What are the key factors to consider in a bid/no bid analysis?

When it comes to Gating Calls, below are the pointers accounted for Go or No Go Decisions. 📌 Scope of Work 📌 Project Timeline 📌 Resource Available and Skillset 📌 Cost Estimation 📌 Technical Approach 📌 Risk Management 📌 Quality Control 📌 Communication and Milestones 📌 Past Experiences 📌 Value Proposition This differs from organisation to organisation based on their governance measures.

When making a bid/no bid analysis, customer requirements can have a significant effect. Depending on the complexity of the project, customer requirements can determine whether or not a company is able to successfully complete the project. If the customer requirements are too difficult to meet, a company may decide to not bid on the project. Additionally, customer requirements can also have an impact on the cost of the project, as more complex requirements can lead to higher costs. Finally, customer requirements can also affect the timeline of the project, as some requirements may require more time or specific resources. All of these factors should be taken into account when making a bid/no bid analysis.

Key factors in a bid/no bid analysis: 1. Alignment with Strategy 2. Resource Availability 3. Profitability 4. Risk Assessment 5. Client Relationship 6. Competition 7. Technical Capability 8. Legal and Regulatory Compliance

Many factors can be considered based on the market you're in. Eventhough factors like relationship with client, market conditions, project complexity, lack of resource bandwidth, conflict of interest, long-term impact on company's stragegy, etc. can be considered with paramount importance. Presence of a strong incumbent vendor can also be a reason to raise the flag during your decision making.

If the prospect is already a customer of yours, gather intelligence from every possible source, including your people who work with that customer.

A competitive advantage can be a key factor in determining whether or not a company should bid on a project. A company with a competitive advantage has the potential to provide a better quality product or service, offer a lower price, or have access to resources that other companies may not have. This can give the company leverage in the bidding process, as they may be able to provide a better overall value for their services or products. Additionally, a competitive advantage can provide a company with an advantage in terms of marketing and branding, as they may be able to create a more recognizable and trusted name in their industry. This can give them a leg up in the bidding process.

Financial feasibility is critical when preparing a bid. Start by estimating all project costs, including labor, materials, equipment, travel, overheads, and contingencies. Then, assess potential revenues, such as contract value, payment terms, and any performance incentives. Calculate key financial metrics like return on investment, break-even point, and profit margin. Ensuring that your bid is not only profitable but also sustainable will enhance your chances of success. A well-structured financial plan demonstrates your ability to manage the project efficiently and reinforces confidence in your proposal's viability, making it more attractive to potential clients.

Obviamente cuando se realiza un análisis económico de viabilidad, un business case, se incluyen todos los factores que se citan aquí, básicamente un calendario de costes e ingresos. En mi experiencia, lo complejo es identificar los costes ocultos: - Financiación. La ejecución del proyecto o servicio va desacompasada respecto a la facturación, esto tiene un sobrecoste de entre un 2 y un 6% en función del precio de la financiación. Lo mejor es cobrar por adelantado, claro. -Penalizaciones por incumplimiento. Un clásico, casi nadie cree que se van a aplicar, pero se aplican. -Gestión. ¿El cliente está requiriendo todo el día informes, proponiendo reuniones? Esto tiene impacto en costes de gestión del proyecto o servicio.

we should consider the bid team capacity in addition to the operation capacity. A smart management should consider this in the go/no go bid as an overloaded bid team will not give the required results.

Start early. Plan who you would deploy, if successful. Get their CVs up to date and relevant. Make sure you do this in consultation with them, because they may just surprise you with extra information you didn't previously have.

As part of strategic alignment, sometimes you may decide that winning the bid at all cost, including trading-off on profitability, may have long term benefits for your organization. Some clients improve your overall portfolio and may be an avenue to bigger opportunities simply because of reputation. In addition to their peers and competitors, their referrals, sponsors, and/or partners become potential leads - taking advantage of the herd mentality that most organizations unknowingly practice.

Olha, na hora de decidir se vale a pena entrar em uma licitação, o que pesa mesmo é o quanto isso vai contribuir para o futuro do negócio. Não adianta ganhar hoje e perder lá na frente porque não tava alinhado com os seus objetivos estratégicos. Avalie se o lance vai trazer crescimento e oportunidades de longo prazo, sem comprometer o que você já tem. Se não fizer sentido para a estratégia geral, é melhor não participar daquele certame.

I believe there's always a lot to learn from past performance of similar proposals, yet this experience is rarely, if ever, considered during the bid/no-bid discussion. This is one of the reasons why a bid Debrief is paramount.

These days, probably the most important Bid/No Bid activities for small businesses involve pursuit measures and metrics. They tell the pursuit team if the questions are useful or not, and if a particular reviewer is biased. First, what is the correlation between the scores and the company's win rates in each market (B2B, B2SLED, B2G)? Do the average scores correlate with win rates or not? Secondly, how do a reviewer's scores track over time? Are a reviewer's scores higher or lower in the fourth quarter of the fiscal year? Third, are a reviewer's scores higher or lower than the average if a reviewer worked for a competitor? Fourth, which assessment type works better for each market, weighted scoring or a 5-level Likert scale?

Considering client relationships is crucial when determining whether to bid for a specific tender, as it allows us to evaluate how both our clients and competitors perceive us.

It may be important to consider customer history; how have we interacted with this account before? Do they provide feedback, project updates, payment, any history of complications or positive interactions, etc. This ties in strategic alignment, personal experience, and of course customer requirements.

- Attractiveness and feasibility to compete in the bid and deliver a valuable technical and cost-effective solution. - Align with organization strategies if it worth investing the resources in prescription of solution in favor of your company. - Is it really competitive bid? percentage to compete expected? or customer has certain relationships that will hugely affect the competition and will make it single source to a certain competitor?