Sales people are inherently optimistic by nature and often make assumptions that are imprudent. An overeager salesperson can cause costly losses and overworked sales opportunities. One must recognize that staying upbeat is important but the salesperson should always keep his or her guard up. A great defense often outplays a great offense.

Assume the following in selling to the government:

• End users are constantly hounded by vendors and their sales persons. Don't assume that you are the first vendor to have spoken with the end user.
  
• One or more of your competitors have most likely already called upon your end user. Therefore, assume that you will be facing stiff competition for your product or service.
  
• While working a sales opportunity or when considering whether to submit a proposal for a public bid, remember that many vendors are equally or more qualified than your company. It is human nature to assume that you are the answer to the end user's prayer. Unfortunately, you are not the only solution.
  
• An end user will not give you the complete story behind a sales opportunity unless you have an established business relationship with the end user that is based on respect and trust.
  
• If, by chance, you learn that you have not been awarded a contract, assume that you will not be told the entire or true story in the post-award debriefing. The contracting officer may tell you what your company's perceived shortcomings were but his story may not be true.
  
• The contract award winner is usually the vendor the end user trusts the most. Because government end users are risk adverse and prefer prime contractors with proven performance records, the most qualified vendor with the best solution may not be the most trusted vendor.
  
• There are always behind-the-scenes politics associated with a sizable business opportunity. You will not win unless you understand the politics. Don't be foolhardy and assume you know the background information.
  
• The government loves the incumbent contractor.

Many government contractors have a poor winning percentage. A poor winning percentage is usually the result of the vendor deluding itself about its chances of success. Assume that other more qualified and trusted vendors are lurking behind the scenes and improve your winning percentage.