Top 5 Tips to Successful Government Contracting By Carl Sara
Tip #1. Perform flawlessly on the contracts you currently have -- both in the government and private sectors. You need to leverage that experience and the references into new business and new contracts. Government awards contracts only to companies and teams with proven track records.
Tip #2. Use your existing contracts and research projects to hire outstanding talent. Develop compelling intellectual capital that will be irresistable to government project managers who need capable contractors to help them solve challenges.
Tip #3. Know the government agency's mission and needs so you can tune your offering to the nuances of their requirements. Socialize with government project managers and decision-makers BEFORE the agency is in a declared procurement stage so you can gain their trust and learn the challenges they face.
Tip #4. Innovate wildly and test many alternatives so yo can intelligently identify approaches that the problem, incorporate desired features that set you apart from competitors and result in the lowest cost.
Tip #5. Select key individuals and companies that will weaknesses and help you provide a complete solution and coherent team. Do this early, well before the government asks for proposals. Follow these FIVE TIPS and managing your growth will consume most of your energy.
3 Biggest Mistakes Small Companies Make
By Carl Sara
Mistake #1. Lots of small companies try to grow too big too fast. Small companies are resource constrained. Stick to your knitting and do only what you do best. Not even large companies try to be all things to all potential customers.
Mistake #2. High order volume can swamp small business quality control safeguards. Remember, your reputation is built on the quality of the product you ship. When the order volume increases, ensure the quality control team, resources and processes match the increase in production.
Mistake #3. Workplace politics and office dynamics can hurt productivity. Small companies especially can become wedded to the status quo. Don't be afraid to make policy, assignment, or employment changes that are in the best interest of the business.
AVOID THESE 3 MISTAKES AND YOUR BUSINESS CAN GROW.
Six Secrets to Getting on the right team
BY CARL SARA Summary Winning federal government contracts takes more than having the right products and services. There's a whole strategy around the best ways to get on the right teams to win. Here are six secrets that will make all the difference in the world to your company. And, following them will put you in the driver's seat to win.
The most formidable government contractors jockeying for lucrative federal government contracts are already on a team because government agencies bundle their requirements to satisfy a mission need. The solution they seek often requires an array of capabilities that is far greater and broader than the competencies and qualifications of any one single company.
Secret # One: Getting on the right team begins with knowing which team has the greatest probability of winning the award in the eyes of the procurement decision makers at that agency. So-- research which companies that agency has most recently awarded contracts for specific projects. Try to understand what the procurement officials want.
Secret # Two: Either start with in-house capabilities or add such capabilities to your company that are absolutely indispensable to the agency you have targeted. If you only offer commodity-type, common services then get serious about adding headcount that bring some unique talents and skills that will differentiate your offerings.
Secret # Three: You absolutely must have a stellar past performance record on all existing or prior relevant contracts that is known to government procurement decision-makers. Word gets out quickly, and often quietly when companies perform at mediocre levels. Talk to your current government clients and ask them about providing a reference on your behalf, if needed. If they decline, consider that a red flag and talk to your staff working the project to see how they can improve their output to better meet the level of service the government team expects. You need high marks with no exceptions.
Secret # Four: Familiarize yourself -- and do whatever homework is necessary -- to know the government agency mission related to the procurement as well as the agency employees and decision makers do. Do not skimp -- get immersed and get smart. It will take time but it is time well spent.
Secret # Five: You and your team must have the ability to quantitatively and succinctly demonstrate functional and performance superiority in your domain. Do not shy away from building spreadsheets that illustrate how you identify and measure this. The government wants to see evidence and a clear understanding of your model. This is not about "touchy-feely" things. It's about building and illustrating credible evidence.
And, Secret # Six: You and your team need to be willing to deliver your products and services at a price point below all other competitors. You must work hard to learn and understand how THEY price their work. Your must work hard to cut fat from your proposal. You must be willing to make just enough to make it worthwhile to win in the first place. But not more.