The best federal sales executives find that just three things lead to more wins than losses:
Excellent client relationship.
A number one or two ranked technical proposal.
A price within 2-3% of the lowest bidder.
A well thought out, implementable selling system should assure these three tenets are in place. That is what it takes to achieve consistent, scalable, organic growth in the government marketplace.
Selling to government is easy… most companies make it hard.
Form a Federal Sales Steering Committee, chaired by the organization leader and staffed with executives who lead relevant corporate functional areas (such as sales, delivery, product development, contracts, human resources, and finance) to conduct an internal assessment process. The Assessment Phase should take about 30-days to complete.
Retain the support of an outside, experienced, highly successful federal sales executive to guide the committee through the assessment and implementation of recommendations. Continue reading Federal Sales→
You have a vision of what you want your organization to be but you do not know how to make it happen. The problem may be lack of capital, or you are consumed with the “every day”, or your team is not stepping up. The challenge is to find your organization’s constraint to growth and then to relieve that constraint.
Sometimes the solution is right in front of you but you need a fresh perspective from an experienced hand to see it, just as did Professor Nash in this scene from A Beautiful Mind:
An organization is a system of systems: the system of doing what it does (DO), the system of creating demand for what it does (SELL), and the system to get big (GROW). Odds are that one of these three systems holds your organization back from achieving its potential to perform and grow. Which system constrains your organization?
IntelliVen can help. We work best with organizations who sell products or services into the enterprise and government markets. You should be bigger than a startup and a small fraction of the size you will be when you get to the goal you are after.
Leaders of services businesses are often so busy either delivering their services or hustling to land their next client that they never get around to building a systematic way to deliver more value to current clients.
The best service business leaders create an unfair advantage by assigning engagement leaders to deliver on target, on time, and on budget to create satisfied clients and lay the groundwork for delivering more — much more — services. Leaders should develop explicit goals to extend, expand, and find new opportunities to deliver extraordinary value to their clients with the most growth potential.
SUBJECT: Input on an opportunity to bid for a strategic project
I just got off the phone with the President of the top player in our target vertical market west of the Mississippi:
Opportunity: They are going to let an RFP in two weeks to six or fewer strategy consulting firms.
Scope: Strategy, culture, change management, marketing, and messaging. (Yes; they’ve combined it all; and Yes they want one winner to be their partner as they transform).
Budget: Over $1M in first-year contracted services.
Term: It’s a multi-year award.
Qualifications: It’s right up our alley, the CEO know us (me) but has never been a client, our lack of local presence is a good thing because they want a firm with great experience and NOT just someone local.
Process: Responses will be due six weeks after the RFP is issued, and orals will be in two months with the winner selected by year-end.
Please share thoughts on how to think this through. We want to win as always and this has big implications for our firm if we do win. We have NOT decided to bid. We will do a bid/no-bid process once we see the RFP.