3 expert strategies - onviainfo.onvia.com/rs/971-rsf-621/images/3_expert_strategies...sales.pdf ·...

3 Expert Strategies for High Impact

Government Sales

2©2016 Onvia, Inc. All rights reserved.

Introduction ......................................................................................................03

Planning

B2G Sales Planning Begins with Research ...............................................05

Planning Can Help Set Priorities ...............................................................06

Planning Should Be Integrated .................................................................07

Influencing

Guidelines for B2G Marketing Tactics .......................................................10

Type of Purchase Considerations for Marketing .......................................13

Teaming

Teaming Considerations: Motivations .......................................................15

The Process of Deciding Whether to Form a Team ...................................16

Influencing Teaming Partners ...................................................................17

Conclusion .......................................................................................................18

TABLE OF CONTENTS

3 EXPERT STRATEGIES FOR HIGH IMPACT GOVERNMENT SALES


Introduction: High-impact Sales

INTRODUCTION

“The government market offers significant opportunities for companies that are able to take a proactive approach and build a high-impact sales and marketing process.” - Hank Riner, Onvia CEO

The Market Challenge The large and diverse government marketplace can present a logistical and operational challenge to vendors seeking to tap its full potential. One of the ways successful vendors consistently win and gain market share is to proactively influence upcoming opportunities well before they are issued as bids or RFPs. This concept was detailed in Onvia’s recent report, Building a Long-Term Sales Pipeline.

Improving the Sales ProcessSimply having an interest in becoming more proactive in selling to agencies is obviously not enough. While the opportunity to target future opportunities and increase win rates is very real, Onvia has noted that many vendors lack clarity around how to transition their existing sales process to support a long-range sales pipeline and be more competitive in the current market.

Three Key StrategiesOnvia identified three strategies that vendors can implement in order to see significant benefits and return on their investment:

share their guidelines and best practices. Each expert has published a book on the subject of selling to the government market and is a nationally sought after consultant to hundreds of government vendors.

James Baker, author of “How to Win Business from the Government” and founder of the Public Sector Technology Exchange covers strategic capture planning

Mark Amtower, author of “Selling to the Government” and founding partner of Amtower & Company, discusses effective government marketing tactics

Mary Scott Nabers, author of “Collaboration Nation; How Public-Private Ventures are Revolutionizing the Business of Government” and President/CEO of Strategic Partnerships, Inc. provides guidance on partnerships and teaming

PLANNINGUse proven tools for planning and targeting potential business

INFLUENCINGOptimize marketing tactics, both digital and traditional

TEAMINGHave a winning plan for teaming & partnerships

In order to help vendors for make improvements that support high-impact B2G selling, Onvia invited three government contracting experts to


http://www.onvia.com/business-resources/white-papers/building-a-long-term-sales-pipeline-in-the-public-sector

Planning With B2G

Planning Expert James Baker


PLANNING WITH B2G PLANNING EXPERT JAMES BAKER

B2G Sales Planning Begins with Research

In order to help vendors establish a long-term sales pipeline and grow their government sales, expert James Baker shares strategies for capture planning.

Baker says that making decisions about government opportunities without enough information is “like building a house on a cracked foundation.” A formal planning process informed by adequate research is critical. Reviewing the target customer’s budget, business cases, strategy guidelines, contracts, and audit reports is vital to successful sales and marketing efforts.

Find Evidence of Upcoming PurchasesBefore a bid or RFP is available, vendors should first look for evidence that an agency is going to spend money and has a need for their solution. Vendors can study annual budgets,

business cases, competitor’s proposals through FOIA requests, and capital improvement or technology improvement plans where line items point to future purchases. These sources also include useful information on overall needs and goals for agencies or their departments. Many agencies are independently audited, which can be an excellent source of input about specific problems. This initial step of research can be time-consuming but is necessary for building an expanded and more productive process. A procurement database, such as Onvia, that electronically screens documents across thousands of agencies can be used to save time and not miss opportunities.

Vendors should consider the following as they evaluate potential opportunities:

• Timing for this purchase: Study budget documents. Your team may need 6 -18 months to market a deal.

• Agency strategies and goals: Review and leverage official statements, website, news, social media and audits.

• Technical requirements: Look at project requirements and determine whether a partner is needed.

• Competition: Study firms that have bid on or won earlier contracts.

• Contract type: Verify that you can fulfill the type of contract expected (i.e. IDIQ, multi-year term, etc.)

• Likelihood of Purchasing: Study draft documents, capital improvement plans, spending patterns, audits, etc.

“Having a consistent and effective research and planning process, including useful information and decision tools, is important regardless of the industry.” - Steve Richie, Vice President of Sales, Onvia

“Before committing to pursuing a deal, vendors need to first have a solid understanding of the requirements, the specific vertical market, and the metrics involved with an opportunity.” - James Baker




Planning Can Help Set Priorities

Reach a “Go, No-Go” Decision To make the decision to pursue a future opportunity, the timing, needs and likely requirements of the agency must be factored in with the background and experience of the vendor.

Vendors should adopt a formal decision tool that helps bring greater consistency and rigor to this process. By using this type of system, vendors can improve overall results by leveraging the combined power of their research while making sure the final decision is based solely on the most important aspects.

Select the Scoring Criteria. Vendors should try to keep the list short enough to be manageable, while being sufficiently detailed to include the top considerations.

Determine the Importance of Criteria. Making criteria equal in weight may be the best approach, however, vendors may choose to vary the range of points so that some factors have more impact.

Use the Scoring Tool. Each opportunity is given a score and provides guidance for how much effort should be spent to influence prospects.

Interpret the Scores by Tiers. Simplify the scores by classifying them into three priority levels.

CriteriaAssign a

ScoreRange

Timing 4 0-6

Technical Qualifications 5 0-6

Vendor Performance 2 0-2

Agency Knowledge of Vendor 2 0-3

Value/Funding 3 0-3

TOTAL 16

Example Scoring Tool

With the three tiers established, place heavy marketing emphasis on the Priority 1 targets, less emphasis on Priority 2, and no emphasis on Priority 3.

The weights and scoring should be calibrated so every Priority 1 deal is important enough to merit the vendor’s more intensive and expensive business development tactics. Source of scoring template:

“How to Win Business from the Government” by James Baker

Priority 1 (15-20)

Priority 2 (9-14)

Priority 3 (0-8)

Priority 1




Planning Should be Integrated

Priority Level Description Value of Spending Evaluate ROI Timing Your Firm’s Value Your Past Performance Next Steps

Insert ranking (from previous section)

Insert summary of what the agency is trying to do

Insert total budgeted line item

Insert estimate of potential revenue to your firm

When is the RFP likely to be issued?

List your solution’s unique value to the deal

List relevant agency or commerical past performance

Create a plan for outreach

Example of an Opportunity Tracking Template

Manage the process with a rigorous, data-driven approach The internal sales tracking and lead generation process should be fully integrated into the sales process with buy-in from leaders, consistency of use and documentation that assists with decisions and resource allocation. A CRM or an Excel spreadsheet can be used for ease of adoption by sales and business development staff.

As shown below in the example tracking template, the “next steps” for a given opportunity take into consideration the overall

priority of the deal and where the vendor happens to be on the timeline leading up to an actual bidding occasion. If there is sufficient time left for longer-term influencing, marketing in conjunction with business development can create targeted events that will clarify the company’s unique selling proposition for the government buyer. It’s a good idea to meet with key stakeholders in the purchase decision when possible.

As the release date of the RFP gets closer, many government procurement guidelines will not allow government employees to meet with the vendor community.

Vendors should allow ample time to market and meet with all the government decision makers involved in the procurement. Also, many teams will form well in advance of a procurement release in order to market the team effectively to the government.

There should be a formal process where marketing and sales teams communicate with one another on progress and timing. It’s important that everyone in your organization is on the same page.

Source of opportunity template: “How to Win Business from the Government” by James Baker




Create the Value Proposition Vendors who place a priority on advance planning and research will be better able to focus the execution of their sales and marketing for maximum results. This includes uncovering the underlying issues and finding the solution ahead of time, as well as knowing how to tell the vendor’s story in the right way.

work to identify agency “pain points” well before the bid or RFP is released based on thorough agency research. Insights gained from that research represent real value that can help set vendors apart from their rivals.

Define the Right Message. In order to rise above the crowd and become a respected and trusted choice for agency buyers, vendors have to position themselves in a way that leverages their most relevant strengths using a tailored message. Too often vendors fail to use language and examples that show they have even a basic understanding of an agency’s situation. Vendor staff and executives need the right message to share with their network and customers. “From the comments made by their CEO at cocktail parties, to the business development manager’s conversation at an association event of buyers, to the marketing specialist’s customized email, to the bid desk supervisor who finally prepares the response to the RFP, vendor staff need to tell their story clearly through a sharp, sophisticated, and consistent message,” says Baker.

Focus on Agency’s Service Area. In any given government department there are between 15-30 different vertical markets such as logistics, healthcare, transportation etc. How does a vendor’s offering fit within or impact an agency’s specific vertical market? Closing a deal may have less to do with that product or service and more to do with whether the vendor has improved a process or saved the client time and money within a certain sub category of government services.

Validate the Value. Vendors need to make sure their value proposition makes as much sense to their government market – or offers as much value - as they think it does. Often vendors have never done the kind of market research among agencies that is commonly done among B2B prospects. Overall, vendors need to understand the gaps between what they think is highly valuable and what the market actually values and should seek to tailor marketing messaging to address those gaps.

Planning Helps Focus the Execution

“Vendors have to be laser-focused on how their solution offers real benefit to a given agency. Make sure you spend time getting feedback from the government and validating your unique selling proposition.” - James Baker

Uncover Pain Points. Baker argues that, “Bids and RFPs normally only tell the vendor so much; the rest is up to them to figure out ahead of time.” Vendors should scan agency websites and social media activity to gather context that will help them understand that agency’s unique situation and areas of need. Most firms wait for the official bid notice to put together a solution. Smart vendors will


Influencing With B2G Marketing

Expert Mark Amtower


INFLUENCING WITH B2G MARKETING EXPERT MARK AMTOWER

Guidelines for B2G Marketing Tactics

Digital B2G MarketingSuccessful vendors leverage high-impact and cost-effective digital marketing methods. Government marketing expert Mark Amtower presents his guidelines and best practices around digital B2G marketing to target and influence agency buyers.

A Government-friendly WebsiteVendors who optimize their website in the following areas can improve their inbound leads and government sales.

Treat Government as an Unique Market. Agencies have come to expect vendors to mention the needs of agencies in their websites. If possible, build a separate area of the website just for agencies, where they are specifically addressed as a distinct market, their unique needs are mentioned and the most relevant

solutions, case studies and competitive attributes are put forward for consideration.

A powerful tool to build credibility is to display lists of prior agency clients. “The more specific examples you share the better. People like to know who you sold to; it helps to create a comfort level,” says Amtower. Particularly for the regional vendors, a listing of key cities or counties, for example, can demonstrate geographic knowledge and local expertise across a sales territory.

Create a Visually Appealing Experience. Just because this is the public sector doesn’t mean appearance isn’t important. “Many vendor websites look like late 1990’s brochure-ware. The visual appeal of the site is absolutely key for establishing credibility and ensuring that visits are productive and support the overall sales process.”

Support Mobile Devices. Vendors can lose significant website traffic by not having a layout that is easy to read on a smart phone. In the game of marketing, that can translate into lower awareness and reduced win rates. Amtower reports that two years ago in 2013, LinkedIn reported 41% of their website visits were from mobile devices. A recent Market Connections study reveals steady growth in mobile use has occurred since then within the government market. Agency selection committees normally include anywhere from 3-7 staff beyond the lead procurement official. Many will want to check out a vendor website using a mobile device. Vendors cannot afford to frustrate even one key influencer in an award decision.

“B2G marketing tactics directly impact win rates and sales volumes. The best vendors treat government marketing just as seriously as they do for their B2B efforts.” - Kelsey Voss, Onvia Senior Marketing Manager




Guidelines for B2G Marketing Tactics, Cont.

Content MarketingOne of the most powerful marketing tools is the ability to create online content that addresses a need along the sales process.

Distribute with Email. Vendors find success promoting their online content via email, provided these are invitations to view content rather than attachments. “Email attachments are often viewed as potential hazards,” Amtower notes. Some agencies are also blocking HTML email formats and only receiving text formatted emails. But in general, when the main purpose is to educate or share interesting and useful material rather than to sell, agency contacts are often willing to receive vendor emails.

Social MediaSocial media marketing is critical for nearly all companies and industries and is increasingly the tool of choice for agency buyers to find out about a company. Amtower says, “the cost of not doing it is that it makes you peripheral to many of the conversations that are occurring.” Agencies use social media throughout the buying process but particularly when they are conducting preliminary screening of vendors.

Traditional B2G MarketingToday, even with the widespread adoption of digital marketing, traditional methods continue to play an important role in government sales. In order to help vendors understand the latest thinking around traditional marketing methods, Amtower compares and discusses four types of “low-tech” approaches.

In-Person Visits In-person visits are important in the government market for influencing the agency before the bid or RFP is issued. This is particularly true for larger or more complex contracts. There are agency security concerns and some confusion about when these visits are allowed. However, when a vendor can have in-person visits, they are well worth the effort and time, both for the agency (helping them with their due diligence research prior to writing the specs) and for the vendor (providing an opportunity to influence the specs, build a positive consultative relationship and help a buyer understand their value proposition).“Without a robust presence online your likelihood of

being selected is radically reduced.” - Mark Amtower

“Ignoring content marketing is not an option. Continued growth demands expanded and very targeted content.” - Mark Amtower

This can include things like helpful blogs, articles, e-newsletters, white papers and webinars geared to educate and establish a firm as a respected thought leader in the B2G marketplace.

Write for Government. Feature content highly customized for the government marketplace – either published in their general site or offered in the B2G section.

Start Small. Vendors can start small with blogs on their site, publishing articles on LinkedIn or sharing relevant 3rd party content. Amtower states, “the more you produce valuable information, the more likely it is that key people will find you.”




Guidelines for B2G Marketing Tactics, Cont.

Visits made early in the process can also be valuable from a branding or awareness standpoint but may not be agreed-to and if they do happen they may not be as memorable or impactful as visits made during the critical agency spec development process.

Phone CallsSales or telemarketing cold calling is difficult as agencies do not have to return calls.

The best practices for using phone calls includes establishing the company’s brand awareness among agency buyers through online or in-person methods. Once the brand is recognized calls will be returned at a higher rate and more meaningful conversations can serve to enhance or continue the work that other methods have already started.

Events Event marketing is a primary tool used by government vendors to build awareness and interest in their brand and solutions among agency buyers.

buyers - more than one salesperson could reach as an attendee.

Marketing Collateral is Important. Vendors should provide materials at events that highlight partnerships, certifications, innovative solutions, contract information, etc.

Mailings Traditional direct mail intended to raise awareness and influence buyers is expensive and rarely productive. Amtower says that, “Increasingly, unsolicited advertising mail is dumped before it ever reaches the desk of an individual procurement manager.” Reasons include resistance to junk mail as well as concerns among larger agencies over mail-based security threats.

An alternative is small, targeted and personalized mailings (i.e. with handwritten contact information, live 1st class stamp and #10 envelopes), that do not appear to be “direct mail.”

“Events are extremely important because that’s where it’s easier to get some actual face-time with agencies at virtually any level.” - Mark Amtower

Vendors see strong value in attending events attracting agency buyers that are segregated by level of government, such as schools, or type of purchase, such as fleet vehicles.

Pick the Right Events. If the event is put on by a major well-known organization, that will lend instant credibility. If the event is sponsored by a private company it should be vetted to determine respectability in the government market and whether attendance is growing or shrinking over time.

Consider the Return on Investment. Vendors should choose the right level of participation at a show and the expense. Sending a staff person as an attendee can be highly profitable if it leads to even one award. Alternately, a vendor could send several representatives to meet and greet, or pay for a booth where the vendor’s brand can be reinforced across a larger number of potential




Type of Purchase Considerations for Marketing

Commoditized Product or Service. Vendors who provide commodity-type products or services will win primarily on price but they still need to prove their capability to deliver reliable goods with acceptable quality. Buyers need to see them as a recognized supplier with a proven track record – otherwise the risks to using them may outweigh their apparent strong value.

Marketing activities should emphasize longevity and reliability within a given area of expertise. Social media is recommended as an inexpensive way to accomplish this as well as a means to promote the company brand and raise awareness.

Higher End Purchases. When it comes to higher end purchases, expertise has to be established beyond a doubt. Creating awareness of a vendor in general is not enough. Vendors need to be known for their unique attributes and capabilities.

One method is to become considered as a “go to” subject matter expert offering free advice. Marketers should seek out opportunities to build long-term consultative relationships where the finer points of their solutions and attributes can be discussed and appreciated.

Marketing TacticImportance - Basic/

Commodity Importance - Higher

End Purchase

Optimized website Average High

Content marketing Average High

Social media High High

In-person visits Low High

Event marketing Average High

Telephone calls Low Low

Mailings Low Low

Marketing Intensity Rating (0-10 scale) 3.6 7.1

Marketing Intensity by Purchase Type

Interpreting the table Onvia summarizes each of the 7 types of marketing discussed by Amtower in the table, and adds general categories of importance from low to high. These are broken out by commodities vs. higher end purchases. A “marketing intensity rating” was computed on a 0-10 scale by assigning a “10” rating for high importance, a “5” for average and a “0” for low. Overall, this suggests that higher end purchases (avg. 7.1) require at least twice the marketing intensity of commodity purchases (avg. 3.6).


Teaming With B2G

Teaming Expert Mary Scott

Nabers


TEAMING WITH B2G TEAMING EXPERT MARY SCOTT NABERS

Teaming Considerations: Motivations

A key to success for vendors targeting government contracts is to have a consistent strategy for teaming or partnering. Onvia asked expert and consultant Mary Scott Nabers to provide guidance and best practices in this area.

Waiting until a bid or RFP comes out to begin the process of forming a team does not allow enough lead time to make good decisions. Conversations should begin before solicitation documents are released. “The best partners will be gone by the time a bid document is released. A prime that delays runs the risk of losing out completely,” says Nabers.

Historically, teaming occurred most frequently for construction and A&E projects, where general contractors almost never did all the work in-house. With the advent of large, complex projects and more emphasis on helping small and local businesses, teaming has become important across a wider range of industries.

Local Presence Makes a Difference Local partners are used for two reasons: 1) public entities want to stimulate the local economy and expect prime contractors to select local partners; and 2) contractors need local influence and support to complete a project.

Vendors shouldn’t forget set asides. Agencies will often add evaluation points for a member of the team possessing minority-owned, women-owned, veteran-owned or certified small business status. A prime contractor should never overlook this possibility.

Successful prime contractors seek out local firms in order to supplement their existing local knowledge as well as to enhance their political connections. Good local partners may:

▪ Know agency officials from past projects ▪ Be politically well-connected ▪ Serve as influential community leaders

Successful contractors also seek out local partners that can bring specialized capabilities or unique value propositions. Most primes will determine where they have a weakness and find local partners who bring strength in that particular area.

“Government vendors and contractors can greatly benefit from a consistent, effective teaming strategy.” - Irv Alpert, Onvia Co-Founder

“Usually prime contractors need some local participation. If it’s a big opportunity, we normally advise large contractors to find something they can hand off to a local partner.” - Mary Scott Nabers

HUBs or “historically underutilized businesses,” such as women and minority owned firms, are a group of pre-qualified subcontractors that are encouraged to participate in larger contracts. Primes are often required to present a plan for how HUBs will be recruited or utilized in a project. Not using HUBs will usually result in a loss of evaluation points.




The Process of Deciding Whether to Form a Team

Primes can talk to agency contacts and study past procurements.

Look for evidence that:

▪ Small, minority, women-owned, or veteran-owned businesses are likely to be favored

▪ Locally-headquartered firms are likely to be favored

▪ The expertise of specialists will be needed

How important is a local partner?

▪ Can the profit margin be attained if some work is subcontracted?

▪ Are there local firms that would add value to the proposal?

▪ Is it possible to engage with the best teaming partner?

▪ Will a local partner be important for added points?

▪ Will a local partner be important to address a certain weaknesses in the prime’s solutions?

▪ Will set asides or goals be included in the bid or RFP for minority, women, veteran or small business status firms?

▪ Will a partner bring some political connections that might be helpful?

Form a team

Final Considerations

Preparation/Research

Questions to Ask

Go it alone

“As soon as you make the

decision to start pursuing that

opportunity, you need to ask,

‘How am I going to structure

this pursuit? Should I have

partners or go it alone?’” - Mary Scott Nabers

The decision about whether or not to form a team is a critical one and should happen early in the process. Primes should have a process for making decisions that is consistently followed.




Convincing Potential PartnersGovernment vendors not only have to sell themselves to agency buyers, they also have to try to convince other businesses they are worth working with as part of a team.

While the need for subcontractors to influence primes is understandable, in today’s highly competitive marketplace, the large primes have just as much motivation to sell themselves to potential partners. Primes want to have the strongest team in the final competition and be able to quickly recruit the best subs. Competitive primes typically influence other vendors with a sense of urgency and take this step in the process very seriously.

How Prime Contractors Influence Subs Prime contractors can make an impact on subs by providing:

▪ General credentials as an established and successful firm

▪ Performance in similar projects

▪ Adequate internal resources

▪ B2G consultants and industry experts on retainer who can help along the way

▪ An experienced proposal team who can craft a timely response

▪ Commitment to “localize” and customize the proposal response in every way

“The best primes are looking to secure commitments from among the best, most qualified subs – businesses that can afford to be discriminating and may have more than one offer.” Nabers says that primes who do not sell

themselves well or who don’t appear to pass this test will likely be viewed as not worth the time of the most qualified subcontractors.

How Subcontractors Influence PrimesSubcontractors that can offer relevant, useful innovation in the government market or have a unique solution that will make the prime’s proposal stand out are highly sought-after and will leverage this aspect.

The best connected subcontractors will also be popular, since the prime will be selling into a political environment. Nabers notes that primes will want to know “how networked you are, what kind of relationships you have, how much political understanding you have, etc.” Local knowledge, previous record of working with that agency, and available contacts can all be used to convince a prime that the subcontractor offers real value and can fill in the gaps that the prime may have.

Influencing Teaming Partners

“If you are the prime contractor, you’ve got to convince potential partners that you are the likely winner.”

- Mary Scott Nabers



Conclusion

CONCLUSION

James Baker revealed that winning vendors use effective planning tools to help narrow the universe of possible buyers and leads and make decisions about which deals to pursue. Planning should be done far enough in advance where there is still time for influencing the buyer. Research should involve understanding the buyer and the underlying issues involved. This helps the vendor conduct more targeted marketing and sales and ultimately improve the quality of the final proposal response.

Mark Amtower outlined guidelines to optimize a vendor’s digital and traditional marketing tactics. A government-friendly and mobile responsive website are essential. Social media, content and informative emails are important for raising awareness and building thought leadership. Traditional, low-tech methods can also help build key relationships and influence buyers. In general, higher end or more complex purchases require more intensive marketing than do commodity-type purchases.

Mary Scott Nabers shared that teaming is not just for the construction industry but is something the broader universe of vendors need to seriously consider and plan for. The decision to team needs to be made early in the process with input from agency research. Typically, proposals need to be “localized” to address agency preferences and supplement vendor gaps. Finally, because of competitiveness and the leverage of top subs, primes will strive to convince subs of their qualifications.

The vast government marketplace can be challenging for vendors even in the best of scenarios. However, the evidence strongly points to results being driven not by company size and dominance but by the kind of sales process a vendor uses to tap this market’s potential. Onvia finds that its clients are seeing real improvements of 10-50% in win rates after implementing a proactive strategy where opportunities are identified and pursued well ahead of time.

Elements of a High-Impact Sales Process. Achieving this transition requires buy-in from vendor management as well as tools and structure; in other words, it needs a support infrastructure of planning and marketing elements to implement this type of high-impact B2G sales process.

Strategy 1 Planning

Strategy 2 Influencing

Strategy 3 Teaming



About the Experts

ABOUT THE EXPERTS

James BakerPublic Sector Technology Exchange

[email protected]

LinkedIn Profile

James J. Baker is a noted speaker, marketing consultant

and strategist for the public sector marketplace.

He is the author of How to Win Business from the

Government. A graduate of the University of Maryland,

Baker has spent his career in the Washington, D.C.

Metropolitan Area as well as Northern California,

consulting for technology companies that sell to

federal, state and local government. These clients

range from Fortune 500’s to small businesses and

include well-known industry leaders such as Microsoft,

Hewlett Packard, Adobe, Salesforce, McAfee and

Unisys. The Public Sector Technology Exchange (PSTE)

founded by Baker, is an independent forum designed

to discuss the technology business issues impacting

the government, citizens and the vendor community.

Mark AmtowerAmtower & Company

[email protected]

LinkedIn Profile

Consultant, speaker, industry spokesperson and

radio host, Mark Amtower is among the most

recognized professionals in the government market.

He is the author of Selling to the Government and

Government Marketing Best Practices. Amtower is the

co-founder and Director of the Government Market

Master, a continuing professional education program,

which features B2G seminars and boot camps on

government contracting. As the founding partner of

Amtower & Company, Amtower has advised hundreds

of companies since 1985 on all aspects of doing

business with the government. He has been quoted in

over 200 publications worldwide and speaks at dozens

of industry events every year. His radio show, “Amtower

Off Center”, is featured on Federal News Radio.

Mary Scott NabersStrategic Partnerships, Inc.

[email protected]

LinkedIn Profile

Mary Scott Nabers is President/CEO of Strategic

Partnerships, Inc., a full-service business development

firm that specializes in procurement consulting,

market research, government affairs and public-private

partnerships (P3s). A former statewide Texas office

holder, Nabers founded SPI in 1995 to help clients

identify and capture government contracts. She is

the author of Collaboration Nation: How Public-

Private Ventures are Revolutionizing the Business of

Government and also serves on the Clinton Global

Initiative’s Infrastructure Financing for Cities Task Force.

She has delivered keynote speeches at numerous

conferences and has been published by Forbes, CNBC.

com, CEO-Read and Change This. Nabers holds an

MBA from The University of Texas at Austin.


http://www.jamesjbaker.com

mailto:james%40jamesjbaker.com?subject=

https://www.linkedin.com/in/jamesjbakerjr

http://www.amazon.com/How-Win-Business-Government-Understanding/dp/091015578X

http://www.amazon.com/How-Win-Business-Government-Understanding/dp/091015578X

http://www.publicsectortechnologyexchange.com/PSTE_Leadership_Forums.html

http://federaldirect.net/

mailto:mark%40federaldirect.net?subject=

http://www.linkedin.com/in/markamtower

http://www.amazon.com/Selling-Government-Compete-Worlds-Largest/dp/047088133X

http://www.amazon.com/Government-Marketing-Practices-Mark-Amtower/dp/0976486709



http://www.spartnerships.com/

mailto:mnabers%40spartnerships.com?subject=

http://www.linkedin.com/in/mary-scott-nabers-8149791

http://www.amazon.com/Collaboration-Nation-Public-Private-Revolutionizing-Government-ebook/dp/B0081VTHM2




©2016 Onvia, Inc. All rights reserved.

Onvia specializes in providing business intelligence solutions to vendors to grow their government business, helping them get ahead of the bid and RFP process. Contractors, manufacturers, subcontractors, dealers and distributors that want timely, comprehensive and unique insights into their market, their key buyers and their competitive landscape should visit www.onvia.com and request a live demonstration to find out how Onvia can help win more government business in the state and local market. Onvia helps clients strategically grow their government business with solutions for project intelligence, agency intelligence, future intelligence and vendor intelligence in the public sector.

Disclaimer:The information contained in this Onvia report was obtained from expert interviews along with publicly available federal, state and local and government data sources. These data sources are reviewed and updated periodically to better reflect activity in the public sector. Onvia disclaims all warranties as to the accuracy, completeness or adequacy of such information. The views and opinions expressed in this publication are those of Onvia’s research organization or contributors and are subject to change.

For More Informationwww.onvia.com(800) 575-1736

Interested in more information?

Onvia has 6 powerful tools to help you succeed in this market. Using the links below, learn more about each of our industry-leading capabilities:

Term Contract Center

Project Center

Spending Forecast Center

Agency Center

Vendor Center

Purchase Order Analytics

https://www.youtube.com/user/OnviaVideos

https://www.linkedin.com/company/onvia

https://twitter.com/Onvia

https://www.facebook.com/onviainc

http://www.onvia.com

http://www.onvia.com

http://www.onvia.com/products/term-contract-center

http://www.onvia.com/products/project-center

http://www.onvia.com/products/spending-forecast-center

http://www.onvia.com/products/agency-center

http://www.onvia.com/products/vendor-center

http://www.onvia.com/products/purchase-order-analytics

3 expert strategies - onviainfo.onvia.com/rs/971-rsf-621/images/3_expert_strategies...sales.pdf ·...

Documents