The best way to address a tender is to read it from top to bottom and - should you decide to go for it - draw up a list of tasks which, though overseen by one person, can often be undertaken by the wider team.

It would be sensible to gather key people together and divide up the workstream. PROMOTA member Philip McLaughlin, managing director of Non-Stop Promotions, said: "When it comes to tendering, we sit down as a team to discuss next steps and then delegate various tasks between the group. As with many tasks in business, two heads are certainly better than one and it is always better to share the load."

It's also worth estimating the amount of time (and therefore money) it's going to take. Whilst you or members of your staff are working on the tender it is depriving the company of the skill sets that only you have. It's important therefore to assess at this point whether the tender is going to be financially beneficial and fits round your other commitments in respect of the business.

PROMOTA member Jon Birrell, senior marketing manager at BTC Group, said: "It is important to dedicate the right resources to the right tenders. A small tender, for example would need less man power and resources than a large global brief which needs more input."

A response to any tender should not be wordy; those looking to place the work are seeking succinct, pragmatic answers to their questions. Having said that, you will need to demonstrate why your company should be the preferred bidder; a proven track record, endorsements from others, superior service and product, and the willingness to "go the extra mile". That may mean tasking someone with desk research which, though time-consuming, could be the differentiator in terms of understanding the potential new client's business.

If you've not been through the process before, then don't be shy in asking others for a little help and advice. More often than not the organisation which has put out the tender will be more than willing to answer questions over the phone (or even better in a face-to-face meeting).

Philip McLaughlin said: "When tendering, it is always best to ask if you are unsure about something. Most companies offer a certain amount of time for queries which is often very helpful to ensure full understanding of the requirements."

Making a positive impression - tangibly demonstrating that you want and value their business - ticks a lot of boxes.

Many tenders, particularly within the public sector, will require a demonstration of policies in areas such as the environment, diversity, health and safety. If you don't have these sorts of policies in place, the internet can be very helpful. Organisations such as Business Link, the British Accreditation Bureau and local government departments offer advice on putting together policies, but also the tendering process in general.

If you're going to commit to the tendering process, ensure you have a complete understanding of what's required.  What are the deadlines?  How many copies of your submission are required?  Is it going to be hand delivered or emailed? What format does it need to be submitted in?

Jon Birrell said: "Unfortunately there is not one universal tender system, but many different ones. When approaching any tender, make sure you understand the practicalities of submission; is it a technical online submission, or a simpler one using Word or Excel?"

All of these seem fairly basic, but get something wrong and it could well rule you out of the running. And your submission should not be the end of the process. A polite follow-up letter or email is not out of order and, again, may differentiate you from others.

Whether successful or not, find out the reason - it can help as much to know why you did win a contract as why you didn't. Philip Mc Laughlin said: "The time and money spent on a tender is certainly worth it if you win the business. However, when you are not successful, the process can be a positive learning curve. It is always best to find out why you were not successful; this will help with future tendering activity."

Membership of a trade association is more often than not an important criterion for a company to even be considered during the tender process. PROMOTA membership acts as a useful endorsement, and our members receive a certificate annually to show their accreditation. Andrew Dwerryhouse, managing director of Wildthang, said: "Most tenders have a section around accreditation and our affiliation to PROMOTA is always useful. Our membership helps to prove we are a quality, trustworthy and well established company."

From advice to accreditation, PROMOTA will be able to help with any queries you may have - contact the PROMOTA secretariat on 0845 371 43 35.

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