Hi! For everyone who has multiple Proposal Specialists in their company, how do you structure and disperse workload? Is it by new/renewal business, solution or specialty, or something else? Thanks for your help!
We have at around 40 commercial managers (i.e. proposal specialists) globally. So, first split is regional. Each region typically has 1 or 2 people who focus 100% on renewals. From there it isn't an official structure, but there are some people who can support pretty much any product or product line and others who have specialties. We have tried various ways to split workload in the past. At one point we tried to assign people to specific customer accounts. That wasn't terrible, but then you ran into issues where one customer account just get a huge work load with limited time, so we were having to pull people in to support at times. Honestly, our business has pretty much tried every combination and structure out there at some point. There are pros and cons with all of them. Ultimately, if you put in a solid process, have quality training, and really good documentation maintenance the structure shouldn't negatively impact operations.
@Jacie Schumacher We have our team split into two divisions (Public Sector and Commercial Projects). From there we just load balance by number of projects in combinations with due dates for the project. We also look at complexity from a proposal and demo side by these categories (Annualized booking value, New Line of Business, and Third Product Party Involvement). For the most part, we have a $$ threshold per product (we sell EHRs and services) so for one product the threshold could be 2M dollars...that project will most likely also include third party items as well, so the annualized booking value tends to be the catcher for strategic items. I bring this up as if we put a strategic deal on the plate of the specialist then we will try to reduce the number of proposals headed their way. Hope that helps!
Thank you both, this is very helpful!
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