Delegates (fee-earners, marketing/business development professionals and bid specialists) from legal, accounting and insurance firms joined us for MBL’s workshop on “Pitch Perfect – How to Prepare and Present Winning Pitches and Tenders”. Future sessions are listed here: Kim Tasso – MBL Seminars, Whilst we talked extensively about the internal processes and resources needed to manage an effective pitch process, a key theme that emerged was the need to remain focused on the client’s needs throughout. Pitching – Focus on the client’s needs (Let the client do the talking).
As there is so much to do, often the pitch, bid, proposal or tender processes concentrate on internal systems and conversations. The team will spend a great deal of time collating information about the firm’s services and value proposition, how the work will be delivered if won and the appropriate pricing strategy. While this internal focus is necessary, it sometimes means that the pitch team loses sight of what is critical – the client’s needs. So we considered how many different ways we might increase the amount of client interaction and voice during the pitching process.
“The pitching process should be a dialogue, not a monologue” Kim Tasso
Focus on the client’s needs throughout the tendering process
We recognised that some clients – especially in the public sector and/or where procurement might be involved – will restrict the amount of contact you might have with them through the tendering process. But we spent time considering how we bring the client’s voice and needs to the forefront of the tendering process. So that the client’s needs are checked and reflected consistently at every stage (before, during and after) the pitching process.
Obviously, there will not be all of these opportunities in every tender opportunity. However, it does demonstrate that there are many potential opportunities to tap into the client’s thinking and ensure that what you propose is really tailored to their specific and evolving needs. The additional interaction with the client will also help build a stronger relationship with the client through the pitching process.
- Research the client organisation
- Ideally, your marketing and business development strategy will have identified your target client organisations
- Your research and analysis teams (perhaps within a sector team) will have gathered and processed significant information about the client organisation – this may have involved some contact with the organisation’s people
- Establish contact with the client organisation
- Your marketing strategy will have ensured that your firm’s name and services will have appeared on the target client’s radar – through digital marketing methods
- The relevant contacts should be signed up for mailings and events and connected to your social media channels so you can track engagement and interests
- There may have been activity by your account managers and/or fee-earners in being out in the marketplace and connecting with individuals from the target organisation – this information might be logged in your CRM or sales management system
- Network through the client organisation
- Once you have developed some key contacts at the target client organisation, you should have a business development strategy that helps you identify and connect with all people in future decision-making processes Selling Basics – Detectives and DMUs (Video)
- Throughout this process you will be considering who might be allies and enemies (or sponsors and anti-sponsors) and working to increase those with accurate information and positive attitudes towards your firm while learning more about their needs
- Throughout these interactions, you will be learning more about the personality and preferences of the various individuals – and the extent to which they are aligned to the client’s overall culture and “how we do things around here”. Aligning your approach and style to reflect and integrate with the client’s way of thinking and doing will be a key part of the tendering process
- Find out when an invitation to tender might land
- If passive, you will remain alert to when the client is likely to issue a request for proposals (RFP) or invitation to tender (ITT) so you can start planning at the earliest opportunity
- If active, your fee-earners and business development team will be talking to the client about their aspirations and afflictions and sharing your thought leadership to start shaping their thoughts about how they will acquire the help and services they need. There are several reviews of great books on selling processes and skills (e.g. Insight selling – building on consultative selling models)
- Respond to the invitation to tender
- When you receive an invitation to tender, you will respond to the client – show enthusiasm, ask questions and learn more about the planned process
- Even these early conversations might offer the opportunity to glean additional insights into their needs and preferences
- Decide whether to submit a tender
- Supplement your intelligence and research by talking to the client to double check that you wish to participate in the tendering process – perhaps assessing who else they have approached and the selection criteria they might be using
- Manage the conversation and aftermath if, for any reason, you decide not to participate – there may be valuable and more suitable opportunities later on – so you need to be well positioned for these
- Prepare for scoping meetings
- Review all the documentation you receive from the client – clarify any questions you have with the client
- Supplement any external or internal research that might be needed
- Identify any gaps in your knowledge so you can prepare a list of questions you wish to ask the client
- Prepare to explore their needs more closely for input into your value proposition and team selection
- Prepare a list of question that the client may ask you – and your proposed answers
- Plan how you will build empathy, trust and credibility during scoping meetings
- Assess the client’s preference for big picture thinking or whether they are more focused on the detail and the balance of rational and emotional factors in their decision-making. This may vary for different individuals client-side so your document, presentation and interaction will need to flex to accommodate differences
- Anticipate the client’s additional needs and craft the document
- Using information from your research and all client contact, speak to your sector or subject matter experts (SMEs) to understand what additional needs they client may have – considering market trends and your experience with similar clients
- Perhaps schedule calls to assess the extent of interest in these additional needs
- Start crafting the proposal document, noting any issues or questions you wish to discuss with the client – and arrange a time to share these thoughts with the client
- Check the document conforms to the requirements set out by the client and that it is submitted within the timeframe and guidance outlined by the client
- Seek feedback on the document
- Once the client has had a chance to absorb your document, check in to see whether they have any further questions and which elements of the document were of most interest or concern
- As the client will now have read the submissions from other firms, ask to what extent their thinking has evolved and whether you need to supplement the information provided by your firm
- Ask what the client expects at the presentation
- If you haven’t done so already, talk to the client about their expectations for the presentation or meeting
- Consider who they will have as representatives at the meeting and explore their particular interests
- Confirm any logistical arrangements and their preferences for timing, specific topics to explore, levels of interaction and whether there is anyone particular they would like to meet
- Promote interaction at the presentation
- Whilst you need to convey some information in the form of a presentation, strive to ensure that plenty of time is available for active discussion with the client
- As well as demonstrating your enthusiasm and knowledge of their needs you may still learn how their thinking is evolving. You are also trying to emulate what it would feel like to the client if you were working together
- Assess reaction to the presentations
- During and after the presentation, you should ask the client about their reactions to your own and other presentations. Check whether you need to alter your message or supplement the information you have provided
- You might also be able to detect their reactions to the different members of your proposed team which might suggest that you wish to make some further changes
- Confirm your understanding of the next stages in the tendering process, how they will be making their decision and communicating it to those tendering
- Offer to be available if they wish to check any details
- Obtain feedback on the client’s decision
- There may be interactions before the client makes a final decision – for example, if they continue to explore and negotiate the rates for the work and details of how it will be executed. There may be discussions about how systems will be integrated. Remain aware of client’s implicit and changing needs at this stage – as they may have to shift from an ideal arrangement to one that is more practically feasible
- Whether you are successful or not, you should have a process for obtaining detailed feedback from the clients on your approach, people, document and presentation. You will learn more about their needs here which will either help you deliver the desired service or modify your tendering process for future clients
Thanks to Georgia Pagani at MBL for her skilful co-hosting and to the delegates for their warm feedback:
- “Excellent session Kim – thank you so much!”
- “Thanks so much Kim – brilliant session”
- “Thanks so much, Kim you are always pleasant to listen to!”
Selected Delegate Poll Results
Delegate key challenges included:
- getting through the proposal stage but not the presentation stage
- managing the research process
- managing cross-firm collaboration in tendering
- aligning contributions from multiple people
- conveying the approachability and personalities of our people
- maintaining consistent high quality through all pitch documents and presentations
- maintaining the client dialogue throughout a process that can extend to several months
- differentiating our firm against the competition
- managing price negotiations
| Pitching and tendering experience | Training or experience in selling | |
| 1 | ||
| 2 | 60% | |
| 3 | ||
| 4 | 20% | |
| 5 | 20% | |
| 6 | 40% | |
| 7 | 20% | 20% |
| 8 | ||
| 9 | 20% | |
| 10 |
Topic of most interest:
- Pitch planning and processes
- 20% Preparation, early client contact and sales strategy
- 40% Creating the pitch or tender document
- Preparing pitch presentations
- 40% Delivering pitch presentations
- After the pitch
Delegate pitch process highlights:
- Cradle to grave – every stage from initial contact to final presentation
- Work with the marketing team who create materials with input from relevant fee-earners
- Manage the process after receiving the request for tender from a public procurement platform or directly from a client
- Kick off meeting with lead partner, create a draft after research and analysis then team review
MBD team primary role:
- Part of sales team (client facing)
- 60% Strategic support
- 40% Content development
- Process support
- Information/administrative support
Systems and tools in use:
- Canva
- Marketing manages the design
- Inhouse designer
- Salesforce as a CRM
- Microsoft systems
- Third party contacts clients if I provide a prospect list
- Marketing team does the research
- Templates for documents and presentations
- Bank of testimonials
- Fee reports
- Pricing and risk teams
- Third party portals
- MergerMarket
Pitch metrics used:
- 100% Number/volume of pitches
- 75% Value of pitches received/submitted/won
- Gross written premium
- Win/no win
- Fee value
- Client feedback
Criteria for deciding to pitch/not pitch:
- Client needs
- Reason for putting out to tender
- Competitive positioning
- Relevant experience
- Strategic and target clients
- Level of regulation
- Opportunities for cross-departmental work
- Pricing
- Prior relationship
- Whether one-off opportunity or potential for relationship
- Other advisers involved
Extent to which sales strategy and value proposition reflect the competition
- Entirely on competitive positioning
- 83% We consider the competition carefully
- 17% We hardly think about the competition
Examples of innovative thinking and adding value
- Partnering on values-based CSR initiatives
- Offer risk improvement survey
- Training to inhouse counsel on key issues and emerging trends
- Ad-hoc value added services
- Invitations to webinars and events
Do you have specialist writing/editing resources?
- Yes, dedicated editorial professionals
- 43% Yes, some MBD people have specialist writing skills
- 14% Yes, we use external writers
- 43% No, we manage with our fee-earners’ writing skills
Key takeaways on documents
- Moving from “we” to “you”
- Consider landscape rather than portrait
- Spend more time on executive summary
- Word clouds to identify language used by client
- “What would I say in two minutes” as a guide for the executive summary
- Reading things out loud to help redraft and make it more personal
- Value proposition that focuses on client needs (rather than the firm)
Do you contact the client to ask about their expectations for the presentation?
- 14% Only if the client offers the opportunity
- 14% If there is a particular reason for doing so
- 71% Yes – always
Best speakers:
- A manager in a previous role – ability to build relationship and their product knowledge
- Panellist on our International Women’s Day event – impactful on gender inclusion and diversity, insights on importance of allyship and fostering an environment that promotes opportunities for all
- About – BrianPennie.com neuroscientist and resilience specialist – told personal stories
- Paula Mullin – Executive & Leadership Coach on personal brand – personable, empathetic and resonated with me
- Brené Brown research professor, author and speaker. Engaging, authentic and thought provoking on vulnerability, empathy, leadership and courage
| Pros of using PowerPoint | Cons of using PowerPoint |
| Visual aid – breaks up text | Limited creativity |
| Smooth transitioning between points | Can be distracting |
| Organisation and team charts makes it more personable | Can be unengaging and dull |
| Widely used | Tend to do more roundtable discussions |
| Easy to use | Death by PowerPoint – leads to reading rather than interacting |
| Helps to structure flow and format of information | Not good when there is a lot of complex information |
| Engages the audience | Audience reading not focusing on the speaker |
Methods to avoid nerves or stress when presenting:
- Concentrate on breathing
- Prepare as much as possible
- Sit around a table and treat it as a conversation
- Practice
- Arrive early
- Visualise success
- Recognise that others are not judging me
- Crack a joke to reduce tension and lighten things up
- Avoid too much caffeine
- Find a quiet space for a few minutes beforehand
- Engage with audience in advance to build rapport
What types of rehearsals do you arrange?
- 29% For the technology and presentation materials
- 43% Individual rehearsals if requests
- 0% Team rehearsals
- 29% Full rehearsals – with all team members
- 0% With external coaches
- 29% With a “pretend” client panels
Personality assessment dog, cat and bear personalities – Better business relationships
- 14% Cat
- 86% Dog
- 0% Bear
Questions after the presentation (Internal debrief and client debrief)
- Pitch team
- What went well
- What could we have done better
- Any surprises
- Were we successful in getting to the next stage
- Do they require any follow up collateral
- What is the next step
- Client
- Reactions
- Did we answer all of your questions
- Any further information required
- How did we compare to the others
- Any outstanding questions
- The next steps
Key ideas and actions at the end of the session
- Ideas
- Conduct more research into the organisation and individuals
- Pay more attention to who you are pitching to
- If something is not clear, ask the client
- Do more competitor research
- Consistency throughout the process
- Modify materials to use “you” rather than “we”
- Action
- Take a more active approach to driving the process
- Take more time to develop a competitive value proposition
- Focus on developing the value proposition rather than price
- Tailor everything to the clients’ needs
- Undertake more research throughout the process
- Improve the process after the presentation
Latest trends in winning RFPs – PM Forum webinar
Home – PM Forum recently hosted a webinar where Charlotte Green | LinkedIn, Head of Clients and Markets at Gowling LLP, facilitated a discussion on pitches, bids and tenders with Chloe Dillon | LinkedIn, Director and Pursuit Coach at Deloitte and Dexter Williams | LinkedIn, Head of Strategic Bids at Shoosmiths discussed pitching and tendering trends.
They explained that business development extended from building the initial client relationship, to identifying a tangible opportunity, then trying to win it and ultimately concentrating again on the relationship. So it starts way before the RFP hits the desk. They noted that salary surveys found Head of Bids (responsible for the entire process) were paid more than Head of Proposals (focused on copywriting and document production).
They reflected that as more firms used technology to automate and speed up the document proposal stage, it was likely that clients would place more emphasis on the pitch presentation in future. They noted that some clients will use AI detectors when reviewing documents. They speculated that clients may actually request a presentation before a document in future.
In the private sector there is more focus on the earlier stages around stakeholder mapping, contact planning, knowing something is coming down the line in six months, starting to organise targeted marketing towards people and challenging fee-earners to support this with relationship building. Client Development Executives play a role – as they need to know the client. The maturity of business development as a function in the organisation is a key factor in achieving a seamless approach to integrating all the functions and elements together. This requires a greater knowledge of all the people throughout the firm – both in fee-earning and support functions.
In public sector tenders there are many changes driven by the devolution white paper, the merger of local authorities and changing procurement rules. The previous rule of thumb seeing 70% quality and 30% price is reversed. Social value is becoming more important – as is DEI.
They reflected that lead partners may be well embedded (e.g. in the client’s offices every day) or they may be at arm’s length and know just a few individuals. To support effective pitching, they really need to understand the culture of the clients’ business and be incentivised on winning business. MBD often plays an educational role in developing this mindset.
Pricing in legal sector is a key component in the tendering process. The Big Four firms have teams of pricing experts using Excel and also commercial excellence experts. They explore alternative delivery models (onshoring, risk based pricing, value based pricing, rebates etc). Clients are happy to pay for the expertise of experienced people but are resistant to pay for more junior roles – where AI can be deployed.
PM Forum members can view the hour video here In it to win it – Latest trends, lifecycle and working with non-MBD teams to deliver winning RFPs
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