Pitching for new work is a staple of professional services life – but just because an invitation arrives doesn’t mean you should automatically accept. Done well, pitching can open doors to rewarding relationships and new revenue. Done hastily or for the wrong reasons, it can drain resources and morale.

Before diving in, it’s essential to take a step back and assess whether this opportunity truly merits your firm’s time, effort and energy. Here’s a guide to help you make that critical decision.

Don’t confuse activity with progress

It’s easy to equate the act of pitching with proactive business development. But a packed pipeline of bids doesn’t always translate to profitable work. As many firms have learned the hard way, chasing too many opportunities – particularly the wrong ones – leads to overworked teams, generic responses and disappointing win rates.

It’s therefore important to be strategic. Before committing, hold a swift but structured discussion with your pitch team. Ask questions like:

What is the real opportunity here?
Do we know what it will take to win – and do we honestly have the time, expertise and insight to compete?

Do qualify the opportunity properly

A solid qualification process is vital for any new pitch opportunity. If your firm doesn’t already have a go/no-go checklist or similar evaluation tool, create one. It doesn’t have to be complex, but it should force you to consider aspects like:

Are there any conflicts or reputational risks?
Will the work be profitable, or are price caps and discounting likely?
Is there longer-term potential, such as additional mandates or credibility in a new market?
Do we have relationships in place, or a credible route to building them?
Can we offer something clearly better than our competitors?

If the answers to these are vague or weak, it’s better to decline gracefully than waste resources.

Don’t respond without understanding the context

Every invitation to tender or request for proposal comes with a strategic rationale. The more you understand the client’s decision-making environment, the better positioned you are to respond effectively. That means finding ways – where permissible – to engage with client contacts before submitting anything. Arrange a scoping call or meeting to explore what’s behind the pitch. Use the time to ask informed questions, test the chemistry and share a few light insights to impress, reassure and build trust.

Where possible try and gather insight from decision-makers and key people who will help to influence their decision.

Done well, this interaction alone can set you apart from less engaged competitors.

Do invest time in planning before writing

One of the most common – and costly – errors is rushing straight into writing the response. Before you open a document, stop and plan.

What is the client really looking for?
Who are the key decision-makers and what do they value?
What’s the best team to field, in terms of both expertise and chemistry?

Create a clear plan with roles, timelines and review points. Align your content and delivery to what you now know about the client, and make sure every element of the pitch – written or verbal – reinforces your credibility, enthusiasm and fit.

Don’t recycle generic material

Reusing old proposals might save time, but it sends the wrong signal. Clients can spot cut-and-paste jobs immediately, and they’re unlikely to be impressed. Show you’ve listened, understood and responded specifically to them. That’s how you differentiate – not by repeating credentials, but by demonstrating relevance.

A tailored, thoughtful pitch that addresses the client’s world – and shows how you can add value – will always beat a slick but generic one.

Final thought: it’s OK to say no

It’s easy to feel obliged to pitch for everything, especially with high-profile or long-standing clients. But selective pitching by professionals is a sign of a commercial, focused firm. If the opportunity isn’t right, or your chances of success are slim, it’s far better to politely decline than deliver a weak or half-hearted submission.

Done well, saying no can actually enhance your reputation – it shows you take client work seriously and won’t commit unless you can deliver exceptional value.

For further help

1. If you’re interested in improving your Business Development, take a look at our learning resources.

2. Get in touch to speak with an advisor and find a learning plan that works for you.

3. Check out our other blogs.

Do’s and don’ts before you decide to pitch