HOW TO WIN GOVERNMENT CONTRACTS IN THE UK DECEMBER 2016
HOW TO WIN
GOVERNMENT
CONTRACTS IN THE UK
2017
It’s not the taking part that counts
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HOW TO WIN GOVERNMENT CONTRACTS IN THE UK DECEMBER 2016
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START
WINNING
CLICK HERE TO CONNECT
WITH A SHINE BID EXPERT
INTRODUCTION
Contributing Authors
ANNE MCNAMARA
DIRECTOR
START
WINNING
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SIMON PEARCE
BID DIRECTOR
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WINNING
KIRSTEN PROCTOR
BID DIRECTOR
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WINNING
HOW TO WIN GOVERNMENT CONTRACTS IN THE UK DECEMBER 2016
WHY THIS EBOOK?
There has never been a more interesting and exciting
time to be bidding for government work in the UK.
There has never been so much uncertainty, confusion,
and chaos before either.
If you’re reading this e Book, you’re either thinking about bidding for
government and public sector in future; about to imminently launch a bid; or
working on a bid right now.
Winning government contracts is getting tougher for the established players
and even harder for new entrants. Selling to the government is a different
ball-game to responding to a straightforward B2B Request for a Proposal
(RFP). First, you need to overcome a few hurdles to get to bid, then you
must be prepared to compete on their terms.
This guide is designed to help you win work with government and public
sector buyers. By applying the principles in this is eBook you will learn to
navigate the UK public procurement landscape successfully, find the best
opportunities before others, develop a winning bid strategy, and improve
your success rate for government/public sector contracts.
Brexit Impact
Experts predict that when the UK leaves the EU,
the impact on public procurement is likely to be
minimal. Making wholesale changes is complicated,
time-consuming, disruptive and most probably a
low priority for the government. If the UK stays
within the single market, it continues to adhere to
the EU procurement laws. If it leaves, then the UK’s
regulations would need to be modified or replace
with something similar.
£242
BILLION
UK SPEND ON
PROCUREMENT OF
GOODS AND SERVICES
(2013/14)
IS THIS EBOOK RIGHT FOR YOU?
If you operate in a highly commoditised marketplace, where price is the
primary deciding factor, then this eBook is not for you.
This eBook is aimed at bidders who compete on differentiation, quality, and
other factors as well as price.
THIS EBOOK COVERS
»»
»»
»»
»»
How the public procurement process works
How to use intelligence to find the best opportunities before others
How to create your own Bidding Masterplan
How to score maximum points for your bid
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CHAPTER 1
UNDERSTANDING THE
BASICS OF COMPETING
IN THE UK
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HOW TO WIN GOVERNMENT CONTRACTS IN THE UK DECEMBER 2016
Knowing the rules of public procurement helps you to
make better bid strategy decisions. You don’t need to
read every detail but should know enough about the
regulations and procedures to prepare yourself for
what the government buyer or Contracting Authority
expects from you during the process.
THE LEGAL FRAMEWORK
Once Article 50 is triggered (expected end of Q1 2017), the UK faces a twoyear leaving process. Until an exact date is set for its departure from the EU,
it is business as usual for public procurement in the UK.
Public procurement in the UK is based on EU law which is implemented into
UK legislation as the Public Contracts Regulations (PCR). The regulations are
made up of EU Treaty principles, EU procurement directives, and national
legislation. EU law aims to create a level playfield for businesses across
Europe. The directives set out procedures for public bodies to adhere to
when conducting procurements including how contracts are advertised,
assessed and awarded.
As part of the regulations, all public bodies are required to advertise
contracts above specific thresholds in the Supplement to the Official Journal
of the European Union published across Europe. Contract values below
the threshold are not subject to regulations unless they are likely to attract
cross-border interest.
The Thresholds
OJEU Financial Thresholds
Central Government
Local Government
For Supplies
For Services
For Works
£106,047
£106,047
£4,104,394
£164,176
£164,176
£4,104,394
Value for Money
The concept of “value for money” (VfM) is a fundamental principle of public
procurement, defined as “the best mix of quality and effectiveness for the
least outlay over the period of use of the goods or services bought.” Get
familiar with it because you will come across VfM on every public sector
contract you bid for.
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UK DOMESTIC PROCUREMENT
PRIORITIES
Showing how you can help meet national priorities in
your bid responses will play to your advantage.
Support for Small to Medium Enterprises
20%
OVERALL PUBLIC
SECTOR BUSINESS WON
BY SMALL FIRMS
The government has committed to 33% of all its spending to go small to
medium-sized enterprise (SMEs) by 2020. The target covers direct contracts
with SMEs and spending that reaches SMEs indirectly, for example, a supplier
to the main contractor who holds a government contract.
If you are an SME recent changes in the Regulations now make it easier for
you to compete. For example, for low-value contracts, Pre-Qualification
Questionnaires (PQQs) have been scrapped. A simplified Standard Selection
Questionnaire (SSQ) replaces PQQs on above-threshold procurements.
Prompt payment terms are now mandated for government and on a public
procurement supply chain, which means paying suppliers on time.
Apprenticeships & Skills
573
NO. OF APPRENTICES
SUPPORTED VIA
£15BN CROSSRAIL
PROCUREMENT
Public contracts worth £10 million or more, which last 12 months or longer,
should support skills development and the government’s commitment to
creating 3 million new apprenticeships by 2020. The Contracting Authority
may require you sign up to hiring to Apprentices and investing in skills as
part of your bid. From May 2017, the new apprenticeship levy will come into
effect for all UK employers with an annual pay bill of more than £3m. If you
are a levy payer, make sure you align how and when you spend your levy pot
with your bidding plans in mind.
Want to connect
with an EXPERT?
PAGE 8 OF 44
HOW TO WIN GOVERNMENT CONTRACTS IN THE UK DECEMBER 2016
THE PROCUREMENT PROCESS
How it works
Understand the public procurement process and get yourself in the best
position to prepare and manage your bid. You might be put off by the
perceived bureaucracy and hoops you must jump through – but remember
after the first time it gets easier.
This is a basic summary of the procurement process followed by a
Contracting Authority:
BUSINESS NEED
IDENTIFICATION
PRE-MARKET
ENGAGEMENT
WHAT DO WE
NEED TO PROCURE
AND WHY?
WHAT’S THE BEST
WAY TO ACQUIRE
IT?
WHAT DOES THE
MARKET THINK?
CAN WE IMPROVE
THE SPECIFICATION?
WILL THEY BID
FOR IT?
TENDER
COMPETITION
WHO CAN DELIVER
WHAT I WANT?
THERE ARE SEVERAL
PROCEDURES THE
AUTHORITY CAN
USE TO RUN THE
COMPETITION
AWARD
CONTRACT
THE SUPPLIER WHO
OFFERS VALUE
FOR MONEY
MANAGE
CONTRACT
ADMINISTRATION
AND
PERFORMANCE
MONITORING
JARGON BUSTER
OJEU
Official Journal of the European Union
CA
Contracting Authority – The government/public-sector
body buying goods or services
ITT Invitation to Tender – The suite of tender documents you’ll
need to respond to
ITPD
I nvitation to Participate in Dialogue – The document inviting
bidders to participate in a competitive dialogue procedure
PQQ
Pre-Qualification Questionnaire to shortlist bidders and
invite them to tender
SSQ
Standard Selection Questionnaire replaces PQQ
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THE PROCUREMENT PROCESS
PIN - Prior Information Notice
(Published in the OJEU to advertise a future opportunity)
CN - Contract Notice
(The advert for the contract)
OPEN
RESTRICTED
COMPETITIVE
COMPETITIVE
INNOVATION
PROCEDURE
PROCEDURE
PROCEDURE WITH
DIALOGUE
PARTNERSHIP
NEGOTIATION
S TA G E S
ITT
PQQ
ITT
PQQ
ITT
Negotiation
PQQ
ITPD
Dialogue Stage
PQQ
ITT Stage
»» One stage process
»» Two stage process
»» Used when a
»» Used when an
»» Used when
»» Used for purchase
»» Used to shortlist
of goods where
bidders on
requirements are
financial standing
straightforward
and technical
and lowest cost is
or professional
primary factor
experience
»» Encourages
»» CA evaluates
interest from a
PQQ, narrows
large number
down bidders to
bidders
a minimum of five
»» Bidders complete
selection criteria
and tender at the
same time
»» CA evaluates ITT
responses and
selects supplier
bidders, who are
invited to respond
to the ITT
»» CA evaluates the
ITT responses and
selects supplier
customised
innovative solution
requirement
solution is needed,
is needed or
cannot be met
which requires
when CA can not
by any solution
negotiation with
define technical
available in the
the supplier
specifications
market
»» CA evaluates
»» CA evaluates PQQ,
PQQ, narrows
shortlists minimum
encourage
down bidders to a
of three bidders
genuine innovation
minimum of three
are sent ITPD
bidders invited to
which sets out
respond to the ITT
requirement
»» Following
»» During dialogue,
»» Allows for
Research &
Development
and purchase
negotiation stage,
stage bidders
of a product or
bidders usually
put forward their
service within
submit revised or
solutions to test
the same single
new tenders
with CA
procurement
»» CA evaluate the
»» On conclusion
»» Follows the
responses and
of dialogue, CA
restricted
selects supplier
will proceed to
procedure
issue ITT
»» CA evaluates the
ITT responses and
selects supplier
CAN - Contract Award Notice
(Published in the OJEU once the contract is awarded)
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»» Designed to
HOW TO WIN GOVERNMENT CONTRACTS IN THE UK DECEMBER 2016
65.8% 25.7%
2015: OPEN PROCEDURE
USED BY CENTRAL
GOVERNMENT
2011: OPEN PROCEDURE
USED BY CENTRAL
GOVERNMENT
The UK Government strongly encourages
the use of the ‘Open Procedure.’ The number
of procurements using this approach has
more than doubled in the last five years. This
procedure is leaner, quicker and less costly for
Authorities and bidders
THE TIMESCALES
Under the Lean Sourcing policy, the government requires a Contracting
Authority to complete all but the most complex procurements within 120
working days from publication of Contract Notice to Award. But we all know
things don’t always go as planned, statistics show that the government
didn’t meet its own target - averaging 160 days in 2014.
Prepare for the process to take longer, the Authority’s documentation
release dates and announcements will lapse; their activity will slow down
during summer and seasonal breaks. But your deadlines won’t change; you
can count on that. It’s common for bidders to lose some momentum and
energy during these times, but keep focused, use the time to schedule in
workshops sessions with your teams to work on your solution.
160 days
AVERAGE DURATION
OF UK OJEU
PROCUREMENTS IN 2014
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PQQ STAGE
The purpose of the Prequalification Questionnaire (PQQ) is to evaluate
your capability and capacity to deliver the proposed contract. This stage
is designed to identify suppliers who are the best fit for the contract and
reduce the number of bidders be invited to tender.
Evaluation is undertaken against selection criteria based on your economic
and financial standing; and technical or professional ability. Authorities are
not required to disclose their selection criteria or weighting system.
However, they are advised to so because it’s the best and most transparent
practice. The PQQ is made up mandatory elements – with pass/fail criteria
and project specific scored elements which usually involve providing
Case Studies and CV’s.
You can do a lot of the groundwork for your PQQ submission well in advance
of the release.
WHAT YOU CAN DO
»» Get hold of a copy of a PQQ for a type of contract you are
interested in; you can find archive versions of standard PQQ
documents on Contracts Finder
»» Create a central data library of the key policies, procedures, and
documentation that is standard requirement e.g. Equality Policies,
Company Accounts, Quality Systems.
»» Write up your best Case studies and CV’s – the aim here to keep an
up-to-date and comprehensive base documents to work from. The
content should then tailored to the contract.
»» Case studies should focus on the ‘lessons learned’ and ‘benefits’ to the
buyer. Don’t assume they know of your track record and reputation.
»» Brief your referees – pick referees who know your products/services
well. Prepare them before including them in your response. Give
them as much information as possible on the contract and what the
customer is looking for.
START
WINNING
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HOW TO WIN GOVERNMENT CONTRACTS IN THE UK DECEMBER 2016
ITT STAGE
The ITT stage is designed to evaluate which supplier has the best method of
delivering the contract at a fair price. Tenders are evaluated against a set of
evaluation criteria. The Authority will allocate the weighting between quality
and price e.g. price = 30%, quality = 40% - this can be found in the tender
documentation. There are typically two parts to an ITT- quality and pricing.
The quality part is where you provide your detailed responses.
From 2015, all public contracts are now awarded based on Most
Economically Advantageous Tender (MEAT). This is defined as “using a
cost-effectiveness approach or price/quality ratio, that offers the best price”.
However, the MEAT definition has been expanded to permit an authority to
determine the MEAT based on price alone.
Get the important questions asked during pre-market engagement. Because
the answer to anything you ask during the bidding process is shared with
all bidders. So be clever about this, don’t ask questions that expose your
naivete to the Authority or reveal your bid strategy to competitors.
FRAMEWORKS
A framework is an agreement between one or more Contracting Authorities
with either a single or multiple suppliers. The agreement sets out the
terms governing contracts that might be awarded during the life of the
agreement. For example, in a framework agreement with a single supplier of
architectural services, calls offs are made each time the service is required.
For a multi-supplier framework, an agreement is established with a panel of
architectural firms, and call offs are made from the different panel members
over the term of the agreement. In this case, the Authority has two routes
for awarding call off contracts – either through a “direct call off” with no
competition or a further “mini competition.”
Getting on to a framework is very competitive. You can see why, on a single
supplier framework you get exclusive access to a pipeline of future works,
for potentially many Authorities over four years. A multi-supplier framework
is still attractive because you’re competing against a smaller pool of rivals.
The only downside is that an Authority could require mini competitions for
individual contracts which can become costly if you don’t have an efficient
bidding operation.
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CHAPTER 2
GETTING ACCESS
TO THE BEST
OPPORTUNITIES
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HOW TO WIN GOVERNMENT CONTRACTS IN THE UK DECEMBER 2016
WHERE TO FIND THE OPPORTUNITIES
1627
NUMBER OF ACTIVE
SITES PUBLISHING
UK-BASED CONTRACT
NOTICES
Online Portals
There are hundreds of portals you can use to find public contracts. Some
are free, but others charge for providing an enhanced “bells and whistles”
service, for example, aggregating all above and below threshold contracts.
Most portals will require you to set up an account and create a profile.
You can then search for opportunities and set up alerts to notify you of
opportunities that match your interest areas – bit like a dating site.
Key portals to mention:
»» Ted Europa – All EU public contracts above thresholds are published
on The Official Journal S and is accessible on TED website. The portal is
free to use and has a comprehensive archive, but it’s not the most userfriendly.
http://ted.europa.eu/
»» Contracts Finder – Set up by the UK government, the free site advertises
contracts over £10,000 with the government and its agencies; and above
£25,000 in the wider public sector.
www.contractsfinder.service.gov.uk/
»» Public Contracts Scotland is a dedicated portal covering the Scottish
Government, local government, and wider public sector bodies. It’s free
and easy to navigate.
http://www.publiccontractsscotland.gov.uk/
»» Sell2Wales is an open information source, and procurement portal run by
the Welsh Government
www.sell2wales.co.uk
»» eSourcing NI covers Northern Ireland’s Public Sector and Regulated
Contracting Authorities. It is an electronic Tendering site which allows
suppliers to view current opportunities and respond to tenders via
the site.
https://e-sourcingni.bravosolution.co.uk/
Local Councils advertise low-value contracts on their sites. Larger public
bodies such as Transport for London or Highways England also have their
own electronic Tendering sites where you can find opportunities and submit
your tender.
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FINDING THEM BEFORE OTHERS DO
Trawling through online portals or passively waiting for a tender alert to
pop-up in your inbox will not deliver you the best opportunities.
If the first time you come across opportunity is when you see it on a portal
or alert it is probably too late. The only exception is a Prior Information
Notice for a Contracting Authority carrying out soft market testing seeking views from the market before procuring. For complex or high-value
contracts that require bespoke solutions, you need to be in there before the
procurement starts. Buyers rarely enter big deals with companies they have
not heard of or not carried out soft market testing with.
Government policy requires public bodies to operate an open door
for current and potential suppliers to discuss upcoming procurement
opportunities. You are at a disadvantage if your competitor knows the
Authority better than you do.
If there’s no relationship, then there’s no trust and no foundation to build on.
Proactively build relationships with Contracting Authorities to find out about
their plans and what they are looking for. Raise your profile well in advance
of an opportunity so that they have brand awareness of you. This needs to
be part of your business development strategy and given decent
time investment.
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HOW TO WIN GOVERNMENT CONTRACTS IN THE UK DECEMBER 2016
PRE-MARKET ENGAGEMENT
WITH CLIENT
It is in the interest of the Authority to engage with you before procurement
begins – it is entirely legal for them to do this. This is called pre-market
engagement. Getting market input before procurement means the Authority
can get specifications right, identify risks and challenges they might not have
thought of. Ultimately their priority is to create competition, the linchpin of
public procurement and main driver of achieving Value for Money.
The UK is well ahead of the rest of the EU when it comes to pre-market
engagement; around 35% of UK tenders involved pre-market engagement
compared with around 12% across the EU.
PERCENTAGE OF UK AND EU TENDERS THAT HAVE
UNDERGONE PRE-MARKET ENGAGEMENT
%
40
30
20
10
0
2011
2012
2013
2014
2015
UK
EU EXCLUDING UK
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WHAT YOU CAN DO
»» Identify your hit list of top 10 buyers you want to do
business with and start building a relationship
»» Approach them at quieter times and not in the middle of a major
procurement, when they’ll be too busy to engage
»» Do your research before you meet them, find out more about the
organisation – their challenges, priorities and pain points
»» Don’t pitch them, find a problem you can help solve for them and use
this to demonstrate ideas, products, and solutions
»» Attend their pre-market engagement events e.g. Supplier Days,
Industry Days & Bootcamps
»» Participate in soft market testing, consultation exercises and feedback
surveys they put out
»» Don’t do anything that might make them uncomfortable or be
construed as bribery – no offering of gifts, or VIP invites, etc.
THE CONSULTANTS & ADVISORS
Authorities retain consultants to advise them on everything from tax
compliance to energy efficiency. These outside insiders are brought in to
advise as part of the “client team” at an early stage when the Authority is
still developing its strategy. They have insights on what’s important to the
Authority, where its heading and the upcoming opportunities.
Start by finding out who is on the client’s team or which consultants and
advisors in your industry are aligned to an Authority. This isn’t hard – you
can often find details of consultants appointed by the Authority in publicly
available minutes of meetings, transparency spend disclosures, or on
Contracts Finder. If this is not available, fire off a Freedom of Information
(FOI) request, or use the good old method of calling key consultants and
advisors in your industry for a chat.
Want to connect
with an EXPERT?
PAGE 18 OF 44
HOW TO WIN GOVERNMENT CONTRACTS IN THE UK DECEMBER 2016
INDUSTRY EVENTS & GATHERINGS
Attending industry events and gatherings is an effective way to raise your
profile and mingle with buyers. There are many types of events but these are
the most beneficial for bidding:
»» Meet the Buyer – one or more buyers showcase their upcoming
opportunities and connect with suppliers, many formats including one to
one slots with buyers, great for networking and relationship building
»» Trade Shows – industry specific, attracts a range of buyers, suppliers,
and consultants. Gain broad exposure by hiring an exhibition stand and
working the floor
»» Conferences & Award shows – a learning event and a chance to pat each
other the back. Raise your profile by sponsoring an award or table or
offering to speak.
»» Top Trade Shows
»» Procurex – Public Sector Procurement
»» MIPIM – Property
»» DPRTE – Defence
»» Healthcare & Innovation Expo – Health
»» Bett – Education Technology
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WHO ARE THE BIG SPENDERS?
So how big is the public procurement prize?
According to HM Treasury, the UK public sector spent a total of £242 billion
on the procurement of goods and services in 2013/14 this accounted for 33%
of public sector spending.
The National Audit Office estimates £187 million was spent with private
sector providers comprising central government spend of £40 billion each
year and NHS, local government and devolved administrations accounting
for a further £147 billion.
£19,951m
£3,448m
£2,847m
£2,798m
£1,916m
£1,773m
These are significant sums, and a reliable source of revenue your business
cannot afford to miss out on.
Top 6 Central Government Spenders 2013-14
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HOW TO WIN GOVERNMENT CONTRACTS IN THE UK DECEMBER 2016
WHAT DO THEY BUY?
GOODS AND SERVICES
Highly Commoditised
IT Equipment
Consultancy
Highly Customised
ICT technical
Military aircraft
systems
and ships
Office
Construction
Work
Underground
furniture
Services
Programme
Rail System
Medical
Facilities
Congestion
supplies
Management
charging system
Vehicles
Public relations
C H A R AC T E R I S T I C S
»» Clearly defined
requirements
»» Requirements undefined
»» Off the shelf
»» Complex Bespoke/novel
solution
»» Low-value items
»» Exclusive to buyer
»» Virtually no
differentiation
»» High value
»» Low risk
»» Many suppliers
»» High differentiation
»» High risk
»» Only a few suppliers
PAGE 21 OF 44
CHAPTER
CHAPTER 31
TITLE
GOES HERE
THE
WINNING
MIGHT
BE TWO LINES
MASTERPLAN
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HOW TO WIN GOVERNMENT CONTRACTS IN THE UK DECEMBER 2016
PAGE 23 OF 44
SHINE BIDFollow
MASTERPLAN
the step the step masterplan approach laid out
in this Chapter to develop a winning bid submission.
POSITIONING
PRE ISSUE
STAGE ONE
GET READY TO BID
DEFINE STRATEGY
FIT TO FIGHT
CUSTOMER
SEGMENTATION
CREATE THE GAP
PROJECT
INTELLIGENCE
WIN STRATEGY
INNOVATION
Define what
you’re pursuing
Define your
customer segments
Stand out from
the competition
Early engagement
Strategy kick-off
session
Invent
Define your blockers
to growth
Review segments
Define your value
proposition
Gathering
information
Define the big sell
Find the solution
Develop segment
strategies
Take a stand
Turning information
into intelligence
Agree bid protocols
Build value through
your brand
Share the
intelligence
Generate compelling
campaigns
Update and share
intelligence
Get tactical
STAGE TWO
Initial documents
issued
Take action
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Identify the support
you need
Adapt
BRA
Develop
De
med
Develop
Agree proposal
messaging
Define the big sell
Generate solution
Refine
HOW TO WIN GOVERNMENT CONTRACTS IN THE UK DECEMBER 2016
LIVE PROPOSAL
SELL STRATEGY
IMPLEMENT STRATEGY
ANDING
p a concept
efine the
dia assets
SET-UP &
MANAGEMENT
FORMAL CLIENT
ENGAGEMENT
WRITING & REVIEW
PRODUCTION
EXECUTIVE
SUMMARY
INTERVIEWS &
PRESENTATION
Build the team
Dialogue preparation
The questions
Design management
Position summary
Plan
Develop a concept
During dialogue
Planning your
response
Submission
Define platform/
medium
Prepare
Create proposal
protocol
After dialogue
Editing
Compliance and
quality control
Write
Deliver
Design and produce
CVs
Case studies
Making your
writing compelling
Reviewing your
responses
your brand
Review your
set-up assumptions
Analyse your client
Generate better
responses
Blow them away
with your proposal
Executive Summary
get it right
Meeting them for the
last time as bidders
PAGE 25 OF 44
Question and Interrogate your company or project’s purpose.
Define what you want to achieve in the long term.
Outline how you will know when you’ve got there.
STAGE ONE
DEFINE WHAT YOU’RE PURSUING
DEFINE YOUR BLOCKERS TO GROWTH
FIT TO FIGHT
Identify the root issues holding back growth in sales. Understand the
blocks to your growth both internally and externally. Resolve what you
can and can’t influence.
FIND THE SOLUTION
Work out how to remove the blockers.
Define your growth targets and path to growth.
Articulate your higher purpose.
GET TACTICAL
Set out clear steps and activities required to achieve your growth.
Set key milestones and timescales for the deliverables.
The changes you have identified are the foundations of your growth.
Address the issues blocking your success and implement the necessary
changes.
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STAGE TWO
TAKE ACTION
HOW TO WIN GOVERNMENT CONTRACTS IN THE UK DECEMBER 2016
Review your current customers and separate them into them into
segments. Work out the characteristics of each and how that impacts
your organization.
STAGE ONE
DEFINE YOUR CUSTOMER SEGMENTS
REVIEW SEGMENTS
CUSTOMER
SEGMENTATION
Review the segments and generate intelligence and data for each.
Understand who are your high performers, what it takes to convert
them and who you spend too much time on for limited return. Define
where your energy should be better spent.
DEVELOP SEGMENT STRATEGIES
Once the data is analyzed create a sales and marketing strategy per
segment. In particular define the cost of sales per client. Understand
where your high priorities lie and create a mix that ensures profitability,
growth and security.
Identify what resources and tools you need to execute your strategies.
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STAGE TWO
IDENTIFY THE SUPPORT YOU NEED
Define your characteristics and that of your competition. Establish
what’s negotiable and what isn’t and how this works with your target
segments.
STAGE ONE
STAND OUT FROM THE COMPETITION
DEFINE YOUR VALUE PROPOSITION
CREATE THE GAP
Outline your over arching value proposition and the elements that make
it happen.
MAKE A STAND
Analyze this value proposition against the competition and create the
gap. Identify all of the added value that you can generate for your clients.
Decide what you stand for and stand there.
BUILD VALUE THROUGH YOUR BRAND
Ensure your brand supports both your current value propositions and
your future growth aspirations. If it doesn’t, address it now.
Execute your sales strategies through, compelling and targeted
campaigns that take away your customers pain and position you as the
only tonic.
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STAGE TWO
GENERATE COMPELLING CAMPAIGNS
HOW TO WIN GOVERNMENT CONTRACTS IN THE UK DECEMBER 2016
Prepare a strategy for early client engagement. If possible get in very
early so you can influence requirements before they hit the market.
STAGE ONE
EARLY ENGAGEMENT
GATHERING INFORMATION
Crowd source information from your colleagues, clients, suppliers,
industry experts business affiliates and carry out web research.
PROJECT
INTELLIGENCE
Attend conferences, events and trade shows to suss out the latest
information on your competitors.
Attend any open days to capture further intelligence.
If the proposal involves a physical component go visit the site to get a
first hand view.
Establish a central repository for organising all information.
TURNING INFORMATION INTO INTELLIGENCE
Use the information collected to develop an assessment of your, and your
competitors, Strengths, Weaknesses, Opportunities and Threats.
Filter out the important information using the ‘So F***ing What’ analysis
framework.
SHARE THE INTELLIGENCE
Disseminate intel across bid team.
xxReview the bid requirements and feedback from Stage 1
xxUpdate your intel and capture what you’ve learned from Stage 1
xxDisseminate information across bid team.
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STAGE TWO
UPDATE AND SHARE INTELLIGENCE
Organise, facilitate and run a strategy kick off session to get the focus
going. Review the intel and set the proposal strategy including defining
the Big Sell.
STAGE ONE
STRATEGY KICK-OFF SESSION
DEFINE THE BIG SELL
Interrogate the tender requirements.
WIN STRATEGY
Consider the Intelligence analysis and impact on the approach to the
proposal.
Define the one big idea you want to promote and the key win themes.
AGREE BID PROTOCOLS
Define the proposal boss.
Allocate roles and responsibilities.
Agree programme milestones and timescales.
Develop a compliance checklist.
AGREE PROPOSAL MESSAGING
Fully integrate the bid strategy into your solutions and service offerings
to the client.
Summarise your strategy and communicate it internally and with the
client.
Regroup for a session to assess if you need to stay
on path or whether you should pivot
Is the big sell still a big sell? Discuss win themes – are they still pertinent
What has been learned through Stage 1 and how can we apply it to the
Strategy.
PAGE 30 OF 44
STAGE TWO
REFINING THE BIG SELL
HOW TO WIN GOVERNMENT CONTRACTS IN THE UK DECEMBER 2016
STAGE ONE
INSIGHT
xxSet parameters
xxCapture relevant data
xxAnalyse data
xxDevelop long list of opportunities
xxDefine the real issue(s)
INNOVATION
INVENT
Organise, facilitate and run an innovation workshop to drive creative
thinking.
Generate innovation:
xxProducts
xxServices
xxProcesses
xxOrganisation
ADAPT
Adapt innovations to align with specific tender questions.
Challenge the status quo, test ideas and impacts of innovation.
DEVELOP
Analyse, challenge and ‘repackage’ innovations.
Finalise set of key innovations.
Integrate innovation story into your solutions.
xxBuild on Stage 1 solutions, check they specifically meet and add value to the
client
xxAdapt if required to ensure proposals fully align with revised
requirements
PAGE 31 OF 44
STAGE TWO
GENERATE SOLUTION
xxInnovation needs constant development - test and review your Stage 1
issues, products and solutions
Develop the proposal brand including the style/concept and strap line.
DEFINING THE MEDIA ASSETS
STAGE ONE
DEVELOPING A CONCEPT
Decide on whether to push the boundaries of the rules when it comes to
the actual format of the submission
Decide on and commission bid media:
BRANDING
xxBooks/magazine style
xxFolders
xxDevices
xxBoxes
xxPresentation boards
xxModels
xxPhotography
xxPortals
xxFly-through
xxCGIs
xxBags
xxVideo
xxApps
xxTemplates and bid guidelines.
xxClarify if the client has tightened or relaxed their submission criteria
which affects the assets you can use
xxPush the boundaries, inspire, delight
PAGE 32 OF 44
STAGE TWO
REFINE YOUR BRAND
xxDon’t change brand mid proposal - unless vanilla brand chosen at Stage 1
HOW TO WIN GOVERNMENT CONTRACTS IN THE UK DECEMBER 2016
Carry out a skills assessment to identify the best people in your
organisation who can demonstrate a close fit with the client’s
requirements.
STAGE ONE
BUILDING THE TEAM
Design the perfect dream team structure – populate it with the best people,
suppliers and consultants for the bid and then set out to secure them.
SET-UP &
MANAGEMENT
CREATE PROPOSAL PROTOCOLS
Read all of the tender documents.
Produce a Proposal Control Sheet setting out the deliverables and key
evaluation criteria.
Develop a draft programme with timescales.
If you can, set up a physical war room so that your team can work
together and not get diverted.
Establish the following foolproof systems:
xxProject Folders
xxProposal-tracking Whiteboard
xxEmail Discipline
xxEstablish a clear review process and team.
xxHow did they operate?
This is the time to be brutal. Define whether you need anyone else.
PAGE 33 OF 44
STAGE TWO
REVIEW YOUR SET-UP ASSUMPTIONS
xxConsider how the team went down in Stage 1.
Are they still right for Stage 2?
Find out the names and roles of each person attending from the other
side before the meeting.
Draft a dialogue plan setting out what you want to achieve from each
meeting and how you are going to prepare.
STAGE ONE
DIALOGUE PREPARATION
Define the media asset(s) you want to use in the meeting.
FORMAL CLIENT ENGAGEMENT
Write and produce ‘leave behind document’.
Mark specialists and match seniority.
Make sure the person with the best listening and analyzing skills attends.
DURING DIALOGUE
Ask the right questions, observe people and reactions, drive the win
strategy.
Adopt a problem solving approach
Introduce variants or innovation to deliver value.
Deal with the difficult issues head-on.
AFTER DIALOGUE
Respond to clarifications fully and quickly, demonstrate your
commitment.
You should now know them better - what’s really important to them?
Did you listen properly to them? What are they not telling us. Define
what would delight them and what would freak them out.
PAGE 34 OF 44
STAGE TWO
ANALYSE YOUR CLIENT
HOW TO WIN GOVERNMENT CONTRACTS IN THE UK DECEMBER 2016
Scrutinise question scoring and evaluation framework.
Define which questions need ‘Big Sell’ focus and produce a Win Theme matrix.
STAGE ONE
THE QUESTIONS
PLANNING YOUR RESPONSE
WRITING & REVIEW
Identify who your different audiences are and write your answer with
them in mind. Prepare an answer plan for each response using the
“tabloid” templates. Identify evidence to support your answer.
MAKING YOUR WRITING COMPELLING
Write original copy for specific allocated questions.
Weave bid themes coherently into your writing.
Use visuals to convey complex information.
REVIEWING YOUR RESPONSES
Brief the Review team on what is needed from them beforehand.
Obtain constructive feedback on draft bid responses, graphics and messaging
from Review team.
EDITING
Edit all responses for continuity and style including return for reworking.
CVS
Develop CV template and align with client requirements and bid strategy.
Follow-up with one to one interviews to fill gaps, clarify elements
and bring out strengths.Source good quality images of the team or
commission bespoke photography.
CASE STUDIES
Select the best and most relevant case studies.
Develop a case study template aligned to the client requirements and bid
strategy for people to populate.
xxProduce revised answer templates
xxUpdate the text and draft new elements
xxUndertake a review process to ensure consistency and messaging.
PAGE 35 OF 44
STAGE TWO
GENERATE BETTER RESPONSES
xxRevisit the responses in light of any feedback on the Stage 1 submission
If you are allowed to forget Word. Produce the proposal in a design software following bid
brand concept and templates.
STAGE ONE
DESIGN MANAGEMENT
Organise full print and media management.
PRODUCTION
COMPLIANCE AND QUALITY CONTROL
Carry out a compliance check.
Proof-read and quality control all bid responses.
Ensure a happy sign-off from your boss or client.
SUBMISSION
Deliver documents to the client... on time!
Can you improve your evidence? Can you find more targeted information
or testimonials?
PAGE 36 OF 44
STAGE TWO
BLOW THEM AWAY WITH YOUR PROPOSAL
HOW TO WIN GOVERNMENT CONTRACTS IN THE UK DECEMBER 2016
Write and produce an Executive Summary profiling the Big Sell and key
messages.
Secure quality input from subject matter experts.
STAGE ONE
EXECUTIVE SUMMARY
EXECUTIVE
SUMMARY
Your summary, second time round, has to fully reflect what you want to
drive home. This is not a cover page.
PAGE 37 OF 44
STAGE TWO
EXECUTIVE SUMMARY
GET IT RIGHT
INTERVIEWS & PRESENTATION
Research presentation panel.
Facilitate and deliver presentation preparation to cover: audience,
strategy and messaging, media assets, performance.
STAGE ONE
PLANNING
Select the best team for the interview.
Agree a plan for how to deal with questions including the difficult ones.
Visit offices and see room layout and equipment.
Define and produce the media asset(s) – Power Point, app, boards.
Reflect your bid branding.
PREPARATION
Undertake timed dry runs with the team and critique at least twice
before the actual presentation.
Do a Q&A practice run of the difficult questions.
Check your key messages and big sell are coming across.
Write and produce ‘leave behind document’
DELIVERY
Use your voice and body language.
Stay within your time.
This is it. The last chance to convince them that you are the right people
for them. This is the time to have the best people, with the best media
assets. On the best form. This only comes with practice.
PAGE 38 OF 44
STAGE TWO
MEETING THEM FOR THE LAST TIME AS BIDDERS
HOW TO WIN GOVERNMENT CONTRACTS IN THE UK DECEMBER 2016
For more on winning
visit our website... the
place to go for a range
of resources focused
on winning bids.
FIND OUT MORE HERE
www.shinebidservices.com
PAGE 39 OF 44
CHAPTER 4
SHINE BID
PAGE 40 OF 44
HOW TO WIN GOVERNMENT CONTRACTS IN THE UK DECEMBER 2016
WORK WITH WINNERS
With a win rate of 87% in the past 36 months, we take the uncertainty out of
winning bids, tenders, and pitches.
We have the skills and experience to win you bids and tenders. With Shine,
we help you define a winning strategy, which underpins your approach to
any tender process. We provide bid management, bid strategy, bid training,
bid writing, technical writing and design skills to deliver a winning bid that
stands apart from your competitors.
£6
BILLION
THE TOTAL CONTRACT
VALUE WE HAVE WON
100%
OF OUR CLIENTS ASK
US TO UNDERTAKE
REPEAT WORK
87%
WIN RATE
BASED ON
36 MONTHS
We have supported businesses in BPO, SaaS, legal services, construction,
development, infrastructure, professional services and more.
We’ve built a first-class team at Shine who make a big difference to our
clients – about $6bn of a difference so far
PAGE 41 OF 44
UK GOVERNMENT WORK WE’VE WON
Departments:
Agencies:
Public Sector:
»» Department for
Culture Media &
Sport
»» Education Funding
Agency
»» Higher Education
Institutions
»» Defence
Infrastructure
Organisations
»» Local Authorities
»» Department for
Education
»» Department of
Health
»» NHS Trusts
»» Highways Agency
»» Department for
Transport
»» Homes and
Communities
Agency
»» Ministry of Defence
»» Legal Aid Agency
»» Strategic Investment
Board Northern
Ireland
»» Transport for
London
»» Ministry of Justice
DID YOU KNOW
UK Civil Servants Attitudes: Most important factors influencing
procurement decisions
Trust
48
36
Price
47
50.5
Quality of
Services
42
Sector
24
2
.5
0%
1 1
5
45
9
58
10%
20%
30%
40%
50%
60%
70%
Essential
Important
Neither important, nor unimportant
Not very important
Not at all important
PAGE 42 OF 44
4
10
80%
5
6
90%
3
3
100%
HOW TO WIN GOVERNMENT CONTRACTS IN THE UK DECEMBER 2016
MORE FREE RESOURCES
If you enjoyed this eBook, you might be interested in our other free resources
HOW TO WRITE
WINNING CVS
DECEMBER 2016
HOW TO WIN
GOVERNMENT
CONTRACTS IN THE USA
2017
Your step-by-step guide from the experts at Shine Bid
It’s not the taking part that counts
It’s not the taking part that counts
SHINE BID MASTERPLAN
POSITIONING
PRE ISSUE
STAGE ONE
GET READY TO BID
Initial documents
issued
LIVE PROPOSAL
DEFINE STRATEGY
SELL STRATEGY
IMPLEMENT STRATEGY
FIT TO FIGHT
CUSTOMER
SEGMENTATION
CREATE THE GAP
PROJECT
INTELLIGENCE
WIN STRATEGY
INNOVATION
BRANDING
SET-UP &
MANAGEMENT
FORMAL CLIENT
ENGAGEMENT
WRITING & REVIEW
PRODUCTION
EXECUTIVE
SUMMARY
Define what
you’re pursuing
Define your
customer segments
Stand out from
the competition
Early engagement
Strategy kick-off
session
Invent
Develop a concept
Build the team
Dialogue preparation
The questions
Design management
Position summary
Plan
Define your blockers
to growth
Review segments
Define your value
proposition
Gathering
information
Define the big sell
Adapt
Define the
media assets
Develop a concept
During dialogue
Planning your
response
Submission
Define platform/
medium
Prepare
Develop segment
strategies
Turning information
into intelligence
Agree bid protocols
Create proposal
protocol
After dialogue
Find the solution
Editing
Compliance and
quality control
Get tactical
Take a stand
Build value through
your brand
Share the
intelligence
Develop
Write
Deliver
Design and produce
CVs
Agree proposal
messaging
INTERVIEWS &
PRESENTATION
Case studies
Making your
writing compelling
STAGE TWO
Reviewing your
responses
Take action
Identify the support
you need
Generate compelling
campaigns
Update and share
intelligence
Define the big sell
Generate solution
Refine your brand
Review your
set-up assumptions
Analyse your client
Generate better
responses
Blow them away
with your proposal
Executive Summary
get it right
Meeting them for the
last time as bidders
Download our Bid Masterplan
DOWNLOAD
PAGE 43 OF 44
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