So you think you can win? How to use intel (or lack of it) to your advantage in bids and tenders
When it comes to winning tenders, the playing field is rarely level. Some bidders go in armed with deep client relationships and insider knowledge, while others are left guessing. The key to success is understanding and leveraging information asymmetry: the gaps in knowledge between you and your competitors, or between you and the client.
In our recent article, Cracking the code: how to win tenders with vague evaluation criteria, we unpacked what to do when the RFT itself is fuzzy.
Today we’re tackling a different blind-spot: bidding when you have little or no inside intel. Here’s how to use what you know (or don’t know) to write a stronger bid, and what to do if you’re flying blind in a cold bid.
Leveraging intel like a pro: what to include in your bid
Read between the lines of the RFT
A well-written request for tender (RFT) tells you what the client wants. A great bid reads between the lines to uncover their deeper needs. Look for clues in:
Weightings and priorities in the evaluation criteria or scoring matrix: what’s valued most? Price, innovation or experience?
Repetition and emphasis: are they focused on risk mitigation, sustainability, cost cutting, compliance or efficiency?
Embedded jargon: are they speaking like a government entity, a fast-moving startup or a traditional corporate? Tailor your tone accordingly.
Mine your own network
Not every insight comes from the RFT. Before you start writing, tap into:
Client history: has your firm worked with them before? any intel from past bids?
Industry contacts: do colleagues, referrers, or suppliers have insights?
Competitor analysis: who usually wins their work and why?
Align with their strategic goals
Public sector entities and large corporates often publish annual reports, corporate strategies or business plans. Scan these for:
Themes and buzzwords: echo their language back in your response
Key challenges and priorities: show how your solution directly supports their vision
Future initiatives: position yourself as a long-term partner, not just a one-time vendor.
Address unspoken concerns
Clients rarely spell out what they fear in an RFT, but experienced bidders know to address it anyway. Consider:
Why change now? if they’re shifting providers, what went wrong before?
Risk factors: could your solution seem too new, too untested or too risky?
Implementation worries: how can you make onboarding seamless?
Cold bidding: when you have no intel at all
It happens.
A partner finds an exciting RFT ‘opportunity’ at the last minute and insists on bidding, even though the firm has no prior relationship or insights into the client.
While not ideal, all is not lost. Here’s some options to bid cold (if you must) smarter.
Play the outsider card (strategically)
Since you’re not an incumbent or a known provider, lean into a fresh perspective. Position your firm as:
Fresh eyes: unbiased and independent, offering a new way of thinking
Specialist: a best-in-class expert, with solutions proven in other industries or markets
Hungrier: more agile and responsive than a legacy provider.
Reverse-engineer insights from publicly available info
With no inside track, leverage:
Annual reports: what is their legal or your area of service spend? Any notable matters highlighted in the report that relate your area of services?
Past contracts and panel winners: who is or has done this work before?
Client videos/speeches, media, LinkedIn: any recent changes in leadership or priorities?
If government, deep dive into procurement websites and portals: are past tenders available for review? Are there published details on successful past contracts awarded? Are lists of organisations that previously submitted bids published?
Make an educated guess about pain points
Cold bids work best when they predict the client’s struggles better than competitors who assume they already know.
Based on the prospective client’s industry and service type, ask:
what do most clients in this space struggle with?
what common problems do existing providers fail to solve?
where can we differentiate based on general industry trends?
Focus on fundamentals - the universal bid-winning pillars
Even without inside intel, some fundamentals never change. In a cold bid, double down on:
clarity and readability: make your response effortless to evaluate
competitive pricing and risk reduction: while you don’t want to loss lead, remember clients won’t take a chance on an unknown and unproven provider at a premium unless the value proposition is strong
implementation certainty: show step by step how you would roll out services smoothly, for example a file transition plan to assume work from another firm.
Final thought: cold bids vs smart bids
Not all bids are winnable. Before committing your team, time, money and other resources to a cold bid, ask:
does this client have a history of awarding contracts to unknown providers?
do we have a credible way to differentiate ourselves without inside knowledge?
would this bid stretch our resources too thin for other, better opportunities?
If the answers aren’t promising, save your energy for a smarter bid elsewhere.
But if there’s a chance (or for political reasons someone is insistent in pursuing this one), try to go in strategically, turning your lack of information into an opportunity rather than a liability.
Need help working out whether it’s worth bidding—or how to win when you’re on the back foot?
Bidtique helps law and professional services firms make smarter bid decisions, sharpen their strategy, and stand out (even when flying blind).
Explore our bid resources or get in touch if you’re staring down a cold bid and wondering whether to dive in or sit it out.
Happy bidding!