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Posted by Mark Davies 16 November 2016 Bid Excellence

Here at think one of our areas of specialisation is bid management. Through our Bid Excellence programme we help organisations bid for and win tender opportunities. From day one we help you to plan your bid, create a preparation time scale and assign roles to your bid team. We create your collateral, work on your presentation skills and help you train for the big day.

From our wealth of experience, we know a thing or two about winning tender, and so here are three top tips to help you along. 


The old adage “if you fail to plan you plan to fail” has never been more true than when it comes to managing your bid, and so the first point of call before setting out on any long term project has to be do your research.

 This can come in many forms, but is vital for informing the shape and structure of your bid planning and ensuring that you begin in a positive and proactive way.

Initially this can be as simple as finding the right opportunity to bid for. Some crucial points to consider include;

- Ensure that your organisation meets the minimum requirement for application – if you cannot meet the criteria at such an early stage, it is important to be realistic and divert your efforts towards an attainable goal.

- Be able to answer simple pass/fail questions – these questions are designed to help you assess your suitability for the tender and highlight key areas that may present challenges. Take them seriously, and use them to inform your bid.

- Know your jargon – it can often feel that tender opportunities are impenetrable for new bidders, as jargon, buzzwords and acronyms pepper the process documents. Knowing your way around the basics will help you navigate your way through the bid process, and can avoid easy mistakes when you get into planning.


An important part of successfully bidding for a tender opportunity is setting a reasonable but sufficient budget.

Running a bid campaign can be expensive, and it is important that you are aware of the potential costs involved before you begin. Finding half way through the planning that your budget isn’t sufficient will of course be problematic, and so doing the calculations before you begin is a worthwhile investment of your time.

With the cost of bidding for tender growing and organisations trying to streamline the procurement process to make bidding more accessible to first timers, think can help you to set an informed budget.

An investment of 1% of the bid value is a good gauge, but is a figure we can help you break down as part of our Bid Excellence programme.


Assuming that the person reading or listening to your bid knows your company, what it stands for and the strengths it brings to the table is an easy mistake to make, but one that you should avoid when writing your bid application. 

Even if you have already worked with the organisation before, this is your opportunity to sell yourself and the company, and has to be seized upon as your chance to shine.

This can be done in a variety of ways, and simple elements such as strong graphic design, attention grabbing collateral or an innovative way of presenting your information can be extremely valuable when it comes to presenting your bid.

We work on everything from voice coaching to personal branding to ensure that you have what you need to sell your expertise on the day. After so much preparation and commitment, making sure that you leave the best possible impression of your organisation is an important goal that we can help you achieve.

Want to find out more about how our Bid Excellence programme can help you win your first bid? Use the links below to get in touch today.


As global innovation specialists we aim to help and encourage people and organizations to become more nimble, boosting their ability to generate ideas. We bring pace and focus to your innovation initiatives using our unique innovation techniques, which are constantly being developed by our professional licensees. If you’re interested in becoming a licensee for the think team, contact us here.

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