Companies with Key Relationships on the Inside Are Winning Government Business. How Can You Kick Out the Incumbent? Understand Your Customers and Solve Their Problems.

Companies repeatedly approach me and tell me that they are getting the cold shoulder from the government. One person even said to me, "The government just doesn't understand what I do." My comment to that statement is, "Whose fault is that?"

You need to take initiative to get in front of your potential government customers and meet them face-to-face. During your meeting, you should look at the customer's office. Is that person organized? Is her office a mess? Does she have any awards on the wall? How long has she been in that office? What is her boss like? How many people report to her? Observe the customer's body language. Look the person straight in the eye and watch her reaction. Does she look down at her shoes or does she return your gaze? Is the person driven and intense? Does she look like a deer in the headlights or is she really grounded during the conversation. By understanding the potential customer's personal situation, her goals, hopes, dreams and pains, you can help them with your expertise, your solutions and your contacts.

It is your job to understand the customer. This is achieved by listening and learning. Buyers are human beings who are naturally only focused on their own little world. Get into their world and help them climb out by providing them with your suggested solutions. Help them increase their knowledge base and you might further their career by offering your "outside world" perspective and resources. Customers appreciate your efforts to understand them. Once they realize you are trying to decipher their needs, they will open their ears and go out of their way to understand you and your capabilities. This is where the concept of "give to get" works in federal government sales. Know the customer's personal story and they will, eventually, take the time to understand what you do.

Let's assume for the sake of this discussion that the customer has taken the time to understand what your business offers. Your next task is to start testing your closing techniques. Ask them for a small order or a shot at fixing one of their minor problems. If the customer is not the decision maker, ask them to help you get an appointment with the decision maker and ask them to share your solutions with their government peers. If they like you because you've developed a great rapport, they'll be happy to help. In fact, they might even personally walk you into the decision maker's office and open the conversation with an explanation of why they think the decision maker should spend a few minutes with you. And the circle begins again. Do not open this conversation with a presentation. Ask the decision maker this opening question, "Tell me about your public service. I'm always fascinated about how people get to where they are today." This is an easy way to get them talking about themselves and immediately creates a situation of trust. Listen for pains, hopes, dreams and desires. Then start selling to them - gently. Here's an example of how the conversation might go:

You - "Jim was just telling me that you recently completed an IT project with one of my favorite competitors and it was very successful. I love success stories. Since I'm new to your agency, can you please give me a general idea of why you believe it went so well?"

Decision Maker - "Yes, we finally hit our deadline. This was the first IT project completed on time in 10 years. It cost me, though."

You - "What do you mean?"

Decision Maker - "We had a lot of changes and they raised the price on change orders and modifications. Because we were committed to them, we didn't have the time to re-compete it. While I really liked them, I'm a little hesitant to use them on a large project again."

You - "Any other lessons learned?"

Decision Maker - "I'd like to pre-bid three competitors on an IDIQ contract so that the three competitors can bid on each task. This allows me to manage the project and keep the prices competitive on each task."

You - "What if you worked with a company who was small enough to want to earn the business by offering reasonable, best-value pricing on a GSA Schedule? That company could agree in writing to stick with the original hourly prices through the modifications as well. That way you wouldn't have to maintain an IDIQ and you could work with one contact throughout the project."

Decision Maker: "Who would do that?"

You: "My organization has done so in the past in both the commercial and government sectors and we would be willing to do so again."

And so the selling begins. Selling is not presenting. Selling is a constant dialogue of ideas and opportunities. Each opportunity is a step up the ladder to success. You can do it! Start today with your six cold calls. If you know you can help the government, start calling them today -- they need you.