Developing a Request for Proposal

By Maggie Klenke

There comes a time when you need to look around and try to find a new technology, software, system, service, tool, etc. that will better meet your needs.  It might be a replacement for existing technology or something entirely new to your organization.  Perhaps the vendor of your current system has announced “end of life” on your system.  Whatever the reason, taking a good look at your options may require a formal request for proposal (RFP).

There are any number of sample RFPs offered by vendors you may want to consider.  It is fair to say that any vendor-developed RFP will emphasize their strengths and avoid questions about their weaker areas. That just makes sense.  So, if you want to consider this option, obtain RFPs from several vendors.  Take some pieces from one and other pieces from another to gain a broader approach.  Then check to be sure you’ve covered all your unique requirements and add specific questions as needed.

It is common for purchasing departments to have standardized language that will need to be included in any RFP. It can serve as a good starting point.   However, they will need to be heavily customized to explore the details of the system/service you are wanting to obtain.  It is also important to ensure that the contact center’s needs and desires are explored thoroughly, so don’t let the purchasing department drive the process alone.  The same is true of IT.  Consider their unique needs as part of the analysis but be sure the contact center users have a voice too.

This is an opportunity to explore the options.  Cast a wide net and look at any vendor you think might have a decent chance of meeting your needs.  You can eliminate those who cannot meet basic requirements, and some vendors may opt out if they can see that they don’t have what you need.

In the end, you want to be sure to obtain the system/service that will meet the needs of the entire organization with emphasis on the needs of the contact center users.  Here is a general outline of some things to include in an RFP document:

1. Provide a general overview of the organization, the contact center, and the area to be served by the new tool.  Refer the vendors to your website and include any unique characteristics you want them to know as they prepare their bid.
2. Provide details on the response requirements such as due date, format, live demonstration requirement, etc.  Some of this will be driven by the purchasing department’s requirements but additional specifics for the type of system/service will drive other details.  If desired, you can provide information about how your decision will be made and over what timeframe.
3. Provide a description of current systems/services that may be replaced, augmented, or connected to the proposed system.  Here is where IT may have some needs in terms of connectivity and compatibility. 
4. Ask questions about every function and feature that you might consider now or in the future.  Assume nothing!  It is easy to assume that a feature/function will be there in any system, but this is where nasty surprises can lurk.
5. Explore any reporting requirements in detail.  Determine what will be provided standard and what will require customization.  If a tool is provided to do custom reports, ensure that it is one your team is comfortable using or training is provided.
6. Ask for a live demonstration of the offering using your data if possible.  Ensure enough time to gain a thorough understanding of the functions and features.  Make sure that the contact center users are present for the demonstration and allowed to ask as many questions as needed.  This can take several hours, so be sure the vendor and your organization plan for it.
7. Request details on the implementation plan including normal timelines.  Identify any requirements for a dedicated project manager, on-site training potentially at multiple sites, etc.  Request information on what the vendor expects of your organization to manage the project as well.  
8. Provide a detailed description of the system/service that you want to have them price.  This ensures that all vendors are bidding to the same requirements so an apples-to-apples comparison can be done.  Invite the vendors to price out any additional capabilities that they wish to offer, but these prices must be separate from the base bid.  If anything needs to be supplied by your organization, make sure to ask for the details so your people can price those out.  This includes IT hardware, software, etc.
9. Request information about add-ons that you might want later.  Include any details on pricing guarantees or discounts that might apply.
10. Explore any options that might reduce your costs or provide revenue going forward.
11. Request details of maintenance and on-going support processes and costs.  Include any price guarantees over time.
12. Request information and pricing information about training.  Ask what will be supplied with the system/service and what is extra.  Be sure to include any travel expenses.
13. Ask for references.  It is fair to say that those provided by
    the vendors are likely to be their most satisfied customers.  You might want to talk to other companies to find other users and even former users to get a more complete picture.  This is a good time to utilize your connections within SWPP and QATC.
14. Provide the vendors an opportunity to make their cases and clarify any remaining questions.  They can tell you what makes them unique, what they have in their development plans, etc.  Try not to get overwhelmed by the sales pitch, especially for things your organization really doesn’t need
    or those still in the planning stages.

When all the bids are received, it is time to analyze them and find the best choice for your needs.  Compare the features and functions against your technical requirements.  Ensure that bid requirements are met including purchasing and IT needs.  Do a thorough financial analysis utilizing the method preferred by your financial department. Call the references.

I recommend using a decision analysis tool that will ensure the best-balanced choice that can be supported by all the players in the decision process.  The one I prefer is found in a book called The New Rational Manager by Charles H. Kepner and Benjamin B. Tregoe.

Maggie Klenke has written numerous books and articles related to call center and WFM. A semi-retired industry consultant, Maggie serves as an Educational Advisor for SWPP.  She may be reached at Ma***********@********ng.com.