SMALL BUSINESS AND INDUSTRY OUTREACH INITIATIVE SYMPOSIUM 18 APRIL 2007 John McAllister

2. 1 EMA Facts and Figures

3. 2 Business Areas

4. 3 C4I Core Competencies

5. 4 Our C4I Customers SPAWAR Systems Center (SPAWARSYSCEN) Charleston (SSCC) U.S. Marine Corps (USMC) Systems Command (MARCORSYSCOM) Naval Network Warfare Command (NETWARCOM) Naval Air Systems Command (NAVAIR) � C4I St. Inigoes Surface Forces Atlantic (SURFLANT) Military Sealift Command (MSC) Naval Ship Systems Engineering Section (NAVSSES) Naval Sea Systems Command (NAVSEA) Joint Services Fleet Forces Command (FFC) Fleet Combat Training Center, Atlantic (FCTCLANT) Tactical Training Group, Atlantic (TACTRAGRULANT) SPAWAR Headquarters Federal Bureau of Investigation (FBI)

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9. 8 Perspectives on Small Business Realize that your people and customers are your most important assets. Develop a focus. Financial: Develop a banking relationship Earn a reasonable profit Create multiple revenue sources Know your exit strategy.

10. 9 Business Development For Each Employee If your business is to fulfill its potential, you have to raise each employee�s business development skill level. Each employee must understand how their role fits into the business development function, and how they can best support it in order to fulfill their potential and help the company grow. This is most critical for those who interact frequently with the customer. Most professional services businesses rely on their project staff for business development. Most project staff see business development as a barely necessary evil. If you want them to consistently be able to support business development, you need to boost their skill level. Boosting someone's skill level involves developing an ongoing outreach and skills development program. On a regular basis, you need to help them learn how to: Identify an opportunity. What kind of problems can your business solve and how do you approach a customer about them? How can you develop business simply by helping your customer? Qualify a potential business opportunity. What information is required to verify that an opportunity is real? What information should be collected to improve competitive advantage? Help the customer through the procurement process. What can you do to help the customer with their own procurement process? What options can you provide the customer? If all your staff does is identify business opportunities while helping their customers solve problems and can bring them to your attention, the battle is half-won. If they can also help gather customer and competitive insight that you can turn into a winning proposal, even better. And if they can assist the customer through the procurement process, you will have the inside track. It is critical to help employees understand how business development is a natural extension of what they are already doing. It must go from something else that they have to do, to something that is part of their normal routine - not another job to do, but a natural part of doing the duties they already perform.

11. 10 Know When Not to Bid an Opportunity Knowing when not to bid is as important as knowing when to bid � especially from a small business perspective. There are several reasons not to expend limited business development and proposal resources chasing after opportunities that have not been adequately researched. A few of them are: You find out about the opportunity when the RFP is released The customer has no funding or can�t afford what is actually required A key subcontractor backed out Your company has a bad reputation with the customer The opportunity doesn�t fit within corporate strategies and core competencies You think the customer is trying to justify a selection already made pre-RFP release You can�t articulate why you should be the one to win The customer doesn�t know you or your company You don�t know how the procurement fits into the customer�s strategic plans You can�t adequately perform at the price you plan to bid

12. 11 Points of Contact