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10052016 ssp seminar2_rivera
- 1. RFPs SSP | 5 Oct 2016 Cara S. Rivera | Managing Partner | KWF Consulting
- 2. Overview Definition and types Process: At-a-glance Elements of RFP Packaging RFP Evaluating proposals Negotiations 3October2016KWFConsulting 2
- 3. RFP • Details the organization’s specific requirements for the proposed goods or services in strategic context • Dictates or allows suppliers freedom to propose the methods, timetable, and budget for the work • Leverages an organization’s negotiating ability and purchasing power with suppliers via the bid process • RFQ (quote) | RFI (information) | RFQ (qualifications) A request for proposal is an invitation for vendors to submit a proposal to provide an organization with one or more goods or services 3October2016KWFConsulting 3
- 4. RFP examples Contract publishing • Commercial publishers • University presses | nonprofits Editorial and production services • Manuscript submission • Peer review • Copyediting • Composition • Print | digital Sales and marketing • Industry sales • Content aggregators • Institutional sales • Customer service Licensing / buying technology • Peer review systems • Semantic tagging • Data conversion • Content management 3October2016KWFConsulting 4
- 5. Role of the consultant Objectivity and experience Broad and deep market knowledge Effective and efficient approach Apples to apples comparisons Good cop/bad cop negotiating 3October2016KWFConsulting 5 Assist in contract negotiations Evaluate proposals and facilitate presentations Prepare and distribute RFP Assess needs through discovery process
- 6. The process at-a-glance 3October2016KWFConsulting 6 Presentations 4-6 weeks Agenda / invitations Hold presentations Discussion / decision Inform suppliers Contract negotiations Transition Proposals 4-6 weeks Proposals received Proposals analyzed Review with stakeholders Finalists selected Q&A with remaining suppliers RFP 2-4 weeks Need assessment Suppliers selected | prescreened Data gathered RFP prepared RFP distributed Q&A from suppliers
- 7. Steps to creating an RFP 3October2016KWFConsulting 7 Assess needs and gather relevant data Determine info needed; set reasonable timetable Identify recipients, prepare and distribute RFP
- 8. Elements of an RFP Organizational overview Business problem (opportunity) prompting RFP Results of any needs assessment conducted Schedule of important dates • RFP response due • Presentations/demos • Decision expected • Sale / transition Contact names, sources/ protocol for Q&A 3October2016KWFConsulting 8
- 9. Elements of an RFP continued Instructions for organizing, formatting proposal Requirements • Specific product/ service/ technical requirements • Other assumptions and agreements • Budget parameters • Use of subcontractors • Ownership • Point of contact Documents required as attachments • Sample reports • Standard contract language • Transition plan • References Basis of award of contract • Lowest price • Greatest financial return, • Highest quality 3October2016KWFConsulting 9
- 10. RFP questions 3October2016KWFConsulting 10 Capabilities Customization | depth of response | innovation Experience Customer profile | core competencies | staffing | subcontractors | customer satisfaction Supplier profile The organization | location | size | market position | future vision Terms of agreement Deliverables | ownership | post- termination rights | termination | financial offer Infrastructure System | security | redundancy | warranty | training Management Contacts | reporting | meetings
- 11. Packaging the RFP Cover letter/invitation • Pre-qualify • NDA Single document • MS Word or PDF • Linkable table of contents • Tables to show history/trends Excel file for apples-to-apples comparison Concise and proofread 3October2016KWFConsulting 11
- 12. What happens after vendors receive an RFP? 3October2016KWFConsulting 12 Read RFP Ask questions Do homework Determine fit, rough numbers Submit proposal? Gather information Brainstorm Prepare projections Determine offer Write proposal
- 14. Evaluating presentations The supplier • Do you believe that the supplier’s mission is aligned with your mission? • Will the supplier’s market position be helpful to you? • Are the supplier’s office locations around the world well situated? The people • Are the individuals with whom you will be working knowledgeable? • Did the presenters work as a team? • Can you envision yourself working with them? • Do you think they would be communicative and responsive? 3October2016KWFConsulting 14
- 15. Evaluating presentations continued Quality • Will the supplier uphold your high quality standards? • Is their vision for the deliverable/s aligned with yours? • Are the supplier’s products/services state- of-the-art? Capabilities • Did the supplier provide a convincing plan? • Does the supplier have the necessary expertise / control over subcontractors? • Are you satisfied with how you will be treated vis-à-vis other customers? • Can they deliver? The Financial Offer • Will you receive complete and regular financial reporting? • Are the costs/royalties/financial terms easy to understand? • Are appropriate rights retained during and after the agreement period? • Are there business terms that you would like to negotiate before entering into contract discussions? 3October2016KWFConsulting 15
- 16. Steps in negotiation 3October2016KWFConsulting 16 Predetermine essential, fall- back/ trade-off, ideal positions Settle all business terms pre-contract Read and mark up agreement; ensure contract reflects proposal, agreed on terms; lastly, legal review
- 17. Contract negotiating tips • “Approve” (revised) proposal • Agree on all business terms before negotiating contract • Communicate any truly nonnegotiable clauses before contract (good faith) • Convert individual wants into shared problems • Don’t rewrite unless you need to eliminate ambiguity or change the meaning • Work with an attorney experienced in publishing Reducing the stress levels • What is at the heart of your/my concern? What is the purpose of this clause? • Can I explain to you the situation I’m worried about and can we put our heads together to think about how this situation could be avoided? • If we removed the clause, would or could another clause come into play if we found ourselves in this (unlikely) situation? • Is it time to brainstorm with some colleagues? Questions to bypass impasse 3October2016KWFConsulting 17
- 19. Thankyou! Cara S. Kaufman | Managing Partner | KWF Consulting 410 812 5460 | cara.rivera@kwfco.com 3October2016KWFConsulting 19