Mistake #5: Failing to build trust and rapport
From what I have seen, less than 5% of companies submitting PQQs just don’t bother to build rapport with the customer’s evaluators and less than 40% of bidders don’t pay much attention to this either. This presents an opportunity for others.
Most customers in the public sector are faced with a dilemma.
They are highly sensitive to any claims that they have been biased or have treated anyone unfairly and as a result it is often difficult to speak to them once a PQQ, ITT or FRP has been issued. On the other hand they also want to make sure that all applicants and bidders fully understand their requirements.
The compromise they usually adopt is to stipulate that all bidder questions will be recorded in writing and are preferably raised by email and that all answers will be circulated to every bidder unless it is agreed that the subject matter is commercially sensitive to the bidder raising the question.
This arms length approach underlines the importance of getting to know the customer before PQQ, ITT or RFP release.
It isn’t impossible to build trust and rapport with a customer through written communication and one should still try but it isn’t the same as face to face communication. Fortunately there are still two or three opportunities to meet the customer and their representatives which should not be ignored. These include pre-tender open days, mid-tender interviews and site visits.
Not taking up these invitations is foolish as it sends wrong message and is a missed opportunity to gather intelligence and build relationships.
I know that time is limited and it is difficult to prioritise tasks but even if you don’t think that you need to visit site to assess the work content then think again. It’s not just about checking the scope of work even though that is really important. It is also about sending a message to the customer that you are interested and enthusiastic about their project or framework. This is what most customers are looking for.
You also miss the opportunity to build rapport and gain a better understanding of the customer which could give you an edge over your competitors. You may also find out who your competitors are as customers like to minimise disruption and take all bidders around site at the same time.
Not building trust
If you don’t already have an excellent relationship with the customer then how do you go about building one? Well, the foundation of all good relationships is trust. It is that precious and fragile ingredient that takes a long time to build but can be shattered in seconds and needs to be nurtured carefully.
Trust is also the main building block for partnering and collaborative working. If you are targeting a framework contract then if you cannot demonstrate that you can work collaboratively and develop a mutually beneficial long term relationship then you have little chance of success.
Partnering has been around for many years but most companies and people are rubbish at it! I believe this is true for most customers, design teams, contractors and suppliers.
The problems arise from a fundamental lack of understanding, commitment, behaviours, skills, processes and tools to make it work. Proper partnering is not cushy or complacent, it is demanding and challenging, but in my humble opinion it usually delivers more value and reduces risk for all parties concerned.
Is partnering and collaborative working dead? For some it is but fortunately for others it is still alive and kicking. Customers who select their contractors, consultants and suppliers based purely on price are not looking to adopt a partnering approach.
Those customers who are looking to select on best value or the most economically advantageous bid (which incidentally is the preferred approach of Government and public sector customers) and require bidders to submit a quality submission is a signal that they are very interested in how the bidders propose to add value and manage risk and partnering plays an important role in this.
What I have noticed is that the companies who score highest on their quality submissions also have a good grasp of partnering and have processes in place to help them. They can also provide examples which demonstrate their commitment to make it work.
I use a simple but comprehensive and effective system for helping my own clients introduce partnering to their projects, frameworks and business. It produces results consistently and also creates great content to use in PQQs, ITTs and RFPs.
If you enjoyed this report, visit www.winthatcontract.com.
Win That Contract
207 Regent Street, 3rd floor, London, W1B 3HH
Tel: +44 (0) 20 7692 4078
Email: [email protected]
