How to decline a written business proposal

This is what we call the «prospect-is-always-right» syndrome, that does a lot of damage. As if you were duty-bound to make proposals to prospects!This syndrome derives from another - often costly - syndrome: «the customer is always right», which we shall tackle in the chapter onnegotiation. As a sales manager from one of our clients put it «the customer reigns supreme... especially when he is paying a princely sum!»
Hence, to accurately assess his chances, and reach a decision, the KAM is well advised first to ponder over this check-list by himself soas to form a first idea. He should then put it to the team (superiors and co-workers likely to put effort into the written response). The opening moments when an operation is presented in-house to determine a go/no go are vital. If the KAM wants a go-ahead, he must begin mobilizing his teams, even to understand and decipher the initiative. The first sales campaign is in-house. If you want the best performers on board to develop a proper response, you had better motivate them from day one with the right arguments. «Soundly reasoned» sincerity is the KAM's best argument. This does not mean making your colleaguesdaydream about the stakes and minimising the risks of losing the deal. On the contrary, it means showing how thoroughly you have analysed the pros and cons so you inspire confidence. It is often the «technicians» who help the KAM and they need to be won over by a rigorous analysis.
Meanwhile, some of the major causes of failure include the lack of motivation among the people involved in drafting (often weary ofworking for no result) including superiors (who have lost faith, though feigning support) and the dispersal of those involved, with a lack of coordination(benchmarks and successive team meetings). It is precisely the role of the KAM to head off any such deviations. It is his sphere ofinfluence and responsibility.