Project Sales Teams

Selling projects requires a very complex approach.  If the RFP asks for the actual technical approach or soft/hardware recommendations besides the pricing structure, you'll need more people involved then just a sales person.  Even if the sales person has a technical background, sometimes it's best not to highlight this with the client.  Keep them in a pure sales role.  I like a "Arrowhead" concept. (Yes, I'm a Chiefs fan)

The Team is made up as follows:

1) A salesperson is the communications input from the client's perspective.  They are the tip of the arrow head.  They dig up the opportunity, get the RFP/RFI information and uncover the decision makers. 

2) A senior level project manager now picks up the responsibility to put together the response.  They are introduced to the client and become the "technical contact".  This person is responsible for the estimates and pricing.  I like to see this person sold as responsible for direct completion of the project, after award.

3)  Sr. Technical architect that decides on the actual technical components and approach.  They decide on the meat and potatoes.  Will it or or not, kinds of things.  How many Java people or if Oracle is the best database in this case, etc.

Remember that the salesperson goes behind the scenes and delivers "off the record" communication between the client and the technical folks on your team.  They become the client's champion in your company.  If there is a touchy situation coming, a golf outing is in order.  Have them deliver the "you're crazy" messages in a non threatening manner.

I VERY BRIEFLY described a very complicated process that can help you put together winning responses but the key in my mind to understand is that this is a TEAM sell.  You must set up metrics that measure your team success and not assume that it's just a "Sales Issue".