Understanding Your Service Offering: 5 Key Points

Successful federal contractors know what they do well and, more importantly, what they do not do well. They have a succinct description of what they sell and how it solves problems for the government.

Your company will need an offering description that…

·         Is specific to what your company does best and is memorable

·         Focuses on outcomes and solutions rather than process

·         Is customized to the client environment and context

·         Is stated in simple non-technical terms that anyone in the buying process can understand

Don’t bore your potential customers with a generic statement that could describe anyone in your industry. Make it a compelling read that clearly describes what you do and makes it easy for the client to see how what you offer will fit into their mission.

1. Something Specific and Memorable

You don’t have time to knock on every door in your marketplace, nor do the people behind those doors want to talk to you unless you have something they need. Your marketing process is going to be ongoing for months and months. In that time, you are going to meet a lot of people at funding agencies, teaming partners, small business offices. Most of the time when you meet with them there will not be an opportunity to work on at that time. But six months later, maybe, there will be. It is then that they will need to remember that guy/gal they met at an industry day or conference that had the solution they need right now.

For example, let’s say your company specializes in cybersecurity (but you don’t want to turn down IT work either). Instead of offering just “We offer cyber security services, agile and waterfall development and helpdesk support” provide something more specific like “A comprehensive cybersecurity solution that protects federal agencies from evolving cyber threats by implementing real-time threat detection and automated response protocols.”

You might want to offer more of those services, but your pitch –whether it is your website, a capabilities statement, or your elevator pitch be as narrow as possible. You might have a few different slick sheets or pitches for your company to deploy based on the known (or suspected) needs of the person you are talking to. But just a few. And it is better if they are related like

·         Cradle to grave acquisition support services

·         Training for contracting staff on the changing procurement landscape

·         AI solutions to make the acquisition process more efficient

2. Focuses on outcomes and solutions rather than process

People working in industry become experts in whatever it is they do. They know all the new technologies and emerging methodologies. We talk amongst ourselves about how to optimize our service, integrate the newest ideas and improve outcomes. Buyers usually do not think that way. They are thinking about the agency ‘s IT strategy and metrics or the new communication expectations from the new director or how they are going to do more with less staff because their budget has got cut. Their job success is measured in terms of how well they can move the agency toward meeting those goals. They are not that concerned with how to get there in the same way you are.

As a program manager, when I wrote about what I offered I reverted to our process because that was important to me as a manager. But that is of less concern to the buyer than getting them from the starting point to the endpoint.

With that in mind, when describing your service, focus on the outcomes your customers can expect, and use data to back it up. For instance, if your service is related to IT infrastructure, you could share case studies or statistics that highlight how you’ve reduced operational downtime for clients or improved the efficiency of their systems.

For example, you could say, “Our managed IT service reduced our client’s data recovery time by 40% within the first six months of deployment.” This statement is both specific and backed by measurable outcomes. It’s the difference between saying, “We provide excellent IT support,” and saying, “We help agencies reduce system downtime by implementing proactive IT management and backup solutions.”

Outcomes are more interesting and memorable than process. Customers buy outcomes, not process steps.

(Footnote, they will still want to know your process at some point, so they are certain that you know what you are doing, but that is not how you market your company)

3. Describe It in Terms of Specific Contexts Your Customer Will Relate To.

Spoiler alert: you cannot sell what you do to every agency in the government. I don’t care how awesome you are, how much of a quick learner you have been in the past, you just can’t do it. It takes a long time to figure out an agency culture and to tailor what you do to make sure it fits there and delivers what they need. It also takes a long time to develop a reputation and visibility within an agency so that they will allow you to do their work.

Every federal agency has unique needs depending on their specific function, mission, and goals. To stand out as a contractor, you must know that mission and tailor your service offering accordingly.

What does this mean in real life?

Of course, you are going to check all the boxes that the agency requires like

·         handling personally identifiable information (PII)

·         section 508 compliance on your websites

·         expected certifications / security clearances for staff

But let’s go deeper than that. Have you

·         Checked the IT Dashboard https://www.itdashboard.gov/ for your agency to see what this important policy document is holding them accountable for?

·         Have you read the blogs, LinkedIn posts of the key staff or attended industry events in your agency/buying office to see what they are talking about and what language they use to describe what you sell?

·         Have you read your agency budget justification documents to see what they are promising to Congress?

·         Have you read the GAO reports https://www.gao.gov/reports-testimonies written about your agency and studied the recommendations for improvement?

By framing your service offering in terms of the challenges and objectives that federal agencies face, you show them that you understand their unique needs. This context is important because it makes your offering feel more relevant and makes it easier for them to value what you’re providing. It also shows that you took the time to learn what they are about.

4. Describe It in Simple, Non-Technical Terms for Those in the Buying Process Who Don’t Understand Your Technology.

OK, let’s be honest for a moment. You geek out on what you do. It is why you chose this field. You know everything there is to know about what you do and if someone gives you half a chance you will discourse 30 minutes non-stop about how complicated yet rewarding it is to work in this field. On the buying side there may be one person that will geek out with you.

Regrettably there are many more people involved in the buying process that are not interested. They are contracting officers, small business specialists, receptionists and just run of the mill feds that got thrown on your evaluation review panel because they were not busy. You need to speak to them too because they will help you win that contact you long for.

For this reason, it’s important to describe your offering in simple, clear terms that anyone involved in the decision-making process can understand, whether they are a project manager, financial officer, or procurement specialist.

Avoid industry jargon, acronyms, or overly technical language unless you know your audience is familiar with them. Instead, break down your service offering into straightforward language that focuses on benefits.

For example, instead of saying, “Our solution integrates a cloud-native data architecture with a multi-layered API ecosystem,” you might say, “Our solution makes it easier for your agency to store, access, and share data securely, all from a single platform that works seamlessly with your existing systems.”

Again, remember that the agency buys outcomes.  What’s the ultimate benefit to them, and how does it make their work easier or more efficient? Don’t assume the buyer knows the technicalities—explain the outcome in simple terms.

By speaking their language, you’ll build rapport with a broader range of stakeholders and increase your chances of being selected as a contractor.

5. Bonus Points: Why Do You Sell This? Origin Story and Mission Statement.

Finally, understanding and articulating why you offer your service can make a huge difference. People connect with stories, and when you share the origin of your business or service, it humanizes your offering and gives it depth. Why does your company exist? What motivated you to develop this service in the first place?

A powerful origin story can evoke an emotional connection, demonstrating your passion and commitment to solving the problems of your target market.

Keep your offering statement narrow and specific to your company; focus on outcomes and solutions, not process; put it in context your customer will relate to; and keep it simple.