I’ll just come right out and say it — I hate the RFP process.

If you’re not familiar, an RFP — Request For Proposal — is a work description created and put out to bid by a company in need of some type of assistance: financial, strategic, technical, etc. Not surprisingly, SMR gets involved when the need is IT-related.

Typically, RFPs are long and detailed; they outline the scope of the work, objectives, budget, timelines, and other requirements. They also include a wide range of questions — again, long and detailed — that need to be answered by any company that wants to be considered.

But I don’t hate RFPs because of the work involved in responding to one.

I hate them because whenever we respond to an RFP, I always feel like we are constrained to present a partial, two-dimensional picture of who we are, how we work, and what we can do.

Granted, for large companies that outsource multiple people and projects, RFPs are helpful in standardizing responses and winnowing the field. But for smaller businesses, relying too heavily on RFPs can serve to distract from more subjective — but equally essential — factors that come into play when choosing among potential vendors.

Conversations Are Better

Recently, we have been speaking with a company that is thinking about hiring us. In addition to the RFP response we sent, we have now had four or five Zoom meetings together involving our respective key people. That’s more conversations than we usually have at this stage, but they have questions and we are happy to answer them.

The more we talk, the more light we can shed regarding our services and the more comfortable we all feel about the prospect of working together. That’s important — IT is not a commodity; much of what is being bought isn’t revealed in written answers to a list of questions.

With that in mind, here are some of the “softer” things we recommend paying attention to when considering a vendor arrangement…

How well do they listen?

Often, especially in companies with dedicated salespeople, the primary objective of every conversation is to close the deal. Many rely on a variety of pressure tactics — offers that won’t last, prices that are about to rise, capacity that will be gone if the deal is not signed soon, etc.

I have nothing against sales. But in the rush to get something signed and move on, many companies “present” rather than discuss.

As you interact with potential vendors, note how well they are listening and responding to your specific concerns, limitations, and objectives. Are they focused on closing you or helping you?

With whom are you speaking?

If the potential vendor is a one-person operation, the person doing the selling and the person delivering the service are one and the same. In this case, the likelihood of a communication disconnect — promises made that can’t be met; answers provided that are inaccurate; etc. — is small.

But as the potential vendor company increases in size, those doing the selling and those doing the work move further and further apart. At some point, the “packaging” may no longer be a close match to what’s “inside the box.”

So pay attention to where the “salesperson” sits in the company. In the case of SMR, for example, we are small enough that I can be certain whatever we offer — and my philosophy for how we deliver service — is propagated throughout the company.

Who will provide the service?

Experience matters, especially when delivering IT services. Newer hires may know how to provide many of the technical bits and bytes, but they will have limited exposure to the range of situations and complications that invariably arise — and how to remedy them.

Try to get an understanding of who would be working with you day-to-day, how and by whom they are supported within their own company if needed, and how escalations occur and are resolved.

Do you trust them?

This question may be the most subjective of all — but it’s critical.
 
How confident are you that when push comes to shove, these people will deliver on their promises, quickly solve problems, and do it all in a way that feels satisfactory to you?

IT can be “sticky” and most small and midsize businesses are not well-versed enough technically to fully understand all the intricacies of what they are buying. This is a relationship; you need it to be a strong one.

Look Beyond the RFP

You would never hire a key employee based solely on a resume. Likewise, you should not hire a key vendor based solely on an RFP.

At the end of the day, when you outsource professional services, it’s people you are buying, not simply systems, technology, or technical know-how. Take time to get to know these people and you will save yourself lots of headaches down the road.