Case Studies

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A tech hardware and services company were struggling with their bid decision-making process, which involved numerous internal meetings with department heads, project managers, and executives. 

These meetings often lasted hours and required extensive preparation especially with large and complex requests for tender needing to be read and understood, yet these meetings rarely led to clear decisions. 

They estimated that when compared to Bid or No Bids features, they were wasting a collective 60 hours per month on these meetings alone, costing them around $12,000/month in employee time.

A large manufacturer found their sales team, motivated by commissions, was always eager to bid on new projects. Their technical and financial teams were more risk-averse, and hesitant to move forward.

This internal tug-of-war created a stalemate each time, making it difficult for decision-makers to get a clear, unbiased view. To break the deadlock, executives often requested additional analyses, leading to further delays. 

Their approach was to proceed until told otherwise, often for months with teams of staff plus external consultants billing by the hour and regularly wasting $250,000 and totalling millions of dollars per year.

A construction company had a habit of bidding on almost every project that came their way, without adequately assessing fit for service or profitability and failing to understand the essential and important requirements of the buyer.

This "shotgun approach" led to a high number of failed bids, each costing the company around 40 hours and $10,000 in wasted effort and resources. 

Over the year, this amounted to hundreds of thousands of dollars in losses and started to taint their brand with their low-quality responses. 

A healthcare provider had a rigorous but slow bid decision-making process. Their team would spend weeks and sometimes months analysing the tender/request documents and debating the pros and cons of each potential project. 

This "analysis paralysis" often led them to miss deadlines for promising bids or they were forced to rush a response with a reduced quality and high cost of external resources needed at the last moment. 

The company estimated that each missed opportunity cost them around 400 hours and $80,000 in wasted analysis and preparation time.