Your proposal answers the buyer's real question, and holds its price.

Gully Sales turns your sales conversations into written offers that decide business: scope in the buyer's language, commercials that are reasoned instead of quietly discounted, and a process your team can repeat without a late night.

A document the buyer can circulate and defend inside their own company
Commercials structured so your price is explained, not cut to rescue the deal
Templates and an approved content library, so the next one takes hours

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Gully Sales Private Limited works with small and medium businesses across India, and every proposal is built from your own scope, your costs and your approvals.

In one paragraph

What is Proposal Development Services for Indian SMBs?

Proposal development is the work of turning an agreed sales conversation into a written offer the buyer can act on. Gully Sales decides with you which opportunities deserve one, shapes the response, writes the value narrative and scope, checks it against what the buyer asked for, structures the commercials, routes it for approval and submits it on time.

The problem

The order was lost in the document, not in the meeting.

The meeting went well. Then the proposal took nine days, because it had to wait for somebody's free evening. It went out as last month's file with the names changed, an old logo still sitting in the footer, and a price at the end with no reasoning attached to it. The buyer forwarded it to two colleagues who were never in the room, and to them it read as a rate sheet from a supplier they had never met. Somebody asked for a discount. You gave one, because the document had given your seller nothing else to hold on to.

You will recognise it as

Proposals wait for one person's free evening, so a warm conversation cools for a week before anything reaches the buyer.
Each proposal is last month's file with the names changed, and now and then a name that was missed.
The document describes your company and your process at length, and says very little about the buyer's own situation.
Price appears as a figure at the end, so the first question that comes back is always about the discount.
Nobody can say what went out last quarter, what was won, or which version of the document the client is actually holding.
Scope written to win the deal reaches delivery, and the team finds commitments that nobody costed.

What it costs the business

Selling time goes into producing documents instead of meeting buyers, and the pipeline slows down behind the writing.
Margin leaks through discounts given to rescue a document that never justified the price in the first place.
Deals stall quietly because the person you met cannot explain your offer to the colleagues who approve it.
Delivery inherits promises made in a hurry, so the real cost of the work turns out higher than the price agreed.

Why it persists. Proposal writing sits between sales and delivery, so it belongs to nobody in particular. It is urgent every single time and never important enough to fix afterwards, because once a deal is won or lost the document is forgotten. The person who writes it most convincingly is usually the owner, whose calendar is the hardest to book. So the business keeps rebuilding the same document, one late night at a time.

If it stays unresolved. You keep competing on price, because price is the only part of a weak proposal a buyer can compare. And as deal sizes grow, the buying side adds purchase, finance and technical reviewers you will never meet, all of whom judge you only on the document you wrote in a rush.

What changes

What changes when the document does part of the selling.

In the first weeks

A proposal structure and template you can use on the next live opportunity, not after the programme ends.
A written qualification test, so nobody spends three days writing for an enquiry that was never going to buy.
Your recent proposals read and grouped by what was won, what was lost, and where the argument broke.

In how the work runs

Proposal work has an owner, a turnaround standard and an approval route, instead of waiting for one person's evening.
An approved content library holds scope language, credentials, terms and proof, so writing starts from something.
Versions are numbered and stored, so sales, delivery and finance all know which document the client is holding.
Sales and delivery agree the scope before it is sent, not after the order arrives.

In sales and marketing

Commercials are presented as structured options with reasons, so the conversation moves from discount to fit.
What is written into the proposal matches what delivery has costed and agreed to do.
Discounts, where they are given, become a decision with a recorded reason rather than a reflex.

In what management can see

Buyers can circulate the document internally, so people you never meet still understand the offer.
Your proposal reads like the same company as your website, your credentials deck and your invoices.

Over the longer term

Win rate, turnaround time and discount levels become numbers you review, rather than impressions.
A newer salesperson can produce a credible proposal without the owner rewriting it at midnight.

Gully Sales controls the qualification test, the writing, the structure, the commercial format, the approval route and the submission discipline. Whether a particular proposal is accepted depends on your price, your competitors and the buyer's own decision, and we will not claim otherwise.

Who it is for

Who this suits, and who should fix something else first.

The businesses it suits

Businesses whose deals are decided by a written offer sent after a meeting, rather than by a printed rate card.
Owners and directors who still write every important proposal themselves, at night and at the last moment.
Manufacturers, engineering firms and service companies quoting scope and method, not only unit rates.
Sales teams where each person writes a different document, so quality depends on who picked up the enquiry.
Companies moving upmarket, where the buying side now includes purchase, finance and technical reviewers.
Firms that win the technical argument in the room and then lose on commercial presentation.

What usually prompts the call

You have lost two or three deals recently where the meeting went well and the document did not.
A large opportunity is due and you do not want it written the night before it is submitted.
You are hiring salespeople and cannot have every proposal routed through the founder.
A buyer has asked for a formal written proposal with scope, terms and commercial options, and you have no format for it.
Sales and delivery are arguing about what was promised in a proposal nobody has a clean copy of.

What Gully Sales does

The work, component by component.

Deciding which opportunities earn a proposal

We write, with your sales head, the test an opportunity must pass before anyone spends days on a document: a named decision maker, a stated problem, a budget conversation that has actually happened, a timeline, and access to the people who will review the proposal. We apply the test to your live pipeline so the first outcome is a shorter, more honest list.

Why it matters:: Most proposal effort is spent on opportunities that were never going to close, which is why the important ones get written in a hurry.
You receive:: A written qualification test with the question that proves each criterion, and a first pass over your live opportunities.
Business value:: Your senior time moves to the deals that can be won, and enquiries that cannot be are answered quickly and politely instead of slowly.

The response plan, before writing

Before writing begins we decide what this particular proposal has to achieve. Who reads it, in what order, and what each of them is deciding. What the buyer is comparing you against. Which two or three points must land, and what to leave out. Whether it is a document to be read alone or presented in a meeting, and what happens in the days after it lands.

Why it matters:: A proposal written without a plan becomes a description of your company, which is the version buyers skim and then judge only on price.
You receive:: A one-page response plan: readers, decision route, the argument, what is deliberately excluded, and the follow-through.
Business value:: The document is aimed at the people who will actually decide, so it survives the internal circulation you are not present for.

The scope and the value story

We write the body of the proposal: the buyer's situation in their own words, what you will do, how it will be done, who will do it, what they receive, and what changes for their business. Scope is written in language delivery can stand behind, with inclusions, exclusions, assumptions and dependencies stated rather than implied.

Why it matters:: Buyers do not buy your process. They buy a change in their own operation, described specifically enough that they can repeat it to a colleague.
You receive:: The written proposal: summary, situation, scope, method, team, deliverables, assumptions, exclusions and proof.
Business value:: The person you met can explain your offer to their management without you being in the room to defend it.

Compliance and completeness check

We check the document against what the buyer actually asked for. Every question answered, every attachment present, formats and file names as requested, statutory and certification details included, and any requirement raised in the meeting addressed somewhere it can be found. Where a requirement cannot be met, we say so plainly and explain what you offer instead.

Why it matters:: Serious buyers keep a checklist. A strong offer that misses a stated requirement is set aside before anyone reads the argument.
You receive:: A completeness checklist mapped to the buyer's request, signed off before submission.
Business value:: You stop losing on omissions, and your honesty about what you cannot do builds more trust than a vague claim would.

How the numbers are presented

We structure how your numbers are presented: what is fixed and what is variable, phasing and milestones, options at different scopes so the buyer chooses rather than only accepts, payment terms, validity, taxes and what triggers a change order. Your finance person confirms every figure, and we test the commercial section against your delivery cost before it goes out.

Why it matters:: Price is rarely the problem. Price presented without structure or reasoning is, because it leaves the buyer nothing to consider except the total.
You receive:: A commercial format with option structure, payment schedule, validity, exclusions and the change-order rule.
Business value:: Negotiation starts from structure instead of from a single number, and the price you quote is one your delivery team can honour.

Approvals and version control

We set who must approve what before a proposal leaves the building: technical scope, delivery capacity, commercial terms and any non-standard condition. Each has a named approver and a time limit, so approval does not become the new delay. Documents are numbered, dated and stored in one place, with the sent version marked as the one of record.

Why it matters:: In most SMBs approval means a WhatsApp message to the owner. That works until two proposals are live at once and nobody can find the version the client has.
You receive:: An approval route with named approvers and thresholds, plus a numbering, storage and version rule.
Business value:: Proposals move faster and carry less risk, and no client ever holds a document your business has not agreed to.

Submission and follow-through

How the proposal reaches the buyer matters. We set the covering note, who it is addressed to and copied to, whether it is walked through in a meeting or sent to be read, the date it is due, and the follow-up sequence for the two weeks afterwards. Every outcome is recorded, including the reason a proposal was lost, in words the buyer used.

Why it matters:: Proposals go quiet more often than they are refused. Without a follow-through routine, silence is treated as a decision when it is usually a delay.
You receive:: A submission and follow-up sequence with owners and dates, and a win-loss debrief format.
Business value:: Fewer proposals disappear unanswered, and the reasons behind the ones that do become material for the next document.

Proposal library and templates

We build the reusable half: approved scope descriptions, company credentials, team profiles, certifications, terms, standard exclusions, case material and a document template that matches your brand. Everything is written once, approved once and stored where your sellers can find it, with a note on when each block should and should not be used.

Why it matters:: Reuse is not laziness. It is the difference between a proposal that takes a weekend and one that takes an afternoon and still reads as though it was written for that buyer.
You receive:: A branded proposal template and an approved content library, with usage notes for each reusable block.
Business value:: Turnaround drops without quality dropping, and new salespeople start from approved language rather than from a blank page.

What you will have at the end.

A written opportunity qualification test, applied once to your live pipeline as a worked example.
A one-page response plan format, completed for a live opportunity during the engagement.
A branded proposal template with a summary page that stands alone when it is circulated.
An approved content library: scope language, credentials, team profiles, certifications, terms and proof blocks.
A commercial section format with option structure, payment phasing, validity and the change-order rule.
A completeness checklist mapped to what a buyer asked for, used before every submission.
An approval route naming who signs off scope, capacity, price and non-standard terms, with thresholds.
A version numbering, naming and storage rule so the sent document is always identifiable.
A submission covering note and a two-week follow-up sequence with owners and dates.
A win-loss debrief format, and a review of your recent proposals with what it found.
A proposal register recording what went out, when, to whom, at what value and with what outcome.
A short working session with your sellers and delivery leads on using the system without us.

How it runs

The engagement, step by step.

1
Read what you have already sent
We read your recent proposals with their outcomes, won and lost, and speak to the people who wrote and defended them. We look for what was promised without being costed, which sections buyers ignored, where scope language created delivery trouble later, and what the losing documents had in common. This gives the work a starting point in your own history rather than a general theory.
You provide:
Your last several proposals with outcomes, and honest notes on why each was won or lost.
We produce:
A written read-out of what your proposals do well, where they lose ground, and the two or three changes worth making first.
Done when:
You recognise the findings, and agree which are worth fixing before the next major submission.
2
Agree what deserves a proposal
With your sales head we write the qualification test and apply it to the live pipeline. Some opportunities move up, some are set aside, and a few are found to need a conversation rather than a document. We also agree what a short quotation looks like, so that not every enquiry triggers full proposal effort.
You provide:
Time with your sales head and sellers, and access to the current opportunity list.
We produce:
The written qualification test, and a reworked view of your live opportunities against it.
Done when:
Your sales head signs the test and accepts that unqualified enquiries get a quotation, not a proposal.
3
Build the structure and the library
We design the document: what the summary page must contain, how scope and method are described, how proof is used, and how the commercial section is laid out. Then we write the reusable blocks with your delivery and technical people, and have them approved once so nobody rewrites them under pressure later.
You provide:
Delivery and technical input on scope language, plus credentials, certifications and case material you already hold.
We produce:
The branded template, the approved content library and the commercial format.
Done when:
Delivery, sales and finance have each approved the language that speaks for them.
4
Write a live proposal together
We take a real opportunity and write the proposal with your team, not for a workshop. Your seller brings the discovery notes, we build the response plan, draft the document, review it against the buyer's request and put it through the approval route. This is where the method is learned, because it meets the usual pressures of a real deadline.
You provide:
One live qualified opportunity, the discovery notes, and the seller who owns it.
We produce:
A finished proposal ready for submission, and the response plan behind it.
Done when:
The proposal is approved internally and sent, on the date agreed.
5
Set the commercial and approval discipline
We fix who approves what, at which value, and within how long. We agree the option structure, payment phasing, validity period and the conditions that need a second signature. We also test the commercial format against your delivery cost on two past deals, to check that what the format encourages is a price you can honour.
You provide:
Cost structure, standard terms, and the finance or director-level view on discount thresholds.
We produce:
A written approval route with named approvers and thresholds, and the tested commercial format.
Done when:
The approvers know their part, and the route has been used once end to end.
6
Submit, follow through and debrief
We put the submission and follow-up sequence into use: the covering note, the walkthrough where it is warranted, the follow-up dates and owners, and the record of every outcome. Won or lost, each proposal gets a short debrief in the buyer's own words, and what it teaches goes back into the library.
You provide:
The sellers who own the follow-up, and permission to ask buyers directly why a decision went as it did.
We produce:
The submission and follow-up sequence, the proposal register and the win-loss debrief format.
Done when:
Two or three proposals have been through the full cycle, including the debrief.
7
Hand over and step back
We run a working session with your sellers and coordinators on writing to the structure, using the library correctly, and where reuse becomes lazy. We then review the next proposals your team writes without us and mark them up, reducing our involvement on an agreed date rather than an open-ended one.
You provide:
The people who will write proposals from now on, and their first attempts for review.
We produce:
The working session, marked-up reviews of their proposals, and a short internal guide.
Done when:
Your team writes a qualified proposal to standard, on time, without us in the room.

Ways to work with us

Start with a review, a system, or writers who do the work.

Proposal review

A short engagement reading your recent proposals against their outcomes and returning a written view of where deals are being lost in the document. Useful when you want direction before committing budget or people to a longer piece of work.

Proposal system build

The full build: qualification test, response plan, template, approved content library, commercial format, approval route, submission sequence and debrief, produced alongside live opportunities so the method stays with your team.

Major opportunity support

One important deal, written with you end to end. Suited to a first enterprise buyer, an export enquiry, or a renewal that decides a large share of next year's revenue and cannot be written the night before.

Managed proposal writing

Our writers produce proposals from your discovery notes against an agreed volume, your seller reviews and your approvers sign. Suited to teams with more qualified opportunities than writing capacity.

Coaching and hand-back

We coach your sellers and coordinators on the method, mark up the proposals they write, and step back on an agreed date, leaving the template, the library and the register in your hands.

Why Gully Sales

What you are actually choosing when you choose us.

We write from your costs, not from a template pack.

The commercial section is tested against what delivery actually spends. A proposal that wins on a number your team cannot honour is a problem postponed, not a deal, and we would rather argue about that before it is sent.

Sales and delivery are in the same conversation.

Scope language is written with the people who will do the work and approved once. That is why the exclusions in your proposals start matching what your team can actually stand behind on site.

Built for how Indian SMBs are actually bought from.

A promoter decides, a purchase head negotiates, a technical person judges the method and finance reads the payment terms. We write for that group, in plain business English, rather than for a single reader who was never alone in the decision.

We would rather you wrote fewer proposals.

Qualification comes before writing for a reason. Saying no early to an enquiry that will not buy protects the week you need for the enquiry that will, and it costs you nothing with the buyer.

The method stays in your business.

The template, the library, the approval route and the register are yours, documented and used at least once while we are still there. Our involvement is meant to reduce on a date, not continue by default.

Proposals connect to everything else we do.

Gully Sales works across marketing, sales, channels, customer success and revenue operations. So a proposal is written knowing where the enquiry came from, what was promised earlier, and what the account is expected to become.

Where it applies

The same service, in different businesses.

Industry	The situation	How it applies	Likely benefit
Industrial manufacturing and engineering	Enquiries arrive as drawings and specifications, and the response goes out as a rate sheet with a delivery date. Larger buyers now want method, capacity, quality process and after-sales terms in writing before they place a first order.	We build a proposal structure covering technical method, capacity and quality evidence, commissioning and support, with scope and exclusions written by your works team and a commercial section with phased payments.	You become quotable for larger contracts, and the technical strength your team already has finally appears in the document buyers circulate.
IT and software services	Every proposal is written from scratch by a founder or a lead consultant, effort estimates are optimistic, and the scope statement is thin enough that change requests become arguments after the project starts.	We standardise scope, assumptions, dependencies and the change-order rule, and present effort as structured options so the buyer chooses a level rather than negotiating the total downwards.	Delivery inherits a scope it agreed to, and commercial conversations move from the day rate to what the client is actually choosing.
Professional services and consultancies	The firm wins on relationships and reputation, but written offers vary by partner. A prospective client comparing two firms sees a polished document from one and an email with a fee at the bottom from the other.	We build one house structure with a summary page, method, team profiles, proof and fee options, and coach each partner to write to it without losing their own judgement about the client.	Your written offer represents the firm rather than whichever partner happened to send it, and the fee sits inside an argument.
Healthcare equipment and diagnostics suppliers	Purchase decisions involve a clinician, an administrator and a finance head, but the proposal is written for the clinician alone. It stalls at the administrative review, where nobody can find service terms, training or uptime commitments.	We write a document that serves all three readers: clinical method and evidence, installation and training plan, service terms, consumable costs and a payment structure the administrator can approve.	The proposal survives the internal circulation you are not part of, and fewer decisions go quiet at the administrative stage.
Facility, logistics and industrial services	Contracts are annual and competitive, and proposals reduce to a per-unit rate. Renewals become a price argument, and any service the team already provides for free is invisible in the document.	We restructure the proposal around service levels, manpower deployment, escalation and reporting, with rates presented against defined scope and a clear statement of what sits outside it.	Renewal conversations start from service levels rather than from last year's rate, and unpaid extra work becomes visible and chargeable.
Exporters and distribution businesses	Overseas or out-of-state enquiries need more than a price list: certifications, packaging, incoterms, lead times and payment security. The reply is assembled by email over several days and often misses something the buyer asked for.	We build a proposal format holding certifications, quality documentation, packing and shipping terms, lead times and payment conditions, with a completeness check against each enquiry before it is sent.	Distant buyers receive one complete document quickly, which is often the whole basis on which they judge whether you are dependable.

Industrial manufacturing and engineering

The situation:: Enquiries arrive as drawings and specifications, and the response goes out as a rate sheet with a delivery date. Larger buyers now want method, capacity, quality process and after-sales terms in writing before they place a first order.
How it applies:: We build a proposal structure covering technical method, capacity and quality evidence, commissioning and support, with scope and exclusions written by your works team and a commercial section with phased payments.
Likely benefit:: You become quotable for larger contracts, and the technical strength your team already has finally appears in the document buyers circulate.

IT and software services

The situation:: Every proposal is written from scratch by a founder or a lead consultant, effort estimates are optimistic, and the scope statement is thin enough that change requests become arguments after the project starts.
How it applies:: We standardise scope, assumptions, dependencies and the change-order rule, and present effort as structured options so the buyer chooses a level rather than negotiating the total downwards.
Likely benefit:: Delivery inherits a scope it agreed to, and commercial conversations move from the day rate to what the client is actually choosing.

Professional services and consultancies

The situation:: The firm wins on relationships and reputation, but written offers vary by partner. A prospective client comparing two firms sees a polished document from one and an email with a fee at the bottom from the other.
How it applies:: We build one house structure with a summary page, method, team profiles, proof and fee options, and coach each partner to write to it without losing their own judgement about the client.
Likely benefit:: Your written offer represents the firm rather than whichever partner happened to send it, and the fee sits inside an argument.

Healthcare equipment and diagnostics suppliers

The situation:: Purchase decisions involve a clinician, an administrator and a finance head, but the proposal is written for the clinician alone. It stalls at the administrative review, where nobody can find service terms, training or uptime commitments.
How it applies:: We write a document that serves all three readers: clinical method and evidence, installation and training plan, service terms, consumable costs and a payment structure the administrator can approve.
Likely benefit:: The proposal survives the internal circulation you are not part of, and fewer decisions go quiet at the administrative stage.

Facility, logistics and industrial services

The situation:: Contracts are annual and competitive, and proposals reduce to a per-unit rate. Renewals become a price argument, and any service the team already provides for free is invisible in the document.
How it applies:: We restructure the proposal around service levels, manpower deployment, escalation and reporting, with rates presented against defined scope and a clear statement of what sits outside it.
Likely benefit:: Renewal conversations start from service levels rather than from last year's rate, and unpaid extra work becomes visible and chargeable.

Exporters and distribution businesses

The situation:: Overseas or out-of-state enquiries need more than a price list: certifications, packaging, incoterms, lead times and payment security. The reply is assembled by email over several days and often misses something the buyer asked for.
How it applies:: We build a proposal format holding certifications, quality documentation, packing and shipping terms, lead times and payment conditions, with a completeness check against each enquiry before it is sent.
Likely benefit:: Distant buyers receive one complete document quickly, which is often the whole basis on which they judge whether you are dependable.

Proof

Work we can point to.

Kambar Group

The problem:: Sales depended on individual habit rather than an agreed method, from planning through to how deals were presented and closed.
What we did:: Gully Sales worked on the sales process with strategic planning, lead generation, sales enablement and closure techniques.
Over:
The result:: The case study reports improved sales processes and greater efficiency across planning, enablement and closure.

Read the case study

How it is measured

Baseline: Before anything is rewritten we record where you stand: how many proposals went out last quarter, how long each took from qualifying conversation to submission, how many were answered, how many converted, at what value, and what discount was given against the price first quoted. Where records do not exist we say so and count from the first clean month.
Reporting: Proposals issued, turnaround time and responses are reported monthly. Conversion, discount levels and win-loss reasons are reviewed quarterly, and the library is refreshed against what buyers ask.
Measurement period: Judge the work over one full sales cycle plus a month, because a proposal sent in April may be decided in July. Early on, read only the leading indicators: turnaround, completeness and response rate.

The metrics that matter here

Proposals issued, counted by segment and deal size, against the opportunities that qualified for one.
Speed to proposal: working days from the qualifying conversation to the document reaching the buyer.
Response rate: proposals producing a reply, a question or a review meeting within the agreed window.
Decision makers reached: how many people on the buying side actually received the document.
Review meetings held after submission, and how many of those the buyer asked for.
Qualified opportunities that met the written test, against enquiries that asked for a proposal.
Pipeline value carried in live proposals, and the age of each one since submission.
Conversion from proposal to order, and from order to the scope delivery actually agreed.
Discount given against the structure proposed, recorded per deal with the reason.
Revision cycles and internal approval time per proposal.

Questions buyers ask

Before you enquire, the answers you will want.

Which opportunities deserve a full proposal and executive attention?

Not every enquiry earns three days of writing. We agree a short written test with you: a named decision maker, a stated problem, a budget conversation that has actually happened, a timeline, and access to the people who will judge the document. Opportunities that pass get a full proposal and your senior time. The rest get a short quotation or a polite decline, which protects both your week and your credibility.

How long does a proposal development engagement take?

It depends on how many proposal types you sell and how much usable material already exists. A review of your recent proposals is short. Building the structure, library and approval route takes longer, because it runs alongside live opportunities rather than inside a workshop room. We do not publish fixed timelines, and we plan around your sales calendar so the first live proposal is written with you, not after the programme ends.

What do you need from us to write a proposal?

Your last several proposals with their outcomes, won and lost, and honest notes on why. Access to your sales head, one or two sellers and someone from delivery. Your cost structure and current commercial terms. Any credentials, certifications, drawings or case material you already hold. And one live opportunity to write against, because a template built without a real deal is a document nobody ends up using.

How is success measured on proposal work?

By numbers you can check. Before we start we record how many proposals went out last quarter, how long each took, how many were answered and how many converted, and what discount was given. After that we report proposals issued, speed to proposal, response rate, conversion and discount against the structure proposed. We read them over a full sales cycle, because a document sent in April may be decided in July.

Where does proposal development stop?

We do not set your prices. We structure how they are presented and ask you to approve every figure. We do not take over your negotiation or sign on your behalf. Formal government and corporate tender responses, with compliance schedules and portal filing, are handled as tender management rather than here. Heavy graphic design and printed brochure production sit with our branding and communications work.

How is this different from responding to an RFP or a tender?

A tender is issued by the buyer, with its own format, compliance schedules, deadlines and often a portal to file through. Your task is to comply exactly and score well. A proposal is yours to shape: you choose the structure, the argument and the commercial options. Both need discipline, but the skill is different. If most of your business arrives as formal tenders, start with tender management instead.

Who writes the proposal, your team or ours?

Either, and it usually changes over time. In a system build we write the first proposals with your team, so the method is learned on real deals under real deadlines. In managed support our writers produce the document from your discovery notes and your seller reviews it. Whichever way we begin, the intention is that your own people can write a credible proposal without the owner rewriting it at night.

Will a better proposal stop us discounting?

It removes one common reason for discounting. When a document explains scope, effort and what the buyer is choosing between, the conversation moves from the number to the fit. Price still matters and some buyers will still ask. What changes is that your seller has something to hold on to, so a discount, where it is given, becomes a decision with a reason rather than a reflex.

3 more questions

How long should a proposal be?

Long enough for the buyer to circulate it, short enough for someone to read the important part in a meeting. In practice that is a summary of one or two pages that stands alone, then the detail: scope, method, team, commercials, terms and proof. The person you met reads the summary, purchase reads the commercials, a technical reviewer reads the method. Writing for one reader is why proposals stall inside a company.

Do you need access to our costs and margins?

For the commercial section, yes, at least in structure. Options cannot be presented honestly without knowing what each one costs you to deliver. That information stays confidential and we can sign a confidentiality agreement before anything is shared. If you prefer, your finance person holds the numbers while we work with ranges and rules, and the final figures are entered and approved by you.

What happens to the proposals we have already sent?

We read them along with their outcomes. Lost proposals are more useful than won ones, because they show where the argument broke. We look for what was promised without being costed, which sections buyers ignored, and where scope language created delivery trouble later. Some can be reissued in the new structure to opportunities that went quiet, which is often the first useful thing we do together.

Talk to us

Send us the last proposal you lost.

Book a free audit and we will read how your written offers are produced today. It is a working conversation rather than a pitch, and we will say plainly if qualification or follow-up would serve you better than rewriting the document.

No obligation and no sales script
A reply from someone who does the work
Your details are never sold or shared

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