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Positioning to Win Federal Business
Survey Report
April 2009
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Study Methodology
Res ondent Profile
Study Highlights
Business Climate
Business Capture and Marketing Best Practices
Strategies for Continued Success
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2009 Government Contractor Study Methodology
Five 45-minute, in-depth telephone interviews were conducted with key corporate,, ,
questionnaire development.
An online survey of 228 decision makers and influencers from companies serving , .
Survey invitations were extended to Washington Technology subscribers, and
Market Connections house lists.
The study sample afforded a margin of error of 6.5% at a 95% level ofconfidence.
, .
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Key Business Activities and Job Functions
Source: 2009 Government Cont ractor Study
Note: Multiple responses provided
5
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Organization Size and Classifications
Source: 2009 Government Cont ractor Study
6Note: Multiple responses provided
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2008 U.S. Revenue
Source: 2009 Government Cont ractor Study
7
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Revenue Sources
Respondents stated that the plurality of their revenue, both in the total organization andwithin their division, on average comes from Defense agencies, followed closely byCivilian and Independent agencies.
Source: 2009 Government Cont ractor Study
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2008 Win Rates
The majority of respondents
win rate was more than 75%for re-compete bids.
Half of all respondents (50%)
won 40% or fewer new bidsin 2008.
10
Source: 2009 Government Cont ractor Study
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2008 Contract Sales
The majority of respondents (84%) sell to the government as both prime and subcontractors; however, most respondents revenue (67%) comes from selling as a primecontractor.
11
Source: 2009 Government Cont ractor Study
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2009 Revenue Growth Estimate
Proprietary: 2009 Government Contractor Study
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2008 Bid/Proposal Budget and Activity
The majority of respondents(72%) stated that their
proposa u ge
represented 10% or less oftheir organizations revenue.
The average respondent
organization put in 10 task
contract bids in 2008, withmedian values of $1,750,000and $10,000,000,
.Type of Bid Median Number
of BidsMedian Value of
Bids
Task order on existing contracts 10 $1,750,000
Source: 2009 Government Cont ractor Study
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Other contract bids 8 $10,000,000
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Anticipated 2009 Bid Activity
The majority of respondents (71%)
2009.
Respondents who reported lower winrates in 2008 were significantly morelikely to state that they expected their2009 bid activit to increase.
Those who reported higher win rateswere more likely to expect the same
14Source: 2009 Government Cont ractor Study
.
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2009 Contracting Estimates
The majority of respondents (85%) expected to target both defense and civilian agenciesin the next 12 months.
, -to increase in 2009, while GSA Schedule and the open market were expected to decrease.
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Source: 2009 Government Cont ractor Study
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Structure of Business Development Function
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Source: 2009 Government Cont ractor Study
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Top Ten Opportunities in the Next 12 Months
Information sharing (36%)
were selected as the top twobusiness opportunities overthe next 12 months.
Although chosen by fewer
respondents, cloudcom utin /software as aservice (21%) andsurveillance IT (20%) bothmade the list of top tenbusiness o ortunities.
Note: Multiple responses provided
Source: 2009 Government Cont ractor Study
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Top Ten Challenges in the Next 12 Months
was chosen as a top challengeby more than half ofrespondents (58%).
Those with higher win ratesalso reported that aligning andadapting internal capabilities toagency requirements would bea challenge.
Note: Multiple responses provided
Source: 2009 Government Cont ractor Study
Higher Win Rates= BD/Sales Personnel= 18
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Expectations for New Administrations Effect on
Contract Opportunities Respondents who reported higher win rates were more likely to view the new
administration as creating more obstacles, whereas those with lower win rates sawmore opportunities.
Expectations for the new administration's effect on contract opportunities was similarwhether respondents were considering the next 12 months or beyond.
Source: 2009 Government Cont ractor Study
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Estimates of Number and Value of 2009 Contracts
Respondents estimated thatthere will be more civiliancontracts and less defensecontracts awar e n .
Those with higher win ratestended to predict fewerdefense contracts, whereas
ose w ower w n ra esmore.
Respondents also estimated
contract dollars awarded oncivilian contracts and fewerfor defense contracts in
.
Higher Win Rates=
Source: 2009 Government Cont ractor Study
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Lower Win Rates
=
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Business Capture and MarketingBest Practices
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Roles in the Capture Management Process
BD/Marketing and ProposalManagers were the mostcommon ob functions 86%reported as being included inthe capture managementteam.
Source: 2009 Government Cont ractor Study
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Capture Management Steps
Those with higher win ratesmore often reported using thelater steps of the capturemanagement process, such
as color team reviews andevaluating proposal lessonslearned, compared to thosewith lower win rates.
Three-quarters of all
55%77%
early opportunity assessmentsand reviewing proposaldeliverables in their capture
58%83%
.
42%73%
56%81%
Steps for the capture process
are listed in chronolog ical order. Note: Multiple responses provided
Source: 2009 Government Cont ractor Study
23
Lower Win Rates=
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Gate and Color Team Reviews
Average Numberof Gate Reviews:
The majority of respondents
reviews (52%) and colorteam reviews (59%) were
effective.
Average Number ofColor Team Reviews:
3
Source: 2009 Government Cont ractor Study
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Successful Contractor Plans to Improve
Ca ture Processes Currentl Include
Developing New/Maintaining Exist ing
Relat ionshi s
New Partners/
Expanded Targets
Better relationships with existing and newclients.
vehicles and relationships.
Focusing Efforts Earlier
in BD Process
Put more emphasis on the
More Rigorous Bid Selection
Focus our best resources [on]
fewer, very large bids. .
Coordinating/Collaborating
ev ew ng an mprov ng
Processes
Having an outside party evaluate our
processes to ensure we are effective
Close coordination of Account,
Capture/BD and Solutions
Organizations.
Source: 2009 Government Cont ractor Study
in all areas.
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Budget Changes Over the Next 12 Months
About one-third of respondents anticipated that both their marketing and bid/proposalbudgets would stay the same over the next 12 months.
On average, significantly more respondents expected their bid/proposal budget to
increase and their marketing budget to decrease.
Source: 2009 Government Cont ractor Study
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Marketing Tools Used in 2008
Those with higher win rates reported using print advertising more often in 2008 than thosewith lower win rates, while those with lower win rates reported using email campaigns andonline advertising more often.
39%61%
67%
52%
22%
31%
Note: Multiple responses provided
Source: 2009 Government Cont ractor Study
27Higher Win Rates= Lower Win Rates=
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Changes in Use of Marketing Tools in 2009
At least half of all respondents reported that they plan to increase use of direct selling, theircompany website, white papers and peer-to-peer facilitating in 2009.
campaigns in 2009, whereas those with lower win rates planned an increase in this area.
Source: 2009 Government Cont ractor Study
28Higher Win Rates= Lower Win Rates=
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Changes in Use of Marketing Tools in 2009continued
Those with higher win rates reported that their use of online advertising anddirect mail campaigns will stay the same in 2009.
campaigns.
Source: 2009 Government Cont ractor Study
Higher Win Rates= Lower Win Rates= 29
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Understanding the Needs of the Federal Market
Nearly three-quarters ofrespondents (71%) usedoppor un y rac ngdatabases, such as Inputand FSI to help themunderstand the needs of thee era mar e n .
Thirty-two percent of
using custom primaryresearch, such as online ortelephone surveys and focus
.
Source: 2009 Government Cont ractor Study
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Successful Contractor Plans to Position for
Success in the Next 3-5 Years Currently Include
Maintaining/Building Client Relationships
Continued in-person interaction with current and
potential customers...
Client Satisfaction.
ar e ng an ran ng
Market [our] technology strengths andinnovative, cost effective solutions.
Direct marketing to customers.
Developing and executing a well designed
marketing plan for the federal space
Hiring/Retaining Qualified Personnel
Recruiting and retaining knowledgeable
.
strategic hires.
Move into new service areas...
Diversification
Source: 2009 Government Cont ractor Study
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ontact n ormat on
Market Connections, Inc
,
Chantilly, VA 20151
703.378.2025
www.marketconnectionsinc.com
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