Over the decades, I’ve been incredibly blessed to work with and help, lots of bright, wonderful people—in varied businesses and industries. However, there are frequent commonalities.

Seems like, almost weekly, a client, (whether they’re in manufacturing, distribution, professional services, etc.) exclaims, “Hey Jeff, please take a peek at our proposals, they need upgrades and improvements.” And then, that request is often followed by, so help me, “Jeff, so many crazy things happen in this business, I oughta write a book! Can I pick your brain?”

It’s always a kick, when I’m able to dive into both of these topics and help others see the possibilities. Yet, when I’m also able to share here, the insights of a really smart friend, who literally has written a book on proposal-brilliance and is one of the most prolific authors in the world, well...

YOU are the lucky beneficiary!

Dianna Booher is remarkably talented. She has written 49 books, on; sales presentations, proposals, strategic writing, successful meetings, lead-generation and other business topics. Plus, she’s the founder and leader of the Booher Book Camp.

Although we only see each other at industry-related events, it’s always fun to visit with Dianna. To learn from her—and to kid her!

When Dianna and I are on an elevator, before we exit, I’ll ask, “So, we rode eighteen floors together, did you just finish another book?!”

Recently, Dianna and I had a terrific conversation, about family, business, proposal-writing and book publishing. While her answers to my questions—have obvious and immediate application to your written proposals, pay close attention to her language and strategies. And you’ll also discover, how they can easily be adapted to oral in-person or virtual presentations and proposals. (And as an added bonus, Dianna can help you become a published author!)

Jeff Blackman: How do you convey “confidence” in a proposal, or what we call, an action plan or growth game plan?

Dianna Booher: Specificity creates credibility. Vagueness produces doubt. Be specific about your track record, what exactly you’ve done, for whom and with what results. Be specific about results you can achieve for the prospect and by when. Be specific when you cite references or testimonials—and with biographies you include. Win with facts and certifiable results.

JB: What’s irresistible language?

DB: The bigger question is: what NOT to include. These weasel words scream, “I’m guessing!”

- Will attempt to...

- In most cases...

- Typical results include...

- Will make every effort to...

- Not an implied guarantee...

- Dependent on X, Y, and Z...over which we have no control.

JB: What then, are sure-fire strategies?

DB: Streamline your proposal to one key strategy and only one secondary strategy. You can’t be all things to all buyers.

Basically, you have only six strategies:

1. Your product/service is the best.

2. Your management of the project/sale is best.

3. Your technical expertise is the best.

4. Your customer service/training is the best.

5. Your pricing is best.

6. You’re better than competitors.

Decide which is your key selling point(s) and drive that home on every page, in every way. Think TV commercials. Each ad doesn’t make ten key points.

JB: How do you avoid/eliminate “proposal purgatory” i.e., the action plan is “sitting on their desk” and “awaiting a decision”?

DB: Leave action in your hands: Suggest the next action YOU will take. For example:

- you’ll arrange a demo with a current client, so the prospect can see your product in action or

- you’ll interview some of the prospect’s key people to collect data crucial to the project’s successful execution

Also consider:

- statements like; “the offer, investment is good for X days”

- raising concerns about what might be jeopardized, if the project or decision is delayed {Jeff’s addition: I encourage our clients to ask, “What’s the risk of doing nothing?” or “How might time become your enemy, if you choose to delay/wait?”}

JB: What are common proposal mistakes? (How can they be avoided?)

DB: Here are five.

MISTAKE 1: No Strategy.

The most important feature should be your theme or strategy, which is developed and repeated:

- Why should the decision-maker pick you over others?

- Do you have the best design?

- Do you have the best trained technicians?

- Do you have the latest technology, equipment or information?

- Can you do it faster than competitors? Stress key overriding themes, with your capabilities and expertise.

MISTAKE 2:  Failure to Show Adequate Understanding of the Problem.

Don’t have all the answers, before you hear their questions. A necessary part of your job is to communicate to the reader/listener a full understanding of the problem or objective, so he or she will be convinced your solution is the right one. {Jeff’s addition: I encourage clients to focus on the results / benefits / advantages / outcomes — their solution delivers.}

MISTAKE 3: Answers to the Wrong Problems.

Make sure you investigate a decision-maker’s stated needs or wants. What an RFP states and what can be gleaned from a discussion with the buyer, may be vastly different. Many, including me, have learned this tough truth.

Once, we received a request to propose a training program, that already included a detailed course outline. Because there were several spots for improvements, we called the prospect and asked if the topics were firmly set. We were told, “Yes. That’s exactly what we want. Our VPs and technical experts have signed-off on that outline.”

So we developed our proposal to focus on the outline. It was rejected. The prospect’s explanation, “The winning proposer completely scrapped our course outline. What he suggested made more sense, and we’re really excited about the changes.”

You too, must discover the differences between stated needs and real needs, yet only by uncovering discrepancies. Give clients what they need, but be sure to discover their real needs. {Jeff’s addition: Your role isn’t to merely appease and please. It’s to challenge your decision-maker—to help them reconsider, reexamine and rethink. This, also generates respect!}

MISTAKE 4: Extravagant Claims.

Readers raise eyebrows when individuals and their organizations claim to have expertise in everything.

Avoid hype, like:

- “the most extensive”

- “the most authoritative”

- “unequaled”

- “the undisputed leader”

Overstatement produces skepticism. Instead of hyperbole, include; published articles, survey results, test data, testimonial letters or videos, sample products, or whatever proof supports your claims.

MISTAKE 5:  No Memory Aids.

By the time a decision-maker reviews several proposals, disorientation sets in, i.e., “Which proposal-writer claims to be able to do what, why, where, when, how, and at what cost?”

Don’t assume your reader will be as eager to work at understanding and remembering your key points as you are. Provide help with; overview statements, defined sections, summary blurbs, informative headings, and where appropriate—high-impact graphics with full captions.

JB: How do you use a proposal or action plan, to position a relationship, not just a project or an assignment?

DB: Proposals should identify you as a key player. If not for this project, then the next one. Emphasize your credentials, expertise and successful solutions. Always position yourself as a trusted advisor. {Jeff’s addition: When trust is high, fear is low!}

If you “win” this one, great. If not, keep the door open with friendly questions like; “How can we meet your needs better next time?” or “What suggestions can you make, to help us help you, next time?”

JB: Dianna, let’s shift topics, as the author of 49 books, with over 4 million copies sold, what are the most important publishing lessons you’ve learned?

DB:

• Writing and publishing a book is THE best way to establish your credentials and market yourself. More than 82% of my clients for the past 36 years have come to me because of my published books—and those clients have been Fortune 500 companies.

• A published book opens doors to executive offices.

• Prospects don’t throw away books. They remain on their shelves indefinitely. I’ve had clients call me back for repeat business and referrals 30 years after initial contact and work.

• Authorship creates credibility, gains media attention for you, your product or service, and enhances your brand—plus, earns you passive income.

JB: How do you get started?

DB: Decide where you excel. What do you know first-hand? Do you have a key skill or process others need to know? Do you have access to data, studies, results that add to industry knowledge? What experience or lessons can others learn from you?

JB: How does one create differentiation and value?

DB: You have to differentiate in one of the following ways:

• What’s your new angle on the topic?

• Can you write about the topic in a shorter format?

• Can you do the comprehensive book, so readers don’t have to buy seven books from other authors to cover all the bases?

• Can you write about the topic for a different audience?

• Can you write about a technical topic, but for a lay audience?

• Can you write about the topic in a broader way so it applies to all industries?

• Can you narrow the topic to one specific aspect, no one has tackled before and go deep?

JB: What are the qualities of a bestseller?

DB: A “grabber” title. A broadly appealing topic. A great cover. A table of contents that tells and sells. A great distribution system. An attractive internal format. A promotable author with a platform.

For more of Dianna’s winning ways, take a peek at:

https://booherresearch.com

And if you’re ready to write your bestseller, be sure to see info on Dianna’s next book camp:

https://booherresearch.com/booher-book-camp/

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