This is obviously good for the organization requesting the services; you don t want to waste your time wading through the RFP responses of potential partners who were making huge assumptions about whether they could handle your needs based on limited information.
As a result, great firms will evaluate this background or lack of it , and if the fit isn t there, they ll pass on responding to an RFP that s not good for either party.
Allow for some creativity
Yes, good RFP instruments benefit from rigid, systematic questions and answers, but they also leave some room for your potential partner to offer alternatives based on their expertise or show you why they might stand out in their field.
For example, if you re looking to design and implement a web analytics solution, rather than asking how many lines of code or how many elements should be tracked on a website, you re much better served by coming back to the need.
To ensure coverage through any transitions down the road, be sure to ask about:
ongoing consult and services to support the proposed work and address future needs;
knowledge transfer plan and formal training possibilities;
guidelines governing current and planned or future subcontracting relationships;
competitive issues and conflicts of interest, both existing and potential;
sample legal documents like Non-Disclosure Agreements, Master Services Agreements, Statements of Work and so on ;
financial health and trajectory of the prospective partner; and
details around the team and people you might be working with.
About The Author
David Booth is a co-founder and Partner at Cardinal Path, where he helps organizations use data and digital intelligence to gain competitive advantage in their markets.