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Changing tactics by agencies, requires better quality market intelligence by industry

Wednesday, January 02, 2013   (1 Comments)
Posted by: Guy Timberlake (theasbc.org/visionary)
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The ability to effectively gather, assess and leverage information to support decision-making has and always will be a key to success in government contracting.

While a formal market intelligence activity should be the basis for business development, capture efforts and other aspects of running a government contracting business, cultivating usable information from disparate pieces of data and then confirming its value is lost on some and disregarded by others.

In light of the very visible reduction in agency-facilitated industry days and decreased participation in industry-hosted events, federal contractors across the board will be compelled to shore up how they collect, contextualize and utilize everyday information. Better information and better understanding of that information directly impacts relationship management, how organizational resources (primarily personnel and finances) are allocated, and how companies arrive at go/no-go decisions on everything from conference and trade show participation to actual business opportunities.

A number of companies I know expressed having to apply new and more sophisticated levels of due diligence for responding to Requests For Information(RFI) due to the RFP-like nature and volume of information being requested by the Government.

Peace.

The Chief Visionary
www.theasbc.org/visionary

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Comments...

Michael Sullivan, The Fearthainne Group says...
Posted Wednesday, January 09, 2013
Too often companies use their same "sales and marketing" plans when they turn toward Federal opportunities. Several recent situations found us confronted with a client demanding "touches" with the CIO, a plan to meet their sales quota, and other commercial business realted actions. When we brought up the process of BD, Capture, then Proposal which includes Program funding and qualifying, Intelligence gathering on the agency and competitors, teaming and reasonable agreements with partners and vendors alike, .... we started to lose favor with them. When we got to discussing the necessity of developing a plan to win: Win Themes, Telling a good, factual story, etc., the clients started to gag. I pushed them over the top with Price-To-Win. The fact they had lost their last 7 opportunities on non-compliance and/or pricing seemed to not matter. The point: there are legitimate federal market processes & there are other methods; too often SME's don't want to hear about the differences.

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