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Strategies for Understanding and Succeeding in the Military Marketplace

Strategies for Understanding and Succeeding in the Military Marketplace. James Fagan Spring 2009 Meeting.

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Strategies for Understanding and Succeeding in the Military Marketplace

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  1. Strategies for Understanding and Succeeding in the Military Marketplace James Fagan Spring 2009 Meeting

  2. Administrative Notes:1. R&DA provides detailed information to all members on a confidential basis2. Please call after the meeting is something is not clear3. We are always available to guide anyone to the first steps in all processes

  3. SQUENCE OF SESSION Understanding Government Food Program Details Natick Decision Makers Tuesday: Follow Up

  4. Session Overview What do I need to know to understand the government environment? It is different than commercial market

  5. FAGAN’S AXIOMS • 1. DOING BUSINESS WITH THE GOVERNMENT IS ALWAYS A MARATHON AND NEVER A SPRINT

  6. AXIOM #4 • REMEMBER THE “GOLDEN RULE”. The government controls the gold, so they are always right, EXCEPT, when they are very, very wrong.

  7. AXIOM #7 • UNDERSTAND “THE RULES OF ENGAGEMENT”. Good news is always shared in public; but bad news should be shared in ONLY in private

  8. AXIOM #5 • The military leader is there for three years or less, the civilian leader is there for years! Get to know and work with the GS employees in all governmental agencies.

  9. AXIOM #11 • ALL ORGANIZATIONS HAVE STRUCTURAL AND DEFACTO DECISION MAKERS. • DO NOT WASTE YOUR TIME ON PSUEDO DECISION MAKERS.

  10. AXIOM #2 • NO GOVERNMENT EMPLOYEE WANTS TO MAKE A MISTAKE. • OFTENTIMES DELAY OR NO ACTION ARE BEST. • SOME MISTAKES ARE PUNISHED IN GOVERNMENT CIRCLES

  11. AXIOM #10 • THE GOVERNMENT DISAGREES INTERNALLY BUT THERE ARE MANY “TURF” BATTLES. HOWEVER YOU SELDOM SEE THESE IN PUBLIC. • GOVERNMENTAL ACTION SELDOM TAKES PLACE IF THERE IS SERIOUS DISAGREEMENT

  12. AXIOM #13 • COMMERCIAL SALES PRACTICES DO NOT WORK WITH THE GOVERNMENT. • YOU MUST ADAPT TO DIFFERENT TACTICS

  13. AXIOM #15 • THERE ARE NUMEROUS AREAS OF DISAGREEMENT IN MOST ACTIONS. • ALWAYS BE POLITE! NEVER TAKE ANYTHING PERSONALLY

  14. AXIOM • ALL ACTIONS ARE SUBJECT TO SOME TYPE OF AUDIT. • THAT AUDIT MAY BE BY AN ACCOUNTANT, GOVERNMENT OFFICIAL, SUPERIORS, OR YOURSELF. • THE GOVERNMENT HAS A VERY , VERY, LONG MEMORY

  15. AXIOM • REGARDING ETHICS: WHEN IN DOUBT, ASK! ETHICAL STANDARDS ARE A PART OF THE CULTURE OF THE GOVERNMENT.

  16. THE GOLDEN AXIOM • YOUR CUSTOMER IS ALWAYS THE GOVERNMENT. YOU MUST BE PREPARED TO: • EXCEED THEIR EXPECTATIONS • ADAPT TO CHANGES • COMMUNICATE EFFECTIVELY

  17. THE KEYS TO BEING SUCCESSFUL • THE RIGHT PRODUCT OR SERVICE • EXACTLY WHAT THE GOVERNMENT WANTS • DEVELOP A NEED FOR THE ITEM • PROVIDE OVERWHELMING DATA • EMPHASIZE YOUR ADVANTAGES

  18. KEYS • YOU WILL NEED TO FIND A “CHAMPION” TO SUPPORT YOUR ITEM OR SERVICE • THE CHAMPION MUST HAVE SYSTEM INFLUENCE

  19. KEYS • YOU MUST HAVE DETAILED KNOWLEDGE OF: • YOUR PRODUCTS OR SERVICES • THE GOVERNMENTAL PROGRAM • NEEDS OF PROGRAM LEADERS • WHO ACTUALLY PURCHASES YOUR ITEMS

  20. THE LAST KEY • YOU NEED TO NETWORK WITH A LARGE AMOUNT OF GOVERNMENT CENTERS AND PERSONNEL

  21. PERSONNEL PROBLEMS • I NEVER GET A CALL BACK! • THE KO SAYS HE CAN’T HELP ME • I WAS LIED TO AND IT COST MY FIRM X AMOUNT OF DOLLARS

  22. WHERE DO I GO FROM HERE? • LET R&DA BE YOUR “NAPOLEON’S CORPORAL” • MOST GOVERNMENT FOLKS ARE KIND AND WILL EXPLAIN THINGS TO YOU.

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