Bid Productivity Survey
The myConsole team specialise in driving productivity in Pre-Construction, to ensure maximum output is harnessed from the effort of winning work. It is through making incremental changes to each of the activities you undertake, and embedding change in technology, that allows you to manage, monitor and measure performance, and consequently improve over time.

There are three sections to this survey; your information, bid productivity and winning behaviours analysis. Please work through the following questions with your business unit in mind for us to assist on the journey of improving. It should take 25 minutes to complete.
Start
 
Section 1 | Your Information

 
Your Name *

 
Job Title *

 
Company Name *

 
Business Unit Name

 
Region *

 
Work Phone *

 
What is your role in winning work for your company? *


 
What type of Company are you? *


 
Section 2 | Bid Productivity Index

The following set of questions will assess how productive your bidding activity is, based on your current approach. Our research shows that there is a successful combination of behaviours and activities that win more work, and given many are unaware of how to best implement and practice these, this diagnostic will prove to be very revealing. Once you have a clear indication of how productive your bidding activity is, we will identify what changes in your behaviours, processes and approaches need to be made to improve your success in winning work.
 
What is the current annual turnover for your business unit (£m)? *

 
Typically, how many bids do you submit per month? *

 
How many PQQ's do you complete per year? *

 
Typically, how many bids do you submit per year?

 
What is your approximate win rate as a percentage? *

(e.g. 1 in 3 = 33%, 1 in 5 = 20%, 1 in 7 = 14%)?
 
How many bid teams are there in your business unit? *

 
Typically how many people are there in these bid teams? *

 
How many man hours in total are typically spent on an average bid? *

 
Section 3 | Total Winning Approach Survey

Thank you for completing the Bid Productivity stage. If you would like know how exactly you can improve this Bid Productivity score, what approaches you need to take and where to apply them, we strongly recommend you complete the following questions in section 3. It will help to give a picture of those things that your Business Unit does well, identify those areas that need some improvement, and also areas that need a lot more work. It is estimated that the following questionnaire will take about 15 minutes to complete, and you will be emailed a detailed report once our team has completed the diagnostics.

INSTRUCTIONS
Please read and review each statement and consider how this compares to the way things happen within your Business Unit. If the statement exactly describes the practice within your organisation, then tick the ‘Just like us’ column. If the statement does not match the approaches within your firm at all, tick the ‘Not at all like us’ column. The other two columns allow you options if the statement is fairly close to how you do things or if the statement has just a little of your firm encapsulated in it.
 
We develop and agree Business Unit Plans and strategies, and share out agreed actions across the management and leadership team *

 
We capture and record, monitor and measure individual’s progress of strategic pursuit commitments in a management system *

 
Our people have excellent knowledge of the main market issues faced by our key clients for whom they work. *

 
We carefully monitor and evaluate key client team progress in reports for management reviews and governance *

 
We segment our client base, based on the value of each client to our organisation *

 
We have a programme of allocated tactical activities to build relationships with each key client *

 
We understand our key clients’ objectives and needs, and know the main strategies they will employ. *

 
We have a key client management database to hold all our key client information *

 
For each of our key clients we not only have clearly defined objectives, we also have specific action plans that map out who in our company is doing what, and by when. *

 
We develop plans for each our sectors with detailed strategies and share out sector team actions *

 
We carefully monitor and evaluate sector team progress in reports for management reviews and governance *

 
Our database system is easily accessible by all relevant members of the bid team to record individual’s progress, actions and next steps *

 
Individuals can easily see what individual approvals and reviews need to be completed for each of their bids *

 
We are rigorous with our governance process and no bid can progress through a gateway unless all reviews have been approved *

 
We sometimes pursue opportunities we cannot win *

 
We have a proven and accurate method of forecasting total pipeline value and profit margins of work we are predicted to win *

 
We start to capture as early as possible our target clients’ needs and objectives in a central system which is easily accessible to all members of the bid team *

 
We capture the design teams needs and objectives in a central system which is easily accessible to the bid team *

 
We start to develop win plans and win themes as early as possible in a central system which is easily accessible to the bid team *

 
We always build early relationship with the decision makers and influencers *

 
Our Go / No Go approach is based around a few individuals with experience of the business and the rationale is not necessarily recorded or communicated *

 
We follow a consistent Go / No Go procedure for making key bid go/no go decisions which is occasionally updated *

 
Our Go / No Go procedure is formalised and based on a tried and tested method of making and recording key bid go/no go decisions; it is collated and analysed for further valuable insights *

 
Our Go / No Go approach helps us to identify key win themes and specific activities that would increase our chance of winning *

 
We constantly assess the winnability of each bid in the pipeline to help us make decisions to continue *

 
We develop specific activities directed towards decision makers in key bids. These are aimed at enhancing the relationship with these stakeholders and putting us in a better position to win new work. *

 
Key win themes and bid strategies identified previously are discussed at the bid launch meeting *

 
We need to develop better bid strategies and key win themes for each bid that we have decided to pursue *

 
Bids are sometimes stopped at the bid launch event *

 
We encourage our staff to invest time to understanding the objectives, motivations and needs of all our clients for whom we are either bidding for or working for. *

 
There is a bid programme with clearly identified stages and activities that the bid team use to develop the bid content and report progress *

 
We all just progress our individual contributions until the bid manager starts chasing us for progress updates *

 
It is easy to manage and coordinate bids even when bid contributors are not in the same Business Unit or location *

 
There seems to be a lot of wasted time spent duplicating information in excel sheets *

 
Time is wasted spent chasing bid team members to deliver the actions agreed or identified in the bid programme *

 
All meetings to discuss current bids are well structured and productive affairs. People attending these meetings have received prior briefings and come fully prepared with ideas to contribute. *

 
Our information systems allow our bid teams to collaborate across all new business opportunities that are ‘in the pipeline’ irrespective of bid stage key client or framework *

 
Information needed for reporting on the progress of the bid is automatically available and easily accessible in one place *

 
We can easily access intelligence and insights from across multiple teams from across the entire organisation irrespective of BU, key client team or sector planning team and on any bid team *

 
We can easily collaborate across multiple teams from across the entire organisation irrespective of BU, key client team or sector planning team and across any bid team *

 
It is easy for bid team members to manage precisely their individual progress on each bid they are dealing with irrespective of bid stage. *

 
It is difficult to assemble all the information that the bid team needs to develop the bid strategy *

 
Key Client teams and bid teams have easy access to key data on past bids for work delivered for our key client, from any business unit within the organisation *

 
Our database contains relevant, comprehensive, and updated information on our bids, supply chain, consultants and clients. *

 
We spend lots of time re-entering information into multiple systems *

 
All the people in our organisation have access to (and contribute to the maintenance of) our database, wherever they are located. *

 
Relevant progress reports on key stages of each bid are fully defined for each individual and accessible through a central system *

 
We always formally review a bid whether we have won or lost *

 
We don’t always complete formal gateway reviews of agreed approvals *

 
Progress reporting is infrequent and we need to improve the consistency of our reviews *

 
We have formal gateway review meetings at defined stages for all bids in our pipeline *

 
At these reviews, we review the tender preparation activities to ensure convergence with prior agreed win plan themes *

 
We have full visibility of all reviews and gateways completed and can see who was involved in each review and who approved each element *

 
We have regular internal meetings to discuss progress of key bids. It is extremely rare for these to be moved or cancelled and all people turn up and are prepared. *

 
Progress reports on key stages are generated and distributed by the bid manager but it is time consuming to get updates from individual bid team and contributors *

 
Progress reporting is informal but frequent *

 
Our database is central to the way we manage our pipeline and our overall business planning. It produces a wide range of valuable reports *

 
We keep a record of win & lose statistics for all bids, and analyse this regularly to improve win rates, improve our processes, behaviours and bid selection *

 
We record and analyse hours expended by each bid team member and all other work winning cost to capture data on each bid. *

 
Performance, Innovations and value adding solutions developed on site are shared with BD and bid teams *

 
We try to capture delivery performance, innovations and value adding solutions but it is hit-and-miss and it is difficult to share insights across the business. *

 
We have a procedure for getting feedback on every project. This occurs both at the end of the project and at agreed and specific milestones. *

 
We always get in-depth feedback of our clients’ perceptions of the overall service we are delivering. *

 
We have a process in place that constantly reviews the work we have delivered. This process identifies innovative solutions and value adding activities we could offer on other projects *

 
We have a procedure for getting delivery performance feedback on work we undertake. This feedback is based on the performance expectations identified in the bid and is captured at agreed and specific milestones. *

Thank you for completing this survey. We will analyse the results, and get them back to you with recommendations on how to improve your bid productivity.

If you have any questions, or would like a demo of the myConsole set of workflow tools, please call 0330 365 0110 or email enquiries@myconsole.co.uk
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