Enter Federal Market Quickly

www.zweigwhite.com

How to Enter the Federal Market
Quickly
>Briefing for A/E, Construction, and Environmental
Services Firms that Traditionally Have not Participated
in this Market
Presented by:

David J. Alexander
Lincoln Strategies, LLC
www.LincolnStrategies.com
Copyright 2009 Lincoln Strategies, LLC

Topics

Is this a good time for your firm to enter the
federal market? Substantial opportunities for
your firm?
Why try to enter the market quickly? Does it
make sense for your firm?
Where are the specific opportunities? How
can you find them?
How can you enter the federal market quickly?
What can your firm do right now to help
prepare for upcoming opportunities?
Copyright 2009 Lincoln Strategies, LLC www.zweigwhite.com 1

Target audience...

You are a leader in an A/E, construction, or
environmental firm
Your firm has little or no experience in the
federal market...
– ...you have shunned the federal market in the
past;
AND/OR
– ...previous attempts have failed.


In the past, many firms have avoided
the federal market.
Time
Risk
Entry point
Incumbent strength
Middling growth in non-military federal
markets
Actual or perceived conflicts


Part I

Why re-consider? The big
picture.


Why reconsider?
Federal Market
Push
Downturn in non-
gov’t. markets.
Competition is more
brutal.
Corporate clients are
less predictable.
Pull
Potentially massive increase in
spending by federal agencies &
departments.
Aspects of the “crisis”—federal
priorities and evolving procurement
policies.


Crisis = Opportunities for A/E,
construction, environmental firms

Focus on Emphasis on
Real “scoring
Property green”

Evolving
Imperative:
Fed.
Spend
Procurement
quickly
Demand Policies
Side


Crisis = Opportunities

Incumbent
Creation of new
contractors:
federal contract
“constructive
vehicles will lag
indifference” to
demand
smaller projects

Procurement
Incumbents:
policy shifts:
Will be
will favor
stretched
Supply smaller firms

Side


But also, Crisis = new potential issues

New
Scrutiny

New Constraints

New Reporting


New Reporting
New Constraints
New Reporting
For example...
American Recovery and
Reinvestment Act will require
contractors to report on...
Estimated impacts on jobs
retained or created
Timeline to “completion”
...and more.
See Federal Register, March
Screenshot of: 31, 2009, Pages 14,621-23.
www.federalreporting.gov, as of 4/2/2009
Supplements current
reporting requirements

New Constraints
New Reporting
New Constraints
Additional application of Buy American Act
to some contracts.
Possibilities of novel “limitation of future
contracting” clauses.
Greater emphasis on fixed price
contracting. In some cases, this might:
− Unfairly skew risk-sharing.
− Create barriers to normal partnering between
federal clients and contractors.

New Scrutiny
New Constraints
New Reporting

Article: Copyright 2009 NextGov.com
http://www.nextgov.com/nextgov/ng_20090330_5144.php


Enter the federal market quickly? The
opportunities are there, but...

Advantages &
Sufficient Market?
Disadvantages?

The decision.

Find Specific
Practical Strategies?
Opportunities?


Key screening issues

• Market size
Opportunities • Purchasing habits
How big is the federal • Recent history Decide
market for your firm’s
• Methods of whether to
services?
procurement pursue
federal
market
Practical Strategies • Can they be done entry on
rapidly?
Are there practical
strategies available for • Would they require sea
expedited
your firm, given your change in how you do basis.
firm’s characteristics? business


Part II

Invest in effort to measure the
market for your firm? 3 iron laws
to consider first.


3 Iron Laws of federal market
entry..

#1: Niche Markets
“Stimulus” and
“Recovery”
programs do not
#2: Contract Vehicles
change the iron
laws—they
reinforce them.

#3: “Safe Buys”


Iron Law #1:
All federal markets are niche markets.

Ignore the “total market size” numbers.
Nobody is pursuing “$400 billion.”
Sophisticated and successful federal
contractors ignore the headlines.
So should you.


The “federal market” is not the target.

Every A/E, construction, and environmental firm
in the federal market operates in niches of that
market—even the largest firms in the market.
None of the successful firms worry about “the
federal market.” They focus on specific federal
market niches.
Nobody knows all of the niches.
The “recovery” and “stimulus” programs will:
– Expand some existing niches.
– Create some new ones (evolving rules; additional
spending).


Each federal niche has unique
features, such as:
Bias (or not) towards incumbents
How “A/E” is defined around the edges
Special rules
Spending habits
Preferences for geographic proximity?
Openness
Willingness to use government-wide contracts


Potential
Advantages &
Federal Niches
Disadvantages
for YOUR firm

Aggregate figures are of little analytic value
Size of federal niche(s) for your firm?
How to perform actionable research?


Case study: Mid-size design-build
firm; small geographic range. (“Acme”)
$700,000,000

$600,000,000
Total Contract Awards: 80-mile Radius of
Acme, Inc., Fed. Fiscal Year 2007

$500,000,000
North American Industry Classification
System (NAICS) Codes
$400,000,000 Other

Arch. & Construction
$300,000,000 Engineering Svcs.
Construction of Utility
Structures
$200,000,000 Construction of Buildings,
Facilities
$100,000,000

$0
Total


The largest “local” federal clients were
easy to pinpoint...
U.S. Fish & Wildlife Service
Dep't. of Housing and Urban Development
Dep't. of State
Defense Logistics Agency
Bureau of Reclamation
U.S. Forest Service
Trans. Security Admin. (TSA)
Other Agencies (e.g., IRS, SSA)
Ag. Research Svc., Dep't. of Interior
Dep't. of Interior
Dep't. of the Air Force
Nat'l. Park Service
FAA
U.S. Coast Guard
NASA
Public Buildings Service, GSA
Dep't. of the Navy
Dep't. of Veterans Affairs
Dep't. of the Army

$0 $50,000,000 $100,000,000 $150,000,000 $200,000,000


...and the “local” federal agencies awarded
a lot of work without set-asides.
Not Competed, Restricted 8(a) Competition,
Task Order, $37,832,006 Competition, $11,413,756
$30,826,627 $70,068,400
8(a) Competition
(HUBZone Pref.),
$31,426,723

8(a) Sole Source,
$48,179,539

Full and Open
Competition,
$379,584,639


But the actual “niche” available to
“Acme” was relatively modest.
$184 million in
$200,000,000 awards...

$160,000,000

$120,000,000 Full and Open Competition
Task Order
Restricted Competition or Sole Source

$80,000,000

$40,000,000

$0


$184 million in
$200,000,000 awards...

...but $109
million went to a
$160,000,000 few “Top 10”
firms.

$120,000,000 Full and Open Competition
Task Order

$80,000,000

$40,000,000

$0


$184 million in
$200,000,000 awards...

...but $109
million went to a
$160,000,000 few “Top 10”
firms.

$120,000,000 And another Full and Open Competition
$44 million was Task Order
unavailable to Acme
(e.g., 8(a) awards).
$80,000,000

$40,000,000

$0


$184 million in
$200,000,000 awards...

...but $109
million went to a
$160,000,000 few “Top 10”
firms.

$120,000,000 And another Full and Open Competition
$44 million was Task Order
unavailable to Acme
(e.g., 8(a) awards).
$80,000,000

$40,000,000

...leaving $31 million in awards
to firms “like” Acme.
$0

Copyright 2009 Lincoln Strategies, LLC www.zweigwhite.com

Iron Law #2:
Contract Vehicles are critical.
Federal buyers cannot assign projects to
you if you don’t have a contract vehicle—
no matter how skilled or cost-effective
your firm is.
“Recovery” and “stimulus” spending might
make it easier for first-time entrants to
find certain types of contract vehicles.


Iron Law #2:
Contract Vehicles are critical.

What is a “contract vehicle?”
Overblown (but much-used) word
for “contract.”
Federal government’s only way to
“get” to a contractor, except for
trivially small projects.
Contractor’s only practical way to
do work for federal government,
as a prime contractor or a
subcontractor.


Competitive differentiator in the market
for “Recovery Act” projects.

Contracting vehicles can be difficult to put in place...
...but “Recovery Act” programs create timing
pressures...
...making a firm’s availability of contract vehicles—or
its ability to obtain them—an even more important
competitive differentiator.


Who sees the competitive advantage?

Contractors
Federal government agencies that provide
other agencies with access to their contract
vehicles.


GSA sees “contract vehicles” as its own
competitive advantage.

Ad that GSA runs in GovExec.com’s on-
line newsletter. Audience: Government
personnel.
www.govexec.com/story_page.cfm?articleid Excerpt from GSA website. Audience:
=42430&dcn=e_gvet Government personnel.
www.gsa.gov/Portal/gsa/ep/contentView.do?
contentType=GSA_OVERVIEW&contentId=
25465


“Stimulus” and “Recovery” policies do
not trump acquisition rules.
Before Now

Insert picture WITH
recovery banner.


What does this mean for potential new
entrants?
You need a strategy for “contract vehicles.”
Savvy competitors: often can offer vehicle
solutions.
– GSA
– Existing task order contracts—A/E or otherwise
Think about “prime” and “subcontracting”
vehicles.


Dozens of different types, sub-types of
federal contract vehicles
Single or multiple award
Narrow or broad scope
Definitive vs. Indefinite Delivery, Indefinite
Quantity (IDIQ)
Periods of performance vary dramatically
Single or multiple agency use
Cost reimbursable, T&M, fixed price, mixture


What does a “good” federal contract
vehicle look like for your firm?
Dozens of variables; two key categories:

Acquisition
Method

Contract
Structure


What does a “good” federal contract
vehicle look like for your firm?
Dozens of variables; two key categories:
Acquisition Method, e.g.: Contract Structure, e.g.:
Single or multiple award Nature, breadth of its scope
Full-and-open or restricted (set- Definitive—or Indefinite
aside) competition Delivery, Indefinite Quantity
RFP (e.g., environmental) or (IDIQ)
Standard Form 330 (e.g., Cost reimbursable, T&M, fixed
architectural) price, other
Price/cost evaluation method For single agency, multiple
Weighing of factors for “best agencies, or gov’t.-wide
value” Contract clauses
Special situation (e.g., sole- Period of performance
source award) Downstream requirements
Impact on commercial practices


Example: Multiple Award; A/E; SF 330;
Quality Based Selection; Task Order
Contract (indefinite)


Example: Single award; RFP; “cost/
technical” best value tradeoff; definitive
project


Iron Law #3:
Federal clients want to make “safe buys.”
Create reality of
“safety”—and convey it
effectively.

Prove your ability to
Know the rules. comply; don’t merely
assert it.


Iron Law #3 can be especially tough on
new entrants.
Learning the rules.
Convincing federal purchasers that you know
the rules, even without a track record in the
federal market.
Any doubt by potential federal clients = you
will not win a contract award.


Federal Acquisition Regulation (FAR)

~2,000 pages.
http://acquisition.gov/far/
Nobody is an expert in all of the FAR.
Successful firms:
– Understand the rules that apply to their niches...
– ...and sometimes select niches that resonate well with the
rules they can live with.
Key FAR Subparts for A/E, construction, and
environmental firms:
– FAR Subpart 15 (Contracting by Negotiation)
– FAR Subpart 36 (Construction and Architect-Engineer
Contracts)


Agency-specific rules.

Agency supplements to the FAR.
For example: EPA’s supplement = EPA
Acquisition Regulation (EPAAR)
Agencies’ unique internal operating
procedures.


Informal rules: the “code.”

Do not allow your client to be blindsided by
contractual requirements.
Know when to say “no.”
Understand the distinction between your
direct client and your Contracting Officer.


From the perspective of the federal purchaser, the
“safe buy” imperative outweighs stimulus goals.

Commit $ Commit $
Quickly Safely


Part III

Are there federal market niches
that offer substantial
opportunities for your firm?


Don’t be blinded by “stimulus
euphoria.” Do your research.

Your firm’s federal
profile, objectives

Potential Federal Other firms in federal
Market Niches for market: benchmarks,
Your Firm. competitors

Nature of “demand”:
federal purchaser’
profiles


Find the intersections (if they exist) for
your firm.

Your firm’s
profile

Benchmark Federal
firms, purchasers’
competitors preferences


Defining Federal Market Niches

Your firm’s federal objectives, profile

Services Financial Administrative Risk Tolerance

• Geographic • Pricing • Accommodate • Requirements
ambitions constraints cost- for near-term
• Scope of • Minimum/ reimbursable? success
services maximum • F&A • Performance
• Program focus project size infrastructure risk
• Agency focus • What level of • Investment in • Compliance
revenue contract risk
defines administration • Financial risk
“success?” support
• Profitability • Proposal-
goals? writing
• Profitability capacity
timeline?



Nature of “demand”: federal purchasers’
profiles
Procurement
Services Contract Scopes Risk Sharing
Style
• Types of • Full-and-open • Highly focused • Cost-
services competitions vs. bundled reimbursable?
purchased vs. restricted requirements • Fixed price?
from A/E, competitions • Definite • Mixture?
construction, • Winner-take- quantity vs. • Likelihood of
and/or all, single Indefinite follow-on work
environmental award vs. Delivery, as a reward for
firms multiple award Indefinite stellar
• Place of • Use of GSA or Quantity performance?
performance other multi- (IDIQ)
• Preferred agency • Level of skill
location of contract required
contractors vehicles



Benchmark firms, competitors

Size, Federal
Location Federal Clients
Socioeconomics Contracts Won
• Overall sizes of • Locations of • Types of • Which
firms firms contracts departments,
• Small business • Places of • Nature of agencies?
(by NAICS of performance of competitions • How do they
interest)? their federal • Sizes of buy?
• Other contracts contracts • How much
socioeconomic • Prime vs. sub advance notice
characteristics did they
(e.g., woman- provide?
owned)? • How was the
underlying RFP
or combined
synopsis/solicit
ation
structured?


How to Do the Research: Sizing
Federal Market Niches

Can generate a lot of
data quickly. Are their
Requires analytic rigor.
federal
Electronic
Sources market niches
of high
potential
Learn the rules.
value to your
Can yield superior firm?
results.
Human Intel


Sizing Federal Markets

Key Electronic Sources
Federal Procurement Data System

FedSpending.Org

Federal Business Opportunities

Active Contracts Lists
GSA Schedule Sales Query

Traditional Web
Searches


Federal Procurement Data System
(FPDS)
www.fpds.gov
Powerful “ad hoc” reports
Complex query setup
procedure...
...but user support is good.


FPDS (cont’d.)

~100 data elements. A few
Query Example
examples:
• Federal agency or dep’t. • How much did the federal
• Contracting office government spend on
• Services procured construction:
• $ amount of contract • In the City of X
• Period of performance • Via design/build contracts
• Type of acquisition method used • In 2008
by federal agency • By federal agency
• Principal place of performance • By contractor name
• By type of competition (e.g.,
set-aside vs. full-and-open)


FedSpending.Org

www.fedspending.org
Relatively easy to use
Better than FPDS at spanning
years
Especially quick tool for
researching your benchmark
firms and competitors
Virtually no ability to customize
output
Most output reports contain
too much information

Federal Business Opportunities
(FedBizOpps)
www.fedbizopps.gov
Maintains substantial amount
of recent award data; it’s not
just a tool for looking for
future opportunities
Use it in combination with
FPDS and FedSpending.Org
Often is the best way to obtain
details on how competitions
were structured.


Active Contracts Lists

Look on Web sites of individual
federal agencies and
departments
Some are sophisticated—allow
Web-based queries
Others are static (e.g., PDFs)
Example: Dep’t. of Energy’s Can help you find details
Active Contracts List
http://padsonline.energy.gov/
regarding contracting types,
default.cfm amounts spent, contracting
style; but typically provide no
detail on competition types

GSA’s “Schedule Sales Query”

http://ssq.gsa.gov
Some details on sales
under GSA contracts—e.g.,
by GSA contractor; service
area, such as “Env.
Remediation;” and by fiscal
year & quarter
Does not identify federal
agencies or departments
ordered the services.


Traditional Web Searches

Can be an excellent
complement to FPDS and
other dedicated sources
Can help fill in data gaps in
your attempts to characterize
existing federal niche markets


Sizing Federal Markets

Key “Human Intel” Sources

Federal Contracting Officers
Federal program managers
Offices of Small and Disadvantaged Business
Utilization
Colleagues in the industry
Industry associations


Research yields actionable
intelligence.

$40,000,000

$30,000,000

$20,000,000

$10,000,000
Full & Open Competition
VOSB Set-Aside Competition
$0 Small Business Set-Aside
Non-Competitive
GSA Task Order
8(a) Sole Source


Research yields actionable intelligence
(e.g., competitors, benchmark firms)
$60,000,000

$50,000,000

Veteran's Affairs
$40,000,000
USAF
U.S. Navy
$30,000,000
U.S. EPA
U.S. Coast Guard
$20,000,000 Public Buildings Service
Nat. Park Service
$10,000,000 FAA
Dep't. of Energy

$0 Dep't. of Army


Part IV

Should your firm enter the federal
market? Advantages and
disadvantages.


Re-cap

Parts I, II,
and III of Are there potentially good
this market niches for your firm?
briefing.

Making a sound
decision requires
both types of
analysis.
Do you want to enter the
Part IV (this
part). federal market quickly?
Advantages, disadvantages.


Jump into the federal market quickly?
Advantages, e.g.:
Financial
Diversification
Morale
Firm’s valuation

Disadvantages, e.g.:
Risk of failure
Burdens of success
Potential impacts on
commercial business
segment


Key Advantages of Entering Federal
Market Quickly
1. Opportunity to replace revenues.
2. No credit risk and timely payment.
3. Reduce average selling costs—low-hanging
fruit.
4. Can be countercyclical (an understatement
in today’s economy).


Key Advantages (cont’d.)

5. Good training for newer managers.
6. Improved diversification:
− Functional
− Geographic
− Sectoral—perhaps the most important in today’s
economy


Key Advantages (cont’d.)

7. Initiate potentially long-lasting, sustainable
client relationships.
8. Boost morale, image.
9. Potentially increase firm’s valuation.


Key Disadvantages

1. Marketing risk.
2. Performance risk.
3. Known administrative burdens, such as:
– Reporting
– Timesheet policies
– Compliance with federal requirements (e.g., VETS-
100).
– Unique federal contract clauses (e.g., Price
Reductions Clause in GSA contracts)


Key Disadvantages (cont’d.)

4. Federal cost accounting rules that apply to
some types of federal contracts
5. Unanticipated burdens (e.g., changes in
federal procurement policies; “bilateral”
contract mods that are essentially unilateral
mods).
6. Adverse impacts on commercial segments of
your business—formal or informal.


Badly-Conceived Rationales

Any revenues are good revenues in this
market.
Our competitors are doing it—therefore, we
should too.
The federal government will be lucky to have
us.
Inside knowledge—and failure to worry about
conflicts of interest or federal procurement
integrity rules.


Part V

How can you find specific
opportunities for your firm?


Objectives...

As far in advance as possible—”over the
horizon”
Federal opportunities in your niches
Understand your competition
Distinguish between “projects” and
“contract vehicles”

You need both.


How to Find “Quick” Opportunities

Can be overwhelming;
stick to your niches.
Rarely is sufficient. Identify federal
Electronic contract
Sources vehicles and
specific
opportunities
in your firm’s
The rules are complex. market niches.
Networking, sharing is a
“force multiplier.”
Walk the halls.


Finding Opportunities in Federal Markets

Key Electronic Sources
“Recovery Act” Lists Posted on the Web

Federal Business Opportunities (redux)

Acquisition Forecasts

Active Contracts Lists (redux):
Expiring Contracts

GSA eLibrary

GSA eBuy


“Recovery Act” Lists via Web

Example: Excerpt from
DOD Report to Congress on
Implementation of Recovery
Act
www.defense.gov/recovery/plans_re
ports/2009/march/Final_ARRA_Rep
ort_to_Congress-
24_Mar_09ver2.pdf

“Recovery Act” reports to Congress can provide well-
organized sets of potential leads.
Key challenge: matching them up to actual
procurements.


“Recovery Act Lists”: another example
(GSA Public Buildings Service)
All $ in
$000

Example: Excerpt from Public Buildings Service Report to Congress on
Implementation of Recovery Act
http://www.gsa.gov/graphics/pbs/American_Recovery_and_Reinvestment_Act_2009.pdf]


FedBizOpps: Forward looking

FedBizOpps
www.fedbizopps.gov

Most opportunities >$25,000 (with notable exception
of most competitions for GSA task orders)
Powerful search tools: e.g., “search agents”
Automatic notification tools


Acquisition Forecasts

Example: EPA
Procurement Forecast
www.epa.gov/oam/

Look on federal agency and departments’ websites
Are often outdated...
...but can provide valuable starting points for human
intelligence gathering.


Acquisition Forecasts: Another
example (GSA PBS)

Example: Public Buildings Service/GSA Forecast of Contracting Opportunities
www.gsa.gov/ [Search on “forecast of contracting opportunities”]


Active Contracts Lists—Look for
expiring contracts

Example: Department
of Energy
http://padsonline.energy.gov/
Default.cfm

Search for contracts with expiration dates in the
medium-term future.
Can be excellent networking resource.

GSA eLibrary

GSA eLibrary
www.gsaelibrary.gsa.gov/

Identifies different types of GSA contract vehicles, and
provides easy way of reviewing their scopes
Provides easy way of finding the appropriate
solicitation document.


GSA eLibrary
Identify GSA Contract Vehicles that might be
good fits for your firm.


GSA eBuy

GSA eBuy
www.ebuy.gsa.gov/advgsa/
advantage/ebuy/start_page.do

Identifies competitive task orders for GSA contractors.
Of limited use to firms that don’t yet have GSA
contracts.


Finding Specific Opportunities

Key “Human Intel” Sources

Have continuous contact with other firms in
the market
– Potential subs
– Potential primes
– Sources of market intelligence



Key “Human Intel” Sources (cont’d.)

Share intelligence with firms that are already
successful in the federal market.
Participate in industry-based forums and
meetings aimed at federal sector, such as
Society of American Military Engineers;
Associated General Contractors of America.



Key “Human Intel” Sources (cont’d.)

Reach out to Contracting Officers in your
federal niches.
– Come armed with your research on the niche.
– Do not hesitate to ask about contracting vehicles
for quick response, “Recovery Act” projects.
Federal program managers.
Offices of Small and Disadvantaged Business
Utilization (OSDBU).


Part VI

Realistic options for entering the
federal market for the first time.
What can you do right now to
prepare?


Key action items: things you can do in
the next month.

Pursue
Oppor-
tunities

Build
Infra-
structure

Develop a
Find Contract
Niches Vehicle
Strategy


Find/define your ideal federal market
niche(s).

Your firm’s
profile

Benchmark Federal
firms, purchasers’
competitors preferences


Build infrastructure to pursue and
manage federal projects.
Develop or position resources, e.g.:
– SF 330 software (plenty of vendors out there)
– SF 330 consultants (e.g., Nancy Usrey)
– Proposal writers (e.g., Kim Fletcher)
Develop and implement process for scouring
data sources for specific near-term federal
opportunities
– DIY (do it yourself)
– DIFM (do it for me)

Build infrastructure (cont’d.)

Strategic hires—a golden time to attract
talented federal market stars who are ready
to break free from larger, well-established
federal firms.
Strategic acquisitions of small, established
firms.
Review reasonably recent RFPs, RFQs,
Combined Synopsis/Solicitation (SF 330)
announcements in your niches.

Build infrastructure (cont’d.)
Register in appropriate federal government
systems

Central Contractor
Registration (CCR)
www.ccr.gov

Online Representations
and Certification
Application (ORCA)
https://orca.bpn.gov/login.aspx


Develop a strategy for contract
vehicles.
“Sure win” contract vehicle—GSA—if it
makes sense for your firm.
Prime Small, multiple award prime contracts.
Set-aside competitions (if you qualify).
Contracts Head-to-head, winner-take all contracts.

Understand what prime contractors are
seeking: often, socioeconomic evaluation
points.
Subcontracts Seek situations that can be reversed—e.g.,
will the prime contractor switch roles in a
small business set-aside?


Ideal contract vehicle strategy for your
firm depends on...
Characteristics of your target niches.
Types of RFPs (best value) or SF 330
Competitions (Quality Based Selection) that
are utilized within these niches.
Your ability to compete within each
framework.
Your willingness to take on risks/rewards of
being a prime contractor vs. a subcontractor.


Pursue near-term opportunities

Contract vehicles, no specific projects
– Prime
– Subcontract
Respond to RFPs, RFQs, SF 330s
Join teams, as a subcontractor (or JV partner)


Position your firm...

Increase firm’s name recognition in federal
engineering and environmental markets
− Among potential federal clients
− Among potential teaming partners


Positioning & Relationships (cont’d.)

Your firm should evoke sense of:
– A “safe buy”: responsive to federal clients, on
technical and administrative/contractual issues
– Accessible: Contractual (or subcontractual)
vehicles that are easy for federal buyers to use
– High-quality provider, with a proven track record
– Excellent blend of expertise, resources, services
– Prestigious provider of services—an industry
quality leader


Positioning & Relationships (cont’d.)

Frequently visit federal staff members
Use “laddered” approach: assign appropriate
staff to make contacts at all levels)
- Program office staff
- Program office management
- Contracting office staff


Positioning and Relationships (cont’d.)

Invite federal staff to speak at firm’s events
(e.g., Executive Forums).
Present briefings on topics of interest to small
groups of potential clients.
Frequently place speakers from your firm at
conferences typically attended by current or
potential federal clients.
Publish white papers, blog entries, etc.,
customized to federal audience.

Positioning and Relationships (cont’d.)

Brochures customized for federal consulting
market
Customized section of your corporate web
site. Don’t let your web site belie your stated
interest in pursuing federal business.


321 Commonwealth Road
Suite 101
Wayland, MA 01778
Tel: 800-466-6275, 508-651-1559
M-F 8:30 AM to 5:30 PM (EST)

Anytime:
Fax: 800-842-1560 or 508-653-6522
info@zweigwhite.com


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