Recently Judy Bradt wrote for us about the concept of chasing squirrels (opportunities). Let’s talk some more about how we decide to focus our efforts.
In the classic Shipley method of doing business development for contract award in the federal sector, we make a determination at the agency level how and what we’re going to go after. We must understand who we are as a company.
What are we selling? Information technology services? Cyber security services? Training? Leadership development? Logistics? Warehouse people? There is a whole host of possibilities. What exactly are the capabilities we’re selling?
Who are we selling it to? For example, a company might decide that they’re an Army contractor or a Navy contractor. But the Army and Navy are great big places. Be specific.
“OSDBU event! Veteran Business Owners Conference! Sources Sought! Vendor Outreach Session! HUBZone Day! Industry Day! Site Walk-through! Draft RFP! PTAC Briefing! SBA Matchmaker! Prime Vendor Meet-and-Greet! And there’s this guy you should meet, maybe they need a teaming partner like you. And, whoa, did I see an RFP deadline sail past? Where did that go?”
The fact of the matter is, often we’re too broad in estimating our capabilities. While we do want to stretch ourselves into new opportunities (that’s what marketing and business development is all about), it’s important to start where we are.
How can you turn something you’ve already done into something that you’d like to do? Who are the nearest neighbors to your existing customers and the function you’re performing?
For example, let’s say I’m supplying warehouse logistics people. Well, it wouldn’t be much of a stretch to get into supplying the folks who assemble the components that will be stored in the warehouse.
If I’m working for the Navy’s SPAWAR warehouse in Charleston, maybe I should go talk to a nearby GSA warehouse. From there, maybe I’ll bid on a GSA warehouse in Virginia. It’s a different location, but I’ll have good GSA references.
The best new customers come as referrals from our best current customers. That’s why when we break down the work we do in our business, at the top of the list is taking care of current customers. We never want to lose that focus.
We may have a strategic plan that lays out our capabilities and target agencies, but what’s key is to build relationships that support that plan. Because it’s from those relationships that will come information about new opportunities, and new functions we can perform within our scope, whether that’s for existing customers, or their nearest neighbors.