Here is a comment left on the blog by Tony Ennis, who is a long-time client of IMPAX and the the founder of Orion Sales Performance. He is a very strategic business development leader and was reacting to the last two postings about developing an RFP response strategy. Well said Tony!

"Thank you Mark! By nature, an RFP is constructed to put "vendors" in a box. At best they are a necessary formality and at worst they may strip a value leading organization down to quantifiable answers, ridiculous rules of "engagement" and a trip to the vendor price grid. I believe a couple of important factors need to be considered in order to achieve the desired goals in your post.

• Who is the force behind the RFP? The customer's procurement office, the competitor or the company in reference?
• Who developed the requirements of the RFP? If the company in reference has driven the opportunity and the RFP is a necessary formality, there may be an opportunity to shape the requirements to focus on value versus price.
• Will the customer allow presentations in conjunction with the RFP delivery.

This might be an overly simplistic viewpoint, but if my organization has created the opportunity, if my team has shaped the requirements to consider value and finally, if my team can present to the customer; and specifically the decision maker, prior to delivering the RFP; full steam ahead. I would deliver the RFP at the conclusion of the round table discussion at the presentation. If I cannot check these boxes, I would recommend taking a pass; or at a minimum, responding with a "no bid without presentation".