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Archive for month: January, 2015

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The New Four-Step Federal Capture… SJ&A’s LPTA Plan

January 20, 2015/in /by

by Sid Jaffe

Every Government contractor that we meet with bemoans, justifiably, the harsh realities of LPTA, Lowest Price Technically Acceptable, solicitations.  They all explain the difficulty of providing a cost-effective solution for Statements of Work that are frequently cut and pasted from old contracts that are not fully relevant, or expanded Statements of Work and with requirements far greater than that achievable for the budget available.

There are a number of actions that when used in a timely and effective manner, prior to an acquisition strategy being finalized can reduce the impact of LPTA on a bid.  We are listing here a small portion of them, entitled, the SJ&A LPTA Plan.

  • Learn through market research and your contacts all that you can about the opportunity, organization, people and competitors before the acquisition strategy is finalized.
  • Prepare and enact a strong call plan before the opportunity comes out as an RFP or RFQ to provide evidence to the customer that you have a strong, risk-reduced value-based solution. If you address your concerns with the government early, you can have an effect on the procurement.
  • Team effectively—often, teaming is the best way to achieve competitive pricing at an acceptable margin.
  • Address the issues to the customer that puts the Government at risk and demonstrate how your firm has overcome those issues for past customers. Articulate the risks involved with a cost shoot out. Substantiate your approach well in the proposal.

For more information on the concept of an LPTA plan, contact Sid Jaffe at sid@sidjaffe.com or 703-855-3160.

Attend our presentation at AFCEA NOVA Small Business Committee event at 3:30 in Reston on January 29, 2015.  Seating is limited. Register at the AFCEA NOVA web site. https://www.afceanova.org/events.

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The More Things Change, The More They Stay the Same

January 20, 2015/in /by

by Bill Hamilton

Throughout our firm’s history of consulting, particularly as it relates to growing business, we have stressed the importance of managed networking and contact growth.

We all know that the contacts that we make—and how we work with those contacts—are key to success. People are vital; continuing to grow our networks is essential.  Not surprisingly, large companies as well as small ones miss opportunities that can and will cost them future business if relationships are not established or attended to.

Every month we witness wasted or overlooked opportunities to expand networks.  At a many professional association meetings, luncheons, or other events, I see partially filled or empty tables where company employees could be interacting with potential clients for the benefit of both.  Even though the company has probably contributed several thousands of dollars for the privilege of owning that table, they have just wasted money because the resource is not being used.

Companies complain that they cannot get in to see key buyers or other customer personnel that they would like to see. Yet, they do not take the time to identify other places that they might meet these people and get to know them. Corporate staff comment that they do not have enough time to network efficiently; concurrently, they complain that they cannot establish the contacts they seek. Few companies develop an organized way to attack the networking problems. They don’t develop a networking plan of attack.

I was recently impressed by the future leaders of our industry and how they are attacking this head on—for example, the Young AFCEAN’s (YACs).  YACS are a distinct unit of the AFCEA organization who are 40 or younger. They provide a great opportunity to network with other young professionals that are on their way to becoming industry, military, and governmental leaders by continuously planning and executing events.

The ways in which we can network personally and professionally are limitless—most go unexplored. I encourage every company, large and small, to work toward expanding efforts. Cal l me if you would like to discuss it. I can be reached at (703) 405-8912 or by e-mail at Bill@sidjaffe.com and let’s talk.

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Any Road Will Not Get You There… Try a (Market) Map!

January 20, 2015/in /by

by Steve Bruce

Certain “members of society” have been accused of not using a map or even asking for directions.  Apparently, this may spill over into how they approach account development.  How do you develop your company’s presence with a particular customer?  Do you have a POA&M (plan of action and milestones) for every major customer? Where is your map?

Lately, more companies have approached us (especially small businesses) who are experiencing growing pains due to lack of account planning—particularly in the ID/IQ “license to hunt” environment.  Beyond winning that first opportunity, account objectives have not been set, milestones have not been established, or actions assigned.  The result: a company spread too thin over too many government customers (and opportunities).  The antidote for willy-nilly account growth?  A Market Map!

Market Maps lay out the tactical approach to penetrating a specific customer. First, lay out a hypothetical bid progression with a suitable outcome. What does that mean? Think of lily pads on a pond. Each future bid is a lily pad leading to shore.  Step 1… Literally, lay out future opportunities on a time line (always recognizing that these are guesses, and will change.)  Don’t forget, lily pad opportunities should lead to an ultimate goal.

Here are two more elements of a Market Map: time horizon and trip members. We have found that a time horizon of about 3 years works best; obviously, you can experiment.  The larger the account (and more entrenched the incumbent), the longer the time horizon. The most important element in a Market Map is the R&R (Roles and Responsibilities) of campaign team members. There is no plan until someone takes action—appropriate action performed by an appropriate party. A well-thought-out call plan is the backbone of a good Market Map!

Plan and prepare your Market Map well.  Drive carefully, expect detours, and keep your eye on the destination. Each major account should be mapped; progress is reviewed quarterly. Remember to look for signs and ask for directions! If you need help in preparing your Map or need roadside assistance, contact Steve Bruce at steve@sidjaffe.com or 703-989-2799.

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