Contractor Proposal Template Form

Assuming the architect has already created a set of plans for contractors to bid based on, there really isn’t a standard template. Rather each contractor will generally have their own template that itemizes each division of work in the scope of the proposed project. The exception being in situations where the owner’s rep supplies a template and says that all incoming proposals must be on the supplied template. Depending on the size of the construction project, the document is generally broken into divisions based on the type of work to be performed; site construction, concrete, masonry, doors and windows, finishes, specialties, equipment, mechanical, electrical, and a few others. Each division will also typically include an estimated duration for the purpose of scheduling and timelines. The exception to this would occur if/when the owner’s rep specifies a certain completion date before hand. If contractors believe they won’t meet the anticipated completion date, they’ll typically include a revised and more realistic expected completion date on their proposalStandard 16 Division List: 16 Divisions - WikipediaExtended 50 Division List: 50 Divisions - WikipediaGenerally speaking, you can expect a proposal to look similar to the samples belowProbably the best example: http://www.statehomeconstruction...If you’d like to see more, I’d typically advise individuals visit their local city planning office or website as many city will publicly post the results of bids for local projects. Some post only the end result numbers, while others will post the full submitted proposal. But as you can see, there isn’t really a standard template or form.

One awesome highlight of ZipBooks’ invoice templates is that you can save default settings like your notes and payment terms for your invoices once you nail down the details of what exactly should be on your invoice. Using ZipBooks for your invoice means never sending off an invoice without your own company information on it (oops!). They actually score your invoice based on what information you include and so you'll be able to leverage the data we've collected from tens of thousands of invoices on what things are important to get you paid faster.Here are a couple tips on things that you will get you paid faster and should definitely be included on your invoice:Company logo: This is part of the invoice template that we provide for you. You'll save a company logo under company settings and you'll never have to think about whether your invoice template header looks good again.Notes: Thanking a customer for their business will always make you stand out in a crowd and leverages the psychological principle of reciprocity so that you get paid faster. Lots of studies show that including a thank you note gets you paid faster. I think that would especially be true when someone is getting a big bill for legal services.Invoice payment terms: Another great free feature of ZipBooks invoice templates for legal services (and anyone else who used our invoice templates for that matter) is that when you put terms into an invoice, we automatically detected it and set a due date for you. If you don't set terms, we assume that the invoice will be due in 14 days. This is the due date that we use to drive the late payment reminder and to display the number of days that a invoice has been outstanding in the AR aging report. If you don't want to set the invoice payment terms every time, you can set it up once under Account Preferences in the ZipBooks app. Pretty neat, right?Customer information: This one might seem pretty straightforward but it should always be on the list of "must haves" when thinking about what you should put on your invoice.Detailed description of bill: ZipBooks' invoice template lends itself to the ability to show a detailed account of everything that you have charged since you last sent an invoice. You can do that by manually entering the invoice details or you can use the time tracker to automatically pull in billable activity once you are ready to send the next invoice for your legal services.

I agree with Tremain Roseman, dailies should be completed by the super or foreman in the field, not the construction manager.However, when it comes to the time that you should be filling out the daily report, I’d say “as it happens.” Newer daily reporting apps, such as Raken, allow you to complete your dailies throughout the day instead of waiting for the end of the day. Filling out dailies as the events happen onsite improve the overall accuracy of your report, since you don’t have to recall everything that happened at the end of the day.For instance, if a safety incident happens in the morning, pull out your phone and write down all the details right there and then. Finish one aspect of the project? Snap a picture in the app and it will be automatically added to the daily. Then, at the end of the day, all you need to do is review the report and sign.Accurate dailies are critical to protecting your firm from potential litigation. Another benefit of using daily reporting software is that it will actually save you time. For example, Raken automatically captures weather on your daily report three times a day, has a voice-to-text feature so you can take notes as you walk the jobsite, and automatically syncs with the office so you’re no longer dealing with paper dailies.

Here are the project phases (or project steps) I used in client proposals.DiscoveryThis is the client interview, which is usually an hour, where I find out exactly what the client needs. It also gives the client and I time to decide if we want to work together.I do not charge the client for this step.Content AuditAfter the client approves my proposal (see below for more details) I do the content audit phase where I get all the client’s assets and logins needed for the project. This can include getting a logo and stock photos from the client or purchasing a domain and setting up web hosting.If the client wants stock photos I have them purchase them and send them to me. Or, I have the client give me their stock photo login so I can download them.I send the client a file of my completed work for this step, get their approval via email, and do attach an itemized fee for this step.Information ArchitectureI create a website menu for the client.I send the client a file of my completed work for this step, get their approval via email, and do attach an itemized fee for this step.Website Visual DesignI create a desktop and mobile mockup of the website I’m going to build for the client using Photoshop. Yet, any graphic design software can be used.I send the client a file of my completed work for this step, get their approval via email, and do attach an itemized fee for this step.Website Staging BuildI code the website from scratch on a sub-domain on my personal server. For example, if I own “example.com” I create a website at “myclient.example.com”.I send the client a link with my completed work for this step, get their approval via email, and do attach an itemized fee for this step.Website Quality Assurance TestingThe client and I spend out a week doing QA testing of the website staging build. This also includes testing the website in browsers, mobile devices, and tablets approved in the proposal (see below). I use browerstack.com to test a website in various devices.I send the client a link with my completed work for this step, get their approval via email, and do attach an itemized fee for this step.Launch WebsiteThe client and I agree on a time for the website and I launch it so that it’s viewable at the client’s domain, like “example.com”.I send the client a link with my completed work for this step, get their approval via email, and do attach an itemized fee for this step.Training of the ClientI set aside one to two hours to train the client on how to update their website. Also, in the contract that the client already approved (see below) I set an hourly rate that the client agrees to pay if they need additional work after the project is completed.I send the client a link with my completed work for this step, get their approval via email, and do attach an itemized fee for this step.This is the final step so I thank the client for the project and wish them best of luck!Proposal Approval Process:After the “Discovery” phase is completed (step 1 above), I email the client a proposal that at minimum includes a list of all these phases (or steps) and an itemized price for each step (excluding “Discovery”).This proposal may also include a calendar attached to each step and says that to approve it, the client needs to send me an email confirmation and give one half of the total cost for the website build up front.I strongly believe that getting one half of the website cost up front is important because it shows that both the client and I are serious about getting the website built.

Note: My answer assumes that you are truly at the start of building your sales process, you are starting from a zero customer base and are looking to construct a process that enables you to scale in the future.Before you go about constructing what Jason suggests, you have some very hard work ahead of you. You first need to lay the groundwork by truly learning three (3) things:1. Who you are selling to? Who are the companies and the individuals within these companies?2. Why they are buying? What problems are you solving for your customers? It has to be one of these four problems, otherwise you have work to do on developing your value proposition:Increase revenue | Decrease cost | Increase efficiency | Decrease risk3. How will they buy, implement, and use your product? How do your target companies make purchasing decisions? What requirements are made to new solution providers by the companies' legal, procurement, and information security teams? How will you roll out and support the users?To get there, here are ten (10) ideas and steps you need to take before worrying about such things as LeadGenius and AEs.1. Start small. Really small. Painfully small.The projects should feel more like technology-enabled consulting than the sale and purchase of a software product, because that’s what you need to do in early stage enterprise software development. As an early stage company, you’ve identified a specific gap in the market and intend to fill it with your product. Only by sitting inside the walls of the customers - shadowing, training, spending voluminous amounts of time onsite with actual users - will you begin to learn the problem you are solving with your product.Paul Graham discusses this in detail in his essay "Do Things that Don't Scale."2. Position yourself as an “AND” not an “OR."While you may be building towards replacing big incumbent systems already in place, no enterprise will absorb the risk of replacing an existing system regardless of how much they hate it with a solution from startup.Look for opportunities to fill gaps existing systems don’t fill, or fill needs that have emerged that the customer cannot adapt their existing system to fill. 3. Start with paid pilot projectsFocus on paid pilots that are 1-3 months with measurable outcomes, with those metrics established in a way that you know you can win.The “paid” part is critical because it vets whether or not the person/team you’re selling to has the financial authority to approve a purchase and mobilize the internal resources required to implement your product. (more on this below…)Check out these articles:8 Guiding Principles for Pilot Programs: A Key for Enterprise 2.0Successful Selling For The Technically Gifted: Understanding The Pilot ProjectA Product Person’s Perspective on Enterprise Selling4. Be unobtrusive.If you have to connect to customer systems, databases, or other third party software, you'll be looking at a 6-12 month information security audit and due diligence cycle in the sales process. Look for ways that you can “integrate" with existing systems without actually touching and wiring to those systems.This might mean that you’ll need to do a bunch of manual work like setting up an FTP site and exporting CSV files from your software so that they can be imported in batch files to the customer’s current system. This is all part of “doing things that don’t scale."5. Identify all of the buyers at the companies you’re selling to.You think you’re selling to “the director level and up at companies with 100-1000 people.” That’s a pretty wide range.For example, in the banking industry, there are Directors, Vice Presidents, Senior Vice Presidents, and Executive Vice Presidents. In the investment world, there are Directors, Managing Directors, and Partners. The people at the lower end of the org chart have far less autonomy and purchasing authority, if any at all. Check out:Why does Goldman Sachs have 12,000 VPs?How many vice presidents at a bank?You need to figure out the exact level of seniority that can approve and shepherd support for your product.  This is where Aaron Ross’s “Predictable Revenue" approach is useful. If you start from the top and work you’re way down, you’ll hit far fewer roadblocks and low level executives trying to be corporate heroes selling your product up the org chart for you.Find out who is ultimately writing the check for your product, and then find out all of the people that person has to get the nod from in order to write that check, including IT, Risk, Security, Compliance, Operations, and Finance. SaaS is great for constant release cycles and scaling product support. SaaS can be a nightmare to sell if your target companies have concerns about up time, reliability, and data security because your product is “in the cloud.” 6. Build out an implementation plan and use it in your sales process.  “Confused people don’t buy.”The first part of the sale is showing how your product will solve the customer’s problem. The second part of the sale is showing how the customer will actually buy and implement your product.Think through the people, resources, and processes required to confidently implement your product, and include a discussion around this process as part of your sales conversation. You need to identify if your customer is able to mobilize the resources on their side, and what costs you might be incurring to successfully install and support your product.7. Identify key metrics and milestones for your sales process.Find ways to identify if you are making progress in your sales conversations. A few examples might include:With each subsequent conversation with a prospect, are we getting introduced to more people within the company that will directly or indirectly affect the purchase and implementation of our product?Did we get an NDA in place?Did we get to an onsite meeting or host them at our office?8. Be your company’s best salesperson.If you’re just starting up your sales process, you can’t hire a salesperson or AE to do the selling for you because they’ll need a sales blueprint or template and a proven successful model on which to base their process.Quick story… When I started at Altos Research years ago, the Founder/CEO closed the first 50-75 customers, many of them working from Red Rock Cafe in Mountain View. On my first day, we did a call together with an inbound lead from the website. Mike called the lead, walked through the process he told me has been working, then got the credit card at the end of the call. First call. Boom. It was that easy. Now I could go forth and multiply.While your sales is much larger than a $79/month subscription, this principle holds true. You need to give your sales people a blueprint of how to sell your product.At Blend, we’re going through this transition now. The CEO and I are leading all of our sales efforts, and only now after 18 months of selling are we bringing in AEs lead sales from the beginning of the lead.9. Use relationships and referrals.If you can’t figure out a way to find your first ten customers through your network and introductions, you need to find advisors who can help and build your network such that you are worrying about inbound leads, lead management, and qualification, etc.Looks to me like you are a bit early to be thinking about an entire lead and sales funnel system like the one Aaron proposes. At this stage, you don’t even know what qualifies as the right customer - company type, industry/slice of industry, buyer type you're targeting, how to know if they are the right buyer, and establishing needs. etc.Over and over, I see early stage CEOs telling themselves, “We have a great product, so now if I could just find a really good salesperson to sell it, we’ll be great!"The truth is that your product should be very scaled back and only after you implement with your early customers will you really know what your product should be, how to build it, and how to get there.10. Look for “Partner Customers."These are paying customers that help you shape your product without requiring bespoke or custom development. This can be tricky early in the company’s and product’s development, because you really don’t know if the partner customer’s needs are that of the larger market, and that’s all the more reason you need a really strong relationship so that you can mutually agree on what makes sense to build and what makes sense to skip.You’ll also have a few prospective customers catch wind of what you’re building and they’ll want you to build quickly or want to treat the relationship in a traditional buyer-vendor manner. These are the customers to avoid early on, or at least slow-roll until you have a more established product.Good luck!

Yes and no. The internet is full of unscrupulous people who will get you to write their RFP for them. If you write a beautiful proposal to a company it’s not at all unheard of for them to turn your proposal into an RFP for that scope of work and shop around for someone else to do it cheaper. You’ve taken the time and effort to do an analysis of their needs and write a detailed scope of work and now they’re using your labor and effort for free.If your client is someone you’ve met face to face I would NOT give them a detailed proposal in digital format. Instead add the entire scope of work to your contract and and give them a hard copy of the contract face to face when you close the deal. It’s a lot more work and obviously theft of IP if they start retyping your document and many people will hesitate at this point and possibly give you the project. If you’re too accommodating you’ll definitely get ripped off in this business. I spent about $4–5,000 in wages putting together an analysis and scope of work for a massive project that I had been assured was mine (about a $4–500k project). They took my RFP broke down into stages and hired a much less capable company to do the first stage of the work. Eventually the project stalled and they had to do something else, but I had already lost the contract and the money spent putting together the analysis. I should have charged them for the analysis but I was operating under the assumption the project was mine (because I had been verbally assured this was the case). Never again.If you’re meeting them only online, ask them to tell you what they want (you answer their RFP) or pay you to do an analysis of their needs. Otherwise they’ll just pick your brain and take your ideas for free.

I live in Germany. I got an invite to the Quora partner program the day I landed in USA for a business trip. So from what I understand, irrespective of the number of views on your answers, there is some additional eligibility criteria for you to even get an email invite.If you read the terms of service, point 1 states:Eligibility. You must be located in the United States to participate in this Program. If you are a Quora employee, you are eligible to participate and earn up to a maximum of $200 USD a month. You also agree to be bound by the Platform Terms (https://www.quora.com/about/tos) as a condition of participation.Again, if you check the FAQ section:How can other people I know .participate?The program is invite-only at this time, but we intend to open it up to more people as time goes on.So my guess is that Quora is currently targeting people based out of USA, who are active on Quora, may or may not be answering questions frequently ( I have not answered questions frequently in the past year or so) and have a certain number of consistent answer views.Edit 1: Thanks to @Anita Scotch, I got to know that the Quora partner program is now available for other countries too. Copying Anuta’s comment here:If you reside in one of the Countries, The Quora Partner Program is active in, you are eligible to participate in the program.” ( I read more will be added, at some point, but here are the countries, currently eligible at this writing,) U.S., Japan, Germany, Spain, France, United Kingdom, Italy and Australia.11/14/2018Edit 2 : Here is the latest list of countries with 3 new additions eligible for the Quora Partner program:U.S., Japan, Germany, Spain, France, United Kingdom, Italy, Canada, Australia, Indonesia, India and Brazil.Thanks to Monoswita Rez for informing me about this update.

Suggested clip The Construction Business : How to Write a Construction Bid ...YouTubeStart of suggested clipEnd of suggested clip The Construction Business : How to Write a Construction Bid ...

Usually, this is done by requiring interested applicants to accomplish a job bidding form or an internal application form cover sheet. The Job Bidding Form is created and designed by the company, customized to gather the information deemed relevant or important for evaluation of bids.

Contractor's proposal is a document prepared by the contractor under design and build procurement, showing how the contractor proposes to meet the Employer's Requirements.

A fee proposal is a proposal prepared by a consultant for a prospective client describing the services that the consultant proposes to undertake and the fee that will be charged. This may be in the form of a letter, or may be a more detailed document accompanied by a cover letter.

Construction Proposals Law and Legal Definition. A construction proposal is a written offer from a bidder to the owner, preferably on a prescribed proposal form, to perform the work and to furnish all labor, materials, equipment and/or services for the prices and terms quoted by the bidder.