Three,Categories,Win,Themes,de business, insurance Three Categories of Win Themes

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To develop your proposal winningstrategy, you need cross-functional contributions that might include people inyour organization who know the customer well, subject matter experts in thestatement of work, contracts, pricing, and account executives or businessdevelopers who communicate with the customer.Start the first team meeting with apresentation on the opportunity background, and then discuss what to expectduring the meeting. Then, explain to your team what your win themes are, andhow you are going to go about developing them.Here are the three categories of winthemes for your team to draw on:     1.Discriminators and differentiators. Adiscriminator is an advantage that is unique to you, which nobody else has inthe world or in the market where your customer operates. Explain what it isthat you bring to the table that is actually important to the customer eithertoday, or in the future, in order for their company to grow. A differentiatoris a strength that most of your competitors do not have when you are goingafter a multiple award contract. A differentiator distinguishes you from mostof the competition, but is not 100 percent unique. One or two others might havethis differentiator as well. Because there will be more awards than those whohave this differentiator, demonstrating your precise approach willdifferentiate you from the rest who do not. Again, remember, your discriminatoror differentiator has to matter to the customer, or it is no more than aninteresting fact.     2. Yournon-unique strengths. This is something that is usuallyreferred to as a “me too” in the proposal field because most of yourcompetitors can make exactly the same claim: “I can do this too.” However, ifyour customer needs that strength, then why not sell the fact that you are veryqualified with regard to the basic requirements?For example, if your customer caresabout small businesses and likes lots of personal contact, you could say, “Weare a small business with the infrastructure of a large business, but our goalis to focus on providing our best-in-practice capabilities as a small companythat considers each and every client vital.” Nothing about this statement isunique. Many small businesses can say the same thing.Therefore, instead of having a wintheme that is very general, you can neutralize your competitors’ similar wintheme by making the same point, but better—by adding substantiated proof toyour claim. You could add specifics describing your infrastructure, andanything that proves how focused you are on your customer: number of visitsyour CEO pays to the customer monthly, specific personnel by name who interfacewith the customer, and so on. Quantifying, qualifying, and proving it makes a“me too” strength unique and powerful.     3. The negativesthat could serve you well: the opportunities for turnaround and ghosts. Opportunities for turnarounds refer to such situations asyour company failing to deliver on a project, or getting a poor pastperformance reference. You can make your blunders serve you instead ofdetracting from you when you represent them as valuable lessons learned. Youcan show the significant changes you have made thanks to the bad experience.Once bitten, twice shy. This puts you in an advantageous position over thecompetition.You can also employ a technique calledghosting, pointing out to the customer your competitors’ unique disadvantages.“Ghosting” is not outright slandering, it is implicating your competitorindirectly and subtly. You do not name your competitor, but you do point out aproblem they have. You can also point out your strengths in the exact areawhere your competitors might be failing.For example, if you know yourcompetitor is getting ready to be sold, you may say: “Unlike other companies ofsimilar size, we are not going to be divested within a year, causing turmoil,performance/budget risk, and employee turnover.” You could then contrast itwith your stability, customer focus, and proof of delivering similar programswell.The only warning is to be verycareful, as ghosting can be a double-edged sword. Be sensitive of the risk ofpresenting your facts incorrectly (for example, a competitor might have alreadycorrected the problem), being too blunt and turning the customer off, confusingthe customer because your ghosting is too obscure, or even offending thecustomer in case they didn’t do a good job themselves managing thenonperforming incumbent.