Marketting
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CISSecureComputingFederalGovernmentContractingTrainingSessionsFI...2.pptxCIS Secure Computing / U.S. Federal Government Contracting Training Sessions
December 10, 2018 | 8:00 a.m. to 5:00 p.m.
December 11, 2018 | 8:00 a.m. to 12:00 p.m.
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CIS Secure Computing / Training Agenda
FIRST MORNING:
Targeting, Engaging, Winning and Sustaining Business with the U.S. Federal Government Market
U.S. Federal Government Asset Security
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CIS Secure Computing / Training Agenda
FIRST MORNING:
Targeting, Engaging, Winning and Sustaining Business with the U.S. Federal Government Market
U.S. Federal Government Asset Security
AFTERNOON:
Best Practice Go-to-Market Planning, Execution, Management and Measurement for U.S. Federal Government Contractors
Contract Vehicles and Competition Within Contract Vehicles
SECOND MORNING:
Best Practice Business Development, Capture Strategy, Proposal Response, Management and Measurement for U.S. Federal Government Contractors
Questions, Comments, Praise and Complaints
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CIS Secure Computing / Training Agenda
FIRST MORNING:
Targeting, Engaging, Winning and Sustaining Business with the U.S. Federal Government Market
U.S. Federal Government Asset Security
AFTERNOON:
Best Practice Go-to-Market Planning, Execution, Management and Measurement for U.S. Federal Government Contractors
Contract Vehicles and Competition Within Contract Vehicles
SECOND MORNING:
Best Practice Business Development, Capture Strategy, Proposal Response, Management and Measurement for U.S. Federal Government Contractors
Questions, Comments, Praise and Complaints
CONSULTANT CREDENTIALS
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35-plus years in Growth, Marketing and Business Development strategy, planning and execution
Corporate SVP of Marketing for LandAmerica Financial Group
Corporate VP of Global Marketing Operations for Unisys
BU VP of Marketing and Business Management for SAIC
Manager of Marketing Communications and Media Relations for IBM Federal
Writer and Editor for USA TODAY
Consultant Overview: Kevin P. Young
Key Accomplishments:
Announced AS/400 and RISC System/6000 for IBM
International Expansion for Unisys
Commercial Expansion for LandAmerica and SAIC
Launched USA TODAY for Gannett
Co-Founded Government Market Master™ Executive Education Certificate Program
Developed Go-to-Market Practice for Lohfeld Consulting Group
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Board memberships include Consequence of Sound™, now one of the world’s leading and most recognized music sources
Speaker, Author and Adjunct Professor of Marketing for George Mason University's School of Business and School of Engineering
Professionally Qualified (PQ) faculty member under accreditation of the Association to Advance Collegiate Schools of Business (AACSB)
U.S. Government Active Secret Clearance
Consultant Overview: Kevin P. Young
Key Recognition:
IBM Outstanding Achievement in Marketing Award
IBM Award of Excellence
Malcolm Baldrige National Quality Award (As IBM site team)
Business Marketing Association International’s Board of Directors
Corporate Executive Board’s Marketing Leadership Council
Forrester Research’s Global Market Leaders’ Panel
American Marketing Association Mentor / Protégé Program
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Consultant Clients: Kevin P. Young
“Kevin comes at Go to Market strategy with blended expertise after many years as a Marketing professional, Marketing consultant and Marketing adjunct professor … He has guided companies of all sizes, especially Federal Contractors, with successful strategizing, planning and executing of best practices in areas that include brand, image and promotion, thought leadership, and marketing and business development campaigns … I have seen Kevin ‘in action’ in the board room as well as classroom; he’s the real deal.”
– Mark A. Amtower
Industry Coach, Speaker, Radio Host and Author,
“SELLING TO THE GOVERNMENT: What It Takes
to Compete and Win in the World’s Largest
Market” (John Wiley & Sons, Inc.)
Consultant Overview: Kevin P. Young
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Credentials overview …
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Kevin Young (far right) as an industry guest panelist at immixGroup Annual Government IT Sales Summit in Reston, VA, on November 2015; topic was “A Failure to Communicate: Four Steps to Improving Sales and Marketing Outcomes”
Targeting, Engaging, Winning and Sustaining Business with Federal government Market
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Revolutionary War
Chocolate Chip Cookies
Poop Bags?
Teddy Roosevelt
DHS / TSA
Civil War
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The U.S. Federal Government Market
| FACT #1 | ||
| There are more than 780,000 companies – large and medium; small and set-aside; public and private; for-profit and not-for-profit – registered, via the System for Award Management (SAM), to do business with the U.S. Federal Government. |
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The U.S. Federal Government Market
| FACT #2 | ||
| The U.S. Federal Government spends more than $3.5 trillion per year on people and programs, on products and services … It is by far the LARGEST MARKET IN THE WORLD in terms of spend. |
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The U.S. Federal Government Market
| FACT #3 | ||
| Most of these 780,000-plus Contractors will see an annual gross revenue of $0.00 due to the complexity, cyclicality and competitiveness of Federal Government procurements. |
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The U.S. Federal Government Market
| FACT #1 | FACT #2 | FACT #3 |
| There are more than 780,000 companies – large and medium; small and set-aside; public and private; for-profit and not-for-profit – registered, via the System for Award Management (SAM), to do business with the U.S. Federal Government. | The U.S. Federal Government spends more than $3.5 trillion per year on people and programs, on products and services … It is by far the LARGEST MARKET IN THE WORLD in terms of spend. | Most of these 780,000-plus Contractors will see an annual gross revenue of $0.00 due to the complexity, cyclicality and competitiveness of Federal Government procurements. |
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The U.S. Federal Government Market
Understanding Total IT Spending by Fiscal Year:
This graph displays the Total IT Spending for all agencies over the past few fiscal years. Each fiscal year is further divided into the amount of spending in "major" and "non-major" investments. The amount of spending in "major" investments is significant because those investments are required to submit Business Cases, which provide additional transparency into the cost, schedule and performance data related to its spending.
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The U.S. Federal Government Market
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Business-to-Government “minefields” include:
Contracting Fundamentals
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The U.S. Federal Government Market
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Business-to-Government “minefields” include:
Contracting Fundamentals
Procurement Cycles, Vehicles and Channels
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The U.S. Federal Government Market
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Business-to-Government “minefields” include:
Contracting Fundamentals
Procurement Cycles, Vehicles and Channels
Contract Award Slippages
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The U.S. Federal Government Market
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Business-to-Government “minefields” include:
Contracting Fundamentals
Procurement Cycles, Vehicles and Channels
Contract Award Slippages
Contract Award Protests
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The U.S. Federal Government Market
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Business-to-Government “minefields” include:
Contracting Fundamentals
Procurement Cycles, Vehicles and Channels
Contract Award Slippages
Contract Award Protests
Federal Acquisition Regulation (FAR) and Audits
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The U.S. Federal Government Market
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Business-to-Government “minefields” include:
Contracting Fundamentals
Procurement Cycles, Vehicles and Channels
Contract Award Slippages
Contract Award Protests
Federal Acquisition Regulation (FAR) and Audits
Federal Cost Accounting Standards (CAS) and Audits
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The U.S. Federal Government Market
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Business-to-Government “minefields” include:
Contracting Fundamentals
Procurement Cycles, Vehicles and Channels
Contract Award Slippages
Contract Award Protests
Federal Acquisition Regulation (FAR) and Audits
Federal Cost Accounting Standards (CAS) and Audits
Timekeeping and Labor Regulations
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The U.S. Federal Government Market
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Business-to-Government “minefields” include:
Contracting Fundamentals
Procurement Cycles, Vehicles and Channels
Contract Award Slippages
Contract Award Protests
Federal Acquisition Regulation (FAR) and Audits
Federal Cost Accounting Standards (CAS) and Audits
Timekeeping and Labor Regulations
Security Clearances, Processes and Audits
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The U.S. Federal Government Market
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Business-to-Government “minefields” include:
Contracting Fundamentals
Procurement Cycles, Vehicles and Channels
Contract Award Slippages
Contract Award Protests
Federal Acquisition Regulation (FAR) and Audits
Federal Cost Accounting Standards (CAS) and Audits
Timekeeping and Labor Regulations
Security Clearances, Processes and Audits
Ethical, Legal and Regulatory Compliance
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The U.S. Federal Government Market
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“In my 30-plus years of studying the Business-to-Government (“B2G”) Market, I have observed that 90 percent or more of the companies that try to enter the market fail the market. They fail not from lack of skill at what they do; they fail from lack of understanding the nuances of a new market – a different market – with rules arcane enough to cover literally tens of thousands of pages of ‘Government Speak.’ They do not adapt ... There are many pieces to the Government Market puzzle; without all the pieces, the picture is never complete ... There are many ways to succeed in the Government Market; each path is different ... The Government Market is only sexy if you really like money.”
– Mark A. Amtower
Industry Coach, Speaker, Radio Host and Author,
“SELLING TO THE GOVERNMENT: What It Takes
to Compete and Win in the World’s Largest
Market” (John Wiley & Sons, Inc.)
The U.S. Federal Government Market
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According to the Victory in Procurement™ (VIP) Survey: “Strategies for Small Business Procurement Success” (American Express OPEN for Government Contracts) …
“… It is important to learn more about the challenges and successes business owners are having pursuing Federal contract opportunities … Successful business(es) have made a much more significant investment of time and money in pursuing Federal contracting opportunities than less successful counterparts … Active contractors estimate they committed, on average, more than $115,000 in cash and staff resources (per year) seeking contract opportunities … (And) it took nearly two years (20 months) to win their first Federal contract.”
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The U.S. Federal Government Market
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... Not to Mention:
Federal Government “Business As Usual” …
Congressional In-Fighting
Continuing Budget Resolutions
Sequestrations
Forced Shutdowns
National Elections “Freeze”
Mid-Term Elections “Freeze”
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The U.S. Federal Government Market
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“If one morning I walked on top of the water across the Potomac River, the headline that afternoon would read: ‘PRESIDENT CAN'T SWIM’.
Lyndon Baines Johnson (D-Texas) | 1908 to 1973
36th President of United States
The U.S. Federal Government Market
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Setting the Offense for Federal Contractors
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Setting the Offense for Federal Contractors
| Strategy, Gap Analysis and Gap Remediation | ||
| Market Analysis, Knowledge and Dynamics Target Market Identification Business Transformation Business Infrastructure Brand, Image and Promotion Thought Leadership Business Development |
Copyright © 2018 |
KPYoung & Associates, Inc. | All Rights Reserved
SPECIAL INSERT
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Setting the Offense for Federal Contractors
| Go-to-Market Planning and Execution | ||
| Situational Analysis (SWOT) Solution Offering(s) Competitive Analysis and Positioning Brand, Image and Promotion Programs Thought Leadership Programs Business Development Campaigns Goals, Metrics and Demand Projections |
Copyright © 2018 |
KPYoung & Associates, Inc. | All Rights Reserved
SPECIAL INSERT
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Setting the Offense for Federal Contractors
| Pipeline Development and Management | ||
| “Certs and Reps” Opportunity Screen Document and Process Pipeline Density Document and Process Pipeline Development, Management and Measurement Pursuit and Capture: Direct to Federal Government; via Procurement Schedules; via Prime Contractors; and via “Affiliated Agent” |
Copyright © 2018 |
KPYoung & Associates, Inc. | All Rights Reserved
SPECIAL INSERT
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Setting the Offense for Federal Contractors
| Strategy, Gap Analysis and Gap Remediation | Go-to-Market Planning and Execution | Pipeline Development and Management |
| Market Analysis, Knowledge and Dynamics Target Market Identification Business Transformation Business Infrastructure Brand, Image and Promotion Thought Leadership Business Development | Situational Analysis (SWOT) Solution Offering(s) Competitive Analysis and Positioning Brand, Image and Promotion Programs Thought Leadership Programs Business Development Campaigns Goals, Metrics and Demand Projections | “Certs and Reps” Opportunity Screen Document and Process Pipeline Density Document and Process Pipeline Development, Management and Measurement Pursuit and Capture: Direct to Federal Government; via Procurement Schedules; via Prime Contractors; and via “Affiliated Agent” |
Copyright © 2018 |
KPYoung & Associates, Inc. | All Rights Reserved
SPECIAL INSERT
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Example for targeting U.S. Department of Defense:
Direct
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Four Paths to Sell to U.S. Federal Government
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Example for targeting U.S. Department of Defense:
Direct
Via Procurement Schedules
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Four Paths to Sell to U.S. Federal Government
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Example for targeting U.S. Department of Defense:
Direct
Via Procurement Schedules
Via Prime Contractors
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Four Paths to Sell to U.S. Federal Government
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Example for targeting U.S. Department of Defense:
Direct
Via Procurement Schedules
Via Prime Contractors
Via “Affiliated Agents”
Iron Bow Technologies
Worldwide Technologies
CDW-G
Red River, et al
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Four Paths to Sell to U.S. Federal Government
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Best Practices to Sell to Federal Government
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Best Practices to Sell to Federal Government
Must have proven, manageable and measureable:
Market Knowledge
Copyright © 2018 |
KPYoung & Associates, Inc. | All Rights Reserved
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Best Practices to Sell to Federal Government
Must have proven, manageable and measureable:
Market Knowledge
Competitive Intelligence
Copyright © 2018 |
KPYoung & Associates, Inc. | All Rights Reserved
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Best Practices to Sell to Federal Government
Must have proven, manageable and measureable:
Market Knowledge
Competitive Intelligence
Lead Screening Process
Copyright © 2018 |
KPYoung & Associates, Inc. | All Rights Reserved
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Best Practices to Sell to Federal Government
Must have proven, manageable and measureable:
Market Knowledge
Competitive Intelligence
Lead Screening Process
Balanced Pipeline Development Process (i.e. “TCVs”)
Copyright © 2018 |
KPYoung & Associates, Inc. | All Rights Reserved
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Best Practices to Sell to Federal Government
Must have proven, manageable and measureable:
Market Knowledge
Competitive Intelligence
Lead Screening Process
Balanced Pipeline Development Process (i.e. “TCVs”)
Capture Strategy Process
Copyright © 2018 |
KPYoung & Associates, Inc. | All Rights Reserved
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Best Practices to Sell to Federal Government
Must have proven, manageable and measureable:
Market Knowledge
Competitive Intelligence
Lead Screening Process
Balanced Pipeline Development Process (i.e. “TCVs”)
Capture Strategy Process
Proposal Response Process
Copyright © 2018 |
KPYoung & Associates, Inc. | All Rights Reserved
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Best Practices to Sell to Federal Government
Must have proven, manageable and measureable:
Market Knowledge
Competitive Intelligence
Lead Screening Process
Balanced Pipeline Development Process (i.e. “TCVs”)
Capture Strategy Process
Proposal Response Process
Lessons Learned Process
Copyright © 2018 |
KPYoung & Associates, Inc. | All Rights Reserved
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Best Practices to Sell to Federal Government
Must have proven, manageable and measureable:
Market Knowledge
Competitive Intelligence
Lead Screening Process
Balanced Pipeline Development Process (i.e. “TCVs”)
Capture Strategy Process
Proposal Response Process
Lessons Learned Process
Copyright © 2018 |
KPYoung & Associates, Inc. | All Rights Reserved
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Federal Contractor Growth Strategies
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Federal Contractor Growth Strategies
Same Products and Services in Same Industries and Markets
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Federal Contractor Growth Strategies
Same Products and Services in Same Industries and Markets
Same Products and Services in New Industries and Markets
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Federal Contractor Growth Strategies
Same Products and Services in Same Industries and Markets
Same Products and Services in New Industries and Markets
New Products and Services in Same Industries and Markets
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Federal Contractor Growth Strategies
Same Products and Services in Same Industries and Markets
Same Products and Services in New Industries and Markets
New Products and Services in Same Industries and Markets
New Products and Services in New Industries and Markets
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Federal Contractor Growth Strategies
Same Products and Services in Same Industries and Markets
Same Products and Services in New Industries and Markets
New Products and Services in Same Industries and Markets
New Products and Services in New Industries and Markets
Business Partnerships and Alliances
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Federal Contractor Growth Strategies
Same Products and Services in Same Industries and Markets
Same Products and Services in New Industries and Markets
New Products and Services in Same Industries and Markets
New Products and Services in New Industries and Markets
Business Partnerships and Alliances
Mergers and Acquisitions
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Federal Contractor Growth Strategies
Same Products and Services in Same Industries and Markets
Same Products and Services in New Industries and Markets
New Products and Services in Same Industries and Markets
New Products and Services in New Industries and Markets
Business Partnerships and Alliances
Mergers and Acquisitions
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A FEW WORDS ON U.S. Federal Government Asset Security
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Asset Security for the Federal Government
The strategic objectives that underpin our national critical infrastructure and key asset protection effort include:
Identifying and assuring the protection of those infrastructures and assets that we deem most critical in terms of national-level public health and safety, governance, economic and national security, and public confidence consequences;
Providing timely warning and assuring the protection of those infrastructures and assets that face a specific, imminent threat; and …
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Asset Security for the Federal Government
The strategic objectives that underpin our national critical infrastructure and key asset protection effort include:
Assuring the protection of other infrastructures and assets that may become terrorist targets over time by pursuing specific initiatives and enabling a collaborative environment in which federal, state and local governments and the private sector can better protect the infrastructures and assets they control.
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Asset Security for the Federal Government
“Traditionally, when we think about security and protecting ourselves, we think in terms of armor or walls. Increasingly, I find myself looking to medicine and thinking about viruses, antibodies. Part of the reason why cybersecurity continues to be so hard is because the threat is not a bunch of tanks rolling at you but a whole bunch of systems that may be vulnerable to a worm getting in there. It means that we've got to think differently about our security, make different investments that may not be as sexy but may actually end up being as important as anything.”
Barack H. Obama 44th President of United State
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Asset Security for the Federal Government
As a “best practice” example, one large Federal Government Contractor provides in this area:
Situational Awareness and Response: Stop and respond to advanced threats via an adaptive security architecture;
Cognitive Security: Artificial Intelligence (AI) for smarter cybersecurity;
Mobile Security: Secure access to data and applications across all end points; and
Biometrics and Identity Access Management: Silent security to drive identity and access management.
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Examples of Federal Security Issues
EXAMPLES OF RECENT DATA AND CYBER SECURITY COMPROMISES HAVE INCLUDED:
NATIONAL SECURITY AGENCY (NSA) BY DEFENSE CONTRACTOR HAROLD MARTIN;
A GROUP CALLING ITSELF THE “SHADOW BROKERS”;
AND, OF COURSE, BY DEFENSE CONTRACTOR EDWARD SNOWDEN.
EARLIER, IT WAS THE INTERNAL REVENUE SERVICE (IRS) THAT WAS HACKED …
AS WELL AS THE U.S. POSTAL SERVICE
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Examples of Federal Security Issues
THE U.S. OFFICE OF PERSONNEL MANAGEMENT (OPM) HAD A CRITICAL SECURITY BREACH
THE OPM SECURITY BREACH INCLUDED THE PERSONAL RECORDS OF 21.5 MILLION AMERICANS, INCLUDING BIRTHDATES AND SOCIAL SECURITY NUMBERS … MANY, BUT NOT ALL, OF THOSE MILLIONS OF AMERICANS ALSO HAD COMPROMISED THEIR DETAILED SECURITY CLEARANCE-RELATED BACKGROUND INFORMATION
PLUS, OF COURSE, THE WELL-PUBLICIZED OCCURRENCES DURING OUR 2016 PRESIDENTIAL CAMPAIGN
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Examples of Federal Security Issues
FINALLY, C-SPAN’S COVERAGE OF CALIFORNIA CONGRESSWOMAN MAXINE WATERS’ ARGUMENT FOR THE IMPORTANCE OF THE SECURITIES AND EXCHANGE COMMISSION WAS “INTERRUPTED” BY TEN MINUTES OF BROADCASTING BY R-T … OTHERWISE KNOWN AS THE STATE-WIDE RUSSIAN TELEVISION NETWORK
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Your FIRST MORNING Questions and Comments
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| Profession | U.S. President |
| Haberdasher | |
| Hollywood Actor | |
| MLB Team Owner | |
| Newspaper Publisher | |
| Peanut Farmer | |
| Rancher | |
| Surveyor | |
| University President |
Presidential Life Before the White House …
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| Profession | U.S. President |
| Haberdasher | Harry S. Truman (#33) |
| Hollywood Actor | Ronald Reagan (#40) |
| MLB Team Owner | George W. Bush (#43) |
| Newspaper Publisher | Warren G. Harding (#29) |
| Peanut Farmer | Jimmy Carter (#39) |
| Rancher | Theodore Roosevelt (#26) |
| Surveyor | George Washington (#1) |
| University President | Woodrow Wilson (#28) |
Presidential Life Before the White House …
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Best Practice GTM Planning, Execution, Management and Measurement for U.S. Federal Government Contractors
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Go to Market Prologue …
Tristan da Cunha, a British overseas territory, is most remote inhabited land – most isolated settlement – in entire world, lying some 1,750 miles from coast of South Africa and 2,090 miles from coast of South America …
There’s no airfield or landing strip … It’s accessible only by boat trip lasting week or longer …
All families are farmers, owning their own stock … All land is communally owned … Livestock numbers are strictly controlled to conserve pastures and prevent accumulation of wealth … Residents fish, raise livestock, make handicrafts and grow potatoes …
Outsiders are not allowed to buy land or settle permanently
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Go to Market Prologue …
Current population of 250 is thought to have descended from 15 ancestors, eight males and seven females who arrived on island at various times – some via shipwrecks – between 1816 and 1908 …
They share just eight surnames: Glass, Green, Hagan, Lavarello, Repetto, Rogers, Swain and Patterson …
Island includes small church, school, hospital, post office, museum and crayfish canning factory
AND YET …
There’s Still Marketing!!! …
Tristan da Cunha, a British overseas territory, is most remote inhabited land – most isolated settlement – in entire world, lying some 1,750 miles from coast of South Africa and 2,090 miles from coast of South America HAS …
Website (www.tristandc.com) & Internet Café
Online newspaper (www.tristantimes.com/index.html)
Twice yearly newsletter
Television & Radio (British Forces Broadcasting Service via Falkland Islands) … Satellite Telephones
Advertising for its Bookshop … Coins … Stamps … Artifacts and “Tristan Association Products”
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Welcome to Marketing!!!
(You Can’t Escape It!)
Successful Marketing = Successful Business
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B2C2B
B2C
B2B2C
B2B
* B2G *
Successful Marketing = Successful Business
| “Begin with the end in mind.” Dr. Stephen R. Covey (“The Seven Habits of Highly Effective People”) | “Business has only two functions: Marketing and Innovation.” Management visionary and guru Peter F. Drucker (1909-2005) |
| “Next to doing the right thing, the most important thing is to let people know you are doing the right thing.” Tycoon, investor and philanthropist John D. Rockefeller (1839 to 1937) | “Never invest in a business you cannot understand.” Investor, businessman and philanthropist Warren E. Buffett |
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Successful Marketing = Successful Business
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“Marketing is the activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that have value for customers, clients, partners, and society at large.”
-- Approved by the American Marketing Association (AMA) Board of Directors (October 2007)
Successful Marketing = Successful Business
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“It generates the strategy that underlies sales techniques, business communication, and business development … It is an integrated process through which companies build strong customer relationships and create value for their customers and for themselves.”
-- Dr. Philip Kotler, S.C. Johnson & Son Distinguished Professor
of International Marketing at Kellogg School of Management
at Northwestern University; known as “Father of Marketing”
(October 2009)
Business “Waters” Can Be Treacherous …
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Many Factors Drive Marketing Investments …
Type(s) of Products and/or Services
Life Cycle Placements:
Introduction
Growth
Maturity
Decline
Industry / Market Segment(s)
Geography / Region(s)
Competitive Landscape(s)
Competitive Positioning (e.g., Best Technology / Capability, Highest Quality, Service / Support or Lowest Price)
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… Including Brand Awareness and Equity
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Known
Known
For
Something
Good
Investments (People / Programs) in Awareness, Image, Promotion and Thought Leadership Over Time
Unknown
Known
For
Something
Preferred For Something Good
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| Leader in Innovation / Technical Capability? | Leader in Service and Support Excellence? | Leader in (Low) Price Competitiveness? |
| Apple Facebook Google | Nordstrom Ritz-Carlton Rolls-Royce | Family Dollar Motel 6 Walmart |
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Where Does Your Offering Fit in Value Proposition?
… Or as just another “me too” player?
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Largest U.S. Federal Government Contractors*
General Dynamics
Leidos
Northrop Grumman
Raytheon
Lockheed Martin
Boeing
Booz Allen Hamilton
Perspecta (nee DXC Public Sector, Vencore and Keypoint)
Science Applications International (SAIC)
CACI International
* Based on their fiscal 2017 prime contracts in IT, systems integration, professional services and telecommunications; Sources: Federal Procurement Data System and Washington Technology.
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Other Top 25 U.S. Federal Contractors*
Accenture
AECOM
AT&T
BAE Systems
Fluor
Jacobs Engineering Group
Harris
IBM
KBR
ManTech International
Verizon Communications
* Based on their fiscal 2017 prime contracts in IT, systems integration, professional services and telecommunications; Sources: Federal Procurement Data System and Washington Technology.
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Setting Offense for federal Government Contractors
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CIS Secure Computing / Marketing Challenge
“CIS IS WORKING HARD TO DEVELOP AS MUCH INFO AS POSSIBLE ABOUT OUR PROSPECTS AND CUSTOMERS. ONE OF THE KEY MESSAGES WE’VE BEEN USING IS THAT OUR PRODUCTS ARE NOT BECAUSE THE GOVERNMENT WANTS TO BUY THEM, BUT BECAUSE THEY HAVE TO BUY THEM. WE WANT TO MAKE THE EXPERIENCE AS POSITIVE AND VALUABLE AS POSSIBLE … OUR GREATEST CHALLENGE IN DEVELOPING CUSTOMER INTIMACY – BECAUSE OUR “CUSTOMER” IS USUALLY BLOCKED BY EITHER THE RESELLER OR THE OEM WHOSE PRODUCT OUR SOLUTION IS BUILT ON. IT’S A CHALLENGING SITUATION AND WE’RE ASKING OUR INSIDE AND OUTSIDE SALES FOLKS TO WORK HARDER AT GETTING FACETIME WITH THE END-USERS. AS WE ADD MORE PRODUCTS TO OUR PORTFOLIO, WE WANT / NEED TO BE ABLE TO COMMUNICATE DIRECTLY WITH THE CONSUMER – NOT DEPEND SO MUCH ON OUR ECO-SYSTEM OR CHANNEL …”
-- Les Rosenthal
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Go to Market Planning and Execution
| Enhanced Industry Toolkit | ||
| Mission, Vision and Value Proposition Business Cards Business Promotion and Branded Apparel Credentials PDF Credentials PPT Proposal Boilerplate Website Microsite / Mobile Application |
Copyright © 2018 |
KPYoung & Associates, Inc. | All Rights Reserved
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Go to Market Planning and Execution
| Associations and Organizations | ||
| Memberships, Partnerships and/or Sponsorships (TBDs) Potentially … Air, Space & Cyber Conference; Air Warfare Symposium Armed Forces Communications and Electronics Association (AFCEA) Association of the United States Army (AUSA) Association for Unmanned Vehicle Systems International (AUVSI) Navy League Sea-Air-Space (SAS) Space Foundation |
Copyright © 2018 |
KPYoung & Associates, Inc. | All Rights Reserved
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Go to Market Planning and Execution
| Media: Broadcast, Print and Social | ||
| 1105 Government Information Group: Defense Systems Federal Computer Week Government Computer News Washington Technology Federal News Radio / WFED 1500 AM Federal Times Government Executive Magazine Virginia Business Washington Business Journal Washington Post / Capital Business |
Copyright © 2018 |
KPYoung & Associates, Inc. | All Rights Reserved
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Go to Market Planning and Execution
| Enhanced Industry Toolkit | Associations and Organizations | Media: Broadcast, Print and Social |
| Mission, Vision and Value Proposition Business Cards Business Promotion and Branded Apparel Credentials PDF Credentials PPT Proposal Boilerplate Website Microsite / Mobile Application | Memberships, Partnerships and/or Sponsorships (TBDs) Potentially … Air, Space & Cyber Conference; Air Warfare Symposium Armed Forces Communications and Electronics Association (AFCEA) Association of the United States Army (AUSA) Association for Unmanned Vehicle Systems International (AUVSI) Navy League Sea-Air-Space (SAS) Space Foundation | 1105 Government Information Group: Defense Systems Federal Computer Week Government Computer News Washington Technology Federal News Radio / WFED 1500 AM Federal Times Government Executive Magazine Virginia Business Washington Business Journal Washington Post / Capital Business |
Copyright © 2018 |
KPYoung & Associates, Inc. | All Rights Reserved
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“Know What You Don’t Know” …
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“Know What You Don’t Know” …
SPECIAL INSERT
Potomac Tech Wire • FBC • GovConectx • NCSI
Copyright © 2018 |
KPYoung & Associates, Inc. | All Rights Reserved
“Know What You Don’t Know” …
SPECIAL INSERT
Potomac Tech Wire • FBC • GovConectx • NCSI
Primary Opportunity Sources: Program Offices (PMOs) | Procurement / Contract Offices (COs) | Office of Small and Disadvantaged Business Utilization (OSDBU) | Prime Contractors | Industry Experts and Influencers
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“Know What You Don’t Know” …
SPECIAL INSERT
Potomac Tech Wire • FBC • GovConectx • NCSI
Primary Opportunity Sources: Program Offices (PMOs) | Procurement / Contract Offices (COs) | Office of Small and Disadvantaged Business Utilization (OSDBU) | Prime Contractors | Industry Experts and Influencers
Secondary Opportunity Sources: Strategic Plans / Agencies and Departments | Office of Management and Budget (OMB) | U.S. General Services Administration / GSA Federal Procurement Data System (FPDS) | BidNet | Federal Business Opportunities (FBO) | U.S. Grants | And More
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“Know What You Don’t Know” …
SPECIAL INSERT
Potomac Tech Wire • FBC • GovConectx • NCSI
Primary Opportunity Sources: Program Offices (PMOs) | Procurement / Contract Offices (COs) | Office of Small and Disadvantaged Business Utilization (OSDBU) | Prime Contractors | Industry Experts and Influencers
Secondary Opportunity Sources: Strategic Plans / Agencies and Departments | Office of Management and Budget (OMB) | U.S. General Services Administration / GSA Federal Procurement Data System (FPDS) | BidNet | Federal Business Opportunities (FBO) | U.S. Grants | And More
Licensed Market Knowledge: Bloomberg Government | Deltek GovWinIQ | Govini | Repperio | PTAP | And More
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KPYoung & Associates, Inc. | All Rights Reserved
“Know What You Don’t Know” …
SPECIAL INSERT
Potomac Tech Wire • FBC • GovConectx • NCSI
Primary Opportunity Sources: Program Offices (PMOs) | Procurement / Contract Offices (COs) | Office of Small and Disadvantaged Business Utilization (OSDBU) | Prime Contractors | Industry Experts and Influencers
Secondary Opportunity Sources: Strategic Plans / Agencies and Departments | Office of Management and Budget (OMB) | U.S. General Services Administration / GSA Federal Procurement Data System (FPDS) | BidNet | Federal Business Opportunities (FBO) | U.S. Grants | And More
Licensed Market Knowledge: Bloomberg Government | Deltek GovWinIQ | Govini | Repperio | PTAP | And More
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| INDUSTRY SOURCES | PRIMARY RESEARCH | SECONDARY RESEARCH |
| Federal Program Offices (PMOs) | ||
| Federal Procurement / Contract Offices (COs) | ||
| Industry Experts and Influencers | ||
| Strategic Plans: Agencies and Departments | ||
| Office of Management and Budget (OMB) | ||
| U.S. General Services Administration / GSA Federal Procurement Data System (FPDS) | ||
| Subscriptions: Bloomberg Government, Deltek GovWinIQ, Govini, Repperio, et al | ||
| Federal Prime Contractors | ||
| OTHER: BidNet, Federal Business Opportunities (FBO), U.S. Grants, et al |
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Sources for Proven Market and Competitive Knowledge
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A FEW WORDS ON Contract Vehicles and Competition Within Contract Vehicles
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Contract Vehicles and Competition
Contract vehicles are basic mechanism through which the Federal Government purchases products and services.
Although a Federal Government Agency, Department or Office can make purchases on the open market, it’s difficult and time-consuming.
Because of that, almost all Federal Government purchasing is done against existing contracts that narrow the pool of possible vendors for a given product or service.
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Contract Vehicles and Competition
A contract vehicle is a “hunting or fishing license” for Federal Government Contractors … It allows them to market, sell and deliver their products and services … It provides a defined list of offerings and prices from which to choose.
Three most common contract vehicles are:
GSA Schedule Contracts
Indefinite Delivery / Indefinite Quantity (ID/IQ) Contracts
Government-Wide Acquisition Contracts (GWACs)
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Contract Vehicles and Competition
GSA Schedule Contracts: Managed by U.S. General Services Administration that creates a price list for products to purchase – from office supplies to weapons and ammunition … Many contractors have position.
Indefinite Delivery / Indefinite Quantity (ID/IQ) Contracts: Designed for more complex services or major system integration projects … Select contractors have position.
Government-Wide Acquisition Contracts (GWACs): Managed by one Agency / Department, but made available to the entire Federal Government … Select contractors have position.
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Contract Vehicles and Competition
In addition, Blanket Purchase Agreements (BPAs) held at other Agencies / Departments can be utilized if given the permission by the signing contracting officer.
Finally, Set-Aside Contracts are for a defined class, including small businesses, small disadvantaged businesses, Native / Alaskan-owned businesses, women-owned businesses, veteran-owned businesses, service-disabled veteran-owned businesses, and businesses located within a HUBzone, et al
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Alliant
CIO-SP3
EAGLE II
EIS
ENCORE II
GTACs
HCaTS
IT Schedule 70
ITES-2S
LogWorld
MOBIS
NetCents 2
OASIS
R2-3G
Seaport-e
SEWP V
VETS 2
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Examples: Contract Vehicles and Competition
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NEW NEWS: Contract Vehicles & Competition
U.S. General Services Administration (GSA) will be simplifying its multiple award schedule offerings by taking the currently 24 schedules available for federal agencies to purchase products and services and consolidating them into one, the agency announced on 11/27/18.
“Reforming our schedules will improve customer service, make it easier for small businesses to access the schedules program, reduce duplication for all our vendors, and allows GSA’s workforce to focus on delivering solutions,” said GSA Administrator Emily Murphy. “This is an important step in addressing feedback we’ve received from our government and business partners.”
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NEW NEWS: Contract Vehicles & Competition
Transition into a consolidated schedule will take place over the course of two years and be comprised of two phases.
First phase will last through FY19 and focus on developing new, consolidated schedule and shutting down old schedules for new contractors … While contractors already on the old, separate schedules can continue to operate where they are, new contracts will be placed on the consolidated schedule.
Second phase, taking place in FY20, will focus on moving all of existing contractors onto the new schedule, as well as consulting with some of those contractors that hold multiple contracts about consolidating those that are made redundant by the new MAS
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NEW NEWS: Contract Vehicles & Competition
“These contractors will keep their same contract number, so that won’t change, and they won’t have to get a new contract. And then when it comes to the actual consolidation for those contractors that have multiple contracts, we will actually provide industry with a couple of options so that we can figure out what works best for each industry partner,” said MAS PMO Director Stephanie Shutt ... She added that the system for working through those schedules would, for the time being, remain the same.
“We just would be creating a new schedule within the current system, but it is a catalyst to start looking at the ability to improve our systems along the way,” Schutt said.
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In the meantime, contractors are being encouraged to keep a “business as usual” approach to their interactions with MAS.
According to Federal Acquisition Service Commissioner Alan Thomas, the consolidated MAS will help free up time for the government’s acquisition workforce, which must currently spend more time than is desirable completing administrative work for each of the different schedules.
Alan Chvotkin, EVP and counsel for the Professional Services Counsel (PSC), told Federal Times that the consolidation of schedules would also help with the redundancy of expertise in the acquisition workforce.
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NEW NEWS: Contract Vehicles & Competition
“Managing 24 schedules means that you’ve got to develop niche expertise in each of them and little cross-fertilization that can go across them. Because [if] you happen to know IT [Schedule] 70, you can’t be much help, because it’s such a different schedule than some of the other product lines,” said Chvotkin.
But Chvotkin said that even for all of the benefits the consolidation will provide, the transition of such a large grouping of schedules into one is bound to be a difficult process.
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NEW NEWS: Contract Vehicles & Competition
Richard Beutel, managing principal at Cyrrus Analytics and former congressional committee counsel for IT and cloud acquisition, said the combined MAS is likely to be the largest contract schedule in existence.
Beutel said agencies have different processes for interacting with each of the multiple award schedules, and this new combined system will require agencies to create new “crosswalks” between the previously disparate schedules and their way of doing things.
But this is not the first time that GSA has gone through a large schedule consolidation process. In October 2015, the agency rolled out a new combined Professional Services Schedule, which also took about two years to complete.
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NEW NEWS: Contract Vehicles & Competition
Shutt said plans for consolidating MAS are based on lessons learned from the PSS transition.
Reforming the MAS system has long been a topic of discussion at federal agencies and in Congress.
GSA tried multiple times in the past to consolidate MAS, though technological issues like the fact that most contracts were paper-based prevented those attempts from reaching success.
GSA officials said that the agency is now in a place, both technologically and through the support of agency and industry partners, to effectively tackle the consolidation.
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Your AFTERNOON Questions and Comments
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Best Practice Business Development, Capture Strategy, Proposal Response, Management and Measurement
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Best Practices to Sell to Federal Government
Must have proven, manageable and measureable:
Market Knowledge
Competitive Intelligence
Lead Screening Process
Balanced Pipeline Development Process (i.e. “TCVs”)
Capture Strategy Process
Proposal Response Process
Lessons Learned Process
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Lead Screening and Process: “Suspect”
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Those potential opportunities identified to have your “key search words / terms” and are obtained via:
Federal Program Offices (PMOs)
Federal Procurement / Contract Offices (COs)
Industry Experts and Influencers
Agency and/or Department Strategic Plans
U.S. Office of Management and Budget (OMB)
U.S. General Services Administration (GSA)
GSA Federal Procurement Data System (FPDS)
Deltek GovWinIQ, Bloomberg Government (B-Gov), Govini, Repperio
Federal Business Opportunities (FBO)
An “Authorized Agent” of company such as immixGroup or Carahsoft Technology
Other
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Lead Screening and Process: “Active Lead”
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Balanced Pipeline Development Process (“TCVs”)
Your primary targeted U.S. Federal Agency / Department: Department of Defense (DoD), Department of Homeland Security (DHS), Postal Service (USPS) or Government Printing Office (GPO) … Or secondary targeted Agency / Department: Department of Agriculture (USDA) or Department of Interior (DOI).
Procurement fits your strategic direction.
We have or are working on client relationship(s) with key decision maker(s) and influencer(s).
We know or are obtaining client’s primary requirements and issues.
Client has requirement(s) where we may have offering(s), technical solution(s), pricing and past performances as single provider or in partnership with other provider(s); i.e., prime contractor or subcontractor role.
Client has requested program funding.
Procurement will occur within 12 months.
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Lead Screening and Process: “Inactive Lead”
All of the above; however, procurement will occur in more than 15 months.
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Balanced Pipeline Development Process (“TCVs”)
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Lead Screening and Process: “Prospect”
Your primary or secondary targeted U.S. Federal Agency / Department.
Procurement fits your strategic direction.
We have strong client relationship(s) with key decision maker(s) and/or influencer(s) – Program Office as well as Contract Office.
We know the client’s primary requirements and issues.
Client has requirement(s) where we definitely have offering(s), technical solution(s), pricing and past performances as single provider or in partnership with other provider(s).
We have available resources and skill set(s) to successfully respond.
Client has secured program funding.
Procurement will occur within 12 months …
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Balanced Pipeline Development Process (“TCVs”)
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Lead Screening and Process: “Prospect”
… Assumed “fair” procurement, where client’s stakeholders are predisposed to you as “neutral” or “positive."
We have some competitive advantage.
Capture strategy and execution under way; in active pursuit.
Your risk is acceptable.
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Balanced Pipeline Development Process (“TCVs”)
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Screening and Process: “Proposal Underway”
You now have in-house Federal Government-generated:
Sources Sought
Request for Information (RFI)
Request for Qualification (RFQ)
Draft Request for Proposal (DRFP) or
Formal Request for Proposal (FRFP)
Response under way – evaluation criteria, compliance matrix, technical solution(s), pricing, past performances compliance, et al – as single provider or in partnership with other provider(s); i.e., prime contractor / subcontractor role.
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Balanced Pipeline Development Process (“TCVs”)
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Screening and Process: “Proposal Submitted”
Responded to Federal Government-generated Sources Sought, Request for Information (RIF), Request for Qualification (RFQ), Draft Request for Proposal (DRFP) or Formal Request for Proposal (FRFP) and awaiting decision and/or next steps.
Next steps for Sources Sought, Request for Information (RIF) or Request for Qualification (RFQ) = Draft Request for Proposal (DRFP) or Formal Request for Proposal (FRFP).
Next step for Draft Request for Proposal (DRFP) = Formal Request for Proposal (FRFP).
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Balanced Pipeline Development Process (“TCVs”)
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Screening and Process: “Decision”
Decision for Formal Request for Proposal (FRFP):
Won
Won – But Protested
Lost
Lost – But Protested
Procurement Deferred Indefinitely
Procurement Cancelled
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Balanced Pipeline Development Process (“TCVs”)
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Lead Screening Document and Process
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Proven Pipeline Development Process
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Example of Marketing Campaign Effectiveness
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PROSPECTS
Intercept:
Classified Advertisements
Conference / Industry Workshop Attendees’ Lists
INPUT Contract Awards
Merger & Acquisition Candidates
Traditional:
Advertising / Business Promotion
Collateral Literature
Direct Mail / Telemarketing
Media / Public Relations
World Wide Web / Home Page
Targeted:
Boot Camps / Seminars
Executive Events at Conferences
Speaking Engagements / White Papers at Conferences
Sponsorships / Executive Events at Golf and Tennis Tournaments
Relationship:
Business Partnerships and Alliances Program
Channel Development Program
Executive Network Program
Industry Influencers Program
| 1. YOUR primary targeted U.S. Federal Agency / Department / Office. 2. Procurement fits YOUR strategic direction. 3. YOU have strong client relationship(s) with key decision maker(s) and/or influencer(s) – Program Office as well as Contract Office. 4. YOU know the client’s primary requirements and issues. 5. Client has requirement(s) where YOU definitely have offering(s), technical solution(s), pricing and past performances as single provider or in partnership with other provider(s). |
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Be true to Lead Screening and Process criteria
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| 6. YOU have available resources and skill set(s) to successfully respond. 7. Client has secured program funding. 8. Procurement will occur within 12 months. 9. Assumed “fair” procurement, where client’s stakeholders are predisposed to YOU as “neutral” or “positive." 10. YOU have some competitive advantage. 11. Capture strategy and execution under way; in active pursuit. 12. YOUR risk is acceptable. |
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Be true to Lead Screening and Process criteria
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| 1. YOUR primary targeted U.S. Federal Agency / Department / Office. 2. Procurement fits YOUR strategic direction. 3. YOU have strong client relationship(s) with key decision maker(s) and/or influencer(s) – Program Office as well as Contract Office. 4. YOU know the client’s primary requirements and issues. 5. Client has requirement(s) where YOU definitely have offering(s), technical solution(s), pricing and past performances as single provider or in partnership with other provider(s). | 6. YOU have available resources and skill set(s) to successfully respond. 7. Client has secured program funding. 8. Procurement will occur within 12 months. 9. Assumed “fair” procurement, where client’s stakeholders are predisposed to YOU as “neutral” or “positive." 10. YOU have some competitive advantage. 11. Capture strategy and execution under way; in active pursuit. 12. YOUR risk is acceptable. |
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Be true to Lead Screening and Process criteria
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Proposal Response / Proven Tips …
First steps are Project Plan and Compliance Matrix
Heed Tom Clancy* advice: “Get the readers’ attention … Keep the readers’ attention”
(* Best-selling author of The Hunt for Red October, Patriot Games,
Clear and Present Danger, The Sum of All Fears, et al)
Importance of Win Themes in ALL sections of proposals
Those Win Themes – those value propositions, those differentiators – can be high-impact intangibles
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Opportunity Pursuit and Capture Process*
TRR: Technical Readiness Review
XPR: Execution Planning Review
PRR: Proposal Readiness Review
ENs: Evaluation Notices
FPR: Final Proposal Revisions
ESR: Execution Startup Review
(* This slide used with permission by SAIC.)