Aligning yourself with the right partner is central to winning federal business. All too often, companies base teaming decisions on legacy relationships, gossip, and the fact that a vendor has expressed interest. Winners make informed decisions by leveraging data. Bloomberg Government, in partnership with Lohfeld Consulting Group and our Principal Consultant Tom Gorman, hosted a webinar where we demonstrated in real-time how attendees can use data and tools to make informed teaming decisions that will result in more business opportunities. Click to watch the webinar replay.
After our Top Ten ‘Go-to-Market’ Mistakes Made by Federal Contractors (click to watch webinar and download slides) webinar, we received a number of follow-up questions from viewers. Here are a few questions with Kevin Young’s answers. Q: In terms of understanding client needs, have you conducted focus groups, and do you have insights in that regard? A: There are two types of clients here: our direct clients (federal contractors) and their clients (Federal Government). For the former, I employ a SWOT analysis, primary research in the form of a white board working session (aka stakeholder focus group) as a component of Go-to-Market strategy and planning to understand needs. For the latter, I usually rely on accurate and consistent secondary data via industry analysts/researchers (e.g., Bloomberg, Deltek GovWin, IDC, Gartner) and the government itself (e.g., OMB, OPM, Congressional budgets, General Services Administration (GSA), Federal Business Opportunities (FBO), and/or Federal Procurement Data … Continue reading More Go-to-Market Q&A with Kevin Young
Here are some of our Lohfeld Consulting Group team’s top past performance-related lessons learned from our collective experience managing and submitting thousands and thousands of proposals over our careers. In terms of populating your past performance repository (every company must have one), enforce a company-wide policy for project/program managers (PM) to develop detailed past performances for every project. Enforce the policy, update the past performances every 6 months, and provide PMs with incentives for compliance. Develop comprehensive templates for collecting past performance information in an effort to answer likely solicitation questions. For example, ask PMs to define objectives achieved, schedule compliance, cost compliance, businesslike concern for customer interests, problem resolution, tools/technologies, etc. Before asking PMs to update past performance descriptions, provide them with training and instructions. All past performance summaries must be accomplishment oriented. They should indicate what you did and how well you did with lots of factoids and … Continue reading Don’t make these mistakes – 12 past performance lessons learned