<i>The first thing you’ll notice in my proposals is that they’re more like a story that a statement of work.</i><br><i>I start with the pain — why is this project on the table? Obviously, the client knows this. After all… they TOLD me this already.</i><div><i>But by stating it&nbsp;quickly&nbsp;at&nbsp;the highest&nbsp;of my proposal, I remind everyone why we’re all here: there’s a business problem that needs to be solved.</i></div><br><div><i>And then I write&nbsp;a touch&nbsp;of realistic fiction — what&nbsp;will&nbsp;tomorrow&nbsp;got to&nbsp;appear as iffor the client?</i></div><i>What should suck less?</i><br><div><i>Finally, I&nbsp;usher in&nbsp;my offers —&nbsp;ways in which&nbsp;we are able to&nbsp;connect&nbsp;nowadays&nbsp;with tomorrow.</i></div><br><i>As I’ve been writing my proposals this summer, my focus has been exclusively on the business problems that I’m proposing to solve… which is totally different than the way most</i><div><i>proposals&nbsp;browse&nbsp;(e.g., who am I / who are we, what will we be doing, what will it cost / when will it get done).</i></div><br><div><i>Much of the inspiration for the&nbsp;method&nbsp;I write these proposals comes from my&nbsp;expertise&nbsp;having written sales letters for my&nbsp;product&nbsp;(which&nbsp;is that the&nbsp;results ofhaving studied a</i></div><i>lot of direct response marketers). It’s just psychology. Understand what someone’s needs are, and present a solution to that problem.</i><div><i>Listing out&nbsp;necessities&nbsp;and deliverables, timelines, budgets, whatever are not solutions — and if this is how you structure your proposals now, you’re leaving it up to your client</i></div><i>to mentally put two and two together… and this is where people fall off the wagon, because not everyone wants to think things through.</i><br><div><i>How do I&nbsp;check that&nbsp;shoppers&nbsp;aren’t&nbsp;shocked&nbsp;by my rate?</i></div><br><div><i>Next week I’ll&nbsp;cowl&nbsp;a touch&nbsp;regarding&nbsp;however&nbsp;I justify my rate, but the long and short of it is that I include other dollar figures before I ever present</i></div><i>my cost.</i><br><i>In the early parts of my proposal, where I list out what’s at stake if this project doesn’t get done and what’s to gain if it’s done right, I throw out numbers. Big numbers. Based on back of the napkin calculations.</i><br><div><i>And if my final&nbsp;price&nbsp;(which I’ll&nbsp;quote&nbsp;however&nbsp;I&nbsp;gift&nbsp;in second) doesn’t outweigh the potential upsides I&nbsp;will&nbsp;deliver, I don’t take the project.</i></div><i>And I tell the client this, and give recommendations on what to do instead (and let me tell you… this has paid DIVIDENDS for me and my business).</i><br><div><i>But next week I’ll&nbsp;speak&nbsp;a lot of&nbsp;regarding&nbsp;however&nbsp;I anchor my&nbsp;price&nbsp;against the payoff,&nbsp;in conjunction with&nbsp;what&nbsp;to try and do&nbsp;what that numbers not clear or not&nbsp;judicable, so stay</i></div><span><i>tuned for that.</i></span>

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