Just to be clear – this isn’t a deep, insider breakdown of a real RFP Zu submitted. Instead, it’s a thought experiment: me reverse-engineering what a winning RFP response might have looked like from Zu’s perspective, pitching the SaskTel project.

Why Sasktel? 

1. I have been a Sasktel customer for over 5 years, and I remember the days when their app was barely usable. I experienced first-hand the digital improvements they have made. 

2. Finding out that Zu helped them make these improvements makes me even more curious as to what might have went down behind the scenes; what kind of thinking and process led to these results? 

 

So, here’s my breakdown of what I think Zu might have done when responding to an RFP from SaskTel:

First things First: Before even beginning to think about a solution or what design they might implement, the Zu team must have spent some serious time understanding the nature and scope of the problem Sasktel was facing and trying to relay in their RFP. Not just scanning for the requirements or evaluation criteria, but really getting to the root of what pain SaskTel is facing and what they are truly asking for.

Some key questions that come to mind are: 

What are the actual, deeply rooted problems behind this project? 

What challenges, frustrations and negative experiences led to them requesting this proposal? 

What are the specific outcomes that would make this project feel like a valuable investment? Not only for Sasktel, but more importantly, for their customer? 

This might have looked like this: 

• Current online/in-app systems are creating friction and negative user experiences 
• Users want a more effective way of managing their accounts through digital channels – without waiting on hold for 2 hours
• Customers are not engaging with the digital platforms due to clunky, complex designs

This step is very important. Asking the “why” is critical to making sure that the right problem can be solved. This shows that you truly get them, and you are committed to making a serious impact. 

 

Once their is some more clarity and understanding of the why, then the team can start to brainstorm different possible directions, collaborating across various teams to start building some leads as to what kind of solution might make sense for Sasktel, and how to integrate it with Sasktel’s current systems. 

This stage isn’t about building a cool design or idea (although that may come later). It’s all about finding the right direction, and building around it. 

 

Now, Zu can begin to visualize and describe the right, proposed solution, for example:  

• Creating a user-centered experience that enables customers to efficiently complete high-priority tasks 
• Reducing the need for further customer support
• Becoming a primary channel for customer engagement

Now, it’s not just about listing features; Zu would have to create a tailored response, tying every part of the proposed solutions back to the challenges Sasktel is facing. They’d have to make every section feel like it was built for Sasktel. But at this point, this should be easy, because they are invested and genuinely care about making a strong impact for Sasktel. 

This would be a good time to include proof, evidence that Zu is capable of producing the best solution possible, citing examples of how they helped companies such as the Saskatchewan Health Authority or the Saskatchewan Cancer Agency.

Including mockups and clickable prototypes would help to bring the vision to life. 

This is where Zu can really drive the point home that Zu is the perfect partner for them. 

Including a project plan and timeline with milestones, deliverables, and feedback loops shows that the foundation of Zu’s creative process is collaborative and builds trust along the way. 

And just like anything, review, edit  and polish, double checking that everything is clear and consistent and aligned with the RFP’s requirements. 

Final Thoughts: 

Wow! This exercise has made me truly appreciate how much thoughtfulness and strategy goes into these RFP responses. Its not just about being the best at what you do but rather it’s about genuinely understanding the prospect, and proving that you understand them better than anyone else, and ultimately, that you can deliver an exceptional outcome. 
Its a long, thoughtful, collaborative process.