aoc key solutions, how to win business inc. with the...

How To Win Business with the Government

May - Small Business Education Series - Government Contractors

May 23, 2013

Presented By: Jim McCarthy

AOC Key Solutions,

Inc.

Agenda

Direction of Presentation

1. Why Companies

Lose

2. Finding Winnable

Opportunities

3. How to Win

2

3

4

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.

Right Way

Do This

Wrong Way Not This

5

Part 1: Why Companies Lose

Before looking at how to  win,  let’s  first  look  at  

how to lose.

6

Warning: Why Companies Lose

No real tech approach Lack of senior leadership buy-in and resources Lack of customer insight Lack of preparation

7

Not enough time to listen to your customer Inability to clearly shape a winning strategy 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

Why Companies

Lose (cont.)

Part 2: Finding Winnable Opportunities

8

Getting Started

Getting Started – How to Focus

9

Identify your NAICS codes and Size Standard

Register DUNS and

ORCA  ….now  called SAM

Understand the FAR

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)

Develop Strategic Plan

Identify types of contracts you wish to

pursue (FFP, Cost Reimbursable,

Incentive Fee, ID/IQ, CPAF, LPTA)

NAICS = North American Industry Classification System ORCA = Online Representations and Certifications SAM = System for Award Management

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

11

Replaces CCR Mandatory registration Agencies use to locate contractors Searchable for company capabilities, size, location, experience, and ownership

11

Government-Provided Tracking Systems

System for Award Management

12

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

Government-Provided Tracking Systems (cont.)

Database Subscriptions

There are several good commercial subscription systems; Deltek, Centurion

Other Sources for Opportunities

14

Associations Trade Shows Conferences Seminars Industry Days Agency Forecasts Networking

Develop Your Tracking System

15

Opportunity Name Date Tracking Number Agency Link to Summary SOW PoP

Incumbent Contract Value Points of Contact Procurement Schedule Interest Rating Other Relevant Data

Part 4:

How to Win

Part 3: How to Win Questions to Ask

Tips Keys to Winning

Other Stuff

17

Is the opportunity in my strategic

plan?

Does it match our core

competencies?

Questions to Ask

18

Is it a new market or customer?

Do we have the right past performance?

Questions to Ask

19

Is this a pop-up?

Have we been

tracking this?

Questions to Ask

20

Do I know the customer?

Does the customer know us?

Questions to Ask

21

Do we have the right SMEs?

Do we need to

team and are they

committed to us?

Questions to Ask

22

Do we know the

customer’s  problems and challenges?

Do we have a viable

solution for them?

Questions to Ask

23

Do we know the risks?

Are we prepared to take those risks?

Questions to Ask

24

Do we have time to write

a quality proposal?

Are we prepared to price to

win?

Questions to Ask

25

Do we have personnel

dedicated to the proposal?

Do we have a qualified

PM and other key

personnel?

Questions to Ask

26

Do we know our

competitors?

Are any of them

positioned to win?

Questions to Ask

27

Do we have any

differentiators?

Can we talk “benefits”  not just

“features”?

Questions to Ask

28

Can we win? Not can we perform?

Questions to Ask

29

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

unwelcome targets.

30

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

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Avoid Pop-Up Opportunities.

32

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

33

Not all opportunities are winnable. That is a fact.

34

--Competition Sensitive-- 35

Either

pre-sell and pre-position

or no bid and fight

another day Fight a battle you can win.

You are unlikely to overcome a late start.

START EARLY

--Competition Sensitive-- 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-- 37

Nurture past performance

references – only the absolute best will

suffice

Score of 4 out of 5 no longer good enough

Vet in advance

Treat a good reference like royalty.

--Competition Sensitive-- 38

If you are not pricing to win, you are pricing to lose

You are wasting both time

and money

Price to win or  don’t  bother

--Competition Sensitive-- 39

This benchmark contains features of  the  “ideal”  winning  team  from  

the vantage point of your customer

The  “dream  team”  in  your  customer’s  eyes.

The closer you come to meeting the NWP,

the better your chances of winning.

Create a Notional

Winner Profile (NWP)

--Competition Sensitive-- 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-- 41

Incumbents – target

for early hire

Find one or more incumbents

Meet them off-site and after hours

Court them Leverage them

--Competition Sensitive-- 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-- 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-- 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-- 45

Ensure all key personnel are

identified early and vetted before draft

RFP Is released

Then get them involved early and often in capture and proposal process

In this case, the early bird really does get the worm.

--Competition Sensitive-- 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.

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

Don’t  Go  it  Alone

Leverage capabilities and

resources by teaming

Synergy establishes capabilities, expands resources, and creates possibilities

48

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

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Thank you.

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Questions?

Jim McCarthy, Owner and Technical Director AOC Key Solutions, Inc. (KSI)

703-868-8263 Email: jmccarthy@aoc-ksi.com

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.