5 mantras for tendering success
Roshan Sahukar, Tender Specialist (Sydney)
If “tender services Sydney” shows up regularly in your search history (alongside, obviously, cavoodle puppies Sydney, Gavin & Stacey finale and sushi near me) it’s fair to say you’re probably looking for a little help winning work via competitive tender processes. If you haven’t tendered before, or want to do it better next time, working with a tender consultancy like Tender Plus is a great way to learn tricks and techniques for tendering success. And the best thing about being a tender consultant is that every bid is different so we’re always learning, too. A recent bid we worked on was big and complex and so much fun, and it really highlighted the key things to remember when coordinating a tender; things a bid manager can draw on during a tender process. I think of them as our mantras for tendering success.
1. Connect with the bid team
As with any working relationship, it’s important for us as tender consultants to form a connection and build trust with the bid team. This process can and should start from Day 1, preferably at the kick-off meeting. This is a tender specialists’ opportunity to identify the subject matter experts (SMEs) we’ll be working closely with over the coming weeks and possibly months. Sometimes, especially initially, a subject matter expert might feel threatened that as tender specialists we’ll catch them out and expose them somehow. This is especially the case if they are new to the bidding environment and/or lack confidence in their own abilities. As tender coordinators it’s our job to connect with them so they feel comfortable doing the work. It may seem obvious but one of the best ways we do this initially is simply to pick up the phone and introduce ourselves. A friendly voice on the end of the line is a great way to break the ice and serves to reassure the contributors that they are the experts and we are here to guide and facilitate the process. This is not the time for cookie cutter methods. Each client we work with will require a slightly different approach. So, we have a tendering toolbox that we draw from. An experienced tender consultant can quickly identify personality types and will adapt their technique accordingly. Is the SME proving to be hard to get on the phone? We send an introductory email in a warm and friendly tone. No response? We set up a meeting. And if they consistently decline our meeting requests? We jump into the returnable and have a go at writing their section – then send them a link requesting comments. Of course we won’t necessarily know the answer, but even if our first draft is incorrect, it can often lead us to the right answer. And nothing gets the SME’s attention like an incorrect tender response. Which leads us to our next mantra.
2. Sometimes you need to get it wrong before you can get it right
I say this to our clients all the time: Often the best way to get a response right is to get it wrong first. And no one knows this better than the seasoned tender writer: if we’re not sure of the approach to a particular question we’ll start to make assumptions or our best guess and write a response anyway. This draft response might cover our understanding of the topic, the key features of the client’s solution and the benefit to the customer. With this technique, we can’t go wrong – even if we are! If our approach is correct it gives the SME an opportunity to edit and refine the answer. And if it’s heading in the wrong direction entirely that’s fine, too: at least it gets them thinking about what the right approach might be. Then, before you know it, what started out as a blank page has the makings of a compelling response. The other thing about an incorrect or slightly misguided answer to a tender requirement is that it will start to flush out the main contributors that will help steer the tender response in the right direction. Our most valuable contributors might have nothing to say until they don’t agree with what’s been written – and then a healthy debate ensues and the solution begins to crystallise. So as tender specialists we’re not afraid to make mistakes because our experience tells us that an incorrect answer is often what leads us to enhanced client engagement and a more considered and compliant response.
3. Teamwork makes the dream work
The most functional of bid teams are the ones where everyone pitches in to help each other. The nature of bidding is that there are natural ebbs and flows of work so some contributors might be under the pump while at the same time others are comparatively quiet. Pitching in to help out busy team members takes the pressure off when they need it most and reminds them you’ve got their back. This might be as simple as grabbing someone a coffee or offering a sympathetic ear to a colleague who looks stressed – or you might want to give more specific assistance, like an offer to read over a tender response or sit in on a meeting to offer a fresh perspective. These actions are powerful signs of solidarity and such thoughtful gestures tend to inspire other acts of kindness in the office – chances are if you reach out to a team member to help them out, it’s very likely they’ll do the same for someone else down the track. A team mentality is so important in high-pressure bid environments, especially towards submission time when stress levels start to peak. If we commit to looking out for signs of overwhelm in our fellow bid team members everyone feels supported and better able to dig deep to get the job done.
4. Bids are messy
This one is a favourite in the Tender Plus office. It serves two purposes. First, it’s reassuring to remember during times of uncertainty or after a disappointing meeting. Sometimes in bids, things naturally get worse before they get better, and when a solution isn’t forthcoming or there is conflict within a bid team it’s easy to feel like the light at the end of the tunnel has been switched off until further notice. This might be because a solution is still unclear or key personnel are pulled in other directions or any number of other reasons. Second, keeping in mind that bids really are messy serves as a gentle reminder that in tendering, as in life, if we expect perfection we’re likely to be disappointed. Doing the best with what we’ve got is far more satisfying. Plus, rolling up our sleeves and cleaning up a mess is one of the fun challenges of tender coordination.
5. Take the easy wins
There are lots of things we can do throughout the tendering process that can help alleviate bottlenecks and ease pressure down the track. Some of these tasks can be a little boring, sure, but ultimately they are important for consistency across the bid. Things like setting up templates, formatting tables and developing graphics as early as possible are essential for presentation of a cohesive bid. Not to mention thorough and accurate blueprinting to ensure all the tender requirements are covered in your response. While jobs like these are generally quick to take care of individually, if you delay all the graphics (RIP graphic designer) or all the formatting (RIP sanity) until the final few days before the submission is due you’ll be kicking yourself and you’ll likely miss the opportunity to elevate your tender response from compliant to compelling by polishing your returnable documents and strengthening alignment to your tender strategy.
The debrief
Most, if not all, of these mantras were born from reflecting on our successes as tender consultants. At the end of every bid, it’s important to reflect on lessons learned and even more important to use these to improve our approach for the next bid and the one after that. In fact, it wouldn’t be a Tender Plus tender without a high-quality debrief. Continuous improvement makes us better tender writers and tender coordinators, which can only be good for our clients. Want to find out more about tendering and how we do it? Learn about the tender services we offer in Sydney, Brisbane and Perth here.