How To Win Business with the Government

Transcription

1 Presented By: Jim McCarthy May - Small Business Education Series - Government Contractors How To Win Business with the Government AOC Key Solutions, Inc. May 23, 2013

2 Agenda 1. Why Companies Lose 2. Finding Winnable Opportunities Direction of Presentation 3. How to Win 2

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4 Right Way Do This Wrong Way Not This There is a right way and a wrong way to win ( capture ) Government contracts. The right way not only wins more work more often, but yields other intangibles whose precise value cannot be measured. That is how to win business with the government. 4

5 Part 1: Why Companies Lose Before looking at how to win, let s first look at how to lose. 5

6 Warning: Why Companies Lose No real tech approach Lack of senior leadership buy-in and resources Lack of customer insight Lack of preparation 6

7 Not enough time to listen to your customer Inability to clearly shape a winning strategy Why Companies Lose (cont.) No opportunity to help define the customer s requirements Subject matter experts (SMEs) are unavailable and on your competitor s team Best teaming partners have already been drafted 7

8 Part 2: Finding Winnable Opportunities Getting Started 8

9 Getting Started How to Focus Develop Strategic Plan Identify your NAICS codes and Size Standard Identify types of contracts you wish to pursue (FFP, Cost Reimbursable, Incentive Fee, ID/IQ, CPAF, LPTA) Register DUNS and ORCA.now called SAM Identify types of procurements you wish to pursue (or exclude) (i.e. Sole Source, 8(a) Set Aside, SB/SDB/WOB/VO, A-76, Unrestricted) Understand the FAR NAICS = North American Industry Classification System ORCA = Online Representations and Certifications SAM = System for Award Management 9

10 ID/qualify federal opportunities that best align to your core capabilities and business strategies. ID opportunities well in advance of RFP release to permit sufficient planning and capture activities. Track the Right Opportunities Timing Matters 10

11 Government-Provided Tracking Systems System for Award Management Replaces CCR Mandatory registration Agencies use to locate contractors Searchable for company capabilities, size, location, experience, and ownership 11 11

12 Government-Provided Tracking Systems (cont.) Lists federal business opportunities Federal agencies required to use for all contracts over $25,000 Good source of data but if the first time you see an opportunity is in FBO, you are probably too late 12 12

13 Database Subscriptions There are several good commercial subscription systems; Deltek, Centurion

14 Other Sources for Opportunities Associations Trade Shows Conferences Seminars Industry Days Agency Forecasts Networking 14

15 Develop Your Tracking System Opportunity Name Date Tracking Number Agency Link to Summary SOW PoP Incumbent Contract Value Points of Contact Procurement Schedule Interest Rating Other Relevant Data 15

16 Part 3: How to Win Questions to Ask Tips Keys to Part Winning 4: Other Stuff How to Win

17 Questions to Ask Is the opportunity in my strategic plan? Does it match our core competencies? 17

18 Questions to Ask Do we have the right past performance? Is it a new market or customer? 18

19 Questions to Ask Is this a popup? Have we been tracking this? 19

20 Questions to Ask Does the customer know us? Do I know the customer? 20

21 Questions to Ask Do we have the right SMEs? Do we need to team and are they committed to us? 21

22 Questions to Ask Do we know the customer s problems and challenges? Do we have a viable solution for them? 22

23 Questions to Ask Do we know the risks? Are we prepared to take those risks? 23

24 Questions to Ask Do we have time to write a quality proposal? Are we prepared to price to win? 24

25 Questions to Ask Do we have personnel dedicated to the proposal? Do we have a qualified PM and other key personnel? 25

26 Questions to Ask Do we know our competitors? Are any of them positioned to win? 26

27 Questions to Ask Do we have any differentiators? Can we talk benefits not just features? 27

28 Questions to Ask Can we win? Not can we perform? 28

29 To keep it manageable, review your pipeline early and often. Triage and eliminate unwelcome targets. 29

30 If you don't have past performance, don t bid it alone. 30

31 Avoid Pop-Up Opportunities. 31

32 The earlier the opportunity is identified, the better you can position yourself to win. 32

33 Not all opportunities are winnable. That is a fact. 33

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35 Fight a battle you can win. You are unlikely to overcome a late start. Either pre-sell and pre-position or no bid and fight another day START EARLY --Competition Sensitive-- 35

36 Have a Vision Distinguish between the as is state and the to be State. Craft an end-state vision that resonates with evaluators and encourages them to choose your company. --Competition Sensitive-- 36

37 Nurture past performance references only the absolute best will suffice Treat a good reference like royalty. Score of 4 out of 5 no longer good enough Vet in advance --Competition Sensitive-- 37

38 Price to win or don t bother If you are not pricing to win, you are pricing to lose You are wasting both time and money --Competition Sensitive-- 38

39 Create a Notional Winner Profile (NWP) The closer you come to meeting the NWP, the better your chances of winning. This benchmark contains features of the ideal winning team from the vantage point of your customer The dream team in your customer s eyes. --Competition Sensitive-- 39

40 Customize your solution and approach for each bid Find, Solve and Offer: Needs and wants Assumptions Plan or solution Experience Benefits to Government --Competition Sensitive-- 40

41 Incumbents target for early hire Find one or more incumbents Meet them off-site and after hours Court them Leverage them --Competition Sensitive-- 41

42 Invest in and maintain a database of resumes, experience, past performance, awards, and kudos You will save money in the long run --Competition Sensitive-- 42

43 Support your approach with proof statements, metrics, quantifiers, validators and examples Be alert for unsubstantiated claims that undercut your credibility, introduce doubts, and increase perception of risks --Competition Sensitive-- 43

44 Remember compliance is king you are writing a proposal not a novel Compliance will get you 80-90% of points Your brains and ingenuity will get you the remainder --Competition Sensitive-- 44

45 Ensure all key personnel are identified early and vetted before draft RFP Is released In this case, the early bird really does get the worm. Then get them involved early and often in capture and proposal process --Competition Sensitive-- 45

46 Demonstrate that you understand the mission and challenges of the customer and the contract. If you can t convince the evaluators that you get it, you have little chance of winning. --Competition Sensitive-- 46

47 Maintain Constant Capture Posture Continue effective collaboration of Business Development, Capture, Line Organizations, and other stakeholders Proactive: Identify and qualify opportunities Pre-emptive: Position your company early The capture challenge does not go away it gets bigger! 47

48 Leverage capabilities and resources by teaming Don t Go it Alone Synergy establishes capabilities, expands resources, and creates possibilities 48

49 Have a Defined Strategy Focus on (and strengthen) what got you there.but....always examine the ways you conduct business Align strategy and development across corporate accounts 49

50 Thank you. 50

51 Questions? 51

52 Founded in 1983, KSI has played a role in winning over $122 billion in government contracts for its clients using the Principle- Centered Winning (PCW) approach to capture and proposals. Jim is a frequent lecturer and guest speaker on how to unleash the power of Principle-Centered Winning on your organization s capture and proposal efforts. Jim McCarthy, Owner and Technical Director AOC Key Solutions, Inc. (KSI) jmccarthy@aoc-ksi.com