Shortlist New Business Presentations

How to break our hearts…

“We had the debrief yesterday. The feedback was that our proposal was really well written and professional, they said that was the reason we were invited to present, so thank you for that! They told us however that ‘the opportunity of presentation and the Q&A session was not utilised well, and it did not demonstrate or provide further benefits from our original response. As a result, no moderations were made after the presentation session’. The main negative points were that we didn't sell ourselves enough in the presentation and convince them that we were the best ones to do the job.”

And that’s how to break our hearts.

Contrast the above (actual example) with a client who acted on our advice to present as a team which represented both their story of diversity and investment in social outcomes, and their leadership/technical competence – for which not all the management team were relevant!

They knew they had nailed it when they saw a tear in the eye of one evaluator as one of their key team members (a supervisor) finished telling their story, which was itself a proof point in their submission.

Shortlist presentations are to sales pitches what tender submissions are to marketing collateral.

They are quite different things.

Marketing collateral mostly focusses on what you have to offer.

A great tender shows that you understand what your target client is trying to achieve and the risks that concern them and provides compelling evidence as to how your solution will meet their requirements and manage their risks better than any other potential provider.

Remember – people want to do business with people.

In the case of a tender – mostly evaluators want to see the teams who will do the work – the ones behind the relevant experience, relevant skills and innovation proof points you spoke about so convincingly in your submission!

Here are some tips:

1. Be authentic - you don’t need a ‘slick sales pitch’, and in fact that can backfire

One comment we heard from an evaluator was “they all feel coached” – and that was not a compliment.

A lot of trainers will try to heavily coach you– but whilst we recommend practicing (see below), don’t lose your authenticity. For example, on the off chance your QS is not an ebullient people person – don’t try to train them to be otherwise – introduce them to the evaluators, explain their role and their style.

The panel will be looking to see how and what you can deliver, not how good a ‘salesperson’ you are.

2. Ask about the agenda:

• what content they want to see?

• who do they want to attend?

• how much time is available?

• what presentation format do they want?

• who will they have attending and what roles do they have?

• will there be a Q&A session?

3. Develop your presentation around that agenda

In this, remember your win themes.

They should inform how you develop your presentation just as they informed how you developed your submission.

Starting off with an overview of your business is fine. But be concise – you have already been invited through the door, so those credentials are just hygiene factors at this point.

What the evaluators want to hear about is how you will help them. It must be about benefits i.e. what’s in it for them.

The people present must be the human face of the evidence used in your submission which got you to the table in the first place!

Remember – “people do business with people”.

4. Agree a Leader, practice

This person’s role is to direct your team – to be the focal point to receive and distribute questions to the right member of your team.

For all attendees you must agree:

• why are they there?

• what will they say?

• who will answer which type of question?

Finally – PRACTISE!

Rehearse the draft presentation – ideally in front of colleagues who will give honest and well-informed feedback!

Review the feedback, finalise the presentation, and rehearse it.

Then, your next challenge can be closing the contract!