Guy Timberlake |
Guy Timberlake is Chief Visionary Officer and Chief Executive of The American Small Business Coalition, LLC, the premier membership-based decision support organization (DSO) supporting the mission requirements of U.S. Government agencies and their contractors.
Originally published in Washington Technology (http://www.washingtontechnology.com/print/23_15/33641-1.html) |
Guy Timberlake
has written 2 articles for SB Informer. |
View all articles by Guy Timberlake... |
Do's and don'ts of partnering with large companiesTips for small companies seeking to develop relationships with large companies/prime contractors in the government sector. Guy Timberlake
October 13, 2008
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If you want to discover the secrets to success in the federal sector, read this article.
Now
that I have your attention, let me start by saying that there are no
shortcuts or low-hanging fruit in that marketplace. Think about it. If
opportunities of any size were lying around waiting to be scooped up,
wouldn't those in the know have already scooped them up?
Misinformation
imparted from various sources about doing business in the federal
sector leads many companies down the wrong path. So-called experts
constantly pop up, hang out a shingle, and begin preying on the
unsuspecting and inexperienced. Some of that misinformation manifests
itself as the crutch of socioeconomic designations that some companies
lean on — in addition to, or in place of, actual expertise.
If
you operate a small business in the government sector, contrary to
popular practice and belief, companies designated as "other than small
business" don't need you. I'm talking about companies commonly referred
to as midtier or large, prime contractors, systems integrators and
such. Still with me? Those are the companies that must comply with the
Federal Acquisition Regulation's small-business subcontracting program
by doing a percentage of their business with companies participating in
the Small Business Administration's small-business assistance programs.
There
is a belief held by many in the small-business community that larger
companies are simply waiting by the phone for the next 8(a),
Historically Underutilized Business Zone, Alaska native-owned or
service-disabled veteran-owned small business to call so the
subcontracts manager can issue an award to them right then.
Those
companies are not interested in a "let us get to know you" subcontract
award. They want the big one with lots of zeros and a high headcount.
Moreover, they believe they are entitled to it. It rarely works that
way. Nonetheless, that is a model some companies choose.
In
the spirit of operating in the real world and making a good first
impression, here are a few things I recommend that small-company
executives never say when trying to establish credibility with their
large-company counterparts:
- So what does your company do?
- Hi,
I represent a service-disabled veteran-owned, 8(a)-certified,
woman-owned small business and, oh, we're an information technology
company.
- But SBA states that you have to award a percentage of all your contracts to companies that participate in the 8(a) program.
- I know you don't know me or my company, but we're a certified minority-owned company that...
I think you get my point.
In
these days of consolidated contracts, the chance you might be locked
out of an agency's opportunities for years is increasingly likely
unless you have the relationships to secure a spot on a team and make
use of that position.
Relationships
still rule the roost, and they can either help you or hurt you. You've
heard the saying that people do business with those they know, like and
trust. If you are not known, liked and/or trusted and are competing
against someone who is, it can make for very long days.
Small
companies should apply the same due diligence to deciding which
relationships with larger companies to pursue as they do when selecting
which agency relationships to pursue. What follows is a baseline of
good practices when trying to develop relationships with larger
contractors.
- Before
you begin knocking on doors, make a plan. Burning political capital to
secure unqualified meetings benefits no one, and the impression you
make can and will stay with you.
- Why are you relevant? Your value might be your relationships, knowledge of a customer or your expertise. Find out.
- Be
efficient. For meetings and conversations, ensure you position your
best resource for the audience and content. Don't bring a pocket knife
to a sword fight.
- "Because
they have small-business goals" is not a reason to approach a company
for business opportunities. It creates a diminished view of you and
other small companies.
- Be
sure you fit - technically and culturally, that is. Be as certain as
you can that your organization is on the same page with your
prime/partner, especially where business philosophies are concerned.
The way employees are treated is one reason why some relationships
collapse.
- Understand
the big picture. Learn the relevance of the requirements and capitalize
on the solution-oriented, outside-the-box thinking that the
small-business community is known for.
Those
bits of wisdom, coupled with market education and following a plan
established by company leaders, will help you attain a level of
preparedness. After all, luck is what happens when preparation meets
opportunity.
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