes: First, it is the last opportunity to restate interest in the project. Second, it allows a restatement of the team’s strengths. Third, it affords a chance to address a point that may have inadvertently been omitted during the presentation, or that came up during the Q&A. In the best of all possible worlds, the firm will be notified soon after the interview that the team has won the project. If, however, the firm did not get selected, call the point-of-contact to get a debrief. It is preferable for a person who did not attend the interview to make the call because s/he is more likely to get an honest response. The caller should ask for genuine candor and honesty from the client. This is especially important for sole proprietors, who, of course, will need to conduct the debrief themselves. Some clients are experienced with debriefs and may already have a format they follow, which usually includes a review of the score sheet or selection committee comments. For the clients who do not, have a clear agenda for the call that includes four key areas: (1) technical competence, (2) communication, (3) the team organization and approach, and (4) future projects. Be prepared with specific questions, such as the following: • Did the selection committee feel that we clearly conveyed our technical ability to accomplish the project? • Did we clearly communicate our project approach and our interest in the project? • Was the selection committee satisfied with our team? With our proposed approach? The caller should take notes and make no comments in response to the debriefer’s answers. This is not the time to debate or refute the client’s take on the interview. Doing so could cause the debriefer to stop being candid, or even terminate the call. Questions to clarify an unclear answer are acceptable. End the call by thanking the debriefer and by expressing interest in future opportunities. 394 Marketing and Business Development C ONCL USI ON On the topic of preparation, Abraham Lincoln said, “Give me six hours to chop down a tree, and I will spend the first four sharpening the axe.” There really is no secret to the preparation of successful proposals and presentations. They simply require a strategic approach, a planned process, and a database of information organized for easy access—in other words, a sharp axe. 6.5 Qualifications, Proposals, and Interviews PA R T 2 : F I R M M A N A G E M E N T F or M or e I n f o r m a ti o n Architect’s Essentials of Presentation Skills (Wiley, 2002) by David Greusel, AIA. Proposal Development Secrets: Win More, Work Smarter, and Get Home on Time (Amazon Kindle Edition, 2012) by Matt Handal. Writing for Design Professionals: A Guide to Writing Successful Proposals, Letters, Brochures, Portfolios, Reports, Presentations, and Job Applications for Architects, Engineers, and Interior Designers, 2nd edition (Norton, 2006) by Stephen A. Kliment. Marketing Handbook for the Design & Construction Professional (BNi Building News, 2009) by the Society for Marketing Professional Services. Proposals: On Target, on Time (American Council of Engineering Companies, 2002) by Dan Safford. 395