Managing Director to Managing Director learning

Photo by Brittney Rankin from Flickr
Business StrategyOperations & QualityPeople & ManagementStrategy & Leadership

Customers and their procurement advisors don’t deliberately set out to write contradictory, vague or ambiguous instructions and questions in their Pre-qualification Questionnaires (PQQs), Requests for Proposal (RFPs) and Invitations to Tender (ITTs) but you would think so judged on the responses they receive back from bidders. One of the more obvious mistakes that bidders make is failing to ensure that

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People & ManagementStaff & teams

Relationships are important.  It is a basic human need to perceive an association with others – common denominators, similarities, ‘belonging’ and being part of the gang.  Relationships are the conduit through which connections are made, information flows – and ‘understanding’ prevails.  In fact, the extent to which appropriate information flows freely throughout an organisation is the extent to which nearly

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Business StrategyOperations & QualityPeople & ManagementStrategy & Leadership

I often see tender submissions and proposals which are well constructed and in tune with what the customer is looking for but despite this the bidder can’t back their answers up with evidence of actual achievement. The answers therefore come across as ‘aspirational’. They give the impression that this is what they would like to do rather than what they

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Business StrategyMarketingOperations & QualitySalesSales & Marketing

Why do many organisations repeatedly pursue contracts where they have little chance of success? This is a subject which has fascinated me for many years. It is a phenomenon that shows no signs of running out of steam. There are numerous factors which may help to explain the reasons for it, most of them are self-inflicted. In the first chapter

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Effective managementLeading behavioursPeople & ManagementStrategy & Leadership

Customers are most interested in how you will add value and reduce risk relative to the price. It is therefore a mistake if the things that are most interesting and beneficial to them are buried in your PQQs, tenders and proposals making it difficult for the customer’s evaluators to find them and award marks. The purpose of a pre-qualification process

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Business StrategyOperations & QualityPeople & ManagementStrategy & Leadership

A scatter-gun approach is ineffective and wasteful. You need to be really focused and realistic so that you invest your time and money on the opportunities where you have the best chance of winning and making a profit! To generate the best results you need to start as early as possible. There is a lot of work to be done

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MarketingSales & Marketing

Many speakers at MD2MD meetings and I suspect most coaches and mentors discuss with their clients how they stand out in a crowded marketplace.  And during the sales and marketing process it’s especially difficult as it can only be about perception at that stage.  Even if the experience you deliver is exceptional potential buyers haven’t yet experienced it so how

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The FT Sightsaver appeal auction at the Getty Gallery, London.
Business StrategyOperations & QualityPeople & ManagementStrategy & Leadership

One of the most challenging aspects of running your business is ensuring a steady stream of profitable contracts. I’ve put together this SPECIAL REPORT to give you a comprehensive picture of where I believe organisations are going wrong when completing pre-qualification questionnaires, tenders and proposals. I have grouped the 23 biggest mistakes into similar categories; there are nine of these,

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