Gear Up For Government Spending Season

New Strategy Workout Gets You On Road To Profit

Calling Frustrated Small Business Owners & Federal Marketers!
Wondering how to reach more real opportunities today?
(Still muttering "OMG!"after the OSDBU conference?)

The Pain Stops Here.

Take steps to winnable business in an exclusive small-group session at my Executive Strategy Workout! You get:

Critical Next Steps To Winnable Opportunities
Your Top Questions Answered
Exclusive 4-Workbook Set ($1,200 Value!):

1. Seven Steps To Success
   
2. Capability Statements Made Easy
3. GSA Schedules -- Seven Things You Must Know
4. Making The Most Of Your OSDBU Visit
   

Wed 20 May, 1-4 pm, 1616 Anderson Road, McLean VA
Full price: $497. Bring a friend, both get 20% discount.
Register and Pay NOW

Thank you to Myra Fitzwater and Teqcorner, our series sponsor!

Preparing To Make A Prime Pitch

Ready, Aim, Team!

Now that you're back from the OSDBU conference and are sorting through those cards and contacts...how are your follow-up plans going?

Do you remember in school how your parents always harped on you to do your homework so you would get A's on your exams? That was practice for real life as a vendor.

It's time to get ready for those teaming meetings -- so start by:

• targeting best-fit projects for you in the government agency
• narrowing your focus to the most likely primes/partners
• tailoring your pitch -- that is, your capability statement -- around that.
  

That's where those Five People You Need To Meet come in.
Expect that it's going to take time -- so get started. Get to know the program managers and end users of your product or service. Research their missions, challenges, incumbent vendors, and what buyers do – or don’t – like about the products and services they’re using now. Once they trust you, you learn who the decision-makers are, who influences them (Think tanks? Consultants? Trade press?), what their budgets might be, and what the spending plans are – how much money will be spent, and when.

Your status as a woman-owned, 8(a) or other small business is a minor advantage to a Prime contractor, so you might get their attention when you make that initial appointment. Once the meeting starts, how can you make it count? Here's what the primes say:

• Focus on Reality - What do you expect from a prime contractor, and what are you bringing to the table?


• Research Your Prospective Partner - Bring in the potential business — what new leads and client relationships can you bring to the Prime? Why should you be given attention?


• Register and Followup - Online registration is necessary but not sufficient on its own to gain a partnership with a large Prime. Did you call back and continue the connection until you actually found a project you both agreed you wanted to work on?
  

Learn more from my new "Meeting And Teaming Prep Workbook"!

Easy Tips For Pre-RFP Marketing

Where Key Relationships Begin

Marketing Calls

A vendor who targets her most promising buyers and build relationships with them over time has a distinct advantage. She gets to know the program managers and end users of her product or service. By keeping your target customers informed about the leading edge developments of your products and services through personal contact, you can build their interest in working with you. That can influence the specifications for the solicitation that ends up in FedBizOpps.


Who are The Five People You Need To Meet? (Find that out HERE.)

When calling on government officials, identify yourself and your company, and the procurement or requirement that you’d like to talk about. Ask whether the person you’re speaking with can discuss the requirement, and whether there are limitations on what you can discuss. If you or your contact is uncertain about that, get answers before going further. Making those connections opens the door for your selection. People first turn to people they know when they're developing requirements -- even if the rules say they have to consider every offer. And you want to meet those people before you start responding to RFP's.

What About Requests for Information (RFI), Sources Sought, Draft RFP's?

Aha! While these are procurement activities, they don't promise any purchase or intent to purchase. They ARE some of the ways government buyers find out things like:

• Whether enough small businesses can meet the requirement to merit a set-aside!
• Where is the leading edge of available technology; and
  
• Whether industry can meet a complex requirement at all.

Rules for participation are fairly simple (check the Federal Acquisition Regulations).

BUT YOU HAVE TO PLAY IF YOU WANT TO WIN.
You can't complain there's no set aside for you if you didn't speak up to say you can do the work!

When Does The Win Really Start? (Hint)

Long Before The RFP in FedBizOpps!

The US government issues 95,000 solicitations every day. However, people tell you, "If the first time you read about it is in FedBizOpps, it’s already too late." So how does a business get the inside track?

FedBizOpps is the official source for US federal contract solicitations. But if you register there and request to receive even *selected* RFP's, three things will happen:

1. Your inbox will bust.
2. You feel like a total loser because you don't have time to pick which ones you could win.
3. You give up, deciding "There’s got to be a better way."

Cheer up: so far, you've learned a lot, but in reality had slim hopes at best.

Congratulations -- you're no longer a loser.
You're actually now on the path to WINNING.
And that involves marketing. See tomorrow's post for ideas!

Where Small Is Always Big -- OSDBU Tips (1)

19th Annual OSDBU Conference -- April 22nd

Meet small business specialists from nearly every federal agency and lots of state and local ones
all under one roof. REGISTER HERE.

This week's tips can ensure the best use of your time. Today's tip:

* Sign up for matchmaking appointments -- free with online registration -- to meet partners.
* Get small business specialists' attention by doing pre-conference research
* Ask Small Business Specialists about specific contracts you've found in the forecasts.
* Plan your day! Call first on agencies that represent your highest potential.
* Follow up! You worked hard to get that contact, call them back afterwards!

Find out how to get the most of your visits to small business specialists -- at this conference and all year long -- at this link, including what to do and how to maximize your day’s productivity at conference time.

In short, the OSDBU Conference and related tabletop in-agency events presented by Federal Business Council Inc are great ways to drum up new government business if you make the most of the opportunity. Want to know more? Download "Making the most of your OSDBU visit" from my website.

Winning Tip: Focus on Prime Priorities

How To Become The Must-Have Partner.

Why should you consider working and teaming up with Prime contractors when seeking federal clients? Companies with strong niche solutions for U.S. military and government clients often need to reach end users through teaming.

Those large Prime contractors need nimble, high-value, innovative partners who bring them opportunities to win.

That matters more than any of the small business preferences -- no matter whether you're woman-owned, 8(a), SDVOB or anything else. Those preferences are secondary.

Partnerships develop when you focus on their priorities:

• Core capabilities – what do you do well that your Prime needs?


• Differentiation – what sets you apart from others in your industry that your prime would want?


• Past performance and reputation as team player – are you reliable and proven commodity? Make it count!


• Price – can your prime afford you? Is your margin the right one?


• Personnel experience and low turnover – do you have the skill-set and knowledge to benefit your Prime?


• Financial strength – are you solvent or are you going to be a liability to your Prime?


• Location – will your distance and location be an obstacle or benefit to your Prime?

Daunting? Maybe, but don’t go it alone. Federal government resources like OSDBU's and PTAC's can help you sort it out and get ready to meet the primes...and other subcontractors serving primes.

Remember, focus first on meeting the Prime's needs. Then show -- with your Unique Value Proposition, past performance and capability statement -- how you do that better than anyone else.

Your Prime Soul Exposed

How To Be Clean and Lean

One of the things that surprises first-time subcontractors is the detailed information the government, and in turn, Prime contractors, want to know about your past projects. This is not the time to be coy: expect to bare your soul. The Primes want the same detail from you, as a subcontractor, that the government demands of them. Here's a checklist to see if you're ready:

• Do have all the information from your past client's identity (including both end customer and, if you were a subcontractor, your prime)?


• Do you have a quick summary of the name and duration of past projects?


• Do you have a short project overview (what was the project objective? What problems did it solve for the client?) and


• Can you provide the value of past projects - both top line and your share of it?

If you answer "no" to the above, you're not ready to meet a Prime. So how to get ready? The most successful companies -- large and small -- prepare Project Summaries and Capability Statements. It's not a matter of money, but a product of thoughtful preparation. In other words, you can use the heavy hitters' tools!

Get examples for how to do it yourself. Check out the Tools on my website, download the templates, and be ready to shine!

What The GSA Doesn't Want You To Know

2008's Frightening Facts About GSA Schedule 70*

Here we go: Write these down. You'll want to tell your friends.

First, the hot numbers:
5614: Number of companies who won GSA Schedule 70 contracts in 2008.
15.76: Billions of dollars of purchased through Schedule 70 in FY08.

5.6: Percent of those dollars won by top vendor, Dell Computers.
50: Number of vendors that together brought home just about 50% of that $15.76 billion.

Now, the chilling numbers:
2576: Number of vendors who won less than $25,000 through their GSA Schedule 70 contract.
39: Percentage of GSA Schedule 70 holders who won NOTHING AT ALL.

and finally:
800: Number of vendors a GSA employee said will not be invited to renew their contracts, due to under-performance...INCLUDING those who just got a federal schedule to access state and local buyers but aren't making the effort to sell to the feds.

Friends don't let this happen to friends. So tell yours.

Want to keep out of that bottom 39%?
Get my paper -- NOW FREE -- "GSA Schedules: Seven Things You Must Know" today.

(*U.S. General Services Administration does want you to think twice before you go to the time and trouble of pursuing these contracts...but they don't talk about these numbers much. Aftter all, more contractors look like more open competition, more sources for buyers, right?)

This week's posts are inspired by David Meerman Scott's latest book, How To Create A World Wide Rave, which I just read free on my Kindle....

The 5 People You Need to Meet, *Finale*

Final in a know-who series on people who can help you win government contracts.

The Program Manager (PM)

They have a lot of power, and can be hard to reach. The PM defines and controls spending priorities among activities. PMs care about how best to deliver the Agency mission, including how to define requirements to select the best vendors.

If you’ve established your credibility as a reputable problem-solver with the Small Business Specialist and the Contracting Officer, the Program Manager may be eager to hear about the details of your solution and your approach.

This meeting is your opportunity to learn, not pitch. You want to find out as much as you can about what his or her priorities are, and how you can contribute to solving the most important problems on the top of his or her list.

The Influencer

The Influencer could be a colleague, friend, writer, reporter, or blogger that the decision makers and players trust. They may be Program Managers or well-known innovators in the end-user community. They might be top professionals in the major prime contractors.

Why would they care about you? They need content! What can you bring them? They want to share hot stories – good and bad – about vendors, problems and solutions. Be sure they have yours!

Where do you meet them? In person, at events and conferences. And online – set up some Google Alerts; check out the groups on forums like LinkedIn and industry association web portals.

The End User

…is the front line employee or person in the battle space. She or he cares about getting the job done with the resources available. How will you make his job easier? How well do you understand his problems or constraints? Once you show you’re helpful, End Users can ask senior managers for support to try your solution.

See part 2 and part 3 of this series!

Or download Making the Most Of Your OSDBU Visit from my online tools.

The 5 People You Need to Meet, Part 3

Third in a know-who series on people who can help you win government contracts.

The Contracting Officer (CO)

The Contracting Officer (CO) manages the competition and contracting process, including publication of the solicitation, and has legal authority to sign your contract with the United States federal government. The CO’s job is on the line to ensure a legal, fair & proper process selects the right vendors for the job.

Again, if your questions show you know how this Agency usually buys, and the programs they manage that might need the kinds of things you offer, they’re much more likely to open the door to someone you really need to meet, especially the Program Manager.

Meeting the Contracting Officer (CO)

Come prepared to discuss (and bring a capabilities statement including):

• Your core capability: Once again, what’s your Unique Value Proposition -- your sweet spot, the thing you do that sets you apart in the marketplace? That helps focus your meeting.
  

• Your credentials and relevant past performance: Edit to focus on past work similar to what the agency needs. Bring that same capabilities statement that you prepared for the Small Business Specialist. Include the contract number, value of the whole project, and, if you were a subcontractor, your contribution. List the prime contractor point of contact. During the meeting, highlight your past experience in providing relevant services.
  

• Boost confidence: Include details of your project management skills, lines of credit, bonding, performance guarantees and working capital. This information raises the CO’s confidence that you can perform the work if you win the competition.
  

• Include basic information: List your GSA Schedules and other contract vehicles, certifications and recertification dates.
  

• Ask about specific projects: By now, you should be focused on specific forecast opportunities that this contracting officer handles. Ask about upcoming opportunities that might be candidates to become set aside, and fit your capabilities, experience, performance and financing.
  

• Ask for what you want: That can include help getting an appointment with the relevant Program Manager.
  

• Stay in touch: After this first meeting, build the relationship and follow-up!
  

See Part 4 of this series!

The 5 People You Need to Meet, Part 2

Second in a know-who series on people who can help you win government contracts.

The Small Business Specialist

Every federal government department has an Office of Small and Disadvantaged Business Utilization (OSDBU) staffed by Small Business Specialists to ensure that small companies get fair access to that agency’s government contract opportunities. (Find them at www.osdbu.gov).

They can help you find details on Agency buying plans, and introduce you to the contract officers, directors, and program managers within Agency who may need what you offer. But -- they are more likely to offer introductions if you show how well you’ve already researched the Agency and its needs.

Meeting the Small Business Specialist

• Make an appointment! In-person meetings are better than phone calls at first. Make an appointment, don’t just drop by! After the initial meetings, phone or email is often very effective. Ask your Small Business Specialist what she prefers.

• Understand the procurement process. Certification does NOT guarantee you ANY business. Show how well you understand the buyer’s world; refresh your registration in the Central Contractor Registry (CCR) by including using the strongest key words possible.
  

• Know the Buyer. Research the mission and programs of the buying agency you’re visiting. Absolutely review the online forecast projects before the meeting!
  

• Present Your Past Performance. Mention and list past projects most relevant to the work you want to win with this agency. Include other government agencies, whether as subcontractor or prime; the project name, Contracting Officer’s name, and contract Number.
  

• Ask about specific projects. Ask about upcoming opportunities that might be candidates to become set aside, and fit your capabilities, experience, performance and financing. Identify projects by name and program office, not solicitation number.
  

• Ask for what you want. That can include help getting an appointment with the relevant Program Manager.
  

• Follow up and stay in touch. Once you’ve made this initial contact in person, build the relationship! Keep in touch with regular updates on your corporate info, experience, contract wins, registrations and certifications.

Click here for part 1 of this series. Or move forward to part 3.

The 5 People You Need to Meet, Part 1

Helping Hands That Open Federal Contracting Doors

Once you've figured out which departments and agencies might be your buyers (oh, not sure about that? Start by cruising www.usa.gov), you need to get ready to meet the people who can help you.

The Five People You Need To Know

• The Small Business Specialist (at the Office of Small and Disadvantaged Business Utilization -- OSDBU)
• The Contracting Officer
• The Program Manager
• The Influencer
• The End User

The better you prepare -- know what they care about, and what they can do for you -- the more they're likely to help you. Will planned procurements happen? Will they be set-aside for small business? What are new requirements likely to be? When are pre-proposal conferences? Who are these people? What doors do they guard? What do they care about, and what is the key that will open their doors to you?

Download an article on do’s and dont’s when you meet them!

Read on for more detail in Part 2 of this series.

Small Business Specialists Share Insider Tips

Get The Inside Scoop

Here's what I heard these top small business specialists say on how they can best help you.

• JP: Jodie Paustian, Small Business Specialist, Internal Revenue Service, Office of Procurement Policy
• KR: Katherine Rachubinski, Navy Inventory Control Point (NAVICP), Philadelphia
• TB: Terry Budge, Industrial Specialist, Small Business Administration, Philadelphia
• MM: Michael Miller, Chief Logistics officer, Department Of Veterans Affairs
• ME: Marcia Easton, Small Business Chief, Army CECOM, Ft Monmouth
• DD: Dave Dickson, District Director, SBA, Philadelphia
  Thanks to AFCEA Small Business and the October 2009 conference team led by Tammy Goehrig.
  

• KR: Know what part of the agency you want to do business with. Even if it's another part of the agency than the one you're in, the small business specialist can usually refer you to the right person.
  
  
• KB: Be thorough, and stick with it. A Company had been brought into SBA for a certificate of competency. Issues came up between the agency and the company, which had to revise their proposal. Then, SBA reviewed the proposed joint venture and its flaws. Over three months, the contract was eventually awarded for $140M over ten years.
  
  
• DD: Explore the opportunities! Of over 300,000 businesses, only 1.2% of small businesses are registered in CCR. Even excepting home based businesses, still only 2.5 % are registered. Not enough small businesses know how to do business with the U.S. government
  
  
• DD: Help government meets its small business award goals. Government just barely made its 23% goal last year. Talk to the agencies you're targeting, get on CCR, complete your certifications on ORCA and represent all the preferences for which you're eligible. If you have several boxes checked, "...you're gold. If you're a HUBZone, Woman Veteran Business owner, the agency can count you in all those."
  
  
• MM: Focus. Nobody specializes in everything. Public Law 109-461 set up VETBIZ.GOV to provide preferences for Service Disabled Veteran Owned Businesses. But even with that preference, you can't register as "specializing" in too many things, or your company looks like it has no actual strength.
  
  
• JP: Make a strong first impression! Here's an example: the IRS had a requirement for a Client Relationship Management System, a $600,000 project which we designated for 8(a) companies. Everyone got invited to make presentations. Four made technical presentations. The first one had done its homework, asked additional questions, and knew we didn't want an IT approach. Another company said they'd develop a web site, so they hadn't researched us at all! And another one showed up a half hour late. Work with the small business specialists, and find out where to focus.
  
  
• KR: Meet us in person, at the small business office. Present a concise capability briefing. "A company cannot do everything!" We talk during the meeting about areas your expertise might relate to in our command. We follow up after the meeting with suggested points of contact, and a blurb about programs you might fit. Then the onus is on you to contact those people, and say you've been in to see us. That usually means they'll call you back...but we want to know if they don't, too.
  
  
• Work your way in: based on those introductions, you should be able to set up another meeting with technical specialist who will be really interested in your expertise. At that point, you want them to understand what your company can do and the special preferences you're eligible for.
  
  
• Be ready to team: If we have a lot of IDIQ's, we may ask you to work through a major prime that holds this contract vehicle.
  
  
• Strong online presence counts! Small business officials check your web site. Procuring agencies and primes use the Central Contractor Registry.
  
  
• Make the most of your past experience. Performance history need not be limited to government contracts. The more you keep that up to date, the more valuable it is. The systems no longer limit the NAICS codes you can use... but don't be distracted, be very specific.
  
  
• ME: Respond to RFI's, even if you can't meet every requirement. CECOM is definitely open to that, and may pass that information on to primes doing source selection, too. IRS also uses RFI's actively.
  
  
• TB: Attend OSDBU events for fact-finding. See who the big guys are who are winning work in your domain. Then be able to explain how you fit into what they do. Just because you're one of those small businesses, that's the icing on the cake. Government wants to know how you can effectively do the job. Start out small, get your feet wet, get a track record.
  
  
• TB: Let SBA help you. SBA has 68 district offices that will teach you how to use these free tools, how to use the system, and coach you through it. Contact the SBA district office that supports you.
  
  
• ME: Stay in touch with the small business office. You don't just come in one time. Things change with your company, and with the command. Come back. I met with 175 companies last year. Your visits keep you fresh in our minds when the primes come in.
  
  
• JP: Keep us up to date! Tell us when you've won a new contract, got a GSA Schedule, completed CMMI. and make your messages complete! If you email me to say "I want help doing business with the IRS", then attach a capability statement.
  
  
• KR: Personalize your message -- beyond mailmerge! Don't send mass email. Your email and its content should be very specific to the addressee and her responsibilities.
  
  
• DD: Be patient and prepared. Many companies ask for introductions to technical officials. Many commands will shield these people from contractors because they just don't have the time to deal with them if they haven't done their homework and are only going to waste valuable time!
  

Go Hug Your Banker.

Seriously.

How often should you visit your banker? A quick Google search found almost nothing on "visit" and "banker," though I did get a DIGG hit on a shark attacking a banker in Australia...

Financing is vital to staying alive today -- especially in government contracts. Get your ducks in a row, now. And make your next visit before you need to.

I just went in to wish my banker a happy new year and bring her up to date on my business as I made my first deposit of 2009 (thank you, GEAR Engineering!). Good news -- I had the best year ever in 2008...but I also really needed my line of credit as 2009 gets started, and needed her support to refresh that.

Boy, was I glad I had just stopped in to say hello last fall to introduce myself. She knew who I was and remembered my business, and was happy to help. I also found out she's going to have her first baby this spring -- which means I also want to be sure I find out who's backing her up while she's away.

Just like with government business development (or even advocacy on Capitol Hill) -- the time to make your first call is when things are going well. Then people know who they're dealing with when you come in and ask for help.

Take Five: PR Tips You Can Use Right Now

More 2009 Jumpstart Tools for Government Contracts

Which of these tips are you going to use first? Leave comment, or Let me know!

Why PR Activity is Critical:
Visibility can open the door to relationships you need.
And in tough times, when many people market less, those who market more STAND OUT!

1. Create A PR Plan For Your Government Market Niche!
   Short on resources? Try Guerilla PR by Jill Lublin...
   - Barter your services with a PR firm, if you're short of cash
   - Hire interns for press release writing and tracking
   
   
2. Write Op-Ed's & Letters To The Editor -- Especially If You're A Woman Business Owner
   - Focus on issues you care about
   - Watch the publication's style, and keep it short
   - Use Google Alerts to identify reporters who are writing about your issues
   - Contact them and establish yourself as an expert source
   
   
3. Plan To Use Online News Releases
   - Learn how to write news releases reporters will love
   
   
4. Review Your Web Site, Including Your Online Newsroom
   - Learn how to make it reporter-friendly
   
   
5. Make Google Work For You
   - Explore whether Google Adwords work for you
   - Consider using second- or third- tier ranked keywords
   - Set Google Alerts for your name, your company's name, your competitors
   
   
6. Apply For Awards
   - Gain Credibility & Visibility
   - Boost Employee Morale
   - Create publicity / news release opportunity
   
   
7. Supercharge Your Email Signature Line
   - Add photo & tagline
   - Link to your social media profiles, like LinkedIn, Facebook, Plaxo, ZoomInfo
   - Link to your blog...and change the message every week
   (e.g. "What's 2009's Must-Have Service? Find out this week on MY BLOG....)
   
   

Why Can't We Get Past The Basics?

"Successful Small Business Suppliers to DHS Do Four Things..."

I've heard the DHS briefing for small business several times. And the core message is always the same.

According to Kevin Boshears, Director of the DHS Office of Small and Disadvantaged Business Utilization, in the briefing he and his team give all year long, the keys are:

• do your homework
• selectively participate in networking
• understand the procurement system
• understand the concept of teaming

Yeah, these points are important...but how could you possibly be selling to the government and not already know this?

Do we keep getting this presentation because so many people still don't get it?

Or are we just so hungry for DHS business that we're going to show up no matter WHAT the briefer has to say?

(One way to get beyond that right now: I've got a paper, Five People You Need To Meet, that is jammed with practical tips on how to meet effectively with people who can help you do all of these things. Check it out...)

Take Five: ConnectionTips You Can Use Right Now

Supercharge Your Networking.

I love the National Association of Women Business Owners (NAWBO). My Greater DC Chapter is profoundly focused on giving members tools for business growth. At our most recent session, "Thriving In A Difficult Economy," panelist Joyce Bosc, President of Boscobel Communications, took a page out of her own book by being generous and helpful to all of us.

Her tips inspired my next two sets of "Take Five" -- the first, for building the connections essential to new business:

• Network, Network, Network.
  Attend conferences, meetings, trade shows, events, receptions, galas; look for people you don't know, rather than hang with people you do; seek groups of prospects more than peers; be helpful and generous -- that comes back to you ten times over!
  
  
• Use Social Networks / Web 2.0
  Top picks: LinkedIn (more formal); Facebook (more personal/social); Plaxo (favorite with big corporate America); ZoomInfo (find prospects and be found)... This stuff is real. Feel confused, frustrated, and most of all want to know when you've got time for all this? People who pay attention in just one session with Jen Abernethy, America's First Sales Stylist, generate qualified leads within seven days.
  
  
• Seek Speaking Opportunities
  In Workshops, Panels, Community Chambers/Business Groups...
  Position yourself as a thought leader. Research conferences your prospects will attend; if the program is set, offer to be a backup speaker. Increase visibility, send press releases about your gig.
  
  
• Start a Corporate Social Responsibility Program
  Tough times mean more people need help. Pitch in. Increase visibility. Boost employee morale. Create press release opportunity. Show your character and values and attract like-minded allies who can help you and vice versa.
  
  
• Look for Low-Cost Sponsorships
  In recessions, many people slow or stop marketing...which means you stand out more when you do. Consider: Bronze-level sponsorships; ask about opportunities for small business; barter your services for sponsorships; increase your organic search engine ranking as a result of greater links you generate from your sponsorships.
  

Confessions Of A Networking Addict

Next on this Week's Theme: Quality of Human Connection

I just hit the wall ...again.

I had out-networked myself. I was exhausted. I'd signed up for one too many events. Even though it was too late to get a refund, I blew off the $45 registration fee I'd paid for that final Friday lunch.

Why?

I didn't want to be literally a card-carrying zombie, trading pieces of paper with people. I had no ability to be fully present with any other human being. I was in no shape -- mentally, energetically, spiritually, or even physically -- to be meeting anyone. And I was certainly incapable of making a friend of someone new or being a friend to anyone I knew.

I went home instead.

Back in 1974, my mom made me a beautiful campfire blanket. It's a big navy blue wool felt poncho lined with warm plaid plush, half covered with my Girl Guide badges, and half decked out with dozens of camp patches I traded from troops and groups all over North America.

I pulled it out recently and was suddenly shocked to realize how many years I had "networked" -- well over three decades -- but missed the best part. If I had been paying attention, that blanket might represent a universe of vibrant friendships. I took a long time to learn the lesson.

And I still have to practice.

Sure, I ask myself, "Where does business comes from if not from being out there marketing?"
But how can anything positive develop from wandering around like a zombie?

Take Five -- Your 2009 Business Boost: Government Contracts?

Five Ways To Tell!

America evidently wants change -- and that could mean business for you, as post-election giddiness has faded fast to focus government leaders on the pile of urgent priorities.

Good news: you don’t have to be a corporate giant to win government contracts. If you run a healthy business and are already selling successfully, government buyers could represent an untapped market. Imagine finding new clients in places your competitors aren’t even looking! If reliable new customers are important to you, a small investment in learning how US government buys can bring you new business.

Pursuing those opportunities could bring your company long term growth...or waste valuable corporate resources. Five tips suggest whether you’re ready to take on the world’s biggest buyer.

1. Strong Performance Today & Determination For Tomorrow.
   Successful suppliers realize the investment they’ll need to make in order to pursue, win, and perform government business. You never hear them say, “Sure, we’d open an office and expand if we won a big contract. Government customers want reliable suppliers with established track records Some contracts explicitly require vendors to show a couple years’ commercial track record in order to be considered.
   
   
2. A Unique Value Proposition – for Government.
   Successful vendors have researched exactly which government buyers benefit most from what they offer, and craft their marketing campaign precisely to reach those buyers. They create online content and literature to focus on issues and challenges that government buyers face. They can articulate in the buyers’ language how their offering stands apart from the alternative options the buyers have.
   
   
3. Relationship Mastery.
   Successful vendors know that when you sell to government, you’re not selling to a process or an order machine. Government buyers do business with people they know and like and trust, people who understand their needs exquisitely well – even when they have to follow complicated rules to do that. Winners have genuine passion for helping their clients solve problems. They build their own formal networks, like creating a corporate board of advisers that includes former government employees. They are active contributors to industry networks. And they are alert to the casual perfect connection that a friend or neighbor can bring.
   
   
4. Focus on the Details.
   While relationships are essential to attract the business, governments operate under complex rules that vendors must know. Companies who hold government contracts – whether as a prime contractor or a subcontractor – must be aware of and comply with dozens of precise requirements. Non-compliance can bring instant death to a proposal you spent thousands of dollars and weeks of time to prepare. Government contracts carry legal obligations that can include workplace regulations and contract administration as well as product specifications or service performance standards.
   
   
5. Get Some Know-Who, not Just Know-How!
   Spend smart, but don't skimp. Winners seek top insider connections and know the value of specialized help. Successful contractors engage experts and invest in market research to develop cost-effective government marketing strategies. They’re visiting the perfect prospects – and shaping requirements -- long before contract notices are posted online. They know how they’re superior to their competitors in every way. They shop around and check references to hire the best insider experts they can: people who can help them target the best opportunities, connect them with the right partners and buyers, and plan for critical marketing activities and expenses.

Jump start your research with an instant webinar -- see www.summitinsight.com/video.asp.

Find out more! Contact Judy Bradt at (703) 627 1074.

Take Five: Information Experts' Insider Tips

Five Keys to Multi-Million Dollar Success

Meet Marissa Levin,CEO of Information Experts in Virginia, award-winning provider of strategic communications services since 1995. Her company's flagship government contract, with the Office of Personnel Management, is worth over $6 million.

• Tough Times Spurred Federal Pursuit: "After 9/11 we nearly went out of business," she said. "So we turned to the business in our own backyard," and started to pursue government contracts.
  
  
• First Contract: Was surprisingly fast: "We were invited to 2 EPA task order competitions for creative work...because we had strong commercial experience." EPA was also looking for qualified 8(a) companies. But steady profit required time and money.
  
  
• Market Entry Investment: Nearly 2 years and well over $200,000. On what? "We got on several GSA Schedules; built strong partnerships with large integrators; did a lot of marketing, including to many 8(a) shows produced by FBC and ones sponsored by the agencies."
  
  
• Key To The $6 Million Contract: Relationships. "The relationships I formed, and the due diligence I did to get to know them and demonstrate our capabilities, and the research I did with the draft RFP’s, did a tremendous amount to develop the level of comfort and trust that the Office of Personnel Management had with us."
  
  
• Biggest Challenge: Financing. "From the day you win, you have to start executing! But you then have to bankroll your employees for 60 to 90 days," before you might get your first payment. Without financing, that large contract could put you out of business! "My living room had no furniture in it, but I had this contract!"
  

SAIC Teaming Do's and Don'ts From Michael Parker

Insider Teaming Tips From Science Applications International Corporation

Michael Parker is Senior Business Unit Strategist for SAIC, a top federal contractor that's always looking for qualified small business partners. I asked him what his top three tips were for companies seeking partnerships. He said:

• Research SAIC, and find out what part of the company you want to do business with
• Come with a specific opportunity in mind
• Present a business case on how you can contribute to winning that specific opportunity.

What do you think the absolute worst things are you could do when approaching SAIC?

He recommended starting by registering on SAIC's small business portal, and taking advantage of the access points of contact there.

But in real life, how easy is it to get in the door? Got a happy story, or a horror show? Tell all. I've been reporting what the primes say...what's the most effective thing you've done to actually become a teaming partner with these guys?

Take Five: State & Local Success for Human Resource Services

Patty's De Dominic's Top Five Government Contracting Tips

Can you supply staffing services to state and local governments?

Patty De Dominic thinks so. Serving those clients built her staffing services company to over $200 million, to become the tenth-largest employer in California. She sold her multi-million dollar business after the LA Business Journal named her, in 2006, the CEO of the Year.

I asked her, "What advice would you give someone who wants to win government contracts?" She said,

• Make sure you have a good product or service to offer.
• Look for ways to differential yourself in an arena that the buyer already knows they need then prove your worth.
• Empower the people who give your organization the strength and depth it needs to serve big and demanding clients well.
• Under promise and over deliver.
• Develop time management skills, so you can prioritize and do the most important things first.

Patty shares more of her lessons learned at SummitInsight.com.

Her next project is a book, and she invites your stories via her blog at http://www.thenewnewworldofwork.com/. Check it out and get yourself some visibility in her book.

She also coaches high achievers at DeDominic & Associates, http://www.dedominic.com/. Capitalize on her 27 years of experience; she's eager to share what she knows. The first coaching session free. Contact Patty via Patty@dedominic.com.

Gustav: When A Storm Means Business

Disaster Response Contracting Tips

Hurricane Gustav is poised to create a serious natural disaster that will generate huge urgent needs for supplies and services, both immediately and in the weeks and months that follow.

Who is going to win that business to help, where, and how?

I'm in business to to help qualified vendors, even those without experience, connect faster with suppliers who need you. So here are THREE FREE RESOURCES to help you do that right now:

1. 2008 Disaster Response Tips: Ready for Hurricane Gustav -- New White Paper
   
2. Be A Top DisasterResponse Contractor -- Competitive Intelligence from Hurricane Katrina
   
3. Success Stories: Supplying Emergency Shelter and Meals

*********************************************************************************
Here are the details:

1. Save hours of time!Get tips on Hurricane Gustav disaster response contracting by downloading this five-page summary from http://www.summitinsight.com/blogviewd.asp?id=96. Includes:
   

• Links to Disaster Response Action/Status reports
• Where disaster relief centers are being set up
• Which government agencies are doing what
  
• Supplier Registration sites
• Success Tips
  
  

2. "Be A Top Disaster Response Contractor: Version 3.0" , updated from 2005, is jammed with competitive information you want to know. You'll find out:

• Lessons learned from Hurricane Katrina Response in 2005. Emergency supply needs and major prime contractors will be similar this time!
• Top disaster response contractors in 2005 -- those winners may become big suppliers now.
• Vendor keys to success from the Hurricane Katrina response in 2005
• What products and services buyers needed after Hurricane Katrina, and how much

3. Success Stories: Supplying Emergency Shelter and Meals: Keys to success from interviews with two companies , first-time suppliers, who won disaster response contracts worth millions in 2005.

In short, you have a good chance to meet these urgent needs if you already have:

A current government contract vehicle that someone can buy from RIGHT NOW,

Contacts within federal, state, local and NGO agencies with responsibility for disaster response,

Recent communication with people making supplier decisions to meet disaster response needs,

Current information about the emergency management and buying process in the disaster area;

If not...find out what you need to know HERE.

Lockheed Martin Tips For Small Business

Lockheed Martin is looking for good small business partners, too.

Here's 90 seconds of wisdom from Ken Hildebrand, Supplier Diversity Manager at Lockheed Martin in Marietta, Georgia.

You'll find out:

• What kind of "homework" small businesses need to do when approaching Lockheed Martin
• How to improve your marketing materials and why
• And a final key to success!
  

Financing Your Government Contract

Marissa Levin, CEO, Information Experts Tells How SHE Did It...

You may be surprised!

Teaming Tips: Diane Marsden, BoozAllenHamilton

Here's what Booz Allen Hamilton does want to see from small businesses proposing partnership.

HINT: Being a veteran-owned small business, or a small disadvantaged business, or any kind of small business, isn't a capability. It's a differentiator...and not a particularly strong one at that.

To sum up: Come with

• Your Unique Value Proposition
• The Government Clients You Fit Best
• Your Capability
  

Know Before You Go / No-Go

O'er Beautiful, Gracious Skies...Comes Big Perspective.

Last month, I got a stark reminder of why I encourage my clients to set criteria for key go / no-go decisions like whether to bid an opportunity, or whether to pursue government contracts at all. Decisions like that can make or break your business.

That perspective came from my ten days as pilot of a small airplane across America from Portland over the Rockies and back to Washington DC. Each day began with a serious go / no-go decision: "Is this weather safe enough to put myself into the air today?"

Everything else kinda pales by comparison (see the whole story -- I was the official blogger for our group of six travelers in 3 planes). We were pilots on an adventure, but often felt the pressure of resources -- mostly time -- running low. A poor decision would have been literally a matter of life and death.

My business brain noticed that our group's daily "go / no-go" was often fraught with tension. Some mornings we spent HOURS poring over weather data...so as not to have rain pouring over us. The whole process -- critical though it was -- could have been more productive and left us more time to enjoy the inevitable delays. How? If we'd agreed on a decision-making process and "go" criteria among pilots with quite different risk thresholds.

When you're ready for your next government contract adventure...I'm here to help you find the right time to launch in conditions that match your skills and risk threshold, get to your destination safely...and enjoy the ride, too.

Take Five: The 5 People You Need to Meet

Helping Hands That Open Federal Contracting Doors

Once you've figured out which departments and agencies might be your buyers (oh, not sure about that? Start by cruising http://www.usa.gov/), you need to get ready to meet the people who can help you.

The five people you need to know when you want to win government contracts affect what doors you can get through, how they can buy from you, who introduces you (which affects how much initial credibility you have), why they try you, and when they want you.

The Five People You Need To Know

• The Small Business Specialist (at the Office of Small and Disadvantaged Business Utilization -- OSDBU)
• The Contracting Officer
• The Program Manager
• The Influencer
• The End User

The better you prepare -- know what they care about, and what they can do for you -- the more they're likely to help you. Will planned procurements happen? Will they be set-aside for small business? What are new requirements likely to be? When are pre-proposal conferences?

Companies that sell to government – certainly in the United States – master more than process to succeed. Their sales depend on how well they know the people who make and influence the contract process. They never forget that they’re not selling to a process. They’re selling to people: people whose jobs depend, and are often buying for people whose lives depend, on choosing the best vendor who meets the requirement.

Who are these people? What doors do they guard? What do they care about, and what is the key that will open their doors to you?

Download a free short article now!

Take Five: Executive Coaching Success Tips

Field Notes from Top Businesswoman in Government Contracts

Congratulations to Marilyn Edelson of OnTrack Coaching -- she just won her first government contract! She provides executive coaching, especially for top IT professionals.

I asked how she did it, and she was glad to share these keys to success!

Marilyn admires her government clients, and is proud to help them. "These are real people who work incredibly long hours, doing yeoman's work for our government-- that is, for us! I am amazed at their diligence and dedication, and communicating that genuine admiration never hurts in winning business!"

1. Define the Signs
What are symptoms of the problem you solve?
"A re-organization or turnover in key personnel -- especially if the position would be vacant for a while -- usually suggests the organization will be struggling with the kind of issues we're really good at easing such as change management."

2. Research for the Need!
Marilyn constantly scans industry news for people with those symptoms.
"Sure enough, we noticed a government agency that had that kind of change. Then we researched the specific challenges they were facing."

3. Know Who You Know
How strong is your database? Among your current and past clients, personal and business contacts, is probably someone who can open a door to the person you need to meet.
"My business partner had done a contract for someone else in that agency. He made the introduction and set up the meeting. The trusted relationship and track record gave us a hearing...but we had to be prepared and offer the specific value they needed at that time."

4. Offer Something Easy To Try.
Know the purchasing thresholds and offer some small-scale options for people to try you out. "When they had a group of senior decision-makers at the first meeting, we knew we'd identified a need, and we were ready with ideas. I told them about an analysis tool we could use, and they were thrilled. We also let them know we could offer our services as a 'pilot' project which lowered their risk."

5. Nurture the Right Relationships
...to Move the Contract Forward Once Agreement Has Been Reached
"We knew they were serious but were fortunate enough to work with a Contracting Officer who moved our contract forward with lightening speed. I grew to have a genuine liking for this person as well as for the executive who sponsored us.

Take Five! The 5 People You Need to Know

Helping Hands That Open Federal Contracting Doors

Once you've figured out which departments and agencies might be your buyers (oh, not sure about that? Start by cruising http://www.usa.gov/), you need to get ready to meet the people who can help you:

• The OSDBU Officer
• The Contracting Officer
• The Program Manager
• The End User
• The Prime
  

The better you prepare -- know what they care about, and what they can do for you -- the more they're likely to help you. Will planned procurements happen? Will they be set-aside for small business? What are new requirements likely to be? When are pre-proposal conferences?

Find out more -- download the newest free presentation, The Five People You Need To Meet, in the series "Take Five : Government Contracts Made Easier".

IBM Gives Up Its Secrets

Get your head out of your GSA Schedule and start looking at the big picture!

Lillian Magero, Small Business Liaison Officer at IBM, tells small businesses the best ways to open the door to partnerships for with her company for business with the Departments of Agriculture, Commerce, Energy, Health and Human Services, Veterans Affairs, Defense, Federal aviation Administration, USAID, Justice, and agencies with National Security needs. This top systems integrator often teams with small businesses who take a LEAD role and IBM subcontracts to THEM! Lillian tells what she means about "doing your homework" before a teaming meeting.

Expansion-Minded CSC Seeks Partners

Chireda Gaither of Computer Sciences Corporation, Manager, Supplier Diversity Program for North American Public Sector, at the recent OSDBU Conference, gave Judy Bradt the top three DO's -- and top three DON'Ts -- for small business partners to prepare for teaming meetings!

What are they looking for? New business, of course. How can you help? CSC's growth plan for the government sector includes in health services (especially at the state and local level), simulation and training, logistics, command and control, infrastructure services and identity management credentialling.

BAE Systems: Advises Slip-ups You Can Avoid

John Johnson, BAE Supplier Diversity Manager...
...at the OSDBU show, tells Judy Bradt the top misunderstandings he sees small businesses have about teaming. Watch, and now you can avoid these common errors!

Announcing: Take Five!

Selling to Government: Made Easy.

It's here! The first in my new series, "Take Five" --

A handful of tips
that give you a grip
on the critical things
that can make you trip

when you want to win government sales!

The first topic: National Guard & '09 Business...

Next Topics...driven by YOU! Tell me your top questions...and I'll answer them.

You'll find the free highlights on this blog -- and details on my Solutions Download -- in pdf and, coming soon, podcast.

Take 5 :Top Tips For Government Contract Wins

Woman-owned small business? Intent on GSA Schedules? Some other plan?

Here. Get off to a fast start.

What New Year's Resolutions are shaping your 2008 strategy to win more government business? A quick and dirty survey of small firms in government contracts revealed ideas like:

• "Help one colleague gain access to at least one contract or prime contractor" (Nice -- what comes around goes around!)
• "Bid on 5 bids per week" (250 bids a year -- big effort for a small firm...)
• "Find a prime contract" (How about WINNING one?)
• "Beat the rush for funds" (That's getting more strategic!)
• "Find and pursue the obscure government agencies I haven't met yet" (How about looking for the ones with money to spend on what you offer?)

Here are my top 5 suggestions.

• GSA: Make The Pain Stop.
  Need help figuring it out? Download GSA Schedules: 7 Things You Must Know.
  
• Learn from Last Year.

• Get Political...Or At Least Think About It. (It's an election year: leverage your legislators!)
  
• Start Now for Next-Year-End 2008.
  
• Check Out State and Local.
  Learn more: Download Winning State and Local Contracts.
  
  Get the Details -- Link Here to the full article

Ten Tips for Fiscal Year End

Goverment buyers often have use-or-lose money...and US Federal fiscal year end is September 30th! If you've got prospects, these ideas can help you close the business.

(Excerpted from Government Marketing Best Practices by Mark Amtower -- Buy The Book!)

1. Ask for referrals from your best customers.
2. Offer year-end specials by telemarketing to current government customers.
3. Create white papers for downloading from your web site, and post-call follow-up.
4. Refresh web content weekly (specials, news, links) through mid-October.
5. Update your online profiles (GSA Advantage, Central Contractor Registration, prime contractor portals).
6. Use multiple tactics (direct mail, web, PR, telemarketing, events), not one-shot.
7. Include info decision-makers need (price, URL, 800-number, contract vehicles).
8. Put the SmartPay logo on your materials!
9. Visit GSA Sales Query, even if you don't have a schedule. See who the leaders are in your GSA Schedule category, and look at their ads and web site.
10. Answer the phone!

Take Five: RU LinkedIn? 5 Reasons To Check It Out

Q&A Brings Fresh Perspectives on Government Contracting Questions

I've cruised "Web 2.0" over the summer, and concluded -- at least for now -- that Linkedin is my top choice for online business networks on government contracting.

Until LinkedIn added the new Q&A forums, I wasn't sure why I accepted my friends' invitations to "link" when I already had them in my contacts database. Q&A changed that. Now, I can specify the topics I want to follow -- for example, government contracts, small business, and marketing -- and:

• Informally survey my own contacts -- for market research, ideas, or new connections
  
• Put out a question to the whole LinkedIn network
• Showcase my expertise by answering OTHERS' questions
• Refer business to my friends
• Support my colleagues by giving their best answers a high ranking

Not LinkedIn yet? It's free -- take a look.

Unique Value Propositions

Make Yours Rock!

This article and the details in the concluding link were developed in collaboration with Scott Lewis, President and CEO, PS Partnerships, whom I thank for his generosity of time to chat in a recent interview.

Process

Some companies hire someone to lead a $20-$30,000 process to create Unique Value Proposition statements that they use to ensure consistent communications to the marketplace as well as internally. Others do it themselves.

Either way, your goal in creating a UVP is to relate your technology or offering to a business problem or issue that you help solve, and then communicate that connection to your targeted audiences or stakeholders.

• Self assessment: a good hard look at what you really offer
  
• Competitive Analysis & Positioning:Map out the competition, and how the competition presents itself, how they communicate their value proposition.
• Substantiation:Collect case studies that demonstrate your UVP, and create compelling stories that make your company stand out from the competition.
• Drafting: If you don’t have the right communications team, consider engaging professional help to craft language and suggest top priorities audiences for whom a UVP will generate the highest return.
• Define Audiences: You might need to develop several variations of your Unique Value Proposition, because you want to communicate different messages to different stakeholders. For example:
• End-users
• Systems integrators
• Government agency officials
• Non-technical executives
• Buyers
• Chief Technology Officers
• Channel Partner
• Media
• Solution Providers
• Investors
• Your own team/employees

• Testing

Get more on Unique Value Propositions -- examples and details on these process steps

4th Quarter Spree...Beware!

When It's Not Easy Money

I walked away from a $20,000 sole-source contract last year.

I should have run, and a lot sooner than I did. The lure of use-or-lose year-end budget almost led to a bad decision for both me and my client.

There's no excuse, ever, for taking on work you know you can't do. It's unethical, fraudulent, and just plain bad business.


THE STORY:
My prospective government client liked the idea I'd developed for a project. We agreed that nobody else could do it. It was priced under the legal sole-source threshold. We'd have nearly three months to get it done before his funding lapsed at fiscal year-end.

Then, things stalled.

The contract administrators were nervous about sole sourcing anyway. (3 lost weeks.) I offered to subcontract through an existing contract vehicle, and take a cut in profit but still do the project (3 more lost weeks. "Can we still do it?" he asked. "Sure," I said). The client wanted to use business processes unrelated to how the prime contract vehicle actually worked. (3 more lost weeks. "Can we still do it?" he asked. "Sure," I said). Still no contract...and now, only four weeks left until fiscal year end.

Finally, the client called and said, "Okay, we're ready. We can move to contract. Are you sure we can still get the project done?" The Prime Contractor asked, "Are you REALLY sure you can get it done?"

"Sure," I said.

I was working with a business management coach when I took the call. She looked at me and said, "What was that about? You look like something awful is about to happen to you!"

"A big contract that took forever to nail down is finally going ahead...but I feel just horrible! That doesn't make any sense!" So we talked it over, and the moment I laid out all the tasks that would be ahead, and the days remaining, and all the other people who would have to do things they weren't even committed to yet, I got really scared.

Well, no one had signed anything yet, I realized, and thought through my options. Even if I could pull it off, the work would be painful and the quality of work at serious risk. I didn't want to perform poorly for my client, nor to damage my reputation and default on a contract. Now what?

• Call him back and tell him I'd change my mind, when he had spent months of effort securing use-or-lose funds and negotiating contract provisions, embarrassing him and leaving him with the inconvenience of dispensing with money he couldn't spend before fiscal year end? or
• Proceed with what had become a gut-wrenching high-risk contract, and then fail to perform?

The next day, I called back and said, "I was wrong. We can't do this."

Far from being embarrassed, my client was relieved. "That's why I kept asking you," he said. "It's okay. We'll try it again next fiscal year." Six months later, maybe we're almost ready to contract. Maybe it'll happen. Maybe not. But it sure beats not performing...legally, morally, and ethically.

In retrospect, I shouldn't have needed a coach to figure this out. A plain ordinary gut check would have sufficed. I am grateful for the advice and counsel of my consultant, Terry Monaghan, Organizing for Your Life, for reminding me of the value of listening to my own wisdom.