Proposal Writing

What is a Proposal?
A proposal is a document written to persuade readers that
what is proposed will benefit them by solving a problem or
fulfilling a need.
When you write a proposal, therefore, you must convince
readers that:
• they need what you are proposing
• it is practical and appropriate
• you are the right person or organization to provide the
proposed product or service.
Proposal Contexts and Strategies
• In a proposal, support your assertions with relevant
facts, statistics, and examples.
• Your supporting evidence must lead logically to your
proposed plan of action or solution.
• Cite relevant sources of information that provide
strong credibility to your argument.
• Avoid ambiguity, do not wander from your main
point, and never make false claims.
Audience and Purpose.
Whether you send a proposal inside or outside your
organization, readers will evaluate your plan on how well
you answer their questions about what you are proposing to
do, how you plan to do it, how much it will cost, and how it
will benefit them.
Because proposals often require more than one level of
approval, take into account all the readers in your
audience.
• Consider especially their levels of technical
knowledge of the subject. For example, if your
primary reader is an expert on your subject but a
supervisor who must also approve the proposal is not,
provide an executive summary written in
nontechnical language for the supervisor.
• You might also include a glossary of terms used in the
body of the proposal or an appendix that explains
highly detailed information in nontechnical language.
• If your primary reader is not an expert but a
supervisor is, write the proposal with the non-expert in
mind and include an appendix that contains the
technical details.
Writing a persuasive and even complex proposal can be
simplified by composing a concise statement of
purpose—the exact problem or opportunity that your
proposal is designed to address and how you plan to
persuade your readers to accept what you propose.
Composing a purpose statement before outlining and
writing your proposal will also help you and any
collaborators understand the direction, scope, and goals of
your proposal.
Solicited and Unsolicited Proposals. Solicited proposals
are prepared in response to a request for goods or services.
Such proposals usually follow the format prescribed by the
procuring organization or agency, which issues a request
for proposals (RFP) or an invitation for bids (IFB).
• An RFP often defines a need or problem and allows
those who respond to propose possible solutions.
• The procuring organization generally distributes an
RFP to several predetermined vendors.
• The RFP usually outlines the specific requirements for
the ideal solution. For example, if an organization
needs an accounting system, it may require the
proposed system to create customized reports.
• The RFP also may contain specific formatting
requirements, such as page length, font type and
size, margin widths, headings, numbering systems,
sections, and appendix items.
• When responding to RFPs, you should follow their
requirements exactly—proposals that do not provide
the required information or do not follow the required
format may be considered “nonresponsive” and
immediately rejected.
In contrast to an RFP, an IFB is commonly issued by
federal, state, and local government agencies to solicit bids
on clearly defined products or services.
• An IFB is restrictive, binding the bidder to produce an
item or a service that meets the exact requirements of
the organization issuing the IFB.
• The goods or services are defined in the IFB by
references to performance standards stated in technical
 specifications.
• Bidders must be prepared to prove that their product
will meet all requirements of the specifications. The
procuring organization generally publishes its IFB on
its Web site or in a specialized venue, such as Federal
Business Opportunities at www.fedbizopps.gov.
• Like RFPs, IFBs usually have specific format
requirements; proposals that do not follow the
required format can be rejected without review.
Unsolicited proposals are submitted to a company or
department without a prior request for a proposal.
Companies or departments often operate for years with a
problem they have never recognized (un- necessarily high
maintenance costs, for example, or poor inventory- control
methods).
Many unsolicited proposals are preceded by an inquiry
from a salesperson to determine potential interest and need.
If you receive a positive response, you would conduct a
detailed study of the prospective customer’s needs to
determine whether you can be of help and, if so, exactly
how. You would then prepare your proposal on the basis of
your study.
Internal and External Proposals.
Internal proposals, which can be either solicited or
unsolicited, are:
• Written by employees of an organization for decision-
makers inside that organization.
 • The level of formality of internal proposals often
depends on the frequency with which they are written
and the degree of change proposed.
• Routine proposals are typically informal and involve
small spending requests, requests for per- mission to
hire new employees or increase salaries, and requests
to attend conferences or purchase new equipment.
• Special-purpose proposals are usually more formal
and involve requests to commit relatively large sums
of money. They have various names, but a common
designation is a capital appropriations request or a
capital appropriations proposal. Figure P–7 shows a
special-purpose internal proposal.

External proposals are prepared for clients, customers, or

other decision-makers outside a company or an
organization.
• They are either solicited or unsolicited.
• External proposals are almost always written as formal
proposals.
Project Management. Proposal writers are often faced with
writing high-quality, persuasive proposals under tight
organizational deadlines. Dividing the task into manageable
parts is the key to accomplishing your goals, especially
when proposals involve substantial collaborative writing.
For example, you might set deadlines for completing
various proposal sections or stages of the writing process.

ABO, Inc.
Interoffice Memo
To: Joan Marlow, Director, Human Resources Division
From: Leslie Galusha, Chief Employee Benefits
Department LG
Date: June 15, 2009
Subject: Employee Fitness and Health-Care Costs
Health-care and workers’-compensation insurance costs at
ABO, Inc., have risen 100 percent over the last five years.
In 2004, costs were $5,675 per employee per year; in 2009,
they have reached $11,560 per employee per year. This
doubling of costs mirrors a national trend, with health-care
costs anticipated to continue to rise at the same rate for the
next ten years. Controlling these escalating expenses will
be essential. They are eating into ABO’s profit margin
because the company currently pays 70 percent of the costs
for employee coverage.
Healthy employees bring direct financial benefits to
companies in the form of lower employee insurance costs,
lower absenteeism rates, and reduced turnover. Regular
physical exercise promotes fit, healthy people by reducing
the risk of coronary heart disease, diabetes, osteoporosis,
hypertension, and stress-related problems. I propose that to
promote regular, vigorous physical exercise for our
employees, ABO implement a health-care program that
focuses on employee fitness. . . .
Problem of Health-Care Costs
The U.S. Department of Health and Human Services
recently estimated that health-care costs in the United
States will triple by the year 2020. Corporate expenses for
health care are rising at such a fast rate that, if unchecked,
in seven years they will significantly erode corporate
profits.
Researchers agree that people who do not participate in a
regular and vigorous exercise program incur double the
health-care costs and are hospitalized 30 percent more days
than people who exercise regularly. Non-exercisers are also
41 percent more likely to submit medical claims over
$10,000 at some point during their careers than are those
who exercise regularly.
FIGUREP–7.
Special-Purpose Internal Proposal (Introduction)
Joan Marlow 2 June 15, 2009
My study of Tenneco, Inc., found that the average health-
care claim for unfit men was $2,006 per illness compared
with an aver- age claim of $862 for those who exercised
regularly. For women, the average claim for those who
were unfit was $2,535, more than double the average claim
of $1,039 for women who exercised.In addition, Control
Data Corporation found that each non- exerciser cost the
company an extra $515 a year in health-care expenses.
These figures are further supported by data from
independent studies. A model created by the National
Institutes of Health (NIH) estimates that the average white-
collar company couldsave $596,000 annually in medical
costs (per 1,000 employees) just by promoting wellness.
NIH researchers estimated that for every $1 a firm invests
in a health-care program, it saves up to $3.75 in health-care
costs. Another NIH study of 667 insurance- company
employees showed savings of $2.65 million over a five-
year period. The same study also showed a 400 percentdrop
in absentee rates after the company implemented a
company- wide fitness program.
Possible Solutions for ABO
The benefits of regular, vigorous physical activity for
employees and companies are compelling. To achieve these
benefits at ABO, I propose that we choose from one of two
possible options: Build in-house fitness centers at our
warehouse facilities, or offer em- ployees several options
for membership at a national fitness club. The following
analysis compares . . .
Conclusion and Recommendation
I recommend that ABO, Inc., participate in the corporate
member- ship program at AeroFitness Clubs, Inc., by
subsidizing employee memberships. By subsidizing
memberships, ABO shows its commitment to the
importance of a fit workforce. Club member- ship allows
employees at all five ABO warehouses to participate in the
program. The more employees who participate, the greater
the long-term savings in ABO’s health-care costs. Building
and equipping fitness centers at all five warehouse sites
would require an initial investment of nearly $2.5 million.
These facilities would, in addition, occupy valuable floor
space — on average, 4,000 square feet at each warehouse.
Therefore, this option would be very costly.

Writing Persuasive Proposals

Joan Marlow
June 15, 2009
Enrolling employees in the corporate program at
AeroFitness would allow them to receive a one-month free
trial membership. Those interested in continuing could then
join the club and pay half of the one-time membership fee
of $900 and receive a 30-percent discount on the $600
yearly fee. The other half of the membership fee ($450)
would be paid for by ABO. If employees leave the
company, they would have the option of purchasing ABO’s
share of the membership to continue at AeroFitness or
selling their half of the membership to another ABO
employee wishing to join AeroFitness.
Implementing this program will help ABO, Inc., reduce its
health- care costs while building stronger employee
relations by offering employees a desirable benefit. If this
proposal is adopted, I have some additional thoughts about
publicizing the program to encour- age employee
participation. I look forward to discussing the details of this
proposal with you and answering any questions you may
have.
Checklist
Analyze your audience carefully to determine how
to best meet your readers’ needs or requirements. 
Write a concise purpose statement at the outset to
clarify your proposal’s goals. 
Divide the writing task into manageable segments
and develop a timeline for completing tasks. 
Review the descriptions of proposal contexts,
structure, and types in this entry. 
Focus on the proposal’s benefits to readers and
anticipate their questions or objections. 
Incorporate evidence to support the claims of your
proposal. 
Select an appropriate, visually appealing format. 
Use a confident, positive tone throughout the
proposal. 
Proposal Forms
Proposals are written within a specific context.
Understanding the con- text, as described in that entry, will
help you determine the most appropriate writing strategy as
well as the proposal’s length, formality, and structure.
Informal Proposal Structure.
Informal proposals are relatively short (about five pages or
fewer) and typically consist of an introduction, a body,
and a conclusion.
INTRODUCTION. The introduction should define the
purpose and scope of your proposal as well as the problem
you propose to address or solve. You may also include any
relevant background or context that will help readers
appreciate the benefits of what you will propose in the
body.
BODY. The body should offer the details of your plan to
address or solve the problem and explain (1) what service
or product you are of- fering; (2) how you will perform the
work and what special materials you may use; (3) the
schedule you plan to follow that designates when each
phase of the project will be completed; and (4) if
appropriate, a breakdown of project costs.
CONCLUSION. The conclusion should persuasively resell
your pro- posal by emphasizing the benefits of your plan,
solution, product, or ser- vice over any competing ideas or
projects. You may also need to include details about the
time period during which the proposal is valid. Effec- tive
conclusions show confidence in your proposal, your
appreciation for the opportunity to submit the proposal, and
your willingness to provide further information, as well as
encouraging your reader to act on your proposal.
Formal Proposal Structure.
• Proposals longer than five pages are often called
formal proposals and typically include front matter
and back matter.
• The number of sections in a proposal depends on the
audience, the purpose, and the scope of the proposal,
or on the specific requirements outlined in an RFP or
IFB.
• If you are responding to an RFP or IFB, follow the
proposal organization and format requirements exactly
as stated; otherwise your proposal may be considered
noncompliant and may be rejected without review.
• If you are not responding to an RFP or IFB, sections
of formal proposals can often be grouped into front
matter, body, and back matter.

FRONT MATTER
• Cover Letter or Letter of Transmittal. In the cover letter,
 express appreciation for the opportunity to submit
your proposal, any help from the customer (or
decision-maker), and any prior positive as- sociations
with the customer. Then summarize the proposal’s
recommendations and express confidence that they
will satisfy the customer’s or decision-maker’s needs. 
• Title Page. Include the title of the proposal, the date, the
name and logo of the organization to which it is being
submitted, and your company name and logo. 
• Table of Contents. Include a table of contents in longer
proposals to guide readers to important sections,
which should be listed ac- cording to beginning page
numbers. 
• List of Figures. If your proposal has six or more figures,
include a list of figures with captions as well as figure
and page numbers. See visuals. BODY 
• Executive Summary. Briefly summarize the proposal’s
highlights in persuasive, nontechnical language for
decision-makers. 
• Introduction. (See the sections Sales Proposals and Grant
and Re- search Proposals for content typically
included in this section.) 
• Body. (See the sections Sales Proposals and Grant and
Research Proposals for content typically included in
this section.) 
• Conclusion. (See the sections Sales Proposals and Grant
 and Re- search Proposals for content typically
included in this section.)

BACK MATTER 

• Appendixes. Provide résumés of key personnel or material
of inter- est to some readers, such as statistical
analyses, organizational charts, and workflow
diagrams. 
• Bibliography. List sources consulted in preparing the
proposal, such as research studies, specifications, and
standards. See bibli- ographies and documenting
sources. 
• Glossary. If your proposal contains terms that will be
unfamiliar to your intended audience, list and define
them in the glossary. Proposal Types Proposals are
written for many specific purposes, but the two most
common types of proposals are sales proposals and
grant and research proposals. 

Sales Proposals.
A sales proposal is a company’s offer to provide specific
goods or services to a potential buyer within a specified
period of time and for a specified price.
 • A sales proposal must demonstrate above all that the
prospective customer’s purchase of the seller’s
products or services will solve a problem, improve
operations, or offer other sub- stantial benefits.
• Sales proposals vary greatly in size and
sophistication—from sev- eral pages written by one
person, to dozens of pages written collaboratively by
several people, to hundreds of pages written by a team
of professional proposal writers.
• A short sales proposal might bid for the construction
of a single home, a moderate-length proposal might
bid for the installation of a computer network, and a
large proposal might bid for the construction of a
multimillion-dollar water-purification sys- tem or
shopping center.
ETHICS NOTE
Always keep in mind that, once submitted, a sales proposal
is a legally binding document that promises to offer goods
or services within a specified time and for a specified price.
Your first task in writing a sales proposal is to find out
exactly what your prospective customer needs.
Then determine whether your organization can satisfy that
customer’s needs.
If appropriate, compare your company’s strengths with
those of competing firms, determine your advantages over
them, and emphasize those advantages in your proposal.
If you are creating a sales proposal in response to an RFP
or IFB, be sure to comply with information and section
requirements exactly as stated—do not include irrelevant or
extraneous information or you may risk having your
proposal rejected.
If you are not responding to an RFP or IFB, your sales
proposal may include some or all of the follow- ing
sections (keep in mind that formal sales proposals will also
include front matter and back matter):
• Introduction. Explain the reasons for the proposal,
emphasizing reader benefits. 
• Background or Problem. Describe the problem or
opportunity your proposal addresses. To make your
proposal more persuasive, your problem statement
should illustrate how your proposal will benefit your
client’s organization. 
• Product Description. If your proposal offers products as
well as services, include a general description of the
products and any technical specifications. 
• Detailed Solutions (Rationale). Explain in a detailed
section that will be read by technical specialists
exactly how you plan to do what you are proposing. 
• Cost Analysis. Itemize the estimated costs of all the
products and services you are offering. 
• Delivery Schedule or Work Plan. Outline how you will
accomplish the work and show a timetable for each
phase of the project. 
• Staffing. Summarize the expertise (education, experience,
and certi- fications) of key personnel who will work
on the project. Include their résumés in an appendix. 
• Site Preparation. If your recommendations include
modifying the customer’s physical facilities, include a
site-preparation description that details the required
modifications. 
• Training Requirements. If the products and services you
are proposing require training the customer’s
employees, specify the required training and its cost. 
• Statement of Responsibilities. To prevent
misunderstandings about what your and your
customer’s responsibilities will be, state those
responsibilities. 
• Organizational Sales Pitch. Describe your company, its
history, and its present position in the industry. An
organizational sales pitch is designed to sell your
company and its general capability in the field. It
promotes the company and concludes the proposal on
a positive, persuasive note. 
• Authorization Request and Deadline. Close with a request
for ap- proval and a deadline that explains how long
the proposed prices are valid. 
• Conclusion. Include a persuasive conclusion that
summarizes the proposal’s key points and stresses
your company’s strong points. Figure P–8 shows
sections from a major sales proposal (shown in full at
 P the following Web Link). For a complete and an
annotated version of Figure P–8, as well as ad-
ditional sample proposals and the RFP to which Figure
P–8 responded, see bedfordstmartins.com/alredtech
and select Model Documents Gallery.

Grant and Research Proposals.

Grant proposals request funds or material goods to
support a specific project or cause. Grants are not
loans and usually do not have to be repaid. Many
government and private agencies solicit and fund
research or grant proposals. A scientist, for ex- ample,
may write a grant to the National Institutes of Health
to request a specific sum of money to conduct research
on a new cancer drug. 

The Waters Corporation
17 North Waterloo

Blvd.
Tampa, Florida 33607
Phone: (813) 919-1213
Fax: (813) 919-4411 www.waters.com
September 2, 2009
Mr. John Yeung, General Manager Cookson’s Retail
Stores, Inc.101 Longuer StreetSavannah, Georgia 31499
Dear Mr. Yeung:
The Waters Corporation appreciates the opportunity to
respond to Cookson’s Request for Proposals dated July 20,
2009. We would like to thank Mr. Becklight, Director of
your Management Information Systems Department, for his
invaluable contributions to the study of your operations that
we conducted before preparing our proposal.
It has been Waters’s privilege to provide Cookson’s with
retail systems and equipment since your first store opened
many years ago. Therefore, we have become very familiar
with your requirements as they have evolved during the
expansion you have experienced since that time. Waters’s
close working relationship with Cookson’s has resulted in a
clear understanding of Cookson’s philosophy and needs.
Our proposal describes a Waters Interactive
Terminal/Retail Processor System designed to meet
Cookson’s network and processing needs. It will provide
all of your required capabilities, from the point-of-sale
operational requirements at the store terminals to the host
processor. The system uses the proven Retail III modular
software, with its point-of-sale applications, and the
superior Interactive Terminal, with its advanced
capabilities and design. This system is easily installed
without extensive customer reprogramming.
FIGUREP– 8. SalesProposal(CoverLetter)

Mr. J. YeungPage 2September 2, 2009

The Waters Interactive Terminal/Retail Processor System,
which is compatible with much of Cookson’s present
equipment, not only will answer your present requirements
but will provide the flexi- bility to add new features and
products in the future. The system’s unique hardware
modularity, efficient microprocessor design, and flexible
programming capability greatly reduce the risk of obso-
lescence.
Thank you for the opportunity to present this proposal. You
may be sure that we will use all the resources available to
the Waters Corporation to ensure the successful
implementation of the new system.
Sincerely yours,
Janet A. CurtainExecutive Account Manager General
Merchandise Systems (jcurtain@waters.com)
Enclosure: Proposal
FIGUREP–8. SalesProposal(continued)(CoverLetter)

The Waters Proposal

September 2, 2009

EXECUTIVE SUMMARY
The Waters 319 Interactive Terminal/615 Retail Processor
System will provide your management with the tools
necessary to manage peopleand equipment more profitably
with procedures that will yield more cost- effective
business controls for Cookson’s.
The equipment and applications proposed for Cookson’s
were selected through the combined effort of Waters and
Cookson’s Management Information Systems Director, Mr.
Becklight. The architecture of the system will respond to
your current requirements and allow for future expansion.
The features and hardware in the system were determined
from data acquired through the comprehensive survey we
conducted at your stores in July of this year. The total of 71
Interactive Terminals proposed to service your four store
locations is based on the number of terminals currently in
use and on the average number of transactions processed
during normal and peak periods. The planned remodeling
of all four stores was also considered, and the suggested
terminal placement has been incorporated into the working
floor plan. The proposed equipment configuration and soft-
ware applications have been simulated to determine system
performance based on the volumes and anticipated growth
rates of the Cookson’s stores.
The information from the survey was also used in the cost
justification, which was checked and verified by your
controller, Mr. Deitering. The cost-effectiveness of the
Waters Interactive Terminal/Retail Processor System is
apparent. Expected savings, such as the projected 46
percent reduction in sales audit expenses, are realistic
projections based on Waters’s experience with other
installations of this type.
Waters has a proven track record of success in the
manufacture, installation, and servicing of retail business
information systems stretching over decades. We believe
that the system we propose will extend and strengthen our
successful and long-term partnership with Cookson’s.
FIGUREP–8.
SalesProposal(continued)(ExecutiveSummary)

The Waters Proposal

September 2, 2009
GENERAL SYSTEM DESCRIPTION
The point-of-sale system that Waters is proposing for
Cookson’s in- cludes two primary Waters products. These
are the 319 Interactive Terminal and the 615 Retail
Processor.
Waters 319 Interactive Terminal
The primary component in the proposed retail system is the
Interactive Terminal. It contains a full microprocessor,
which gives it the flexibility that Cookson’s has been
looking for.
The 319 Interactive Terminal provides you with freedom in
sequencinga transaction. You are not limited to a preset list
of available steps or transactions. The terminal program can
be adapted to provide unique transaction sets, each
designed with a logical sequence of entry and pro- cessing
to accomplish required tasks. In addition to sales
transactions recorded on the selling floor, specialized
transactions such as theater- ticket sales and payments can
be designed for your customer-service area.
The 319 Interactive Terminal also functions as a credit
authorization device, either by using its own floor limits or
by transmitting a credit inquiry to the 615 Retail Processor
for authorization.
Data-collection formats have been simplified so that
transaction editing and formatting are much more easily
accomplished. The IS manager has already been provided
with documentation on these formats and has out- lined all
data-processing efforts that will be necessary to transmit
the data to your current systems. These projections have
been considered in the cost justification.
Waters 615 Retail Processor
The Waters 615 Retail Processor is a minicomputer system
designed to support the Waters family of retail terminals.
The . . .
[The proposal next describes the Waters 615 Retail
Processor before moving on to the detailed solution
section.]
FIGURE P–8. Sales Proposal (continued) (General
Description of Products)

The Waters Proposal

September 2, 2009
Current Procedure
PAYROLL APPLICATION
Your current system of reporting time requires each hourly
employee to sign a time sheet; the time sheet is reviewed
by the department manager and sent to the Payroll
Department on Friday evening. Because the week ends on
Saturday, the employee must show the scheduled hours for
Satur- day and not the actual hours; therefore, the
department manager must adjust the reported hours on the
time sheet for employees who do not re- port on the
scheduled Saturday or who do not work the number of
hours scheduled.
The Payroll Department employs a supervisor and three
full-time clerks. To meet deadlines caused by an
unbalanced workflow, an additional part- time clerk is used
for 20 to 30 hours per week. The average wage for this
clerk is $9.00 per hour.
Advantage of Waters’s System
The 319 Interactive Terminal can be programmed for entry
of payroll data for each employee on Monday morning by
department managers, with the data reflecting actual hours
worked. This system would eliminate the need for manual
batching, controlling, and data input. The Payroll
Department estimates conservatively that this work
consumes 40 hours per week.
Hours per weekAverage wage (part-time clerk) Weekly
payroll cost
Annual savings
40 ⋅ 9.00 $360.00
$18,720

Elimination of the manual tasks of tabulating, batching, and

controlling can save 0.25 hourly unit. Improved workflow
resulting from timely data in the system without data-input
processing will allow more efficient use of clerical hours.
This would reduce payroll by the 0.50 hourly unit cur-
rently required to meet weekly check disbursement.
Eliminate manual tasks 0.25 Improve workflow 0.75 40-
hour unit reduction 1.00
Hours per week 40 Average wage (full-time clerk) 11.00
Savings per week $440.00
Annual savings $22,880 TOTAL SAVINGS: $41,600
FIGURE P–8. Sales Proposal (continued) (Detailed
Solution)

The Waters Proposal

September 2, 2009

COST ANALYSIS
This section of our proposal provides detailed cost
information for the Waters 319 Interactive Terminal and
the Waters 615 Retail Processor. It then multiplies these
major elements by the quantities required at each of your
four locations.
319 Interactive Terminal

Equipment Price Terminal $2,895 Journal PrinterReceipt

Printer
Maint. (1 yr.) $167 425 38

Forms PrinterSoftware 220

— $281
425 38 525 38

TOTALS $4,490[The cost section goes on to describe other

costs to install the system be-
fore summarizing the costs.]
The following table summarizes all costs. Location
Hardware
Maint.(1 yr.) Software
$4,975 $3,520 6,099 4,400 5,256 3,740 5,537 3,960 6,679
12,480
$28,546 $28,100
Store No. 1 Store No. 2 Store No. 3 Store No. 4 Data
Center
Subtotals TOTAL
$72,190 89,190 76,380 80,650 63,360
$381,770
$438,416
DELIVERY SCHEDULE
Waters is normallytail Processors within 30 days of the
date of the contract. This can vary depending on the rate
and size of incoming orders.
All the software recommended in this proposal is available
for immediate delivery. We do not anticipate any difficulty
in meeting your tentative delivery schedule.
FIGURE P–8. Sales Proposal (continued) (Cost Analysis
and Delivery Schedule)427
The Waters Proposal
September 2, 2009

SITE PREPARATION
Waters will work closely with Cookson’s to ensure that
each site is prop- erly prepared prior to system installation.
You will receive a copy of Waters’s installation and wiring
procedures manual, which lists the physi- cal dimensions,
service clearance, and weight of the system components in
addition to the power, logic, communications-cable, and
environmental requirements. Cookson’s is responsible for
all building alterations and electrical facility changes,
including the purchase and installation of com- munications
cables, connecting blocks, and receptacles.
Wiring
For the purpose of future site considerations, Waters’s in-
house wiring specifications for the system call for two
twisted-pair wires and twenty- two shielded gauges. The
length of communications wires must not exceed 2,500
feet.
As a guide for the power supply, we suggest that
Cookson’s consider the following:
1. The branch circuit (limited to 20 amps) should service
no equip- ment other than 319 Interactive Terminals. 
2. Each 20-amp branch circuit should support a
maximum of three Interactive Terminals. 
3. Each branch circuit must have three equal-size
conductors — one hot leg, one neutral, and one
insulated isolated ground. 
4. Hubbell IG 5362 duplex outlets or the equivalent
should be used to supply power to each terminal. 
5. Computer-room wiring will have to be upgraded to
support the 615 Retail Processor. 
FIGURE P–8. Sales Proposal (continued) (Site-
Preparation Section)

The Waters Proposal

September 2, 2009

TRAINING
To ensure a successful installation, Waters offers the
following training course for your operators.
Interactive Terminal/Retail Processor Operations
Course number: 8256 Length: three days Tuition: $500.00
This course provides the student with the skills, knowledge,
and practice required to operate an Interactive
Terminal/Retail Processor System. Online, clustered, and
stand-alone environments are covered.
We recommend that students have a department-store
background and that they have some knowledge of the
system configuration with which they will be working.
FIGURE P–8. Sales Proposal (continued) (Training
Section)
The Waters Proposal
September 2, 2009
RESPONSIBILITIES
On the basis of its years of experience in installing
information- processing systems, Waters believes that a
successful installation requires a clear understanding of
certain responsibilities.
Waters’s Responsibilities
Generally, it is Waters’s responsibility to provide its users
with needed as- sistance during the installation so that live
processing can begin as soon thereafter as is practical. The
following items describe our specific responsibilities:
• Provide operations documentation for each application
that you acquire from Waters. 
• Provide forms and other supplies as ordered. 
• Provide specifications and technical guidance for proper
site planning and installation. 
• Provide adviser assistance in the conversion from your
present system to the new system. Cookson’s
Responsibilities Cookson’s will be responsible for the
suggested improvements described earlier, as well as
the following: 
• Identify an installation coordinator and system operator. 
• Provide supervisors and clerical personnel to perform
conversion to the system. 
• Establish reasonable time schedules for implementation. 
• Ensure that the physical site requirements are met. 
• Provide personnel to be trained as operators and ensure
that other employees are trained as necessary. 
• Assume the responsibility for implementing and operating
the 
FIGURE P–8. Sales Proposal (continued) (Statement of
Responsibilities)
The Waters Proposal
September 2, 2009

DESCRIPTION OF VENDOR
The Waters Corporation develops, manufactures, markets,
installs, and services total business information-processing
systems for selected mar- kets. These markets are primarily
in the retail, financial, commercial, industrial, health-care,
education, and government sectors.
The Waters total-system concept encompasses one of the
broadest hard- ware and software product lines in the
industry. Waters computers range from small business
systems to powerful general-purpose processors. Waters
computers are supported by a complete spectrum of
terminals, peripherals, and data-communication networks,
as well as an extensive li- brary of software products.
Supplemental services and products include data centers,
field service, systems engineering, and educational centers.
The Waters Corporation was founded in 1934 and presently
has approxi- mately 26,500 employees. The Waters
headquarters is located at 17 North Waterloo Boulevard,
Tampa, Florida, with district offices throughout the United
States and Canada.
WHY WATERS?
Strong Commitment to the Retail Industry
Waters’s commitment to the retail industry is stronger than
ever. We are continually striving to provide leadership in
the design and implementa- tion of new retail systems and
applications that will ensure our users of a logical growth
pattern.
Dynamic Research and Development
Over the years, Waters has spent increasingly large sums
on research- and-development efforts to ensure the
availability of products and systems for the future. In 2008,
our research-and-development ex- penditure for advanced
systems design and technological innovations reached the
$70-million level.
Leading Point-of-Sale Vendor
Waters is a leading point-of-sale vendor, having installed
over 150,000 units. The knowledge and experience that
Waters has gained over the years from these installations
ensure well-coordinated and effective systems
implementations.
FIGUREP–8.
SalesProposal(continued)(VendorDescriptionandOrgani
zational Sales Pitch)

The Waters Proposal

September 2, 2009

CONCLUSION
Waters welcomes the opportunity to submit this proposal to
Cookson’s. The Waters Corporation is confident that we
have offered the right solution at a competitive price. Based
on the hands-on analysis we conducted, our proposal takes
into account your current and projected workloads and your
plans to expand your facilities and operations. Our proposal
will also, we believe, afford Cookson’s future cost-
avoidance measures in employee time and in enhanced
accounting features.
Waters has a proven track record of success in the
manufacture, installa- tion, and servicing of retail business
information systems stretching over many decades. We also
have a demonstrated record of success in our past business
associations with Cookson’s. We believe that the system
we pro- pose will extend and strengthen this partnership.
Should you require additional information about any facet
of this pro- posal, please contact Janet A. Curtain, who will
personally arrange to meet with you or arrange for Waters’s
technical staff to meet with you or send you the information
you need.
We look forward to your decision and to continued success
in our working relationship with Cookson’s.
FIGURE P–8. Sales Proposal (continued) (Conclusion)
Or the president of Habitat for Humanity may write a grant
to a lumber company asking for a donation of lumber to
help construct new housing for disadvantaged families.

Research proposals request approval to conduct research

to investigate a problem or possible improvements to a
product or an operation.
Because their purpose is to gain approval to conduct
research, they do not focus on particular solutions or
ultimate results.
For example, an engineer may submit a research proposal
to a manager for permission to research a new method that
improves cement strength for bridges.
Similarly, students often submit research proposals to
request approval of their research plans for term projects,
such as formal reports, or thesis projects.
Grant and research proposals are persuasive when they
clearly define your research goals, your plan for achieving
those goals, and your qualifications to perform the research.
The proposal typically includes the following key
components:
• Introduction. Explain the reasons for and the benefits of
the proposal. What can readers expect as a result of
the proposed research, and what is the value of your
potential findings? 
• Background. Describe the problem your research will
address so that readers are confident that you
understand the problem com- pletely. Illustrate how
both your primary audience and others will benefit
from the results of your proposed research. 
• Research Plan. Discuss in detail your plan for conducting
the re- search. First, focus on your research
objectives—what specifically you plan to investigate.
Then, focus on your research methods — how you
plan to achieve your objectives (through interviewing?
on the Web? through other sources?). 
• Work Schedule. Outline realistic deadlines for specific
research tasks that will help you achieve your
objectives and meet the final deadline. 
• Qualifications. Summarize the expertise of those who will
con- duct the research. You might also include their
résumés in an appendix. 
• Budget. Provide a list of projected costs for your research
project, as appropriate, including costs of all resources
 needed to carry out your research plan. 
• Conclusion. Remind the reader of the benefits from your
research and any specific products that will result,
such as a formal report. Close with a request for
approval by a specific date and offer to answer any of
the readers’ questions.