Companies that count the government as one of their primary customers recognize that getting to this point involves a combination of initial (and follow-on) business development as well as ongoing sales support. These are distinctly different activities.
For newcomers and experienced contractors alike, government business development requires the effective use of research and relationships to identify and qualify markets or opportunities. Obtaining accurate knowledge of how agencies contract for particular purchases (direct agency contracts, systems integrators, service agency contracts such as a GSA schedule contract, etc.), who the stakeholders are (program managers, users, prime contractors, etc.) and what type of contract vehicles are used or preferred is necessary just to position oneself to effectively compete for the business.

A well-founded understanding of the customer’s mission and resources allows companies to propose and convey the most effective solutions. Building this understanding requires developing strong relationships with those who influence and participate in the purchase. Like any market, relationships in the government are built on trust and understanding. Government customers like to work with people that understand their situation and its unique rules of engagement. They prefer not having to explain what they can and can’t do.

Effective business development can be measured to the extent that it builds a qualified pipeline to feed the sales cycle. Success in the sales cycle requires effectively using the resources gained though the business development process to promote one’s ability to be a long-term quality provider in order to be seen as a responsible partner in the agencies mission. Reliability and quality are valued attributes in the eyes of most government customers.

This process really never stops.Even once a sales stream is established, service suppliers and manufacturers must continually amend and improve their deliverables to keep pace with the government customer, particularly in the current business environment where declining budgets are mandating better, leaner and more efficient solutions.

Interface has been a participant in this process for many years in behalf of it clients. Helping you, our client efficiently allocate resources towards the most likely agency customer in a focused approach – one that maximizes results – is the initial step in a successful government business development plan. Only once this type of plan is in place can we then focus on competition, innovation, relevant contract vehicles and sales approaches most likely to result in winning contract awards.