From Library Journal
The authors, who work with A.T. Kearney and KPMG Peat Marwick, offer their particular method of training consultants to write proposals. They clearly distinguish proposals from internal reports: proposals don't have an answer but seek to sell a service to find an answer. The strengths of this title are its practicality, logical development, and detail. It points out trouble spots such as clients who don't know what they want or organizations with conflicting goals. It offers specific language for specific kinds of proposals, e.g., identify and compare for a market survey; develop and recommend for a planning project. The features that make it useful for teaching in a corporate or academic setting include reviews and summaries, checklists and worksheets, and a real-world case study. Unfortunately, like similar works, it invents its own jargon (hot buttons, PIP, SI) and takes swipes at English teachers. It is more thorough and realistic than many similar titles, however, and may be of interest to business collections and technical writing programs.?Nancy Shires, East Carolina Univ., Greenville, N.C.
Copyright 1995 Reed Business Information, Inc.
Book Description
The difference between a winning proposal and one that comes in second is only two to five points on a 100-point scale. Designed to narrow that gap, this book supplies all the tools needed to generate consistently successful proposals that elicit new clients and contracts and win over peers and senior management on a new project. The secret is in the authors' systematic, easy-to-understand method currently used to train hundreds of consultants at A.T. Kearney and KPMG Peat Marwick. It shows how to crystallize and develop key proposal messages and themes. And it uses an extensive selection of worksheets to help organize and sequence the key psychological decisions necessary to move the buyer-of the proposed service, product, or idea-from the current situation to the desired outcome.