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Unsolicited Proposal Example for Advanced Technical Writing

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  • 0:03 Overview of…
  • 0:40 Sample Proposal
  • 4:27 What Was Good About…
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Lesson Transcript
Instructor: Laura Foist

Laura has a Masters of Science in Food Science and Human Nutrition and has taught college Science.

An unsolicited proposal is important in order to share new ideas with others in the business world. This example shows an internal, informal, unsolicited proposal example.

Overview of Unsolicited Proposals

In this lesson, we'll examine an example of an internal, informal, unsolicited proposal. It is an internal proposal because it is from an employee in the company. And unsolicited because this is an idea that was independently thought up and the employee now wants to propose this idea to the head of the company. Although we are writing to the company head, it is still an informal proposal because it is completely internal. So, we do not need to have a cover letter, executive summary, table of contents, etc. Instead this is more like a memo that simply covers the basics.

Sample Proposal

In the example we'll cover, an employee from Merlin's Beard, which produces cauldrons for witches and wizards, thinks that the company should expand its products and begin producing and selling magic wands. Let's look at our sample proposal.

'Merlin's Beard Inc.
To: Fred Buggins, President
From: Laura Abbott, Sales Manager
Subject: Adding Magic Wands Line

Dear Mr. Buggins,

In the last year Merlin's Beard Inc. produced 10,568 cauldrons, making it the largest cauldron manufacturer in the world. We have a large loyal client base. Since our client base is already so large, it will be difficult to significantly increase our client base. So, to increase our sales it would be best to add a new product line. I propose adding a magic wand line.

Most witches and wizards are already familiar with the Merlin's Beard brand. They trust our cauldrons and consider our cauldrons the best cauldrons out there for spell-making. In a recent survey, 82% of our clientele said they would never consider buying another brand of cauldrons.

Merlin's Beard currently provides 57% of all cauldrons worldwide. Even if we convinced the other 43% of witches and wizards to switch to Merlin's brand cauldrons our sales will not even double. Instead, it would be much more profitable to use our already loyal customer base to sell a new product line. Since our customer base is already loyal to our cauldrons, they would probably also desire to purchase other products from us.

Currently, per the World-Wide Association for Witches and Wizards (WWA-WW), 78% of all witches and wizards have ever purchased a cauldron, while 98% of all witches and wizards have ever purchased a wand. So, first, we can assume that most of our current customers would also be in the market for a wand. Second, we will be further expanding our clientele base by reaching a greater proportion of witches and wizards.

One potential pitfall is that most witches and wizards prefer purchasing one wand in their lifetime, and remaining loyal to that single wand. We could overcome this pitfall by focusing our sales on the children and new students of our current customers. Another potential sales source is by considering some of the current research of new and improved wands. For example, the growing popularity of Dranicorn Wands has prompted people to buy secondary wands because it only needs a single movement, instead of multiple movements, to cast a spell. By including some of this current research to a line of wands, we can build upon our already good reputation and many of our current clientele would see the benefit of purchasing a new wand from a brand that they already love and trust.

Implementing a new wand line will cost about $200,000, with $100,000 for new research and $100,000 for new equipment. But, with an expected return of $25 per wand after production costs, this investment will quickly lead to a profit for the company. By selling at least 4,000 wands per year we will have a positive return on our investment within two years.

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