Here's an example of how the federal sales game is really played. Let's suppose a federal agency has the money to fund a large information technology project, creating a potential, although as yet unidentified, sales opportunity. Your salesperson calls on the end user. The initial sales contact could have been made through a cold call, through a referral from someone inside or outside the government, or as the result of a relationship developed earlier when the end user was in industry or the salesperson was in government. The stronger the previous relationship or referral the better, but it doesn't really matter how you get through the door as long as you get there.

The salesperson and end user continue to meet, talk on the phone, and communicate via e-mail, discussing the end user's program goals, the challenges to reaching those goals, and possible ways of addressing any problems. The salesperson's goal is to establish a relationship, convince the end user there is a problem, and that your company has the solution. This can take several weeks to a year or more. The salesperson, in an effort to develop and refine a solution, meets with other management and technical specialists within the targeted agency at the same time.

Once everyone has agreed that both a problem and a solution exist, the end user meets with the contracting officer to discuss how the needed product or service is going to be procured. The end user informs the contracting officer of your company's involvement, but realizes, of course, that the procurement must be competitive. However, it is understood that the end user would prefer to work with the company that already understands the problem and has presented a solution. The contracting officer and the end user discuss how the deal will be closed.