Fillable Printable Business Collaboration Proposal Letter Sample

Business Collaboration Proposal Letter Sample

The following samples don’t rigidly adhere to this format, but all of the ele-

ments have been agreed upon either implicitly or explicitly. They range from the

short-term and relatively low-priced, to the extended, relatively high-priced. Some are

pure consulting interventions, other include deliverables. None is meant to be

Typical Approach

Proposals can vary a great deal, and we’ve provided examples that cover the

range from formal contracts to informal letters of agreement. However, all were based

upon previously-established conceptual agreement, and all provide a single fee for

the project (or for each choice of yeses).

The normal framework for the value pricing proposal should encompass this

basic sequence:

Situation Appraisal: Summarize and reconfirm the conceptual agreement con-

cerning the condition to be improved and the desired state.

Objectives: The outcomes expected, both tangible and intangible, quantifiable

and non-quantifiable. These should be expressed in terms of impact on the client’s

business, and sometimes are expressed again in the “values” category, if used.

Value: Either clearly stated or implied through buyer conversations, what is

the value of achieving the objectives. This sometimes appears in the “objectives”

category.

Metrics: How will the client evaluate success? What are the indicators that the

objectives have been met? Simply stated: How would clients know it if they fell over

it?

Timing: Projects are finite. When do we begin, when do we end, and are there

progress measures in between?

Accountabilities: What is the client expected to provide (documents, access,

administrative support) and what do we provide (focus group facilitation, product, re-

ports)? What is the nature of the collaboration?

Credentials (optional): Why is Zenger Miller (and you) the best alternative for

this client? This is usually already covered during the relationship-building.

Sometimes this area includes the credentials of the individuals who will work on the

project.

Terms and Conditions: What is the fee (including the options) for the project,

how is it to be paid and under what conditions? How are expenses to be reimbursed,

and what is included and excluded?

Acceptance: The sign-off by the economic buyer.

Sample Proposals

“perfect.” Use them as templates to guide you in creating value-rich, high fee propos-

als for your clients.

Note that tasks are rarely specified in detail. The “what” and the outcome are

important. The “how” and the input are up to the experts—the consultants. If the

project is value-priced correctly, the margins will more than support unanticipated

client requests.

Sample Proposal #1

Proposal to Assist in Reorganization at XXXXXX

Situation Summary

You must “jump start” people so that a new manner of working cross-function-

ally—in a matrix organization—is not merely accepted, but is exploited as a high-pro-

ductivity way of life. Although reorganization has not been the norm, there is likely to

be resistance, both from those inside and from those outside the new organization. A

key factor—perhaps the key factor in success—is the ownership and appropriate be-

haviors of all key managers and exemplars, so that people have the proper leader-

ship, and accountabilities will be accepted.

The primary transition is from a project-oriented, transient approach, to a pro-

gram-oriented permanent approach in managing the business. Standards, measure-

ment, tracking, feedback loops and ultimate ownership must be created and em-

braced. The process of ownership is central to success. Collaboration in a matrix

structure with accountability thrust downward are important goals.

Objectives

Among the results to be achieved are these key objectives:

• Managers’ skills are developed and behaviors are directed toward achieving

and exploiting results that the new organization affords.

• Accountabilities are clear at the individual job (micro) level.

• Communications flow is rationalized so that people are able to deal within the

“matrix” clearly, easily and willingly.

• Key exemplars develop and exhibit collegiality that demonstrates support for

and participation in the new organization.

• Group interactions are facilitated and continually honed.

• Obstacles presented by systems, procedures and culture are identified and

removed as appropriate.

Methodology/Interventions

The assistance in achieving the objectives would include, but not be limited to, the

following activities:

• One-on-one assistance for all key managers in skills and behaviors required

by the new organizational relationships.

• Group facilitation where needed in meetings and cross-functional teams.

• Group observation and feedback, with recommendations on how to improve

the process.

• Assistance with written communications and meetings, so as to maximize

ownership and accountabilities and minimize resistance.

• Recommendations for procedures, cultural norms (i.e., meeting types and du-

rations) which will remove obstacles and strengthen the matrix structure.

• Assistance in creating ownership that encompasses standards, measures of

success, monitoring means and feedback to those accountable.

• Observation and recommendations for interactions with “non-matrix” groups

whose adherence to the new system is key to overall success.

• Attendance at large (off site) and small (on site) meetings to provide feedback

on acceptance and recommendations on follow-up actions.

Measures of Success

We’ll know we’re successful when the following are manifest:

• New programs are introduced in a synergistic fashion.

• Other XXXXXX functions accept and utilize the new structure.

• People are focused beyond merely getting something working toward getting it

working to a degree previously designated which constitutes success. (It’s not just

running, it’s running the way it should be running.)

• There is group approval, and a lack of cynicism; the programs show multiple

sign-offs from diverse team members.

• Meetings and discussions clearly reveal that others were included—and val-

ued—in the decision making process, and that such inclusion was mandatory for

success.

Timing

I’m available to begin working with you this month and, at the moment, the

February 23 meeting date is one I can make. I’d suggest a 90-day initial phase, after

which we’d evaluate progress in light of the above and make an assessment as to

what further assistance is necessary. Our initial project would therefore begin now

and last until April 15.

Joint Accountabilities

I would work with Cheryl (and anyone else designated) in conjunction with the

project so that the interventions I’m involved in could be transferred entirely to inter-

nal people, if desired. We would jointly make determinations during the initial 90

days as to whether some of the objectives and interventions required more emphasis

than others, and/or whether new needs arose that were unanticipated. In that case,

we would redirect our efforts accordingly.

The fee for the assistance detailed above would be $15,000 per month, payable

on the 15th of February, March and April. If you choose to pay the entire amount at

the outset, I’m happy to provide a 10% reduction in the total fee. Expenses are billed

Terms and Conditions

My fees are always based upon the project, and never upon time units. That

way you’re encouraged to call upon me without worrying about a meter running, and

I’m free to suggest additional areas of focus without concern about increasing your

investment.

as actually accrued at the conclusion of each month, and are payable upon receipt of

our statement.

At the end of the 90 days we would make a joint evaluation as to whether to

continue the relationship and, if so, under what conditions.

Acceptance

Your signature below indicates acceptance of this proposal and its terms.

This proposal is accepted and forms an agreement between XXXXXXXXXX (you) and

Summit Consulting Group, Inc. (we/us/I) as represented by Alan Weiss.

For Summit Consulting Group, Inc.: For XXXXXXXXXX:

Alan Weiss ____________________

President

____________________

Date: January 31, 1995 Date:________________

Sample Proposal #2

Proposal: XXXXXXXXXX XXXXXXX—Performance Appraisal Skills Building

This constitutes a proposal tendered by Summit Consulting Group, Inc. to assist

XXXXXXXXXX XXXXXXX, Inc. in the research, design, implementation and refine-

ment of a performance evaluation process which is understood, supported, and effec-

tively executed by designated members of management.

Objectives

The objectives for the project include:

• XXX management will possess the knowledge to execute performance reviews

• XXX management will possess the skills to execute those reviews

• Reviews will be conducted in conformance with company guidelines

• Reviews will provide useful and honest feedback to performers

• Performance improvement will be detailed and monitored

In achieving these objectives, the following parameters will be met in establishing and

implementing the processes:

• alignment between individual and organizational goals

• linking tasks to output; that is, focusing on and measuring results

• seeking competitive advantage; the process must enhance business goals

• creation of a dialogue between performer and manager

• participation by and commitment from the performer and the manager

• simplicity of administration and avoidance of bureaucracy

• metrics for a process and not an event; follow-through and support

• combine skills and behaviors in the development focus

• global applicability, allowing for local cultural variations, as appropriate

• minimize disruption in implementation of and training for the process

review period

Measurement

The success in meeting the objectives would be measured by factors which include:

• Creation of developmental plans for all employees evaluated

• Improvement in performance measures during the year following the first

Note that this need not be represented by increased ratings, since the goal is to improve relative to

current performance, and forced-distributions may still be applied.

• Evaluations are performed and submitted by deadlines

• Minimum of grievances/reviews requested over disagreements in evaluations

• Random sampling of population indicates acceptable frequencies of monthly

and/or quarterly feedback sessions during the year

• Minimum returned and/or “overruled” evaluations by senior management

Methodology

Option 1: Skills Building for Managers

We would work with you to research and design a classroom intervention which

could be delivered by our staff acting as facilitators and by your own people as inter-

nal instructors. This option would entail:

• Investigation of the types of jobs and performance currently required

by XXX and those jobs and performance anticipated by XXX.

• Assessment of current managerial competence/success/failures in

contemporary performance evaluation efforts.

• Incorporation of XXX business and strategic goals so that performance

and assessment are aligned with organizational need.

• Creation of a one-day program, including concepts, exercises, XXX

examples and support (“take-away”) materials which would include:

- how to coach and counsel

- how to provide informal feedback on a regular basis

- how to create performance objectives (behavioral and outcomes)

- how to create measurement criteria

- how to create developmental plans

- how to engage the performer as “owner” of the process

• Creation of a “train-the-trainer” workshop of 2-3 days’ duration, in which

XXX people would be trained to conduct the one-day sessions.

• Creation of appropriate reference material and job aids for both sessions.

• Facilitation of sessions, as requested.

• Monitoring of results over ensuing six months and refinements as necessary

as process is implemented.

Option 2: Skills Building for Remote Locations (Optional)

We would create a set of self-paced, objective-based (criterion-referenced instruction)

materials to be provided in those cases when:

• Remote locations preclude classroom interventions.

• Small numbers of people preclude classroom intervention.

• Language difficulties require varying speed of learning.

• Refresher capability is required to update skills.

• New promotions or new hires cannot be accommodated in classes rapidly.

In this case, we would adapt the option 1 program into a set of print and video mate-

rials which contain their own criteria for successful completion, and can be validated

by an off-site party, if desired. We estimate that this program would require from 16

to 24 hours to complete, and would be completely modularized. (We generally rec-

ommend half-day exposures.)

Option 3: Skills Building for All Employees in Performance Appraisal (Optional)

There is an opportunity to expose all employees (not just managers conducting re-

views) to the need for two-party commitment to the process and ownership of it. By

exposing performers to the basics covered in option 1, they are empowered to partici-

pate with a commensurate set of skills, and not be reliant on the reviewer and his or

her prior training.

We recommend a three-hour session which fulfills the following:

• Employees are able to understand and question the process

• Employees understand their accountabilities and role in the process

• Exercises are provided in objective setting and measurement criteria

• “Receiving feedback” skills are developed (people respond best when they

know how to be coached)

These sessions can provide for an equal dialogue between manager and performer,

and increase the frequency of feedback since the employee understands the need and

his or her accountability in asking for feedback.

Option 4: Integration with the Performance System (Optional)

As a part of our research and design activities, we can “extend our reach” somewhat

and recommend and design the best ways in which to integrate the performance

evaluation process into areas such as:

• compensation and incentive rewards

• developmental plans, training programs, and career development

• identification of high potential people

• succession planning

• recruitment

• performance improvement/probation/remedial/termination needs

• culture and morale issues

Since the performance system seldom operates in isolated parts, but rather in a dy-

namic interaction, the improvement of the performance evaluation process can serve

as a catalyst to enhance the other aspects of the performance system. This is a rela-

tively straightforward undertaking when we are engaged in option 1 and asked to ex-

amine the interrelationships concurrently.

Timing

Option 1: Implementation by June 30, 1995

Option 2: Implementation by September 1, 1995

Option 3: Implementation by June 1, 1995

Option 4: Implementation by September 1, 1995

Resource Commitments

Summit Consulting Group, Inc. will provide Alan Weiss, Ph.D. as the project leader.

He will be continually involved in all aspects of the project, and serve as primary in-

terface with XXX management. Summit’s credentials have been provided in previous

materials. We will sign non-disclosure agreements as requested, and all work in this

project becomes the sole property of XXX. All of our work is conducted within strict

bounds of confidentiality.

We will also provide all materials, audio/visual aids, computer work and other sup-

port services as required. We will provide masters of the final, approved materials for

ownership and reproduction by XXX.

XXX will provide us with reasonable access to key management people, documenta-

tion and company information, as appropriate, within the time-frames outlined. XXX

will be responsible for all scheduling of classes, facilities, equipment, and related

support for training and development purposes. XXX will also adhere to the fee

structure and reimbursement procedures outlined below. XXX professionals will as-

sist in some data gathering, development of relevant examples and critique of materi-

als.

Note: Facilitation of programs will be billable at rates shown under “terms.”

Terms and Conditions

We assess a single project fee for our work, so that there is never a “meter running,”

and you can control expenses tightly. Within the objectives and parameters described

above, we will commit as much time as necessary to fulfill the objectives and meet

the time-frames. You and we may request additional time be spent on aspects of this

project without any additional fees or charges, except for travel expenses.

Our fees for the options above are:

Option 1: Skills building for managers: $68,000

Option 2: Self-paced study for managers:

print materials only 24,000

print materials and video 46,000

Option 3: Skills building for employees: 12,000

Option 4: Integration into performance system: 18,000

Facilitation by our staff, any option: $3,500 per day, U.S., $5,000 non-U.S.

Training-the-trainer facilitation: included in the fee for option 1.

Payment terms:

Full payment of $68,000 at acceptance in return for reduced fee structure.

Further payment alternatives:

We will honor the fees for the optional methodologies through calendar 1995.

Reasonable travel and living expenses are submitted monthly as actually incurred,

and payment is due upon presentation of our invoice. There are no charges for fax,

phone, postage, duplication, etc.

This project is non-cancelable, and agreed-upon payment terms are due as described.

However, you may postpone or delay any part of the work in progress without

penalty. In addition, our work is guaranteed. If we do not meet your objectives, and

cannot meet them after your notification and an attempt to correct the shortcoming,

we will refund your full fee. This has been our commitment to our clients for over a

decade.

Acceptance

This proposal is accepted and forms an agreement between XXXXXXXXXX

XXXXXXX, Inc. (you/XXX) and Summit Consulting Group, Inc. (we/us).

For Summit Consulting Group, Inc.: For XXXXXXXXXX XXXXXXX, Inc.:

Alan Weiss ____________________

President

____________________

December 6, 1994 Date:________________