"Disadvantaged Advantages" in Government Contracting - Check The Box

"Disadvantaged Advantages" in Government Contracting - Check The Box
Jennifer Schaus, March 2012

Basic Sales 101 tells us to understand our client and their needs.  Once we have a command on this, we can then tailor our pitch, our product, our service, our marketing materials and message to them.  Some sales training companies encourage the sales rep to focus on the customers "pain".  This can be as simple as solving an urgent need (ie. selling a car to someone whose car just died).  Sometimes you may have the same or similiar product as the incumbent and your value-add is a lower price - or perhaps you have some designation that makes the buyer "shine".

What motivates your buyer?

In US Government contracting, awards are won for a variety and combination of reasons. This can include:

     *Relationship - Established Trust with the Buyer            
     *Competitive Price - *Not always the Lowest
     *Solving a Problem / More Effective or Efficient Solution
     *Competitive Advantage - Check the Box

The Competitive Advantage / Check The Box boils down to having a "DISADVANTAGED ADVANTAGE" (DA).  These DA's can be the differentiator in winning a contract and limiting competition.  Government Contracting Officers are motivated and incented by checking off boxes. The easier you can make their job and the more you can make them "shine", the better your chances are of winning the business.

The boxes that the Contracting Officers are checking off (Disadvantaged Advantages) can include 8a status, veteran owned, woman owned, minority owned, HUB-zone, etc.  Some of these certifications may take a time and money investment (especially if you hire a consultant) but are certainly worth it.  The return on investment (ROI) to obtain these disadvatnaged advantages will narrow the playing field of competitors for your products/solutions, thus increasing your chances of winning.  Leverage these designations to your favor.

Backing into the sales process by understanding how the agencies fared in their small business subcontracting goals (SBA Scorecard) is a wise strategy.  From this list, you  can target those that need to bring their grade up - AND - those that are more likely to continue contracting with small business. Link to SBA's Scorecard: http://www.linkedin.com/e/-bx7faq-h07h12x4-35/plh/http%3A%2F%2Fwww.sba.gov%2Fabout-sba-services%2F2636/BT28/?hs=false&tok=3f2_DQaU2mW581


Additionally, a contract vehicle (such as a GSA Schedule) may also help your chances and decrease competition.  The easier you can make the job of the buyer, the better. Limiting the paperwork for Contracting Officer will usually work in your favor. 

This all boils down to understanding your customer on every level - their agency challenges, objectives, budget and buying motivations.  Focusing on this will eventually play in your favor by limiting competition. After that, it up to you and your firm to have a solid and quality solution at a competitive price.

For more information about 8a certification or any other disadvantage certifications, please contact JSchaus@JenniferSchaus.com

Jennifer Schaus
Jennifer Schaus & Associates
Washington DC - Rome, Italy
B2G Sevices & GOVT Relations
http://www.jenniferschaus.com/
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Jennifer Schaus on AMEX Open Forum - JOBS Act

What the Newly AgreedUpon JOBS Act Means for SBOs

Katie Morell Business Writers Recent Posts
AMEX Open Forum
March 22, 2012


Washington, D.C. witnessed a rare exhibition of bipartisanship March 8 when both sides of the House passed an act that eases investor funding for businesses looking to go public. The Jumpstart Our Business Startups, a.k.a. JOBS Act, is designed to ease investor regulation (and many accounting rules) on companies that want to go public with less than $1 billion in annual revenue.

So what does this mean for small-business owners? It depends on whom you ask.

Jennifer Schaus is a government contracts consultant in Washington, D.C., who worries that the deregulation will lead to fraud.

“It will help the companies that are legitimate get the funding they need and [will help] their businesses grow, but on the other side, we could start to see some people putting money into businesses that are fraudulent,” she says. “At that point, we might see government needing to come to the rescue. People [investors] could get taken advantage of.”

Schaus thinks that ease of access to initial public offerings could help job creation in the long run, but also believes that the passing of such legislation has more to do with this year’s election season than serving as a real benefit to small-business owners.

“It looks good and sounds good, but we’ll have to wait and see what happens when put into practice,” she says.

Caren Z. Turner, CEO of Turner Government & Public Affairs, a lobbying group in Washington, D.C., believes the JOBS Act isn’t enough to help jump-start the economy. Like Schaus, she too worries that the deregulation provision will spur fraud.

“It’s a pyrrhic (weak) victory for the Obama Administration; they’ve won the battle but lost the war,” she says. “When it comes down to it, small businesses are not suffering from a lack of capital, they are suffering from a lack of demand for services. This Act doesn’t address the issue of growth in the economy. You can raise the money, but if customers don’t have the funds to buy products it doesn’t do anyone good.”

Quoting the Bureau of Labor Statistics, Turner says most U.S. small businesses average around just four employees and have no interest in going public. Instead, they are focused on capturing customers. What will help capture more business?

According to Turner, the answer is in public infrastructure, including roads and bridges.

“On March 14 the Senate passed a transportation bill that equals $109 billion over two years to pay for roads, bridges and tunnels,” she says. “It still needs to pass in the House, but if it does, the job creation estimates are around 3 million. There aren’t any job estimates for the JOBS Act.”

Why should small business owners care about the transportation bill? Turner explains.

“The more people working to fix transportation systems means the more money infused into the economy, and more people willing to buy your goods and services,” she says.

Turner suggests voters express their opinions to U.S. Congresspersons by calling 202-225-3121.

For more information on the JOBS Act, check out The White House FAQ.

What is your opinion on upcoming legislation?
FULL STORY ON AMERICAN EXPRESS OPEN FORUM WEBSITE:
http://www.openforum.com/articles/what-the-newly-agreed-upon-jobs-act-means-for-sbos

There Is More Than Just Federal Contracting (The "Secret" State & Local Market)

Hey Contractors - There Is More Than Just Federal Contracting (the "secret" State & Local Market)
Jennifer Schaus, March 2012

Selling to the US Federal Government is tough business. It is long, hard and competitive. There are price wars, insider relationships and MANY other factors that go into the battle. Recent estimates show that it takes about 18 or more months to strike your first deal in the federal sector.  It is a cumbersome puzzle that takes some "getting used to". 

In my opinion, selling to the government is a great way to mitigate risk and diversify your client portfolio.  There are plenty of advantages once you are in, but also other opportunities outside of the federal sector. 

I am suprised at how many US Federal government contractors miss the great opportunities to leverage their current success and sell in the state / local government world (and even to the private sector).  It doesn't take an ecomonist to figure out the economy is in bad shape, but by planting some seeds now, when things turn around after the election (hopefully) some of your B2B work may pay off.

Additionally, the state and local government market should not be ignored.  It is another avenue to consider, thus helping to diversify your clients; a group of buyers in your backyard who have different budgets and fiscal years -- and many who have a budget surplus.

Registering in your state's government Vendor database, plugging in your NAICS code, email address and other required info will get you on the RFP distribution list.  This process takes 5 minutes of your time and is worth the minimal investment.  This is a great way to get contact information of the state buyers for your sector.  *For those in the DC metro area, how can you miss opportunities to contract with the State of Virginia; Fairfax County; Arlington County; State of Maryland; Montgomery County, etc. ?!?!?!? You already know and understand most of the "government" culture and buying process - use your expertise locally!

Two main points on State & Local Government:

1.  If you are already a federal vendor it is a great advantage to showcase and leverage your federal success to potential state/local governments. (ie. We completed a similiar project for the FBI or Secret Service, etc.)

2. If you are a prospective federal vendor and have some state and local government contracts, it is an advantage to showcase and leverage this success to the federal buyers. (ie. We completed a similiar project for the State of Colorado, etc.)

3. NOTE: *If you hold any US Federal government contracts (ie. GSA Schedule) many of these can be used by state and local governments as well. Schedule 70 (IT) and Schedule 84 (Security / Law Enforcement) can be used by all States.

Don't miss these opportunities!


So, as you weather the budget cut-backs of the US Federal Government, consider your very own state and local government markets.  It is a similiar process, sometimes with shorter sales cycles thus allowing you to capitalize on some quick wins and nice contracts.

I recenty provided "7 REASONS TO CONSIDER STATE & LOCAL GOVERNMENT MARKETS"
http://www.jenniferschaus.com/uploads/7_Reasons_SL.pdf


As far as my own diversification, my business has primarily been focused on working with government contractors. I've expanded my client list through working with small and large firms (Fortune 500's), product and service companies, domestic and international.  I've recently diversified into B2B providing marketing content & distribution (via social media) to companies in Europe.  Additionally, I'm now working on the side in the B2C market, turning my interest of photography and painting into a business. 

Jennifer Schaus
Jennifer Schaus & Associates
Washington, DC - Rome, Italy
http://www.JenniferSchaus.com

Jennifer Schaus - NEW PROJECT ALERT - 1

This is the first in a series of:
"Jennifer Schaus" New Project Alerts - 1

I find myself working on various contracts world-wise, or with customers who have an interesting gadget or are providing a unique service. I wanted to leverage this internet blog "space" to showcase these special individuals and companies that have impacted my life and career.

Got Milk?  Perhaps you do.  Got Produce®  is the real question.  I started 2012 off with my significant other in Italy.  Another reason to be happy and excited for the new year was an email invitation from my ultra smart business colleague, Deborah Walliser of Solsustech.  I had worked with Deb and Solsustech over the last few years to raise money and find opportunities for grants, contracts and funding within the US Federal Government.  Her 2012 email invited me to be on Solsustech's Board Of Directors and I gladly accepted. 

The challenges continue - and so do we. That is why I love being involved in such an interesting company - one that is doing great things world-wide.  Deb has great energy and leadership.  She has used her talents in botany and background NASA hydroponics to create a system that grows more food, better and cheaper that current methods and in a format that taps large portions of the global $4 TT fresh food market. 

Solsustech solves problems. It's really that simple.

The firm manufactures turn-key hydroponic green-houses to provide sustainable agricultural products to regions world-wide. It's obvious to see the applications for arid regions like Africa and the Middle East as well as areas hit by natural disasters (ie. Haiti, etc.). 

These green houses, originally developed for space are now commercial application anywhere on earth, scalable to meet the needs of our growing population at a lower cost than is currently available.  Solsustech's benefits are amazing!!!

1. The system grows 40x more food using only 2% of the water of traditional agricultural methods. 

2. This system eliminates outdoor contaminates that traditionally plague the fresh produce market.


3. This system disrupts how food is produced AND distributed, but still leverages existing food distribution channels.



What are the 5 Biggest Challenges in Agriculture?

*  Costs (Water, Energy, Nutrients, Pest control),
*  Food Safety,
*  Food Security,
*  Runoff and discharge regulation and productivity
(yield per acre per year, etc.)

Solsustech's technology-based growing system reduces, solves, or eliminates ALL of these issues, while at the same time providing superior product quality (taste, crispness, shape, size, etc.) adjustable to meet produce buyer preferences.



FRANCHISE NEWS - GOT PRODUCE - SOLSUSTECH
After returning from an Obama Administration Sub-Sahara Africa Trade Mission, Solsustech was able to sign their first franchise in Senegal.  The greenhouse franchise will be located in close proximity to major roadways outside of Dakar, and will have the option to expand production to accommodate demand up to fifty kilometer away.  With this underway, Solsustech looks forward to providing additional sustainable food systems globally.

For more information about Solsustech, its sustainable green-houses and international franchise opportunities, please contact Deborah Walliser Deb@Solsustech.com  To learn more about Solsustech please visit their website:  http://www.solsustech.com/

Jennifer Schaus comments on Competing in the Government Market

← And The Winner For the Busiest Online Shopping Day of 2010 Is…The 2011 AllBusiness.com AllStar Franchise List →


Selling to the Government: What It Takes to Compete and Win in the World’s Largest Market By Mark Amtower
By Rieva Lesonsky


Do you think the federal government is a huge cash cow just waiting to be tapped? That getting your company listed on databases or certified as a small business is all it takes to open the floodgates of new business? You’re right—and wrong, cautions Mark Amtower in Selling to the Government: What It Takes to Compete and Win in the World’s Largest Market. While the government is a massive and profitable customer, it’s also its own world that requires patience, hard work and diligence to enter.

In this thoughtful and thorough how-to guide, Amtower, who has nearly 30 years of experience in helping businesses market to the government, provides a big-picture overview of what it takes for a small company to break into this challenging, but profitable, market. Aimed at both novice and experienced marketers, the book pulls no punches and offers no shortcuts. But for those who are willing to put in the time and effort, it’s an invaluable guide to the basics of selling to the government.

The government will not adapt its systems to your business, Amtower cautions, so success requires adapting to the government. Amtower explains how the government buys and how you can do market research to see whether there is truly opportunity for your company.



If you decide to go ahead, know that marketing to the government takes a whole new set of skills. Amtower lays out how both product and service businesses can use traditional marketing as well as Web 2.0 methods to reach government decision-makers, differentiate their companies and build relationships.



Once the sale is made, the work is just beginning. Amtower explains the infrastructure and compliance issues your company must be prepared to handle to successfully complete a contract, and how important post-contract follow-up is.



Throughout the book, Amtower dispels common myths—that government contracting is easy or that small-business status is all you need to get the gig. He also provides a wealth of resources, from PTACs to SBDCs to his own website and more, to help you along the difficult path, and untangles the alphabet soup of government terminology.



At the end of each chapter, a To-Do List sums up what you’ve learned and what to do next. At the end of the book, a glossary, resource guide and useful advice from several other experts in government contracting provide an extra dose of help.



Selling to the Government is not easy reading—but that’s appropriate. This isn’t a glib guide to success, but a step-by-step map to one of the most challenging, but lucrative, roads a business can travel.




Posted on January 11, 2011 by Karen Axelton

2 Responses to Selling to the Government: What It Takes to Compete and Win in the World’s Largest Market By Mark Amtower

Jennifer Schaus says:

January 12, 2011 at 2:15 pm


An educated seller or vendor makes a better and more successful vendor. I highly recommend reading and learning about this competitive and cumbersome B2G market, developing a tailored strategy and then hit the ground running with a your roadmap/plan! Books like Mark Amtower’s will certainly help to prepare you for this vertical marketplace.






Jennifer Schaus


Jennifer Schaus & Associates


Washington, DC


http://www.JenniferSchaus.com

State and Local Government Markets - Jennifer Schaus

Jennifer Schaus provides insight on State & Local Government Contracting.
Full Story:  http://www.inspirest.com/resource/dc-md-and-va-government-contracting-opportunities/


JENNIFER SCHAUS:  The title makes me laugh – How to Find State & Local Contracts – as though the are “missing” or as though the State/Local, even Feds are “handing them out” at a lemonade stand. Really!


Sure, you can register in the State Vendor Databases, enter your SIC or NAICS codes and sign up for alerts that match your criteria and respond day after day, year after year. As Tim Brett mentions, you are “too late” if these solicitations have been posted (unless it is a sources sought).

I’d suggest some real live human interaction, involving a handshake, some due diligence on your part to understand what the agencys goals are – and obstacles, how your solution fits, understand who the end-users are, who the decision makers are, how the budget works, etc. Trade shows, conferences, associations related to govt contracting are all good places to start. Educating yourself on the market should be a priority.

Firms like Tactical Insight, Input (now Deltek), Fed Sources, Carroll Publishing, Leadership Directories can sell you marketing list of key contacts and their details. Call these people. Set a meeting and customize your “pitch” to meet their needs. Your time investment in this part of the sales process is 100 x more valuable that spinning your wheels looking at and responding to RFP’s. Eventually, with a quality solution, competitive price and strong past performance, these RFP’s will have your name on it.

Jennifer Schaus

Jennifer Schaus & Associates

Washington, DC

GSA SCHEDS & GOVT RELATIONS

US Federal Agency Consolidation - Jennifer Schaus Comments, FEB 2012

US Federal Agency Consolidation



February 21, 2012 By zintro 


By Maureen Aylward


President Obama recently announced that he is seeking Congressional approval to consolidate six government agencies that interact with businesses and trade. He also made the head of the Small Business Administration a cabinet post. We asked our Zintro experts to comment on these proposed consolidations and if they will help or hinder small business progress or relationships with the government.


Donald Zowader, a government affairs consultant, says that making the Small Business Administration a cabinet level position is a real and serious move, whether one agrees with it or not. “It appears that President Obama is trying to behave in the way that business operates in this country, which is to be more effective by consolidation and reducing internal bureaucracy. Reducing red tape for small business to operate with the government and developing simpler procedures sounds good, but the devil will be in the details as to how the process actually works,” says Zowader. “I think it shows support for small business and will help relationships. And whether organizations or people agree or disagree, it clearly demonstrates that the administration recognizes the importance of not maintaining the status quo and attempting to make the system better.”


Levi Moore, a government relations and public affairs consultant, says that regarding U.S. agency consolidation it makes sense that these particular agencies should be under one roof. “A company with 499 employees is considered a small business yet not be in the correct federal government silo to seek comprehensive assistance. For, example, export assistance is a critical service that a company may need, but under the current structure the type of assistance needed may be housed in four agencies,” explains Moore. “Moving small business to cabinet level importance is essential. It is the engine of job creation in the US. But, small business issues get segregated in state governments too, especially in how they engage in small business development and large business attraction and retention activities. The needs do tend to be different.”

Jennifer Schaus, a US government relations consultant, says that agency consolidation can be effective when it reduces red-tape for businesses or others interacting with the agency, reduces federal budget dollars and makes the agencies run more efficiently. “Have you ever walked through a federal agency? It’s amazing to see what is not happening and what (who) our tax dollars are paying for. Running the government more like a business (for example, consolidations and performance based pay) and focusing on setting objectives, getting things done, and making it easy for the American public to interact with the agencies, is a good thing,” says Schaus. “Any move by the government to help stimulate business growth and positively impact the bottom lines of small businesses is a move in the right direction.”

Schaus says that making the SBA a cabinet post puts it under the spotlight, which is smart. “Businesses generate revenue and a portion of this revenue in the form of taxes comprises part of the federal budget. Increasing importance on business (particularly small business and entrepreneurs) and is the best path forward for economic growth,” she says.


Our Zintro experts would love to hear from you! Post your question for industry experts here. Are you a subject matter expert? Sign up as a Zintro expert to start generating free leads for your business.


For more information on US federal, state & local government contracting, please contact JSchaus@JenniferSchaus.com  or visit us http://www.jenniferschaus.com/
Ms Schaus also hosts a free monthly FEDERAL  GOVERNMENT  CONTRACTORS   NETWORKING  event at The John F  Kennedy Center in Washington, DC. Details & Registration:  http://jenniferschaus3.eventbrite.com/

Selling To Uncle Sam - Jennifer Schaus Contributes

2009

September

Selling to Uncle Sam


Here's a step-by-step guide to landing the federal government as a customer.

Author: Phillip M. Perry



Related Information

Do your paperwork



Say “federal government” in a crowded room and most people start thinking about taxes. But here’s a sunnier idea: Big Brother can help you increase your small-business revenues by becoming one of your best customers.



“The federal government is the world’s largest purchaser, spending over $400 billion annually,” says Jennifer Schaus, principal of Jennifer Schaus & Associates, a federal procurement consulting firm in Washington, DC (www.JenniferSchaus.com). Federal spending has been going even higher with the $787 billion in economic stimulus money enacted this year.



What does Uncle Sam buy? Just about everything you can think of — over 11 million products and services from office supplies to lumber to consulting services. “Think of the federal government as a big office that needs a little of everything,” Schaus says. Such “offices” (or military facilities, national parks, etc.) may need water treatment or water cooler services.



The sheer size of one of the world’s largest bureaucracies can obscure the fact that small vendors have a decent chance at snagging the bucks.



Kacee Jackson, president of The 360 Company, an Austin, TX-based government marketplace consulting firm (www.360company.biz), says, “While big corporations do get a lot of federal business, 40 percent of all federal dollars is outsourced to small businesses.”



Perhaps it’s no surprise that selling to the federal government means filling out some serious paperwork. (See sidebar: “Do your paperwork")



You’ll also want to get a “GSA Schedule” contract. That’s a pre-negotiated agreement between your organization and the government establishing your products and services for a set fee. This helps you sell by giving government agencies an easy way to purchase directly from you.



“A GSA Schedule is the real means to reaching your government sales goal,” says Schaus. “It simplifies the acquisition process and is the preferred method of procurement for government buyers.”



How do you get a GSA Schedule? Go to: www.GSA.gov, and click on “GSA Schedules,” then scroll down to “Getting on Schedule.”



Your GSA Schedule will be maintained with those of other businesses in a large database maintained by the US General Services Administration (GSA). Procurement managers from many government agencies search this database for goods and services.



Once you have your Schedule, your listings will appear on GSA Advantage, at: www.gsaadvantage.gov . This is an on-line portal where government can purchase direct from you. It looks a lot like eBay.



Obtaining a GSA Schedule contract is not a guarantee of sales. “A GSA Schedule is like a ticket to the dance, but there is no guarantee that someone will dance with you,” says Schaus, one of the many consultants who help companies with the requisite paperwork. “You can sit for months and months without a sale.”



Realize, too, that the government expects you to lower your prices to razor-thin margins. “If you go on a GSA Schedule, the government expects to be treated as your best and largest customer,” says Peter Adler, principal of Seneca Creek Consulting, Washington, DC. “That means you have to give them your best price even if you sell to them in low volume. They negotiate and twist your arm.”



As a new vendor, you’ll be interested in the bids for goods and services listed on the Federal Business Opportunities Web site at: www.fedbizopps.gov. FedBizOpps is “the place to go” for all government bids over $25,000, Jackson says.



Respond — but don’t expect too much. “The government is required to post all opportunities of $25,000 or more on this public Web site,” Schaus says. “However, … a large majority of the requests for proposals (RFPs) at this threshold have been the result of a vendor’s working with a federal agency from six month to two years to have a specific contract written. At best, there may be a few contractors who are able to meet these terms and conditions.”



The people to see

The most successful vendors get to know those at the various agencies who do the actual buying for the government.



“Relationship building is as imperative as the quality of your product or service,” Schaus says. “Successful vendors attend networking events and trade shows. They may also engage lobbyists and agents. Partnering with large prime contractors is also beneficial, especially for the small-business owner.”



Some assertive telephone work can help. “Smiling and dialing from government marketing lists published by commercial companies (most located in Washington) can assist with agency listings of smaller purchases,” says Schaus. “These tend to be based more on price and resemble the mentality of a business-to-consumer smaller-dollar purchase. Your profit margins will be smaller here but it is not an area to ignore. It can be a good starting spot while you hunt for the larger projects.”



Build your own call list by staying on the lookout for names of government buyers and phone numbers. You’ll find these on RQs (requests for proposals) on the FedBizOpps site (www.fedbizopps.gov). Tip: Every federal agency has an “office of small and disadvantaged business utilization.” This is a great place to start.



While selling to the government promises rich rewards, it’s no piece of cake. You must be willing to invest time and effort. And be patient.



“People gravitate to this market for obvious reasons: certain payment, bankable invoices, and contracts with longer legs,” Adler says. “But most are surprised at how difficult and complex it is. It can take a long time to get a sizable government contact; your sense of urgency and the government’s rarely coincide. Maybe you are thinking four months down the road for completing negotiations; they are thinking a year.”



Successful vendors learn how to weather changes in presidential administrations, build relationships with risk-averse clients, adapt to changing budgets and, in general, navigate a big maze.



“Newcomers are not out of the game, but they will have to work hard, build relationships, and realize that many companies have been in the game for a long time and know the who’s, what’s and how’s a lot better,” Schaus says.



Successful vendors avoid spreading themselves too thin. Adler says, ”You need to learn the players and their culture, and focus on what you do well.”





--------------------------------------------------------------------------------

Phillip M. Perry is a freelance writer based in New York City who has been published widely in the fields of business management and law. He maintains a Web site at: www.editorialcalendar.net.

Federal Government Contractors - 3rd THURSDAYS - Networking with Jennifer Schaus

3rd THURSDAYS at The Kennedy Center (Washington, DC) with Jennifer Schaus & Associates (GSA SCHEDULE & B2G SERVICES)

Every 3rd Thursday of the month, about 80 or more US Federal Government Contracts meet at The John F Kennedy Center - Foyer Level - Millennium Stage Area from 5:30 - 7:30pm.  The Contractors are meeting other companies looking for teaming partners, sharing best practices and occasionally finding a Small Business Liaison Officer from a Prime Contractor or the Government. 

The event began in July 2009 and has grown ever since.  Contractors come from near and far and there are many regulars.  Sponsorship opportunities began in February 2012 with EZ Gov Opps http://www.EZGovOpps.com and continues in March with WIPG, Washington Intergovernmental Professional Group http://wipgdc.com 

Many attendees are ex-military veterans, international affairs experts, funding professionals specializing in government contracts.  The contractors are from all industries and serve both intel, DoD and civilian agencies.

For more information and to register for this monthly 3rd Thursdays Federal Government Contractors Event - please visit  http://JenniferSchaus3.eventbrite.com

Jennifer Schaus & Associates provide GSA Schedule and other B2G Services for domestic & international clients.
JSchaus@JenniferSchaus.com

How Foreign Companies Can Sell to the US FEDERAL GOVERNMENT

How Foreign Companies Can Sell to the US Federal Government
By Jennifer Schaus, Washington DC and Rome, ITALY

http://www.wiziq.com/tutorial/26815-How-Foreign-Companies-Can-do-Business-with-the-US-Government

2010 Gov Pro Interview with Jennifer Schaus about Federal Contracting in Q4

Vendors: be prepared for spike in demand during 'federal buying season'

Jul 23, 2010 12:32 PM, By Michael Keating (michael.keating@penton.com)

Read more: http://govpro.com/federal/content/federal-demand-spike-20100723/#ixzz1p8OwMrJD
The government market is huge. Federal purchases of goods and services will exceed $1.2 trillion in 2010, according to estimates from St. Louis, Mo.-based consultants Macroeconomic Advisers, as reported in our mid-year 2010 Keating Report.
More importantly, the federal government's fiscal year ends Sept. 30, and that often means accelerated purchasing activity at federal agencies as the curtain comes down on FY 2010. It also means loads of selling opportunities for savvy government marketers between now and Sept. 30.

Jennifer Schaus

GovPro.com asked government market expert, Jennifer Schaus, about end-of-fiscal-year strategies for vendors to the federal government. Schaus directs Jennifer Schaus & Associates, based in Washington, D.C.
Schaus' boutique consulting firm works on behalf of businesses to add their products and services to the U.S. General Services Administration's (GSA) Federal Supply Schedule. The organization also provides business-to-government sales strategy and business development support, including proposal writing and assistance in obtaining 8(a) Small Business Certification.
GP: Would you have any advice for government marketers as we approach the end of the federal fiscal year?
JS: A successful year-end strategy in the federal world should be one component of your overall B2G strategy. Vendors should not expect any quick wins without relationships in place (direct with the government and also with other established contractors) in this increasingly competitive market. This doesn't mean you should throw in the towel, as you have to start somewhere.
Should you have any "disadvantaged advantages" such as 8(a), veteran- or women-owned business designations, these should be leveraged to differentiate your firm from the competition and help the agencies meet their set-aside goals. By using free tools such as the U.S. Small Business Administration's (SBA) Scorecard you can then map out which agencies have failed to meet these goals. Backing in and targeting these agencies who have a need that you can fulfill may help accelerate your sales cycle.
GP: Are there other tools you advise clients to use to succeed in the federal markeplace?
JS: Other government portals, such as FedBizOpps, should be used to identify commercial incumbents, as well as contracting officers. Here, you can increase your chances to know who the real players are, and then make a move to partner and/or directly contract.
GP: What about partnering and competition in landing federal business?
JS: Competitors should not always be viewed as competition; they can make great strategic partners and perhaps strengthen your offering. They may have something you need and vice versa. For example, "Company A" may have the relationship in place with "XYZ Agency," while you may have the GSA Schedule and woman-owned designation that makes the offer much more attractive to the buyer. All of this is Basic Sales 101.
GP: Anything else you'd care to add about selling to federal agencies at this point in the fiscal year?
JS: In any vertical, and at almost any point in the fiscal year, it all comes down to relationships, as well as having a solid education/understanding on how this unique sector operates. Of course, a quality product/service from a reputable firm with a competitive price also factors into the decision-making process. There may be a sprint to the fiscal year end, but selling to the federal government is a marathon; it takes time and endurance, as well as some training.

• Sign up for the Use it or Lose it, a GovPro newsletter, today to receive valuable information that will help you with your purchasing decisions during this prime spending

Read more: http://govpro.com/federal/content/federal-demand-spike-20100723/#ixzz1p8OnCiEe

2011 - Jennifer Schaus on Landing Federal Sales - Gov PRO

Expert: Landing federal sales is a year-round task

Aug 25, 2011 10:21 AM, By Michael Keating

As the federal fiscal year draws to a close on Sept. 30, Govpro.com reached out to government market expert Jennifer Schaus about end-of-fiscal-year strategies for vendors to the federal government. Schaus directs Washington-based Jennifer Schaus & Associates.

Schaus' consulting firm provides expertise to U.S. and European firms interested in entering the federal government market in the U.S. As the firm’s website explains: “The U.S. Government is the largest purchaser of goods and services in the world. We know the challenges of businesses and help create a strategic approach to tackle the market, build relationships and accelerate sales in the government market.”

Govpro: Do you have any suggestions/tips for federal buyers and vendors on end-of-federal-fiscal-year buying and sellinJennifer Schaus: The most effective suggestion and how we advise clients is not to wait for the fourth quarter to find opportunities. Sometimes you may get lucky and win, but Q4 is ultra-competitive and you are a day late and a dollar short if you are implementing your strategy in this period. The federal government, like any other vertical market, buys products and services based on trust/comfort with the vendor (established through relationship-building over 18-24+ months) as well as competitive price, quality offering and ease of purchase. Most educated government contractors can meet three out of four, but find that competitors have long-standing relationships or know someone. This is the real silver bullet to success and does not happen overnight.
Govpro: What can federal buyers do to ensure that key procurements are processed by the close of the federal fiscal year?
JS: Manage the process and hire a project manager or government contracts expert to ensure your paperwork gets in on time and has all of the necessary information. Minor issues can and will cause orders to be rejected or delayed in payment. Make your list and check it twice, especially by outside eyes.

Govpro: For vendors, is there much opportunity selling to federal agencies as we head toward Sept. 30?
JS: This fiscal year seems to be atypical in that many of the Q2 and Q3 purchases have been pushed out. The contractors have been pre-selected, but the funding has been slow to trickle down. With this reality, the playing field becomes even more competitive especially for firms new to government contracting.

If your strategy is to sell now (July, August, September) you should be well aware that the purchases might not take place for 18-24 months. This is not a market for those without a strategy, finances to support the necessary sales and marketing efforts, as well as thick skin to endure the sales cycle and competition.

Govpro: For vendors, are there any strategies especially suited for the 2011 end of the federal fiscal year?
JS: Review your sales pipeline and any Sources Sought and RFIs that you have responded to within the past 12-18 months. Revisit with the contracting officers for these solicitations to determine if they may be receiving funding. Ensure the end-users, program managers and contracting officers know you and your firm. Make it easy for them to contact you, buy from you and understand your solution.
Those that scramble in Q4 for opportunities may have a stroke of luck, but the real winners are the firms that have a B2G strategy in place for months (sometimes years) before the mad spending occurs. They have demonstrated their solution, obtained buy-in from various levels, shown their value-add and made it easy or advantageous for the contracting officer to make the purchase. In a government buying and risk-averse environment, success does not happen overnight.

Govpro: How do opportunities in the federal marketplace compare to the private sector in the second half of 2011?
JS: Many experts are noting a decrease in the federal budget and major cutbacks to programs and agencies. The federal marketplace still remains a more predictable and steady market to sell products and services. Where else can you obtain information on budgets, agency level forecasts, historical and future purchase information, competitive analysis and competitor pricing?

Having this market intelligence provides the smart vendors with actionable information to plan and implement a strategy. Because of this, the federal sector is still one of the most stable verticals to be selling into. The private sector has less transparency and more surprises. Commercial companies are typically not going to inform you of upcoming budget cuts or the company closing its doors.

Readers: Sign up for Use It or Lose It, a Government Product News newsletter, today to receive valuable information that will help in marketing efforts and purchasing decisions as the federal fiscal year draws to a close.

Read more: http://govpro.com/federal/content/Use-it-Schaus-20110825/#ixzz1p8OHtTQu

Jennifer Schaus contributes to GOV PRO on Federal Year End Spending

Experts: Vendors, be prepared for spike in demand during ‘federal buying season’

Jul 13, 2009 2:28 PM, By Michael Keating

Read more: http://govpro.com/federal/content/Use_it_Lose_it_0713/#ixzz1p8O1TP95
Mark Amtower, a nationally known federal government sales consultant — “There is a minor spike in spending in federal agencies in August–September.”

Joyce Bosc, president and CEO of Boscobel Marketing Communications in Silver Spring, Md. — “This time of year, government agencies are racing to spend the remainder of their annual budgets by the end of their fiscal year on Sept. 30. This can create a use-it-or-lose-it situation for your government customers and prospects, who have to spend their money by the end of September or lose it forever. The end of the federal fiscal year can be a busy time but very profitable for a business development professional who is up to the challenge.”

For an in-depth look, Government Product News talked with Jennifer Schaus, who directs Jennifer Schaus & Associates, based in Washington, D.C. Schaus’ boutique consulting firm works on behalf of businesses to add their products and services to the U.S. General Services Administration’s (GSA) Federal Supply Schedule. The organization also provides business-to-government sales strategy and business development support, including proposal writing.

GPN: Would you have any advice for government marketers as we approach the end of the federal fiscal year?
JS: My best advice for government contractors at the end of this particular fiscal year is to put your running shoes on, as there will be a sprint to the finish line. Leave no stone unturned. Government contracting has always been competitive both in price and value. Currently, this market will be even more of a “survival of the fittest” playing field. Many companies are entering this vertical to keep their business afloat by attempting to capture government business and the ARRA (American Reinvestment and Recovery Act) stimulus funding.

GSA Schedule proposals, or the basic “license to sell,” are being sought after at record numbers as everyone wants to compete for contracts. An increase in contractors/competition will make each business work harder to prove their value, expertise and leverage any differentiators such as the GSA Schedule, 8a or small business status, HUB-zone, etc.

While the newcomers are still learning the “How To’s of B2G,” this fourth quarter is an optimal time for current contractors to capitalize on their knowledge and existing relationships. The “freshmen class” of B2G’ers is aggressive and eager to compete. Understanding your competition, your solution and your customers’ needs (including how and when they purchase) is vital in any industry.  Moreover, as the B2G vertical grows in popularity, knowing, understanding and executing these processes better than the competition will set you apart and accelerate your sales success.

GPN: Does federal buying accelerate at the end of the fiscal year?
JS: Absolutely. Typically we see significant spikes in federal buying during the fourth quarter (July, August and September), as the government has a use-it-or-lose-it policy. Despite our present economic situation, this FY09 money has already been appropriated. Each federal agency is in the process of financial reconciliation to assess remaining funding and agency needs, and to review “wish lists” for the rest of the fiscal year. The serious contenders who will gain the most with a competitive advantage are contractors who have built relationships and presented their solution to the myriad of players and decision makers involved in the procurement process. (This can take six to 24 months, as business-to-government sales is a long cycle and a long-term investment.)

There will be many “quick buys.” These fourth quarter procurements can be fast and furious, comparable to a child in a candy store with a set amount of money and limited spending time. Additionally, the vendors who have successfully created and demonstrated their capabilities as a “partner” and “solution provider” may receive product and pricing inquiries from the government. These contractors and all vendors should be available, aggressive and ready to go at a moment’s notice.

Future issues of Use It or Lose It E-news will contain more information about the federal buying season. Postings on www.govpro.com also will cover the topic.

Read more: http://govpro.com/federal/content/Use_it_Lose_it_0713/#ixzz1p8NeN8pP

Jennifer Schaus contributes to Washington Business Journal, Aug 2010

Want to be a federal contractor? Start small, be nice to the big boys

Premium content from Washington Business Journal by Jennifer Schaus

Date: Monday, August 30, 2010, 12:00am EDT - Last Modified: Wednesday, August 25, 2010, 3:14pm EDT

The federal government, as anybody in this region knows, is one of the fastest growing segments — if not the fastest growing segment — of the economy. Just as there are no fewer than five vehicles to get yourself physically into our nation’s capital, there are just as many ways to get yourself in the door of a government agency to do business there.
One avenue to winning government contracts is the subcontracting route, although most experts in this field would agree that subcontracting should not be your sole strategy.
Successful government sales involve a long-term investment of time and money, as well as a carefully planned strategy and business plan. And, regardless of business size, a company needs to have a quality offering that meets the needs of the buyer, whether the buyer is the federal government or a larger prime contractor. This requires market research to identify the target agencies that buy your goods or services, as well as their budgets, contract vehicles and actual “needs.”
Government sales boil down to Sales 101 and relationship-building. Companies cannot expect to win work directly or through subcontracting based solely on being a small business — after all, more than 92 percent of U.S. companies are considered small businesses, according to Dun & Bradstreet    Dun & Bradstreet Latest from The Business Journals Follow this company data.
While being a small business differentiates you from other contractors, you will still need a year or two to do the heavy lifting required to build yourself into a formidable competitor. There are no shortcuts, gimmes or handouts.
Subcontracting can help expedite your entry into the government market, though. Most prime contractors have a small business liaison office that is wiling to work with partners, as long as the partners have something valuable to offer. (Certain agencies’ contract vehicles will require large businesses to have a small business subcontracting plan.)
Subcontracting with prime contractors can be almost as cumbersome and challenging as selling directly to the government, but nonetheless should be a part of your plan.
Approach those contractors as you would a federal agency. Do the homework to understand the government agencies in which they specialize and the key technology, services and products they provide.
Register in their online database of subcontractors, but also roll up your sleeves and really dig in — take the next logical step and make phone calls, set appointments and make a pitch.
Don’t blindly expect a partnership to blossom “just because.” Conducting research to understand the needs, challenges and objectives of the primes will set you apart from the competition. And just as personal relationships take time, effort and sometimes several tries, so do your business relationships.
The government has begun to focus on a more even distribution of contracts across large, medium and small businesses. Most agencies have established programs to facilitate partnering between different-sized businesses.
The Office of Small and Disadvantaged Business Utilization can assist small companies that might not have the budget to pitch themselves. Additionally, most agencies have a mentor-protege office designed to match smaller companies just entering the government market with larger, more experienced organizations in similar or complementary industries.
The good news is that research shouldn’t be hard to find: The greatest advantage of selling to the government is the breadth of available information about agencies’ budgets, goals, previous contracts and more.
This is a great market to be in. Even though it is competitive and not for the faint of heart, there are several paths to success. Subcontracting is just one of the options.
Jennifer Schaus is the principal of Jennifer Schaus & Associates, a District-based boutique consulting business specializing in government procurement.

Jennifer Schaus contributes to B2G Premiere Blog for GOV EVENTS

http://www.govevents.com/blog/2012/03/02/jennifer-schaus/

Jennifer Schaus of Jennifer Schaus & Associates in Washington, DC provider of GSA Schedule services and B2G sales/marketing contributes to the premiere blog for GOV EVENTS, a B2G event listing and promotional service.

Additionally, Jennifer Schaus hosts a Federal Government Contractors Networking Event every 3rd THURSDAY of the month in Washington, DC at The Kennedy Center.  The event is posted on the http://www.govevents.com/ website each month.

For more information about federal, state, local government contracting issues, GSA Schedules, sales and marketing, 8a certifications, proposal writing, capabilities statements, etc please contact Jennifer Schaus at jSchaus@JenniferSchaus.com  or + 1 - 2 0 2 - 3 6 5 - 0 5 9 8   Please visit our website at http://www.jenniferschaus.com/


3rd THURSDAYS Federal Government Contractors Networking Event:
http://jenniferschaus3.eventbrite.com/