The Request for Proposal (RFP) is a tool organizations use, not only to determine the best suppliers to work with; it also identifies and clearly states the risks and benefits. It allows the supplier to display their capabilities and expertise. The RFP process can become daunting and confusing if the RFP lacks structure, it can inspire more questions than opportunities to showcase the suppliers’ acumen.
We have invited Robert Udowitz (RU) and Steven Drake (SD), principals, at RFP Associates, LLC to join us for a two-part post series regarding the RFP process. RFP Associates provides guidance toward a mutually beneficial business experience for both the organization and the agency.
IABC|DC Metro: Do you find that most requesting organizations don’t know the real purpose of the RFP or they don’t know what they really want in a project?
RU/SD: It’s not that there’s a lack of knowledge about RFPs, it’s more that there’s a lack of experience with them. Unless you’ve worked in new business at a PR agency you’re not going to come across many RFPs over the course of your career. So how could you be expected to know which direction to take or what’s best to focus on without the help of a company specializing in the process? Our role, first, is to assess what an organization wants to achieve by hiring an agency. Yes, that includes the scope of work, budget, and more, but many times that includes ensuring you have the internal resources to support an outside firm.
IABC | DC Metro: What is the biggest mistake organizations make when developing their RFP?
RU/SD: There is frequently a rush to the finish line once an organization starts the process. However, searching for an agency shouldn’t be hurried. That can be a great disservice to your organization and the agency you hire, and can often result in ill will by the end of the relationship. Organizations also tend not to be as comprehensive as they should be, omitting details as specific as the context for the search and the goals, or as administrative as contact names, deadlines, and a timeline for the process.
IABC | DC Metro: What is a piece of information most organizations leave out of the RFP, they think is not important, but makes it difficult for communicators to respond effectively to the RFP?
RU/SD: As we mentioned, relevant details and historical context. When preparing an RFP you have to remember that knowledge is power and the more information you provide the agencies the more of an intelligent response you can expect – and demand. Too often RFPs create a guessing game or require research for the basics, when providing some simple details could help responding agencies focus on more important components of what you need.
RFPs should not be about testing how good one’s research is but, rather, how smart they can be with all the information presented before them. We’ll add, of course, that you should require a non-disclosure form before sharing your RFP with any agency
IABC|DC Metro: What impact has social media had on RFP/agency search process
RU/SD: Organizations shouldn’t, necessarily, create an RFP with social media in mind. They should let the agencies make their suggestions, which hopefully are grounded in some rationale and research. Social media is the next evolution in PR, many agencies have embraced it, and there are some that clearly make it their specialty. It is one tactic or communications channel, however, and therefore should be presented in the context, typically, of a broader, strategic communications program.
IABC | DC Metro: What should the organization be looking for in the agency’s response to the RFP?
RU/SD: This often depends on the topic and the issuing organization. Generally sought qualities include experience in a specific industry/field, knowledge of what’s going on and who the players are, and a demonstrated ability to offer creative, results-oriented strategic counsel. There are times, though, when an agency can provide the right skill set and ideas even though it hasn’t worked in a specific industry.
IABC | DC Metro: What is the impact of a poorly developed RFP?
RU/SD: Dissatisfaction all around. It will start without a direction of where to start and end with miscommunication and confused expectations. Often times it will end with little outcome for the project or plan.
IABC | DC Metro: How can a properly developed RFP be a great tool in the search for a communications firm/consultant?
RU/SD: This is why a proper structure is so critical – it creates a course to follow, demands specific outcomes, is reasonable with its timeline and allows for success.
Look for part two of this post. Robert and Steven explore the RFP from the agency point-of-view.
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