Let me start with something I hope we can agree on: A proposal is not a box of chocolates. You should know exactly what you are going to get. In my last post, I argued, not for the first time, that proposals need to be self-consistent to telegraph the quality of your offering and seriousness of your team. This also applies to coherence between expectation and delivery. If you have a pile of cute puppies on the cover, your proposal better be about puppies. Themes are important guide rails that direct the attention of not only the readers, but more importantly, your writers, towards delivering a cohesive offering that raises evaluators’ expectations and then satisfies them.

This deceptively simple definition seems to escape many teams I work with. I recall sitting through back-to-back strategy reviews of six different proposals. When the presenters arrived at how they were going to get selected over the competition everyone’s message was a variation of: “Delivering world-class science within the cost cap.” Somehow it hadn’t dawned on any of them that this was the price of entry, not a differentiator. What they proposed as a win theme was an almost-literal quote from the requirements document. If the reason to be selected is the same for everyone, it isn’t going to work. 

A win theme, because why else would you want to have a theme unless it helps you win, is rarely something that you will find in your proposal document. Really inexperienced teams may be tempted to not only write it in your document, but also repeat it. That is the “pick-me-pick-me” approach. It almost never works. A well-crafted win theme though, may be displayed prominently in front of your writing team. When the interior decorator on tv wants to go for “maximalism” they are not going to hang signs reading “max” all over the room. They will ask the client “what do you think of when you hear maximalism?” “What elements invoke that for you?” Used in this way, themes are a vehicle to start a conversation on how to connect what you have to offer with what the evaluators are looking for. Think of the car company that is targeting the luxury sedan market. They may highlight the rich feel of buttery leather seats and a cabin that envelopes the driver in soothing serenity. A very different approach to the customer looking for a sporty ride that delivers on a tight connection to the road, coupled with lots of responsiveness.

It can also be very effective to combine apparently contradicting elements in a theme like a luxurious product for the budget conscious customers. Think small chocolates marketed as tiny indulgences. Though those have to be crafted with great care. Otherwise it is easy to end up with something like: “Octoberfest in Tokyo.” While that may be a great theme, it is likely to confuse most readers. 

Here is an example of how to show rather than tell that you have a theme of low cost risk. Which by the way means that you are likely to deliver what you are promising within the proposed budget: (1) an experienced team that has done this work multiple times, successfully, within budget; (2) all technical aspects have been demonstrated by this team before; (3) your goals and requirements are closely linked and well documented; (4) you have allowed for significantly more budget than what you expect to spend to cover any surprises; (5) any facilities or long-lead items are available or in hand. Once you demonstrate all these elements of your proposal you do not need to say anywhere that you are low cost risk. Instead it is a conclusion that the evaluators arrive at. But that is no accident. They arrive at that conclusion because you have structured your entire offering and proposal document leading the evaluators to that conclusion.

This should also make it clear that a theme is not like a spray tan you put on at the end. Done badly, like the spray tan, it is bound to look fake and turn people off. If you are known to deliver ground breaking projects at a corresponding, eye-watering price-tag, you should not try to position yourself as the low-cost provider. An easier to motivate theme in this case is innovation, high quality and custom services for the discerning client. 

Whatever your theme is, remember to: (1) define your theme early so it can guide your offering, not just the proposal; (2) anchor your theme closely to what the evaluators and  ultimate decision makers are looking for; (3) always show, never tell evaluators your theme. If you keep these tips in mind, you should be much closer to that congratulatory selection letter.