Question 1

Analyses Summary

Accepted Answer

This part identifies the opportunity and summarizes the pertinent results of your win strategy analyses. Think of this as the executive digest of everything that follows in Part A — it should be dense enough that a reader who only reads this one section still understands the opportunity, the stakes, and where your win probability analysis currently stands. A strong Analyses Summary references specific findings from each of the four analyses rather than restating that the analyses were "completed."

Question 2

Overview

Accepted Answer

This is a brief, broad description of the opportunity, financial considerations, sales potential, prime recommendation, and your company's probability of winning. This section is often where a reviewer decides whether to keep reading in detail or skip to the Conclusions — so it should state your prime/team/subcontractor recommendation plainly, along with a defensible win probability figure, not a vague range.

Question 3

Opportunity Analysis Summary

Accepted Answer

Briefly summarize the key elements of your Opportunity Analysis. This should capture the contract's scope, funding profile, incumbent situation, and any structural factors (set-aside status, contract vehicle, period of performance) that shape your business opportunity analysis and, ultimately, your bid decision.

Question 4

Customer Analysis Summary

Accepted Answer

Briefly summarize the key elements of your Customer Analysis. Focus on what actually drives this customer's decision — budget pressure, mission priorities, past performance expectations, or relationships with the incumbent — rather than generic statements about "understanding the customer."

Question 5

Competitor Analysis Summary

Accepted Answer

Briefly summarize the key elements of your Competitor Analysis. Name the realistic competitive field, note where each competitor is strong or exposed, and connect this directly to the discriminators and deficiencies you'll carry into Part B's Marketing Strategy — this section should set up that later discussion, not duplicate it.

Question 6

Self Analysis Summary

Accepted Answer

Briefly summarize the key elements of your Self Analysis. This is the place to be honest about capability gaps as well as strengths — a Self Analysis that only lists strengths gives leadership a false sense of your win probability and undermines the resource decisions made in Part C.

Question 7

Overall Analysis Summary

Accepted Answer

This section provides an opportunity to discuss interactions between other categories, or concerns not otherwise covered. Use it to flag where the four analyses reinforce or contradict each other — for example, a strong Opportunity Analysis paired with a weak Self Analysis is exactly the kind of tension that belongs here, not buried in a single section.

Question 8

Issues

Accepted Answer

This section should address specific issues that need attention, such as additional information requirements, identification of candidate teaming partners and subcontractors, new hire disciplines, IR&D requirements, Customer Contact Plan, and specific actions needed by your top management. Treat this as your action-item list — each issue should have an implied owner and timeline, even if informal, so it doesn't get lost between this plan and the tactical proposal planning that follows.

Question 9

Conclusions

Accepted Answer

Identify the major conclusions reached as a result of the strategy analyses. This should re-emphasize your optimistic, pessimistic, and most probable win likelihoods, and your recommendation to continue to pursue this opportunity, to merely watch for additional developments, or to terminate your interest in the matter. This is the section leadership will scan first if they're pressed for time, so the recommendation itself should never be ambiguous.

Question 10

Termination Documentation

Accepted Answer

If your conclusion is to terminate this pursuit, then you should document this decision, file all information for future reference, and this will be the end of the matter. Don't treat this as throwaway paperwork — a well-documented termination protects institutional knowledge for the next similar opportunity and prevents the same B&P dollars from being spent re-learning the same lesson.

Competition Analysis

Win Strategy Plan: Structure and Guidelines for Federal Bids

Win Strategy General Guidelines – The Competitor Analysis

Win Strategy General Guidelines – The Customer Analysis

The Proposal Manager’s Four Uses of Competition Analysis

Competitive Analysis Considerations

Developing Competitive Intelligence on Service Contracts

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