Does anyone out there have contract administrative experience?
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AQ-CMarketResearchTraining_JBM_29Dec2022.pptxMARKET RESEARCH
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Introductions
Jim McCloskey, Instructor
Participants
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Welcome and Introductions
State:
My name is ____ (provide information about who you are and your experience in contracting).
We will serve as your training consultants throughout this course.
It is our goal that you will leave with a general understanding of the justification and approval process.
Have the students introduce themselves by quickly providing their:
Name,
Program Office,
Total number of years of acquisition and contracting experience.
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Housekeeping
Course Hours
Breaks
Lunch
Facility Overview
Break Rooms
Restrooms
Lunch Locations
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Review housekeeping items using the slide as a guide.
State:
Before we get started, we’d like to review some housekeeping items with you.
This course is three days in length and will begin promptly at 0830 am. We will end the day at 1630 hours.
We have breaks scheduled throughout the day that are 15 minutes in length. However, if necessary, we will break as needed.
Lunch will occur at 1200 and will be one hour in length.
Point out the location of the restrooms and break rooms at the facility as well as nearby places for lunch.
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Ground Rules
Be on Time
Turn Off Electronic Devices
Ask Questions
Participate
Provide Feedback
Have Fun
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Review the ground rules using the slide as a guide.
State:
We’d like to establish some ground rules for the course before we get started.
We ask that you arrive in the morning and return from breaks and lunch on time. This will help us to ensure that we end the day on time.
We understand that you are taking time away from your normal work schedule to be here and that you may have duties to attend to back at the office. We also know training is important to your career growth. To help you and your peers get the most from your training experience, we ask that you turn off or silence your cell phones while class is in session.
In order to ensure understanding and address specific items important to you, please feel free to ask questions and engage in conversation at any time.
Participate in our activities. Experience has shown us that when you engage in activities, your brain retains information.
And lastly, have fun! This is a safe environment for you to explore various scenarios. We hope you find the course engaging.
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Course Topics
What Is Market Research?
Why Is Market Research Important?
Who Performs Market Research?
How and When Is Market Research Performed?
What Are the Types of Market Research?
How to Properly Document Market Research
How to Perform Market Research for Services
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Objectives
By the end of today’s course, you will be able to:
Understand what Market Research is
Understand the importance of Market Research
Explain who, how, and when Market Research is performed
Understand the types of Market Research and the process used for each
Describe the process for properly documenting the Market Research results
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What Is Market Research?
Market Research is one of the most important and often overlooked parts of the FAR (FAR Part 10)
Critical acquisition planning step
Integral to the entire acquisition life-cycle
Impacts requirements definition
Permits agency to determine whether CI or NDI are available
Permits agency to determine whether the requirement can be met by a required source (FAR Part 8) or other socio-economical source as described in FAR Part 19 and DFARS 219
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What Is Market Research?
Critical component in identifying the terms, conditions & practices appropriate for the items being acquired.
The extent of market research will vary, depending on such factors as complexity, urgency, estimated dollar value, and past experience.
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Market Research is the sum of two types/processes
Product characteristics
MARKET RESEARCH
Surrounding business practices
Suppliers’ capabilities
Continuous process of collecting & analyzing information about capabilities within the market to assist in problem solving and decision making and satisfy agency needs
Plus the analysis of that data to make acquisition decisions
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Investigation
Surveillance
Market Research
Socioeconomic opportunities
Market estimates
What Is Market Research?
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Market research is the continuous process of collecting and analyzing information about the capabilities within the marketplace to satisfy
current and future requirements.
Before initiating a procurement action, the customer must perform due diligence in assessing what products or services already exist.
Often the end user or other technical personnel perform basic market research related to product characteristics and capability. The
contracting officer/buyer should build on this knowledge by performing market research devoted to the capability of the market and
identifying any unique commercial terms in the marketplace.
Once a requirement has been screened, buyers will be able to determine if purchasing from required government sources, strategic sources, or via open market can satisfy the requirement. This in turn determines the market research required to complete the buy.
Why Is Market Research Important?
Notwithstanding the statutory and regulatory (FAR and DFARS) requirements in 2015, GAO completed a review of 28 DoD contracts, and determined that at least 50 percent of which had inadequate, inconsistent and unclear market research documentation
Failure to adequately perform and document market research results in lost efficiencies and savings
Market research should identify any “cost drivers” or other aspects of the requirement that could impact cost, schedule, or performance.
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Why Is Market Research Important?
To determine the practices of firms engaged in producing, distributing, and supporting commercial items, such as type of contract, terms for warranties, buyer financing, maintenance and packaging, and marking
To determine if required sources capable of satisfying the agency’s requirements exist to meet our requirements (FAR Part 8, DFAR Part 208)
To determine the extent to which commercial items or nondevelopmental items exist to meet our requirements, or can be modified to meet our requirements.
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Why Is Market Research Important?
Market research helps to expand the industrial base and bring in new and innovative methods of solving warfighter challenges.
Market research allows for small businesses to be considered on acquisitions and potentially help the command to meet its small business goals through the use of set-asides as referenced in FAR part 19 and grow the industrial base.
Market research assists in determining important aspects of the acquisition strategy such as small business participation, subcontract opportunities, and contract vehicles to consider.
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Why Is Market Research Important?
Market research allows for efficiencies to be gained in the acquisition timeline by revealing firms that could be sole sourced the work such as 8(a) companies; revealing firms that are working toward similar solutions in the R&D space through SBIR phase III opportunities.
Market research can also provide ways for determining what pitfalls might exist in an acquisitions strategy and provide evidence for decisions on things such as consolidation, bundling and potential for sole source utilization.
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Why Is Market Research Important?
Market research can often steer an acquisition due to acquisition considerations that are revealed during market research.
These consist of things such as NAICS codes, PSC codes, vendor availability, and ability. These areas play an essential role in the acquisition strategy development.
www.dau.edu/tools/t/Product-and-Service-Code-Selection-Tool
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When Is Market Research Performed?
Agencies must conduct market research “appropriate to the circumstances” (FAR 10.001):
Before developing new requirements
Before soliciting offers for procurements > Simplified Acquisition Threshold (SAT)
Before soliciting offers < SAT when adequate information is not available and circumstances justify the cost
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When Is Market Research Performed?
Before soliciting offers for an acquisition that could lead to a bundled contract
Before awarding a task or delivery order under an IDIQ (Governmentwide Acquisition Contracts (GWACs) and Multi-agency contracts (MACs)) for a noncommercial item > SAT
On an ongoing basis to identify the capability of small business/new entrants
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When Is Market Research Performed?
Market research can be broken down into two interrelated, but distinct, types: strategic market research and tactical market research
Strategic Market Research (market surveillance)
Continuous process that is begun early in the acquisition process
Broad study of the market and sources
It may take place even before an acquisition program exists and continue after it ends
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When Is Market Research Performed?
Enables acquisition, engineering, project management, and other personnel to stay informed about overall market developments, trends, and capabilities.
During strategic market research, any identified users’ requirements need to be kept in mind.
Tactical Market Research (market investigation)
Tactical market research is focused on answering specific questions about products, services, or capabilities in the market at specific points in the acquisition process
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When Is Market Research Performed?
Varies based on scope, criticality, and complexity of the product or service
These questions are derived from the requirements definition
Users’ requirements need to be continually considered when doing tactical market research
In early phases, both strategic and tactical market research can be used to shape the acquisition process
Early market research is particularly significant because it could have a major effect on how the program unfolds
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When Is Market Research Performed?
Done early in the acquisition process before the requirement is documented, market research, as indicated in FAR 10.001, makes it possible to compare the users’ requirements to the capabilities of the commercial market and to determine the following:
Availability of products to meet the requirements as-is
Ability of suppliers to modify their products to meet the users’ requirements
KO must determine in writing acquisitions exceeding $1M that item meets the CI definition (See PGI 212.102 DoD Guidebook for Acquiring Commercial Items, Part A: Commercial Item Determination)
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When Is Market Research Performed?
• Flexibility of the users to modify their requirements to allow the purchase of commercial items, commercial services, or nondevelopmental items
• Feasibility of undertaking a developmental program within cost and schedule constraints
• Such market research can be effective only with the understanding that comes from good up-front requirements definition.
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Properly Defined Requirements?
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Ex. Soldier electrocuted while taking a shower in a contractor maintained military facility.
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Cost/Price Analyst
Logistics Specialist
Technical Team
Finance
War-Fighter/End User
Legal Counsel
Program Manager
DCAA/
DCMA
The Acquisition Team
Contracting Officer
Contract Specialist
Purchasing Agent
Small Business
Who Performs Market Research?
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One Team Important to understand everyo9nes role in acquisition process and work together.
Rule of Thumb
The Technical Staff (i.e. engineer, scientist, and equipment specialist) is responsible for conducting the market research.
The program manager is responsible for ensuring the market research is conducted.
The contracting officer should not proceed with any acquisition unless adequate market research has been accomplished.
Who Performs Market Research?
There is no Market Research Department or Competency in the Government
Market Research process lends itself to a Team approach
Technical specialists from the requirements organization should have performed Market Research when defining the requirement
Market Research should be performed by representatives from: Contracting, Program Management, End Users, Engineering, Logistics, Legal, Finance, Cost Analysts, and Other IPT members
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How is Market Research Performed?
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Site Visits
Surveys
On-line Browsing and Communicating
Various Techniques
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Aspects to Consider When Performing Market Research
Whether commercial items are available to meet the requirement
Whether the Contracting Officer has a reasonable expectation of receiving at least two offers from responsible small businesses and award will be made at fair market prices
Whether there are Mandatory Sources identified in FAR Part 8 and DFARS 208
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Aspects to Consider
Federal supply schedule databases to include GSA, NIH, NASA SEWP, etc.
The use of FAR vs Non FAR acquisitions such as Other Transactions and determining non-traditional defense contractors, joint venture authority vested in the Department of Commerce (DOC) and "Commercial Solutions Opening" authority given to GSA
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Aspects to Consider
The ability to use a SBIR and STTR to researching new and innovative technologies if it is an R&D requirement
Understanding the supply chain around the requirement to analyze things such as the non-manufacturers rule and how Cybersecurity requirements such as (CMMC) might impact the acquisition strategy and potential teaming arrangements
Determine the historical aspects of the proposed procurement to determine if there will be pitfalls in the acquisition strategy due to consolidation or bundling
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How is Market Research Performed?
Market research sources and techniques:
Knowledgeable industry and Government experts
Historical acquisitions for similar or identical requirements
Government databases
Internet searches
Sources Sought/Request for Information/Unsolicited Proposals
Source lists
Market surveys
Industry days
Contractor catalogs, trade journals, data specifications, product brochures, advertisements, conferences
Trade Associations
Sam.gov
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How is Market Research Performed?
Market Research Sources and Techniques for Small Business:
Dynamic Small Business Search (DSBS) is a database that government agencies use to find small business contractors for upcoming contracts. https://web.sba.gov/pro-net/search/dsp quicksearch.cfm
PTACs and Small Business development centers identify small business entities and their respective capabilities and assist agencies in shaping market research.
Contracting Officer’s can elect to set aside a Task Order solicitation under a multiple award IDIQ contract such as GSA, NIH, NASA SEWP, Seaport
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How is Market Research Performed?
Guiding Principles for Conducting Market Research
Start early
Refine as you proceed
Tailor the investigation
Repeat as necessary
Communicate with all stakeholders throughout the process
Involve the Users
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Strategic Market Research
Steps to Conducting Strategic Market Research
Identify Market Research objectives
Identify the market/market segment
Identify the source of information
Collect relevant market information
Document the results
Tailored for each supply class or technology area
Should contact users for tradeoff considerations
Trade journals, personal contacts with users and manufacturers, and automated databases are good sources of information
Identify and utilize SBDCs, PTACs, HUBZone associations, 8(a) associations, AFCEA SB chapters
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Types of Market Research
Strategic Market Research (Surveillance)
– Involves a broad study of the market
– Ongoing throughout the process
– Conducted to stay informed about overall market developments, trends, and capabilities
• Tactical Market Research (Investigation)
– Activities to gain understanding of the market
– Conducted at specific points
– Answers specific questions about capabilities, products, or services
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Strategic Market Research
Strategic Market Research Sources (Surveillance)
Other Government Agencies and Users
Military and non DoD
Grants.gov (Labs)
Contracting Resources
Sam.gov
Previous RFI’s/RFP’s and contract award announcements
Economic Data Including Industry Sales and Trends
US Census Bureau, Bureau of Labor Statistics, etc.
News and business publications
General Market Information
Manufacturers, Distributors, Trade shows, Training Associations, Personal Contact
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How Is Market Research Documented and Managed
Strategic Market Research:
Strategic market research is continuous so it should be managed through documentation of vendor capabilities presented on a regular basis
This may include vendor files available from command office of small business programs, Small Business Innovative Research (SBIR) and Small Business Technology Transfer (STTR) databases, Procurement Technical Assistance Centers (PTAC) databases among other sources.
For strategic market research there should be an initial discussion of the marketplace and the industrial base in relation to the initial development of the requirement
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Strategic Market Research
Review and summarize strategic Market Research data (Taking into account stakeholder concerns)
Focus tactical market investigation to answer specific questions and fill in information gaps
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Tactical Market Research
Steps of Tactical Market Research
Review strategic Market Research summary (Surveillance)
Formulate requirements
Identify objectives
Identify sources
Collect information from sources
Collect information from users
Evaluate the data
Document results
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Tactical Market Research
Formulate Requirements/Identify Objectives
Clear and thorough requirements are essential
Allows Market Research to target specific types of information
Consider Results of Market Research
Available products and services
Commercial practices
Identify Acceptable Risk
Discuss Alternatives
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Tactical Market Research
Negotiate needs
Allows for tradeoffs to see if modifying requirements may better align with commercial business practices, terms and conditions
Document capability requirements clearly and precisely
Save time and money in the future
Focus on “What” not “How”
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Tactical Market Research
Each market investigation is tailored to the specific acquisition requirements
Cost
Criticality
Complexity
Frequency of acquisition
Competition
Industrial Base
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Tactical Market Research
Tactical Market Research Sources (Investigation)
Other Government Agencies and Users
Military and non DoD
Known Suppliers
Suppliers who have bid in the past
GSA
Sam.gov
Commercial Databases
Dunn & Bradstreet
Thomas Registry (Thomasnet)
Basic web searches
Conferences and Trade Shows
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Availability
Technology
Specs/Standards
Integration/Open Systems
Quality Assurance
Market Prices
Services
Business Practices;
Terms/Conditions; Laws
Source
Capabilities
Product/Service
Characteristics
Competition
Size (SBs)
Production
Distribution
Geographic location
Support
Program Management
Warranties
Financing and Discounts
Marking and Packaging
Inspection and Acceptance
Price data
Insured/Bonded/ Licensed
Govt Leverage
Payment Terms
Supportability/
Sustainment
Obsolescence
Life cycle and cycle time
Equipment
Technical Data
Parts availability
Impact of Replacement Items
Tactical Market Research Areas
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This chart depicts a data evolutionary process from requirements generation through contract award. Here are some of areas to be considered when gathering your market research data.
PRODUCT/SERVICE CHARACTERISTICS
Market Research can help you refine your requirement or determine if you can satisfy your requirements. You need to identify:
- Availability – whether products or services are available in the commercial marketplace to support mission and system requirements. If commercial is not available, what about NDI? Identify the value or limitations of each.
- Technology- Is the technology leading edge or a highly stable design? Can advanced technology be applied to, planned, or inserted into in-place systems?
- Impact – The impact of the commercial or nondevelopmental items on the environment, safety, security, and energy conservation
- Market Prices - The lowest cost alternatives available to meet the customer requirements
- For Services:
- A new service, stable company, customer satisfaction
SOURCE CAPABILITIES DATA
Assessing the sources financial, production and support capabilities impacts:
- Competition decision
- sole source vs competitive
- Evaluation criteria
Are there socio-economic program requirements?
BUSINESS PRACTICES; TERMS & CONDITIONS
Determination of customary business practices is critical to structuring solicitations and preparing for negotiations. You should look for:
- What are the generally accepted commercial terms and agreements?
- Implied and/or express warranties, type and duration of warranties;
- Commercial financing/discounts customary?
- Sufficient price data exist? If not, what additional data may be required? Is going commercial, cost effective?
- How large/small is government leverage within the market?
- What would be the impact on negotiations & competition?
Supportability/Sustainment
Market Research is also used to identify the life cycle support problems of commercial items, components, processes and technologies.
Support and sustainment issues include: availability, obsolescence, cycle time for introduction of new items or average time to support old systems, parts availability, equipment required, who holds technical data rights, and other elements involving the distribution and logistics support capabilities of potential suppliers to meet the needs of the government.
Market research will help target viable solutions and identify alternatives and options to these support issues/problems. It is essential to determine the most cost effective sources of those parts and equipment, ensure competitive insertion of advanced technology, and maintain a responsive posture in a diminishing manufacturing sources environment. It will aid in reducing total cost of ownership and assist in the program planning and budgeting process throughout the life of the system.
If you’re looking for a service to be performed:
- Customer satisfaction and quality of product is a key aspect. Looking at past performance information and checking industry standards can provide you with insight into recurring cost control, technical quality, or timely delivery problems.
- Often a service contract needs good incentives to guarantee quality performance.
Tactical Market Research
Questions tailored to product and risk areas
Obtain information to assess
Product data
Production capability
Support capability
Market acceptance
Test data
References
Identify standard and unique commercial characteristics and business practices
Minimize burden on activity being surveyed
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Tactical Market Research
Check references; obtain previous and current users’ input
Past performance (CPARS)
Product reliability
Verify vendor’s claims
Examine and test products
Interview users
On-site
Remotely
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Evaluation of Tactical Market Research
Analyze information gathered to determine if product or service meets the need
Compare commercial products and applications with the user’s needs
Commercial product or service is not available
Commercial product or service meets the need
Commercial product or service meets the need if you modify the requirements
Commercial product or service could be modified to meet the need
Identify and analyze potential trade-offs to see if modifying requirements may better align with commercial business practices, terms and conditions.
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Document Tactical Market Research
Amount based on size and complexity of acquisition
Documentation serves several purposes
Provides historical record
May be used by other market research teams for similar products
May be used by contracting to determine contract terms
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Document Tactical Market Research
Documentation shall consider at a minimum:
(A) The methods used to conduct market research;
(B) The timeframe in which market research was conducted;
(C) The analysis of the capabilities of the potential sources that were identified during market research; and
(D) Any conclusion(s) reached as a result of market research analysis. PGI 210.002
In addition to using the “Market Research Report Guide for Improving the Tradecraft in Services Acquisition”, for service acquisitions, the format and processes should also be adapted for use in documenting market research for supplies. (AFARS 5110.002)
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How Is Market Research Documented and Managed
Tactical Market Research:
Market research should be documented in the Market Research Report (MRR), and acquisition strategy.
If the market research was performed for a complex acquisition, the MRR should explain how the findings impact the acquisition strategy.
Market research should be summarized in the Small Business Coordination Record DD Form 2579, and attached to the DD Form 2579
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Market Research for Services
Use the “Market Research Report Guide for Improving the Tradecraft in Services Acquisition”
Strategic and Tactical Market Research processes and techniques apply
Provides information on practices used for obtaining same or similar services in commercial market
Information on past performance is vital
Service sector and regulatory standards are good tools to use
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OFPP Market Research Misconceptions
OFPP has created a series of mythbusters available to help improve communication with industry and assist in providing guidance on preconceived communication concerns between government and industry.
Mythbusters 1: Addressing Misconceptions to Improve Communication with Industry during the Acquisition Process https://obamawhitehouse.archives.gov/sites/default/files/omb/procurement/memo/Myth-Busting.pdf
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OFPP Market Research Misconceptions
Misconception – “We can’t meet one-on-one with a potential offeror.”
Fact – Government officials can generally meet one-on-one with potential offerors as long as no vendor receives preferential treatment.
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OFPP Market Research Misconceptions
Misconception – “A protest is something to be avoided at all costs - even if it means the government limits conversations with industry.”
Fact – Restricting communication won’t prevent a protest, and limiting communication might actually increase the chance of a protest – in addition to depriving the government of potentially useful information.
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OFPP Market Research Misconceptions
Misconception – “If the government meets with vendors, that may cause them to submit an unsolicited proposal and that will delay the procurement process.”
Fact – Submission of an unsolicited proposal should not affect the schedule. Generally, the unsolicited proposal process is separate from the process for a known agency requirement that can be acquired using competitive methods.
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OFPP Market Research Misconceptions
Misconception – “The program manager already talked to industry to develop the technical requirements, so the contracting officer doesn’t need to do anything else before issuing the RFP.”
Fact – The technical requirements are only part of the acquisition; getting feedback on terms and conditions, pricing structure, performance metrics, evaluation criteria, and contract administration matters will improve the award and implementation process.
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OFPP Market Research Misconceptions
Misconception – “Giving industry only a few days to respond to an RFP is OK since the government has been talking to industry about this procurement for over a year.”
Fact – Providing only short response times may result in the government receiving fewer proposals and the ones received may not be as well-developed - which can lead to a flawed contract. This approach signals that the government isn’t really interested in competition.
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OFPP Market Research Misconceptions
Misconception – “Getting broad participation by many different vendors is too difficult; we’re better off dealing with the established companies we know.”
Fact – The government loses when we limit ourselves to the companies we already work with. Instead, we need to look for opportunities to increase competition and ensure that all vendors, including small businesses, get fair consideration.
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OFPP Market Research Misconceptions
Mythbusters 2: Addressing Misconceptions to Improve Communication with Industry during the Acquisition Process https://obamawhitehouse.archives.gov/sites/default/files/omb/procurement/memo/myth-busting-2-addressing-misconceptions-and-further-improving-communication-during-the-acquisition-process.pdf
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OFPP Market Research Misconceptions
Misconception – “The best way to present my company’s capabilities is by marketing directly to Contracting Officers and/or signing them up for my mailing list.”
Fact – Contracting officers and program managers are often inundated with general marketing material that doesn’t reach the right people at the right time. As an alternative, vendors can take advantage of the various outreach sessions that agencies hold for the purpose of connecting contracting officers and program managers with companies whose skills are needed.
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OFPP Market Research Misconceptions
Misconception –“It is a good idea to bring only business development and marketing people to meetings with the agency’s technical staff.”
Fact – In meetings with government technical personnel, it’s far more valuable for you to bring subject matter experts to the meeting rather than focusing on the sales pitch.
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OFPP Market Research Misconceptions
Misconception – “Attending industry days and outreach events is not valuable because the agency doesn’t provide new information.”
Fact – Industry days and outreach events can be a valuable source of information for potential vendors and are increasingly being used to leverage scarce staff resources.
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OFPP Market Research Misconceptions
Misconception – “Agencies generally have already determined their requirements and acquisition approach so our impact during the pre-RFP phase is limited.”
Fact – Early and specific industry input is valuable. Agencies generally spend a great deal of effort collecting and analyzing information about capabilities within the marketplace. The more specific you can be about what works, what doesn’t, and how it can be improved, the better. (See FAR 15.201)
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OFPP Market Research Misconceptions
Misconception – “If I meet one-on-one with agency personnel, they may share my proprietary data with my competition.”
Fact – Agency personnel have a responsibility to protect proprietary information from disclosure outside the Government and will not share it with other companies. In fact, 18 U.S.C. 1905, the Trade Secrets Act, prohibits the Government from disclosing proprietary information outside the Government.
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OFPP Market Research Misconceptions
Misconception – “Agencies have an obligation not to share information about their contracts, such as prices, with other agencies, similar to the obligation they have not to disclose proprietary information to the public.”
Fact – There are no general limitations on the disclosure of information regarding existing contracts between agencies within the Government. In fact, agencies are encouraged to share pricing information to ensure that we are getting the best value for our taxpayers.
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OFPP Market Research Misconceptions
Mythbusters 3:Further Improving Industry Communication with Effective Debriefings https://obamawhitehouse.archives.gov/sites/default/files/omb/procurement/memo/myth-busting_3_further_improving_industry_communications_with_effectiv....pdf
Mythbusters 4: Strengthening Engagement with Industry Partners through Innovative Business Practices https://www.whitehouse.gov/wp-content/uploads/2019/05/SIGNED-Myth-Busting-4-Strenthening-Engagement-with-Industry-Partners-through-Innovative-Business-Practices.pdf
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OFPP Market Research Misconceptions
Misconception – "Using innovative business strategies to the Federal contracting process is not a core program management or contracting office responsibility in meeting mission needs."
“Fact – Applying new and innovative ways of conducting the Government's business is a critical, core responsibility of contracting staff, integrated project teams, and the agency's senior leadership.
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OFPP Market Research Misconceptions
Misconception – "Non FAR-based acquisition authorities (i.e., authorities that cannot be exercised under the FAR) are never available for general use by agencies and are designed to be considered only on a limited basis for unique needs and circumstances."
“Fact – While agencies must have authority to use acquisition tools that would otherwise not be allowed under the FAR, agencies may also leverage a number of non-FAR based authorities by working with other agencies that do maintain such authorities. These include joint-venture authority vested in the Department of Commerce (DOC) and "Commercial Solutions Opening" authority given to GSA, Prize and Challenge authority under the America COMPETES Act, and OTs.
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OFPP Market Research Misconceptions
Misconception – "Before a potential procurement starts, it is not valuable for government personnel to engage with industry representatives to discuss substantive agency strategic and planning needs."
“Fact – To maximize market research efforts, agencies are encouraged to engage vendors early in the planning process to learn about market capabilities and ways that industry may fulfill requirements in non-traditional ways.
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OFPP Market Research Misconceptions
Misconception – "The best way to engage with industry during the planning phase is through a written request for information."
“Fact – Requests for Information (RFIs), while useful, can result in a static, one-way exchange where agencies do not have the resources to respond and vendors do not have the opportunity to demonstrate their capabilities. However; agencies can conduct virtual meeting sessions (live RFIs) and can schedule separate virtual presentations for potential offerors to demonstrate solutions with contracting officers, program managers, and others.
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OFPP Market Research Misconceptions
Misconception – "Product demonstrations are too complex and provide limited value for acquisition personnel."
“Fact – The "show me, don't tell me" approach enables potential vendors to actually demonstrate the product and/or services instead of filling out paperwork to explain how the product and/or service would meet the government's needs. Such presentations allow companies to exhibit their capabilities and enable agencies to understand relevant products and services before making an award.
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OFPP Market Research Misconceptions
Misconception – "Agency personnel are generally prohibited from engaging directly with associations and other government-focused industry groups because of ethics considerations."
Fact – Ethics laws and regulations do not generally prohibit federal employees from joining associations or other industry groups, and agencies are encouraged to promote appropriate workforce and leadership participation to discuss ideas and solutions. Collaborative engagements may include: co-training alongside industry partners, attending industry-hosted workshops, joint conference panel participation, and industry demos.
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Tips for Success
Start early, while the requirement is still flexible
Identify and understand the needs/key characteristics of the requirement
Identify the market research objectives
Tailor and refine efforts as you proceed, from general to specific
Analyze the data received to determine if the market research objectives are met.
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Questions
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