INFORMATION CONSULTANCY

Consultancy
The Wikipedia defines information technology consulting as a field that encompasses
information technology consulting, technology consulting, business and technology services etc
and focus on advising businesses on how best to use information technology to meet their
business and research objectives.

The Library Association defines a consultant as a specialist who gives experts

information/advice on library and information needs.

Library and Information Services and Consultancy

Gvernsey and white (1989) define library consultancy as part of information consultancy which
extends to the area of publishing, marketing, printing, book selling database design, computing
and management.

Information Consultancy Opportunities

 Design and implementation of library automated systems.
 Design and implementation of customized information systems
 Design and implementation of information system networks for organization.
 Research and pooling of information for individual and cooperate clients.
 Operating of existing library and information systems for clients.
 Provision of training and manpower development for individuals and organisation.
 Provision of Maintenance and management services for clients.
 Information management
 Personnel development and training
 Librarianship
 Information technology
 Information systems
 Publishing
 Research and data analysis
 Records management
 Systems analysis
 Search and retrieval
 Book trade
 Advertising, Marketing and Public relations
 Photography (slide library)

Areas of information deficiency

 short courses for continuing education

 information systems
 information management
 integration of information systems into management
 records creation, maintenance and use
 training in information handling by IT
 legal information
 selection of hardware and software
 disposal of records
 development of records canters
 electronic networking
 management training: service culture, productivity, automation
 marketing training
 printing
 user education
 streamlining the manual systems
 application of research findings
 journalism.

Factors leading to preference of Information Consultancy

 lack of expertise in-house
 services normally better established
 they are innovative and competitive
 they fill an information gap
 they develop specialized information service effectively
 the international networks like Reuters provide current information
  they provide timely information
 their information is tailor-made for clients
 they are cost-effective
 they are efficient
 they can be hired and fired when no longer needed, therefore cheaper
 confidentiality and reliability
 centralized access to information consultancy and brokerage in government

Factors leading to inadequacy of Information Consultancy

 lack of proper in-house information provision systems
 specialized information required
 not up to date
 irregular supply
 not timely
 lack of information
 lack of computerization for networking
 need for the Internet
 need for complementary information from different sources
 regular verification of news
 need for reliable information
 keeping organisation informed
 need to share information with associates and get information from government and
public institutions more sources of information required
 information access centralized
 isolation from access to information services
 less marketing information available.

Fields/areas of information need for consultancy

 Information systems
 Information technology
 Staff training
 Information management
 Records management
 Research in information studies
 Librarianship
 Mass media
 Book trade
 Legal information
 market research
 proof-reading
 desktop publishing
 publishing
 networking
 property networking and multi-listing
 portfolio management
 banking information
 technical information
 indexing and filing
 current international events
 database development
 computerization of operations (registries)
 market reports
 industrial standards
 upgrading of current computer hardware and software systems
 legal information
 information on gender issues
 human rights information
 precedents available from Botswana courts
 bibliographic information
 business information
 design of records
 production of booklets and brochures
 statistical information
  building – law reports
 storage and retrieval of records

N.B. Search for challenges limiting information consultancy and propose the possible solutions
to those challenges.

Consulting Proposal

How to Create a Consulting Proposal

A consulting proposal is a document sent from a consultant to a prospective client describing a
job they wish to take on and the conditions under which they will do so. Consulting proposals are
usually written only after the consultant and prospective client have discussed the job at length.
Knowing how to write a clear, effective proposal can help land new clients for your practice, so
it's an essential skill for all independent consultants.

Before Writing the Proposal

Learn as much as you can about the job under consideration
A consulting proposal isn't like a resume — it's not a good idea to just send yours out to as many
recipients as possible to drum up business. Each proposal should be tailored specifically to the
client you're trying to get. The more knowledgeable you are about the client and his or her needs,
the better you can write your proposal, so your first step should always be to educate yourself.
There are many ways you might do this:
The best and most direct is simply to meet with the client and discuss the proposed job. Take
careful notes and ask lots of specific questions so you understand precisely what the work en-
tails. After this, you can follow up with phone calls and emails to clarify any lingering questions.
As you write the proposal (see below), it may be useful to do a little independent research as. For
example, if you're trying to prove why your services will help your client succeed, finding busi-
ness surveys that support your point is a good idea.
Come to an agreement on what your exact role will be. 
You don't want to sign on to work as a consultant only to have your client pressure into doing
work you didn't agree to. Having a very clear picture of what the client expects from you is
important — this way, you can word your proposal so that your work will be limited only to
what has been agreed upon. Things to note include:
Your precise duties and the result the client hope to achieve
The time frame for your work
Specific milestones that need to be reached by certain dates
Sometimes, you may need to speak to multiple people. For example, if you are hoping to consult
about a dispute between management and employees, it would be wise to speak to representa-
tives of both parties as well as the hiring client.
Find the client's financial commitment
This is perhaps the most important piece of information of all. If the client isn't willing to pay
you what you think the work is worth, you don't even need to bother writing the proposal. Have
an agreement with the client about how much (as well as how often) you will be paid before you
start writing. This way, you can refer to the agreed-upon payment in your proposal, which the
client will need to sign and agree to hire you.
In addition to the fee for your services, you also want to come to an agreement with the client
about secondary costs that you may have while working (e.g., gasoline, supplies, travel, etc.). It's
in your best interest to get the client to agree to compensate you for these things.
Do not write a consulting proposal if the client seems uncertain about how much you will be paid
(or when).
If possible, get the work without a proposal

Lots of consultant resources will offer advice along the lines of, "It's easier to write a
confirmation of services than a proposal of services." Keep in mind that a consulting proposal is
just that: a proposal that doesn't guarantee you any work. It's perfectly possible for a client to
solicit proposals from many different consultants and pick just one, so if you can, try to get the
client to agree to hire you before you even write the proposal. This way, when you send it, the
client will just be confirming that you can start working — not deciding whether or not.

Writing the Proposal

Begin your proposal by addressing the prospective client. 
Start your proposal like you would start a letter: with a short paragraph summing up that you
want to do the work for the client and that you are the best candidate for the job (you'll get to the
specifics later). Here, it's OK to be somewhat "warm" and personal in your tone, though you
should always stay professional.
Mention the client by name. If you're on friendly names, first names are fine. Otherwise, use
"Mr.” or "Mrs." You're trying to show the client that this proposal is specifically tailored to him
or her.
Describe the job in the first paragraph
Draw from the discussions you have already had regarding the job to show your client, in a few
sentences, that you know what you need to do. Show that you understand the problem that needs
solving, the duties the client expects you to perform, and the scope of your work (one-time gig,
long-term, etc.).
Be specific about the job here, but don't dwell on precise details like money, hours, and so on -
you'll get to this later.

In the second paragraph, describe your qualifications

Here, you're trying to sell yourself as the best possible person for the job. Draw attention to
things like your training, your experience, and jobs you've done in the past that have gotten
positive feedback. You can also reference your attitude and values, though these should take a
back seat to more concrete qualifications.
Remember that you may be in competition with other consultants. Try to paint a picture of how
you will provide a measurable benefit to the client in terms of money or time saved. This way,
you can give yourself an edge over a competitor with similar or better qualifications who doesn't
articulate this as well.

In the next paragraph, describe the work you propose

List, using strict terminology and specific details, what you will do to solve the client's problem.
Pinpoint the exact results the client will see from your consultation. Be specific regarding your
methods and time frame here.
To avoid problems later, it's also wise to describe what you expect from the client during your
work with regards to personnel, access to work sites, and equipment. For example, name people
that you expect to work with full-time, list the sectors that you will have access to, etc.

Describe what you will not be doing during your consultation

As a consultant, you want to avoid the problem of "mission creep" — gradually having your
responsibilities grow without receiving any extra compensation. Isolate the problem you will be
addressing and indicate very clearly that related issues are not included in this proposal.
A good way to present this is in a bulleted list — this makes it very hard for the client to miss the
relevant information.

Propose a price for your consultation

This depends on what you are doing and who your client is. Remember that you may be
competing against other consultants, so try to keep your rate competitive for your industry and
your situation.
You will also want to describe any extra costs, such as meals, hotel rooms, transportation, etc.,
that the prospective client will have to pay for you. Having an approval process in place is a
good idea (for example, you may specify that you will present your receipts at the end of every
month). This makes it harder for the client to refuse paying you with the reasoning that "they
never agreed to pay this much."

Close by summarizing your proposal

Like in an academic essay, the goal of the concluding paragraph is to offer a quick, succinct
summary of the rest of the proposal was about. Reiterate your fitness for the job, your
preparations for the consultation, and your confidence in attaining results. Here, as in the
opening paragraph, you can be a little more "warm" and refer to the client by name.[7]
When you're finished, sign and date the proposal, leaving a space for the client's signature.

Making a More Effective Proposal

Stay short and sweet. 
Keep your proposal as short as it needs to be to accurately describe yourself and the
job. Quality is your goal here, not quantity. Any excuse the client has to stop reading your
proposal and pick up another consultant's is something you want to prevent, so make your
proposal a quick read.
For most jobs, two pages is a fine proposal length. If you refer to lengthy datasets in your pro-
posal, attach them in appendices to keep the length of the actual proposal down.

Keep your focus on the client

While you'll always want to devote some space to your qualifications, the most important person
in the proposal isn't you — it's your client. Even when you're talking about yourself, frame your
discussion in terms of how well you meet the client's needs (not how great you are).[9]
Avoid lengthy discussions of your work history (or your firm's, if you're not an independent con-
sultant).

Avoid buzzwords
Many clients (corporate clients especially) spend all day hearing empty, meaningless phrases
parroted by people trying to sound important. Spare them this unnecessary tedium. Instead, write
your proposal with clear, succinct language. Don't try to make your promises sound more
exciting than they are with flashy jargon. Instead, just make exciting promises.
Examples of buzzwords include things like "best practices," "synergy," "disruptive," "opti-
mized," and more — each industry has its own. These words have effectively lost any power
they once had from overuse and vague application.
Pay attention to spelling and grammar
This may seem nit-picky, but it's essential. Even if you're not consulting for a position that
requires any writing, clean, professional communication shows that you've taken the time and
energy to present your best self. Mistakes don't mean you're less-qualified for the job, but they
do mean that you didn't pay enough attention to get your proposal exactly right. In a tight
competition between two consultants, this may be the deciding factor.
After you finish your proposal, be sure to go over it a second time, editing for grammar and flu-
ency. If you have time, let a friend or family member edit it as well — they're more likely to see
mistakes you've missed since they weren't actually involved in writing it.

Tips to Writing Effective Consulting Proposals that Win Business

1. Don’t Count on It

The proposal isn’t meant to win the business. The business should have already been won before
sending the proposal. Remember that. It’s an important distinction.

Don’t be lured into using some online legal form as a base for your proposal. Having a
consulting proposal is very different from having an effective consulting proposal.

Now, before you want to shoot the messenger, let’s get clear. Until the buyer signs an agreement
(or proposal) you haven’t won the business. That said; don’t count on your proposal to win you
the business. That isn’t the role it plays.

You should only be sending a proposal to a buyer once you’ve engaged in a sales conversation
with them and they’ve given you the go ahead. They’ve agreed that they do have an issue or
opportunity that they’d like your help with.
Before sending them a proposal and once it’s clear that you can add significantly value to the
buyer you simply ask “Great, since we agree on ______, why don’t I put together a proposal for
you with some options of how we can work together and I’ll send it over for you to review on X
day. Does that work for you?”

If they say “No” or hesitate, you need to focus on the conversation until they say “Yes”. Only
after they’ve given you this agreement should offer and send your proposal.

Many consultants jump at the chance to send a proposal to a buyer that isn’t sold on hiring them.
They wonder why they ‘lose’ so many opportunities – it’s because they never reached agreement
before sending the proposal – the opportunity they thought they had simply didn’t exist.

2. Focus on the Buyer, Not on Your Business

You must resist the urge to tell the buyer all about your business in the proposal. This isn’t the
place for it. This conversation should have happened already.

The proposal needs to be focused on your buyer and their business, not yours. Don’t tell them
how long you’ve been in business and that you have this and that. Instead, use the opening of
your proposal to re-establish the opportunity and challenge that you previously discussed with
the buyer.

Longer proposals provide no extra value. They tend to talk more about YOU than they do about
the buyer.

This opening (think executive summary) confirms for the buyer that you understand their
business and situation and that you know how to get them from where they are now, to where
they want to be.

3. Nothing New Here

Confusion leads to inaction. Make sense?

If your buyer is confused and if anything is unclear they won’t sign your proposal. That’s why
you don’t want to introduce any new information in the proposal. Keep the content focus on the
discussion that you had with the buyer.
Should you choose to include new information make sure it is positive – for example, maybe
you’re listing all the benefits they should expect as a result of implementing your
recommendations. Most of this information should have come up in the sales conversation
however.

Anytime you want to add information that wasn’t discussed previously stop and ask “Is there
value for my buyer to see this in the proposal now? ” and “Is this really necessary to include?” If
not, cut it.

4. Structure it for Success

The most effective consulting proposals have a clear logical structure that supports the decision-
making process. Here is what you’ll often want to include:

 Summary – As I wrote above this is where you summarize the challenge and opportunity
and set the stage as a recap of the project as discussed with the buyer.
 Goals – Often a list of bullet points that explain what results the buyer can expect. You
can also include information on what type impact this will have for the buyer’s organiza-
tion.
 Project Details – This section is where you list project duration.
 Responsibilities – List what you will provide and what you expect your buyer to provide
to ensure the project moves forward as planned efficiently and results can be achieved.
 Investment – Your pricing and offers.
 Terms – How payment will be made and when, any other details regarding payment, in-
voicing, expenses, travel, etc.
This simple structure and approach have been proven year after year to work with consultants in
all industries all around the world. If you’d like more details and guidance on writing a
successful consulting proposal and to get access to proposal.

5. Keep it Short

A proposal is not an RFP. I don’t know any buyer that wants to receive a 30+ page proposal
when they can simply get a 2-3 page one.
If your proposals are going over three pages you need to take a close look at what you’re
including in them.

I’ve won $100,000+ projects with a two-page proposal. Most consultants I work with and coach
do the same.

Longer proposals provide no extra value. They tend to talk more about YOU than they do about
the buyer.

And remember, the proposal isn’t meant to win the business. You should have already achieved
agreement from the client before submitting the proposal.

The only reason you’d need to go much beyond 2-3 pages is because you’re trying to provide
new information and to ‘win’ the project – if that’s you, stop. It’s unlikely offering any great
benefit to your business.

6. ROI at the Front

If you want to make your proposal compelling for your buyer to take action on give them a
reason to.

One of the best ways to do this is to show them how their investment will provide them with a
significant return.

If your goal is to get a signed proposal in the shortest time possible keep your language
clear and simple.

Focusing on value and ROI is so important. The other day I was speaking with a consultant in
my coaching program and she was going to submit a proposal to a client for $60,000. She felt
confident she’d win the business. She asked for my feedback and after reviewing her situation I
uncovered that she was creating significantly more value than she thought. So much so that she
could establish her fee at $200,000 to $250,000 and still give her client an extraordinary return.

The ROI you provide should be so great that your buyer has no qualms over your fee.
7. In vs Out

As I wrote about in Clients Want “Out”, Not “In” clients don’t want to hear all about what
you’re going to do (inputs). They want to know what the end result will be (outputs).
If you’re spending too much time in your proposal talking about everything you’re going to do
(and worse how you’re going to do it) you’re missing the point.

Clearly establish what your client is going to get. What can they expect? How will it benefit their
business?

These are the types of questions your buyer will ask themselves. Take this chance to answer
those questions for them again in the proposal so they can be confident they are making the right
decision.

8. Not for Lawyers

“The company hereby employs the consultant to perform the following services in accordance
with the terms and conditions set forth…” Yuck!

Seriously, that’s not how you talk, right? Certainly that’s not how most buyers talk either. Unless
your goal is to confuse your client with jargon and legalese keep the legal terms and lawyer talk
out of your proposal.
It doesn’t add anything except the buyer feeling like they should send your proposal to their
lawyer or legal department to get their feedback on it before they sign. That’s not what you
want?
If your goal is to get a signed proposal in the shortest time possible keep your language clear and
simple.
Don’t be lured into using some online legal form as a base for your proposal. Having a
consulting proposal is very different from having an effective consulting proposal. One works.
The other rarely does.