What is the status of the National Defense Authorization Act (NDAA)?
As of July 14th, 2017 the House passed H.R. 2810, the FY2018 National Defense Authorization Act.
Ranking Member Nydia M. Velázquez commented:
“The NDAA bill contains a package of bipartisan, small business legislative proposals that will help small firms win their share of federal contracts, strengthen entrepreneurial development programs and assist cutting edge firms as they bring new technologies and products to market.”
What is the purpose of the NDAA?
This bill aims to authorize appropriations for fiscal year 2018 for military activities of the Department of Defense, for military construction, and for defense activities of the Department of Energy, to prescribe military personnel strengths for such fiscal year, and for other purposes.
Nine members of the Small Business Committee introduced contracting and entrepreneurial development bills this year, which are included in the final draft of the NDAA.
Chairman Steve Chabot of the Small Business Committee commented:
“I am proud that many of the bipartisan bills the House Small Business Committee has worked on were included in the bill. I thank Chairman Thornberry for his hard work putting together this year’s National Defense Authorization Act and for recognizing the vital role small business reforms play in our nation’s security. These provisions will ensure small businesses have a greater opportunity to compete for federal contracts, and bring entrepreneurial development programs up-to-date to better equip our small federal contractors.”
Stay tuned for our follow-up posts about the biggest changes affecting small businesses in NDAA FY18.
Did you know that SBA provides low-interest disaster loans to businesses of all sizes, as well as other organizations and individuals?
Check out this page for more information: https://www.sba.gov/disaster-assistance
This is a guest post from Tonya Buckner of BucknerMT Management & Technology, Inc.
Every day we find ourselves in situations that require us to negotiate. Whether it is for business or personal reasons, it is critical to understand that there is more to negotiation than just simply winning. In preparation for negotiations with our clients, team members, partners, or even friends or acquaintances, the key criteria to determine is “How do we bring value together?” The mindset has to be on finding a way to innovate and create.
It is important to understand that when someone says “no” we don’t need to feel alarmed; it is just the beginning of the conversation. It is critical to remember that negotiation is problem-solving. The only way to solve problems is to have key information. The exchange of information allows us to get there together.
Further, it is vital to understand that value and quality don’t always align with cost. When we focus on the bottom-line and cost, we may lose quality. For example, many government contracts are based on “Lowest Price Technically Acceptable (LPTA).” This leaves little room for creativity or innovation. Contracting officers are governed by the Federal Acquisition Regulations (FAR), which in most cases focuses on lowest cost, but often the FAR fails to consider that it costs to add value.
We must dig deep, be honest with ourselves, and decide what we really want. Every situation requires its own strategy. It is imperative that we play to our strengths. The more passionate we are about our own goals but also the more clear we are about our limits, the more clarity and enthusiasm we will have to negotiate until the best possible agreement that can be reached, has been reached.
It is also important to understand what drives us and what got us to the table. While our goal or target should never change, the interest is never money for its own sake and the financial gain is just the path.
Ultimately, the conversation should be centered on adding value. We must see the bigger picture beyond the dollars and the technical baseline. Once we do that creatively, we can enter a world of much greater possibilities. There are many paths to success. By observing sober limits decided upon in advance, we can be clear enough to calmly walk away from a bad deal but also be open enough to negotiate good deals (even if they require more time and complexity).
Additionally, it is dangerous to get caught up in our own interest or our egos. This is the difference between a deal and no deal. There is the interest (our underlying motivation), and the position (the what, in this case financial gain). Negotiation is never about winning just for winning’s sake.
Lastly, the goal is to maintain a good relationship with your client. Creating a win/win situation for both parties results in a long-term relationship and the possibility of more contracts. So don’t lose sight, the end result should be value on both sides!
This post was originally published on the TAPE blog at http://tape-llc.com/2017/07/winning-fulfilling-interest/ and was reprinted with permission.
SBA had a well-established mentor-protégé program (MPP) for SBA 8(a) certified firms but lacked an MPP program for other small business concerns and specifically, one for specialized certified concerns such as WOSB, EDWOSB, SDVOSB, & HubZone. The 2010 Jobs Act and 2013 NDAA gave SBA the authorization to address this by establishing an all-encompassing mentor-protégé program.
Ms. Sandi Clifford, deputy director of the All Small Mentor-Protégé Program (ASMPP), visited the Mid-Tier Advocacy (MTA) earlier this year to discuss the program.
Here are some of the highlights of this candid and informative discussion:
As Ms. Clifford explained, mentor services to protégés include:
- Management and technical assistance (internal business management systems)
- Financial assistance (in the form of equity investments and/or loans)
- Contracting assistance (contracting processes, capabilities acquisitions and performance)
- International trade education (learn how to export, international trade business plan, finding markets)
- Business development assistance (strategy, finding contracting and partnership opportunities)
- General and/or administrative assistance (business processes and support)
As administrators of the program, SBA provides:
- Central HQ as opposed to 8(a) distributive model
- Online application – certify.SBA.gov
- Online course tutorial requirement
- Annual review and evaluation
- Template agreements, i.e., MPA (Mentor-Protégé Agreement)
Other All-Small Mentor-Protégé Program (ASMPP) details:
- A protégé may generally only have one mentor at a time; SBA may approve a second (two is the maximum) where no competition exists, or if the protégé registers under a new NAICS or otherwise requires new mentor skills.
- Both protégé and mentor must be for-profit (with exception of protégé being an agriculture cooperative).
- A mentor may have no more than three protégés at same time (no lifetime limit).
- A participant can be both a protégé and mentor at the same time, if there is no competition or conflict.
- The ASMPP is self-certifying and is open to businesses who qualify as small in their primary NAICS code, or who are seeking business development assistance in a secondary NAICs where they also qualify as small.
- SBA will not authorize MPAs in second NAICS in which firm has never performed any work; or where firm would only bring “small” status to Mentor and nothing else.
- Existing 8(a) firms in last 6 months of the 8(a) program may transfer their MPA to the ASMPP via the online application process. Coordinate with 8(a) office to fine tune the process but there is no reapplication required.
- Application requirements include upload of business plan, but no financial statements or tax returns.
- JV agreements: ASMPP will not review and approve joint venture agreements.
How to apply for the ASMPP:
- Applicants are required to register in the System for Award Management (SAM) prior to submitting their mentor/protégé application.
- Complete your business profile in certify.SBA.gov.
- Evaluate and select your mentor prior to applying. This is not a matching program. SBA will not find a mentor for you.
- Begin the ASMPP application process.
- Protégés and mentors must complete the online tutorial and have their certificate of completion and all other required documents ready for upload
Thank you to Sandi Clifford, Deputy Director, All Small Mentor-Protégé Program, for this helpful overview. TAPE has mentored several small businesses over it’s life as a large business (we’re large in some NAICS codes, though still small in others) and it has been gratifying, satisfying, and integral to our success. As protégés ourselves, we have benefitted from working with some really classy large businesses, and have also had the experience of being a protégé and really getting no tangible benefits. We are currently working with two small businesses, and negotiating ASMPP agreements.
This is a guest post by A. John Shoraka and Kathryn V. Flood of PilieroMazza.
H.R. 3294, the HUBZone Unification and Business Stability Act of 2017, proposes several changes to the HUBZone program that are intended to reduce certification timelines, stabilize the program, and collect and report on performance metrics designed to measure the success of the HUBZone program. While this is a step in the right direction, the proposed changes do not go far enough to provide a meaningful impact to the deficiencies in the program.
To analyze the positive impact the proposed bill may have on the HUBZone program, we believe it is important to understand the historical weaknesses of the program and why those weaknesses have inhibited the government from meeting the HUBZone set-aside goal. Having experiences interacting and engaging with users of the HUBZone program both inside and outside of the government, we would argue that the weaknesses of the program can be categorized as follows: 1) instability in the ever changing HUBZone designated areas, 2) uncertainty for contracting officers when awarding HUBZone contracts, and 3) the inability to quantify the impact of the HUBZone program.
Rather than get into the weeds with respect to formulations on how HUBZones are designated and when those designations change, generally speaking, the current methodology has created a system where HUBZone areas are tweaked and updated annually, if not more frequently, and are significantly changed when new census data becomes available. Furthermore, once an area falls out of designation, it is “grandfathered” into the program for only a period of three years. This constant and ever-changing landscape makes it difficult for a company to rely on and invest in its HUBZone status and its underlying infrastructure. As a result, fewer and fewer companies are willing to establish or relocate their companies in a HUBZone and invest in HUBZone employees and local communities. This results in the government having fewer and fewer qualified HUBZone companies to procure from in order to meet its 3% goal.
The HUBZone program is the only federal set-aside program that requires small businesses to meet program requirements twice during the procurement process; once at the time of offer, and again at the time of award. If anybody has done work for the federal government, you know that the time between offer and award can range from several weeks to several years. Now imagine trying to monitor and stay abreast of the ever-changing HUBZone designated areas, not only to insure that your principal office is located in a HUBZone, but to insure that 35% of your employees live in a HUBZone. That may be easy to do for a few weeks, but as your firm grows, your employees move and HUBZone areas get redesignated; it is highly unlikely that you remain in compliance once the contract is awarded. This can leave a contracting officer with not only a protest and the need to reissue the award, but it may require an entire new acquisition. This may be why contracting officers are more and more reluctant to use the program.
At its core, the HUBZone program is an economic development program. In order to support the existence of the program it is critical to document its impact on under-utilized communities. Unfortunately, it is not only incredibly difficult to correlate HUBZone contract awards to economic growth; there has never been any funding to support such analysis.
While the proposed bill (H.R. 3294) attempts to address the weaknesses identified above, we are concerned that it does not go far enough.
The proposed bill does attempt to create stability with respect to HUBZone designated areas by changing the calculation for non-metropolitan areas from the most recent data available to a five-year average. This should help to stabilize the volatile swings in economic data and the impact it has on designated areas; however, the bill does nothing to extend the “grandfathering period” beyond the current three years.
The bill also requires the SBA to “go live” with its new calculations on 1 January 2020, allowing firms that were certified into the program on or before the date of the enactment of the bill to retain their HUBZone certification until the new calculations are launched. Thereafter, updates for new HUBZone areas will occur every five years; however, redesignated HUBZones are to be removed immediately after the “grandfathering” period.
These provisions may stabilize the program, but they will also limit the number of HUBZone areas, which would in effect limit the number of HUBZone firms in SBA’s portfolio. What’s more, the proposed bill does nothing to address contracting officers’ concerns regarding the risks associated with HUBZone set-asides.
Finally, it is encouraging that the bill requires the SBA to maintain performance metrics on the impact of the HUBZone program and instructs that these metrics be collected and managed at the regional level. However, it will be extremely difficult for the SBA to meet this mandate without additional resources and upgraded information systems.
This post was originally published on PilieroMazza at http://www.pilieromazza.com/do-the-proposed-changes-to-sbas-hubzone-program-go-far-enough and was reprinted with permission.
Katie Flood is counsel with PilieroMazza in the Government Contracts Group. John Shoraka is the Managing Director of PilieroMazza Advisory Services, LLC, an advisory company to help small businesses navigate in the federal marketplace by developing successful strategies to help businesses thrive. http://www.pilieromazza.com/
Welcome back to TAPE’s Alexia Groszer, GPHR, senior human resources generalist. In a previous post, she answered some common questions about HR for small business. Today, we’re looking at size issues from an HR perspective.
Let’s look first at things from an employee’s view. What are the pros and cons of being employed by a small business versus a large business?
Pros: Employees at a small company typically wear more hats, thereby getting exposure to more business areas and skills. The owners and management know employees by name. Good ideas can be implemented quickly. The employee often sees a direct impact of the work they perform and may feel an essential part of a team.
Cons: Job growth is often dependent on the company’s growth. If the company grows rapidly, this could be a pro for the employee who rides the wave of prosperity with the company. Employees who were with Microsoft and AOL in the early days benefited greatly from the rapid growth. However, few small companies have exponential growth. If the company does not grow, the employee may be feel their only option for growth is to leave the company.
Pros: A large company may offer more avenues for career development (types of jobs, levels of management, and more internal job opportunities). Employees may be able to move up or laterally while gaining years of service and benefits within the same organization. Large companies often have more structure. They have tried and true processes which provide excellent on the job training for those new in their careers.
Cons: Since large companies often do work on a large scale, employees at a large company often perform a high volume of work of more limited scope. This could mean limited learning/ growth within the job depending on the position they are in. Large companies can also be very bureaucratic. New ideas may take a long time to get implemented. Employees may not feel any direct impact of their work. They may even feel that they a just a number or not essential to the organization.
One person may prefer a smaller more personable environment where they know everyone by name and can make an immediate impact. Another may thrive working amongst many people at a large corporation with brand recognition and the security of a larger and more established pipeline of continued work. Choosing an employer, small or large, depends on many factors. Researching potential employers and comparing it to your own list of preferences is a good place to begin.
As a small business grows, their HR needs grow and change with them. When should a small business have an in-house HR department versus outsourcing to an HR vendor?
Each company has different business needs, so there is no absolute answer. However, as companies grow they will likely have a bigger need for human resources support. Often they will move from outsourcing to in-house support due to cost.
For start-ups or small companies (5-25) employees, outsourcing HR may be a more cost-effective option, especially if their needs are mainly payroll/benefit administration with only an occasional compliance issue. Advantages of outsourcing include: the employer pays the vendor for support only when it is needed instead of paying for a fulltime employee, they have access to different HR disciplines/experts but only pay for a few hours of advice at time, and they can easily increase or reduce hours of support to match their business needs.
When a company gets bigger and begins using their vendor 40 hours per week or more, they may discover it is more cost-effective to hire their own HR staff. There are advantages to an in-house HR department, too. An internal staff will be more vested in the company’s culture and mission. They can customize policies and processes to fit the needs of that business. The HR staff can build a rapport with employees, providing better customer service and continuity.
This can be especially helpful when there is an employee relations issue or when a manager is seeking general guidance. All of these can create a more cohesive company culture and greater employee engagement.
I thought it was time for us to illuminate some of the human resources myths and issues facing small business owners. I asked TAPE’s Alexia Groszer, GPHR, senior human resources generalist, to answer a few frequently asked questions.
1. What is a myth that you’ve heard about HR for small business?
One myth is that employment laws do not apply to small businesses so there is no need to worry about compliance. While some laws such as the Family Medical Leave Act only apply to employers with 50 or more employees, there are many more laws small companies need to be aware of to avoid potential fines or lawsuits.
To stay ahead of these issues, HR professionals can join a professional organization such as Society of Human Resources Management (SHRM). Their website has links to federal and state government websites, legal updates, certification programs, sample policies, webcasts from experts and much more. While many issues can be researched through SHRM and other sources, it is important to know when to contact an expert, such as an employment attorney, for additional advice.
2. What are the most common HR challenges facing small business owners?
The cost of providing insurance benefits is a common problem due to the rising costs of medical and prescription coverage. This is a balancing act because employers are not only expected to provide benefits but also keep them as affordable as possible. A comprehensive benefits package considers the whole employee.
Recently, Louisa Jaffe, TAPE’s CEO/President, wrote about the importance of providing a full benefits package in an article titled, “When An Employee Passes Away.” As she writes, “It is important to realize that there is a reason we offer HR benefits. Often among those are not only health care but also short-term and/or long-term disability, as well as life insurance. No one likes to think about the worst case scenarios in life but it is important for business owners to consider the impact of these benefits (or the lack of them) on the company and to the individual employee’s well-being should they need to use them.”
A skilled benefits broker can help a small business identify a variety of benefit plans that meet the organization’s goals and cost constraints. An attractive benefits program can help the company recruit and retain talented employees, thereby becoming an employer of choice in a competitive market.
3. Which recent legislative changes have had the biggest impact on HR in small business?
The hot topic in the news is affordable health care. Managing health care costs and ensuring compliance with the Affordable Care Act (ACA) is important to both small and large companies. Understanding what applies to your company requires some research. There are many resources available, including this helpful information from the IRS.
Like other employers, TAPE had to review our benefit plans for compliance and provide Form 1095-C to each of our employees. Fortunately for us, our payroll vendor developed a new ACA Regulatory Management System and provided training to their customers. By educating ourselves and working diligently through each step of the process, we were able to complete the forms and submit them to the IRS on time. This was just another example of staying informed and managing compliance in the field of human resources, where learning is constant.
Thanks for this interesting glimpse into the world of HR, Alexia! Stay tuned for Alexia’s next post about small versus large business, from an HR perspective.
This is a guest post by TAPE CEO/President Louisa Jaffe.
This is a subject very much on my mind these days since we just lost a long-time employee who succumbed to bone cancer. Three years ago, we lost another long-time employee to another form of cancer. Such events are always devastating in our personal lives with family and friends, but as a business owner, there are other considerations.
To begin with, it is important to realize that there is a reason we offer HR benefits. Often among those are not only health care but also short-term and/or long-term disability, as well as life insurance. No one likes to think about the worst case scenarios in life but it is important for business owners to consider the impact of these benefits (or the lack of them) on the company and to the individual employee’s wellbeing should they need to use them.
Part of our responsibility as executives is to make sure that the pieces are in place to offer the best support possible within our planning constraints so that the professionals on the vendor side will be ready to step in and offer specific help to our employees and their families when the need arises. That way, as managers, we will not have to figure everything out at a time that likely we may be emotionally compromised ourselves.
Just as with the passing of a loved one in our private lives, the news that an employee has died, even if after a long illness, can feel shocking and unexpected. If we can be prepared as suggested above, then we can give in to the grieving process and deal with just that aspect of such a situation. And the “feelings” part of the whole thing is what this blog post is really all about. There are very important leadership actions that can greatly help your entire company if you set the example from the beginning.
My suggestion to executives is to prepare yourselves mentally in several ways. I am drawing on my military experience where the Service does things very well in terms of “taking care of their own.” If an employee becomes ill, we stay in touch with them personally to the extent we can. If possible, visit them and their families in the hospital or even at home, if the family welcomes it.
Going through an illness and death can be very lonely and alienating for an employee and their families. We go visit them, call them, and stay in touch with our personal support. It is both the least and the best that we can do. We can handwrite get well and sympathy cards with our own heartfelt and authentic sentiments.
Most importantly, when the person passes away, be sure to notify your entire company and subcontractors, where appropriate. Put out a message of farewell to the company, adding some interesting facts about the deceased for those who may be on a different project or live in a different place and do not know the employee. Announce the details of family plans, when known. We can attend memorial services and burials in person wherever feasible. It is the most powerful sign of respect for both the employee and the family to stand with them at the very difficult time of these “good-bye” ceremonies.
My own parents passed away many years ago. I well remember how much it helped my sorrow – how much it meant to me – that people came to both of their funerals and told me what my parents had meant to them. Before then, I might have been more inclined not to discuss with someone their loss of a loved one and to stay away from the process as much as possible, thinking I was respecting the mourners’ privacy. Actually, nothing could be further from the truth.
I have learned to reach out to the suffering people left behind, let them cry, let them reminisce, let them connect in whatever way they need to get through the otherwise saddest experience of their lives. It is a way to reach outside of ourselves to think of the needs of others. It is a way to do service. There are few things more empowering than giving service to those who have served you, in their time of need. When we do these things, we can feel proud to know we have conducted ourselves as leaders.
This post originally appeared on the TAPE blog at http://tape-llc.com/2017/06/employee-passes-away/ and was reprinted with permission.
This is a guest post by Anuj Vohra and Alex Hastings of Covington & Burling LLP.
On January 5, 2017, as part of its “myth-busting” series, the Office of Federal Procurement Policy (“OFPP”) issued a memorandum encouraging federal agencies to improve their post-award debriefings to increase their “productive interactions with . . . industry partners.” Based on feedback from industry and federal agencies, the OFPP described the numerous benefits of effective debriefings, including affording unsuccessful offerors the opportunity to understand the weaknesses in their proposals and the areas for improvement in future competitions and offering agencies an opportunity to review and improve their evaluation processes. To encourage agencies to take such measures, OFPP recommended that agencies adopt a “debriefing guide” and to consider commonly-perceived myths regarding the debriefing process.
With respect to the debriefing guide, OFPP encouraged agencies to take measures to (1) allow agency personnel to provide an overall general ranking of the debriefed offerors, (2) prepare government personnel on topics that are appropriate (and not appropriate) for discussion during a debriefing, (3) offer template checklists and agendas for government personnel to use in preparing a debriefing, and (4) establish guidance for agency personnel to engage subject matter experts and general counsel in complex procurements.
With respect to the myths surrounding debriefings, the memorandum includes a list of common misconceptions and OFPP responses, such as:
- Myth: Debriefings result in a greater number of protests. OFPP explained that an effective debriefing that provides necessary information to disappointed offerors can “greatly reduce” the number of protests because protests are often driven by a desire to gather information about the agency’s evaluation process. In particular, agencies should offer “substantive insight into how the source selection officials assessed the proposal’s strengths and weaknesses.”
- Myth: The presence of an offeror’s attorney at a debriefing signals a protest is imminent. OFPP explained that a disappointed offeror’s decision to bring an attorney to a debriefing does not indicate that a protest is imminent and should not prompt the agency to limit the information that is shared. OFPP noted that offerors may have internal policies that require the presence of an attorney, and that an attorney’s presence should not otherwise prevent the agency from providing “an informative and well planned debriefing.”
- Myth: All debriefings should be conducted in writing. OFPP explained that “[i]n-person debriefings allow for an open, flexible space where the government and offeror are able to communicate in a productive manner.” Such an effective debriefing also allows for the contracting officials to have the opportunity to secure feedback regarding the solicitation and source selection process.
- Myth: Companies do not use the information provided in debriefings. OFPP explained that industry “stressed the value” of the information they can derive from a debriefing in improving their future proposals. OFPP explained that understanding the government’s perceived strengths and weaknesses in past proposals helps industry make business decisions and submit more competitive proposals.
It remains to be seen whether agencies will heed OFPP’s urging to improve the quality of debriefings. But the guidance appears to be a positive development for government contractors, as improved debriefings have the potential to increase the effective use of contractor resources.
For instance, receiving more information about an agency’s source selection decision may allow a contractor to conclude an agency’s award decision was fair and consistent with the terms of the solicitation, alleviating the need for a protest. Additionally, an informative debriefing could allow contractors to better understand the needs of their government customers, allowing them to make business decisions that respond to their customers’ needs and develop more effective future proposals. Of course, these outcomes would also have a positive impact for agencies, resulting in fewer resources being devoted to responding to protests and receiving more competitive proposals.
This article was originally published on the Inside Government Contracts blog at https://www.insidegovernmentcontracts.com/2017/01/the-more-you-know-agencies-advised-to-increase-use-of-post-award-debriefings/ and was reprinted with permission.
Judy Bradt of Summit Insight wrote a popular guest post for us back in 2015, with her expert tips for how to prepare for the fiscal year end. I asked her if she had any updates, and she had this to say:
These are all just as relevant today. I would add this:
While the White House has proposed spending cuts in every agency except DHS, DoD and VA, Congress is pushing back hard. That means federal buyers are uncertain about what FY18 will bring…and are eager to spend every last dollar they have in the current year’s budget! So get a jump start on Q4 with the tips in this article. If you haven’t started doing these things now, you can bet your competitors have!
Preparing for the fiscal year end (in the Trump era)
In a series of three blog posts, Judy Bradt of Summit Insight put together a list of things government contractors can do to prepare for the fiscal year end. Here is a snapshot of her points, along with my own thoughts that build on her recommendations.
- Revisit your forecasting
- Ask for referrals from your best customers
- Stay top-of-mind
Bill says: These points go back to what Judy and I have always been preaching – success in federal contracting is about building long-term relationships.
Revisit your forecasting – that’s the FOCUS – see who you can really touch and make a part of your business. Referrals are what I’ve been calling “nearest neighbors” – friends of your customers’ friends.
And finally, this is a continuing process, so stay with these folks. See them on drop-bys and wherever they are. For example, if you notice they’re speaking at an event, show up – even if only to listen and say hello.
- Give the golden leave-behind: gratitude
- Plan multiple touches, tactics, channels
- Update and share your capability statement
Bill says: TAPE leaves behind little chocolates branded with our logo, but the key here is to make sure you express gratitude to your customers for their business. Build those relationships (see above) with the multiple touches of being where your customers are.
Maintain your currency by keeping up with your customers’ hot buttons. Does your one-pager (description of your company’s capabilities) hit those hot buttons?
- Refresh and maximize your online presence
- Leverage customer feedback and testimonials
- Expand thought leadership
- Be ready to sell the way they want to buy
Bill says: Maintaining and keeping your website fresh is critical. People look at that and if the visual picture doesn’t align with what you’ve told them, you can lose out. Include a prominent display of your CPARs (ratings in the Contractor Performance Assessment Reporting System) – especially the really good comments, and your kudos letters. Leverage these positive testimonials in call-out boxes on your website as well.
The best road to thought leadership? Blogging! You can always think of something to say about your industry, and the problems you solve for your customers, even if once a month. Feature your best staffers as bloggers also – they’ll love the publicity.
Always sell what your customers want to buy – your people, your best product ideas and innovations, and keep it up. Never forget what you’re selling, and what your focus is, that’s how you’ll succeed.
Lastly, remember to keep your certifications and small business status handy – sole sources and simplified purchase opportunities can be leveraged handsomely.
Thanks to Judy Bradt of Summit Insight for pulling together these crucial points!