By Claus Thorsgaard
Revenue growth is a top priority for nearly 1 in 2 firms (49.3%) according to a recent IDC study. Yet bid preparation often takes billable consultants away from billable work. Even firms with dedicated business developers eventually engage billable consultants to define solutions, scope effort, or justify credentials.
But trading billable time for non-billable proposal work may delay engagements already in progress, jeopardizing client satisfaction. And the revenue on billable work is delayed, while costly non-billable hours quickly pile up. Can capturing new business be a little easier—without taking on unnecessary cost and risk? The Typical Approach Information gathering is often the most cumbersome step in producing winning proposals. Just think of the distinct information typically needed: Past work for the client or similar work for similar clients, costs realized and historical margins, the resources involved and their performance; the list goes on.
To continue reading, become an ALM digital reader
Benefits include:
- Authoritative and broad coverage of the business of consulting
- Industry-leading awards programs like Best Firms to Work For, Global Leades and Rising Stars
- An informative newsletter that goes into the trends shaping the industry
- Critical coverage of the employee benefits and financial advisory markets on our other ALM sites, BenefitsPRO and ThinkAdvisor
Already have an account? Sign In Now
