Some random unrelated thoughts:

1. I suspect that "week later" thing means your analysis is correct: they are the favorite son.

2. If the plant is powerful, you may be toast no matter what you do.

3. Focus on your product's benefits and features, not customer political intrigue.

4. "Proving the inside link" does nothing for you. (Defeating the inside plant would, however.)

5. If I were to put some bait in the presentation, it would be to try to get them to put a lot of emphasis on "outwest doesn't do X and we do." You could then come back an hour after their presentation and say "good news, X and even XX is in our new release, out next week."

As a strategy, you can change the problem. Once that happens, the competition may not be capable of providing the solution. But, you would certainly have to provide the solution.

What are your distinctive differentiators and capabilities?

Recognize that every paradigm has holes or non-linearities. Then, compete on filling the holes. Service firms do this all the time. Since you have a product, it may not be worth your time to do so. Is this customer a sale, or a gateway to a vertical industry, or a meaningful case study. Is the vertical industry large enough to support a product focused for it?

Since you apparently don't like presentations, I'd suggest Weissman's Presenting to Win. Every thing you say must tie back to the WIFFY, What's in it for you (audience member). And, don't put the details in the slides, only the outline. You are the content. And, you want them to listen to you rather than read the slides.

David

This may or may not pertain to your scenario, but since you appear to be behind the 8 ball maybe a bank shot is called for.

Do you offer your product through a reseller Channel?

What I'm getting at is this ...if you do - and, if you have a local reseller you can add to the presentation team - you may be able to tilt the table to your advantage.

We often find an increased level of confidence and unspoken bias for the home team . I've seen a number of lost deals recovered because the customer liked having somebody with a positive local reputation to maintain, knowing that their money stays "in town", they have multiple product integration skills and can deliver more than this one solution in the future, they live and go to church here, and have not just flown in to look flashy and close "the deal" with city-slicker finesse. Mild exaggeration, but you get the point.:D

If the size of this deal warrants the extra effort, you might want to poke around a bit to see if they already have a "favored local son" and go-a courtin'

Without intending to open the debate of Direct versus Indirect sales advantages, sometimes it just makes sense to buy from someone local, especially when they see the Vendor and their regional partner presenting side-by-side.

Keep us posted...

Channel Cheers,

Ken

Ken Beam, The VAR-City -- "Channel Start-Up Specialists since 1995" Phone: 972.240.8793 or kbeam@thevarcity.com

dave 45000 had it half right... i had this exact scenario happen to me a number of years ago - and ... with careful work you CAN divide from inside!

find out "religious" affiliations in your proposal (unix-wintel); (java-VB) or discover by calling in your network of vendors/insiders.

That key information can help you propose a little more "out of the box", highlighting the religious aspects and getting someone who may be shy about their opinions be a little more vocal in scoring the RFP. Also, ask where the purchasing manager, controller or CFO is in the decision path, sometimes they (by giving you new info) can help you decide if it's even worth it to bid.

cold technology superiority is also excellent! if you can get detail diagnostics or data about the problem space ahead of time, your presentation can have anecdotes inside it that seem eerily like the conversations they are having about the problem.

If insider X is doing $$$ kickbacks, forget your chances totally.

have fun