In today’s digital age, social media has become a powerful tool for communication, networking, and information sharing. While often associated with personal use or consumer brands, its impact stretches far beyond, influencing even the realm of government contracting. Government agencies and contractors alike are leveraging social media platforms to enhance their operations, engage with stakeholders, and stay competitive. In this blog post, we’ll explore the critical role social media plays in government contracting and offer practical tips on how to maximize its benefits.

The Power of Social Media in Government Contracting

Social media platforms like LinkedIn, Twitter, and Facebook are not just for social interactions. They serve as vital channels for information dissemination, public relations, and professional networking in the government contracting space. Here’s how social media is reshaping this sector:

1. Enhanced Communication and Engagement

Government agencies are increasingly using social media to communicate with the public and industry stakeholders. These platforms allow for real-time updates on policies, regulations, and contracting opportunities. Contractors can follow government accounts to stay informed about new contracts, changes in procurement processes, and other relevant news.

2. Building Relationships and Networking

Social media provides a unique opportunity for contractors to build relationships with key decision-makers, influencers, and other industry players. LinkedIn, in particular, is a powerful tool for professional networking. Contractors can connect with procurement officers, attend virtual events, and participate in industry discussions to expand their network and visibility.

3. Market Intelligence and Research

Social media is a treasure trove of information that can be used for market research and intelligence. Contractors can monitor conversations, trends, and feedback related to their industry. This information can be invaluable for understanding market needs, competitor activities, and emerging opportunities.

4. Reputation Management and Branding

In the government contracting arena, a strong and positive reputation is crucial. Social media allows contractors to showcase their expertise, share success stories, and engage with their audience. By maintaining an active and professional social media presence, contractors can build trust and credibility with potential clients and partners.

Tips for Leveraging Social Media in Government Contracting

To effectively utilize social media in government contracting, it’s essential to approach it strategically. Here are some tips to help contractors maximize their social media presence:

  1. Choose the Right Platforms: Focus on platforms that are most relevant to the government contracting industry, such as LinkedIn for professional networking and Twitter for real-time updates.
  2. Engage Regularly: Consistency is key. Regularly post updates, share industry news, and engage with your audience to maintain visibility and relevance.
  3. Follow Government Accounts: Keep up with government agencies and procurement offices on social media to stay informed about contracting opportunities and industry news.
  4. Share Valuable Content: Provide content that adds value to your audience, such as insights on industry trends, success stories, and expert opinions. This positions your company as a thought leader.
  5. Monitor and Respond: Pay attention to mentions, comments, and messages. Respond promptly and professionally to engage with your audience and manage your online reputation.
  6. Use Analytics: Utilize social media analytics tools to track your performance, understand your audience, and refine your strategy.
  7. Leverage Visuals: Use images, infographics, and videos to make your content more engaging and shareable.

The role of social media in government contracting cannot be overstated. From enhancing communication and engagement to providing valuable market intelligence and aiding in reputation management, social media is a crucial tool for success in this competitive field. By strategically leveraging social media platforms, government contractors can stay informed, build strong relationships, and effectively showcase their expertise. At Bluetext, we understand the power of social media and are here to help you navigate and maximize its potential in the government contracting space. Contact us today to learn more about how we can assist you in developing a winning social media strategy.

In the dynamic world of government contracting, the key to success lies in understanding and effectively targeting the Ideal Government Persona (IGP). At Bluetext, we recognize that this approach not only optimizes marketing efforts but also maximizes the potential for winning contracts. Here’s how you can refine your strategy to connect with the right government audience.

Understanding the Ideal Government Persona (IGP)

The Ideal Government Persona (IGP) represents a composite profile of your target decision-makers within government agencies. These personas are crafted based on extensive research, including demographic data, job responsibilities, challenges, goals, and preferences. By honing in on the IGP, your marketing efforts can become more precise and impactful.

Steps to Identifying Your IGP

1. Research and Data Collection

Begin with thorough research. Utilize available data sources such as agency reports, market research, and industry analysis. Key information includes:

  • Agency size and structure
  • Roles and responsibilities of decision-makers
  • Budget cycles and procurement processes
  • Current pain points and needs

2. Segment Your Audience

Government agencies vary widely, from federal to state and local levels, each with distinct characteristics. Segment your audience based on criteria such as agency type, size, location, and specific operational needs.

3. Create Detailed Personas

Develop detailed profiles for your IGPs. These should include:

  • Demographics: Age, education, job title, and career background
  • Goals: What they aim to achieve in their roles
  • Challenges: Key issues and pain points they face
  • Influence: How they influence purchasing decisions and the buying cycle
  • Communication Preferences: Preferred channels and content types (e.g., white papers, webinars, social media)

4. Map the Buyer’s Journey

Understand the journey your IGP takes from awareness to decision-making. Map out the stages and identify the touch points where you can engage effectively. This helps in creating targeted content and campaigns that align with their needs at each stage.

Crafting Your Messaging

1. Address Their Pain Points

Tailor your messaging to address the specific challenges and pain points of your IGP. Highlight how your solutions can alleviate these issues and contribute to the agency’s success.

2. Showcase Value and ROI

Government decision-makers are often driven by budget constraints and accountability. Clearly articulate the value and return on investment (ROI) your solutions offer. Use case studies, testimonials, and success stories to build credibility.

3. Use Government-Friendly Language

Speak the language of your audience. Use terminology and references familiar to government officials. This not only establishes rapport but also demonstrates your understanding of their environment.

4. Leverage Thought Leadership

Position your brand as an industry thought leader. Share insights through blogs, white papers, webinars, and speaking engagements. Providing valuable, relevant content builds trust and positions your company as a go-to resource.

Optimizing Your Channels

1. Government-Specific Platforms

Utilize platforms frequented by government officials, such as GovLoop, GSA’s eBuy, and FedBizOpps. Participate in industry conferences and government procurement events to increase visibility.

2. Social Media Engagement

Engage on social media platforms like LinkedIn and Twitter, where many government professionals are active. Share informative content and participate in relevant discussions to expand your reach.

3. Email Campaigns

Develop targeted email campaigns with personalized content tailored to your IGPs. Ensure your emails provide valuable insights and solutions, not just promotional material.

4. Search Engine Optimization (SEO)

Optimize your online content for search engines to ensure your materials are easily discoverable by government officials searching for solutions. Use relevant keywords and phrases that align with their search behavior.

Measuring Success

Track the effectiveness of your IGP-targeted campaigns using metrics such as engagement rates, lead generation, and conversion rates. Regularly review and adjust your strategies based on data insights to continually improve your targeting and outreach efforts.

Conclusion

Targeting the Ideal Government Persona is a strategic approach that can significantly enhance your success in the government contracting arena. By understanding and engaging with your IGP, you can create more meaningful connections, provide relevant solutions, and ultimately win more contracts. At Bluetext, we’re here to help you navigate this complex landscape and achieve your government contracting goals. Contact us today to learn more about our tailored marketing solutions for government contractors.

Non-alcoholic cocktails seem to be having a moment here inside the Beltway. You know what else is having a moment – The B2G Chief Growth Officer (CGO).

Earlier this year, LinkedIn released its annual “Jobs on the Rise” list of the 25 fastest-growing roles in the U.S. Guess what was number one on the list (hint – it’s not TikTok influencer): Chief Growth Officer. Specific to public sector-focused enterprises,  Washington Technology summarized a number of CGO appointments across a broad range of government contractors and Federal IT providers, including Aptive Resources, cBEYONData, Electrosoft, RavenTek and Navistar Defense.

And this week, another one, as WashingtonExec reported that Tria Federal, a mid-market IT and advisory services provider to civilian and defense agencies, added Fabian Plath its new CGO. The editorial site also announced its 2024 Chief Growth Officer Award finalists as a testament to the emerging attention the role is receiving in the C-suite.

Notable but not surprising in the writeups of each CGO move is subtle variations in what each hire would be prioritizing. From aligning business units and leaders and driving expansion into new geographic and domain markets, to breaking down siloes, accelerating the transformation of vision into strategy, and strategic capture. This is both the challenge and opportunity facing CGOs who are uniquely positioned to drive enterprise-wide growth strategy and have an oversized impact on the future of the business. 

CMOs often migrate to a CGO role. Marketing leaders draw on the impact of marketing strategy on growth to gain a better understanding of how core business units – independently and holistically – do the same. As is often the case, the success a CGO will have in extending the growth mission requires breaking down systemic barriers across functional silos, and gaining CXO buy-in. A CMO Council and Deloitte study found half of CMOs successfully assuming a CGO role indicate full alignment with internal champions, notably the CEO.

Digital marketing, branding and public relations are core to government contractor and federal IT provider growth strategies. For this blog post, I’ll focus on PR strategies for new and legacy CGOs to consider when seeking to ensure marketing investments and initiatives support growth.

The CGO mission

Why a CGO? Aren’t all CXOs and business unit leaders operating with a growth mindset? Sure, but, spoiler alert, not all companies are growing. One in four companies doesn’t grow at all, and only 10% of S&P 500 companies have reported revenue growth above GDP for more than 30 consecutive years.

Revenue Operations Alliance has a useful CGO overview, which stresses the need for an executive laser focused on looking past the day-to-day, with an eye towards sustaining and scaling growth in a meaningful way. This can include longer-term objectives to penetrate new verticals, regions and markets – all ambitious initiatives that may require a dedicated CGO.

CGOs can bridge the CEO & CMO divide

As referenced, CMOs often migrate to a CGO role, which is why Bluetext often engages directly with CGOs for B2G and B2B firms that seek a brand revitalization, or firms that feel there is an external perception that needs to be adjusted through public relations.

At the same time, while CGOs are often grounded with CMO capabilities, CEOs often lack significant marketing experience. McKinsey & Company estimated that only 10 percent of Fortune 250 CEOs have marketing experience, and only 4 percent have previously held a CMO-like role. This creates the risk that the C-suite may underestimate the impact of marketing-fueled growth.

PR to support the CGO mission  

Punching above your brand weight is a phrase we hear often from B2G marketing clients and prospects. It is important to note that when we develop a PR program with this objective in mind, the goal is not to create an impression that the brand can deliver beyond its capabilities. It simply means that the brand is trailing the business.

B2G brands are increasingly looking to down-funnel media relations, social media and earned content programs. This isn’t to say that brand awareness isn’t a critical early step to drive future growth, but clients are looking for us to draw a straighter line.

A PR strategy to drive growth starts with raising enterprise value. Shining a spotlight on all the core assets and differentiators of the business – technologies, services, people, culture, leadership, market position – lifts enterprise value and, in turn, creates growth opportunities. Growth acceleration also demands a tightly integrated approach for earned, paid and owned. PR can’t operate in a vacuum; the greatest growth leaps we see are when each media component plays off one another.

  • Awareness that is critical to getting on the radar of prospects
  • Credibility to sell without skepticism on whether you can deliver
  • Trust that comes with third party validation, not just saying you can do it
  • Scalability to handle increasingly large projects and opportunities
  • Attract investors, acquirers, partners and customers to accelerate and enable growth
  • Delivery track record that is proven time and time again

So the aggregate acronym for these six PR pillars for growth is ACT SAD, which really doesn’t have anything to do with what we are talking about but I’d be remiss not to point it out. The bottom line is that marketing is just one piece of the growth mindset a CGO must adapt, alongside sales, product and development and other core departments.

If you are a CGO seeking to learn more about how Bluetext can support your growth objectives in public sector and commercial markets through branding, digital marketing and public relations, reach out to us.

Government efforts to engage PE and VC-backed startups puts federal marketing and messaging in the spotlight 

Venture Capital-backed companies accounted for less than 1% of the $411 billion DoD contracts awarded last year. Analyzing that figure probably comes down to whether you are a glass half-empty or half-full kind of person. There are clear opportunities for startups to secure more contracts from DoD and US Public Sector, but there are also undeniable reasons why this number remains so low.

Perhaps that is why DoD and the VC and Private Equity communities are increasingly focused on making it easier for both sides to communicate effectively with one another. Entrenched government contractors know the language of Washington and what messages will resonate with stakeholders. They also know which processes and vehicles offer the best chances for success in securing contract wins.

Notable and encouraging is that the ecosystem of defense tech brands the DoD can tap is more diverse than ever before – with capabilities stretching across every conceivable market need and pain point. Bessemer Venture Partners charted this diversity in a defense tech startup map across five leading marketing opportunities: AI/ML, autonomous systems, cyber, advanced manufacturing, and communications/intelligence/edge

VC firms and their portfolio companies are still adapting to the language of Washington, but there are encouraging initiatives underway and proven strategies to help defense tech startups win more government business.

Cross-pollination from DoD to VC

National Security and DoD personnel hopping over to government contractor jobs is as predictable as Congress waiting until the 23rd hour to avoid government shutdowns. But late last year, The New York Times reported on the growing number of senior Pentagon officials leaving for positions at B2G-focused venture capital and private equity firms that invest in defense tech startups.

The article “identified at least two dozen venture capital, government contractor financing or private equity firms that are run by or have hired former Pentagon officials or retired military officers, with most of the hires having taken place in the last five years.” The author added that there are at least 50 people who have shifted from government roles to VC firms backing defense-oriented startups, including:

The National Security and DoD firepower now being put to work across B2G VC and B2G PE firms is immensely valuable for tapping more deeply into the government market. Some of the hottest defense tech brands can be found at these investment firms, including: Shield AI (A.I. pilot), HawkEye 360 (satellite data), Virtru (encrypted email), Rebellion Defense (mission management software), HawkEye 360 (satellites), Shift5 (data-driven equipment maintenance), BigBear.AI (intel and defense A.I.), Anduril (defense software/autonomous vehicles),  Palantir (A.I. software), and Applied Intuition (autonomous vehicle software).

VC and PE firms educating acquisition community

And while these former officials are helping VCs and startups better speak the language of Washington, there are parallel efforts underway to educate government leaders and contracting officers on how to better identify and engage with startups. Earlier this year, Federal News Network wrote on a Potomac Officers Club Defense R&D Summit to bridge the communications gap. At the event, Melissa A. Johnson, U.S. Special Operations Command acquisition executive, acknowledged that “We definitely have a communication gap right now. We speak one language on the DoD side, the [Defense Industrial Base] pretty much understands it, but the startup culture — not so much. There’s a lot of just talking past each other.”

Johnson went on affirm that her focus is on closing that communications gap through investment in relationship building and assembling venture capitalists with the acquisition community so contracting officers can ask the right questions. These efforts complement tools that exist for defense tech startups to submit for and win DoD contracts, including Federal Acquisition Regulations (FAR) and Defense Federal Acquisition Regulation Supplements (DFAR) contracting, as well as Other Transaction Agreements (OTAs) that allow DoD to accelerate emerging technology adoption.

Defense tech startups also recognize resources such as Defense Innovation Unit (DIU), the only DoD organization focused on accelerating the adoption of commercial and dual-use technology to solve operational challenges at speed and scale.

Messaging to ‘Government’ doesn’t work

The DoD isn’t one customer; it’s hundreds. Messaging and targeting must reflect that. Unlike the commercial market where vendors and service providers can conceivable message to a “financial services firm” and replicate that across the industry, trying to create a message that will universally resonate across DoD is far more perilous. Branches, units and individuals are driven by specific objectives, and your ability to build branding, messaging and go-to-market campaigns aligned to that reality is critical.

My colleague and public sector messaging veteran Ray Holloman wrote on the importance and challenges of federal marketing and messaging in a blog post last year. He talked about how even the savviest, largest government contractors still get federal marketing wrong. Everyone is innovative, everybody is a great partner and everybody solves the most complex B2G challenges. The marketing too often speaks to what the contractor thinks the government wants to hear, and that also applies to defense tech startups that will feel even greater pressure to follow “check the concern box” messaging than spend time on what makes the startup uniquely capable. Ray reminds B2G brands to “market to stand out, not to fit in.”

That starts with speaking directly to an audience of one, or few, rather than attempting a bland, cookie-cutter message built for mass appeal.

Message nimble, not small

Punching above your brand weight is a phrase we hear often from B2G marketing clients and prospects. It is important to note that when we develop campaigns with this objective in mind, the goal is not to create an impression that the brand can deliver beyond its capabilities. It simply means that the brand is trailing the business.

That said, there are startup attributes to message that will resonate with DoD decision makers. Startups have more flexibility and less bureaucracy to innovate, and can more easily pivot around client needs. Startups must be highly efficient in developing products and services, which translates to potential cost savings and accelerated delivery to government clients. At the end of the day, DoD is less interested in the “smallness” of a vendor, but very interested in scalability and agility to support demand peaks and valleys.

Message to convey enterprise value

It is not an accident that, to date, 68 of Bluetext clients have been acquired in the 24 months following a Bluetext engagement – which is why firms targeting public sector/defense decision makers turn to Bluetext to deliver powerful creative, branding, websites, campaigns and digital experiences that raise enterprise value.

Whether the client goal is to get acquired, make acquisitions, go public or simply accelerate organic growth, shining a spotlight on all the core assets and differentiators of the business – technologies, services, people, culture, leadership, market position – lifts enterprise value and, in turn, creates growth opportunities. This message resonates with government decision makers who want to see strength across your enterprise, as well as current and prospective investors.

Growing startup contract share is not an overnight process. The Wall Street Journal highlighted some reasons that DoD dollars are not yet gushing to startups, including an ecosystem that was challenging for startups to crack, expected culture and bureaucracy hurdles, and the fact that adjusting buying habits around startups is a work in progress. But there are signs of a more positive outlook; VC investment in defense tech startups surpassed $30 billion a year for the past few years (5x investment levels in 2016), and the WSJ article estimates roughly 100 new defense-tech startups have been founded in the U.S. during that time period.

With more investment dollars flowing, marketing and messaging becomes critical to convert funding into DoD revenues. If you are a defense tech brand, B2G Venture Capital or B2G Private Equity firm interested in learning more about why Bluetext is the right partner to grow public sector opportunities and business, reach out to us at https://bluetext.com/contact-us/.

AUSA 2023 is just around the corner! AUSA’s Annual Meeting offers a unique opportunity to network with other defense contractors and military personnel, gain insights into the Army’s priorities heading into the following year, and stay updated on industry trends. Here is your guide to making the most of your AUSA experience:

  1. Set Clear Goals:

    Before attending the conference, define your objectives. Are you looking for new partnerships, seeking the latest information on military technology, or showing off the capabilities of your organization? Having clear goals will help you tailor your conference experience accordingly. Research the agenda and create a schedule that aligns with your goals. Identify key speakers, panels, and exhibitors you want to visit. The Exhibitor’s Hall can be overwhelming, so make sure you review the map before you go and plan which booths you would like to see and who you would like to speak with.

  2. Network with Purpose:

    Networking is one of the main reasons people attend conferences. Don’t just collect business cards; engage in meaningful conversations. Prepare an elevator pitch that clearly conveys your company’s capabilities and what you’re looking for. After the conference, don’t let the connections you’ve made go cold. Send follow-up emails or connect on LinkedIn to express interest in further collaborations or partnerships. Don’t forget to personalize your messages to remind the person of your conversation.

  3. Get Tickets to a Social Event:

    There are several events hosted by AUSA that are outside the conference agenda that you can purchase tickets to. These events are less formal ways to meet people in the industry and many of the events include food and live entertainment. You can purchase tickets on-site at the convention center the day of the event and AUSA members get a discount.

  4. Leverage Your Company’s Social Media:

    Ensure that you and your organization follow AUSA’s official social media accounts and use the hashtag #AUSA2023. Share your thoughts, engage with other attendees, and stay updated on any last-minute changes or additions to the program. If you are exhibiting, make sure your organization posts a picture of your booth and your booth number so other attendees know where to find you.

  5. Download the AUSA App:

    You can create a personalized schedule for your conference experience and view the convention center map when you download the AUSA app. There are a few networking features that have been added this year to help you expand your professional network.

  6. Know the Area Around the Convention Center:

    The Walter E. Washington Convention Center is located next to Mt. Vernon Square in DC. For a convenient coffee break or informal meeting, check out Compass Coffee or Unconventional Diner. For a quick lunch, check out Pearl’s Bagels, Shouk, or Wise Guys Pizza.

  7. Start Planning For Next Year:

    It is never too early to start thinking about 2024! If you are thinking about having a booth at AUSA next year, ensure that your organization’s brand stands apart from your competition. Your booth is your battlefield, and a well-designed booth can attract and engage visitors effectively. While you are walking through the Exhibition Hall, take note of the booths that you like and which booths you do not like. The best trade show booths have a simple layout, are accessible to attendees, and probably entice visitors with swag. You may want to incorporate interactive elements like touchscreen displays or virtual reality experiences to engage attendees. These experiences can also be an effective start to a lead nurture campaign for your organization with the right post-event strategy and follow-up.

Attending AUSA can be a catalyst for growth for your company. By setting clear goals, networking effectively, and staying engaged in the industry, you’ll not only make the most out of the event but also position your business for long-term success in the defense and government contracting space.

According to Mordor Intelligence, The mergers and acquisitions (M&A) in aerospace and defense market size is estimated at USD 175.36 Billion in 2023 and is expected to reach USD 311.40 Billion by 2028. This remains one of the largest capital-intensive sectors as a result of the meticulous R&D needed to expand, enhance, and integrate product portfolios and stand out in the competitive landscape. 

The aerospace and defense (A&D) sector is continuing to consolidate the supplier base to remove unnecessary costs and prolong its place in the market. One of the best examples of this is the 2019 United Technologies Corporation (UTC) and Raytheon Company (Raytheon) all-stock merger to consolidate their spot in the A&D sector. The successful merger achieved improved economies of scale, strengthened R&D, and provided a more diverse portfolio of products. 

The Raytheon / UTC merger and its recent rebrand is a prime example of the importance of modernizing a company’s brand and digital identity. Since its founding in 1922, Raytheon has bared its name for over a century. With time, experience, and proven results comes recognition, so the switch to a new name may seem risky. But in order to stay competitive, be inclusive of broader capability sets, and look well-equipped to take on new modern challenges, the switch to the new name, RTX, was extremely intentional. 

“RTX is a nod to the past and a nod to the future” – RTX’s CEO Greg Hayes. 

Not only is the new three-letter name (and .com domain) simple, unique, and easy to remember, but it also is the same three letters as its stock ticker symbol, which is a combination of United Technologies previous symbol (UTX) and Raytheon’s (RTN), further exemplifying the union of the two companies and brand consistency across all channels. Another recent merger sporting the simplified 3-letter name and domain is the $2.1B combination of Vectrus and Vertex, now V2X. 

A brand name change is a powerful move for a company, and there are several factors to consider when undergoing this transformation. Luckily the experts at Bluetext, one of the best DC brand strategy and government PR firms, can help. For more on naming, check our latest insights. 

Private Equity has become a major spearhead in the A&D market and now accounts for 47% of transactions and 41% of deal value. Some major A&D mergers that went through recent successful rebrands propelled by PE firms include:

Centauri (now KBR)

When Arlington Capital Partners acquired three leading companies in the national security sector—Integrity Applications Incorporated, Xebec Global, and Dependable Global Solutions—the IAI team turned to Bluetext to develop and launch a new unified brand from scratch. In less than 6 months, the teams worked together to launch Centauri. 

The name was inspired by the Centauri star system made up of some of the brightest stars in the sky. The logo represents the company; a group of brilliant minds composing a star system, brought together by the gravity of the mission to form this C shape as seen in the logo:

The new name and brand were crucial to showcasing the “stronger together” mentality of merging big players in the A&D sector. The rebrand was so effective that within just a year, KBR acquired Centauri, significantly expanding its military space, defense modernization, and cyber solutions portfolio. For more on this successful rebrand, check out Bluetext’s Hall of Fame featuring Centauri. 

BlueHalo

Another Arlington Capital Partner acquisition consisting of AEgis Technologies, Applied Technology Associates, and Brilligent Solutions, looked to Bluetext to merge these powerhouse national-security teams together into one superior brand, BlueHalo. 

The name BlueHalo represents the unbroken global line that ensures the technical advantage in the most advanced battlespace. The logo embodies the name by featuring a blue swoosh shape that depicts in a clean but strong manner, a halo of protection. It also supports the company’s brand line, “Leading the Transformation of Modern Warfare”

Since the 2020 rebrand, BlueHalo has rapidly strengthened its leadership positions in Space, Cyber, AI/ML, Counter-UAS (c-Unmanned Aerial Systems), and Autonomous Systems, with multiple acquisitions in record time. For more, read about Bluetext and BlueHalo’s partnership or watch the powerful brand essence video that Bluetext created.

Tria

When another private equity firm, Sagewind Capital, acquired Federal Advisory

Partners, Universal Consulting Services, and FavorTech Consulting, Bluetext helped merge these top-performing companies into one stronger, unified brand – Tria Federal. 

The simple, punchy, and welcoming name, Tria, is the Greek word for three, representing the company’s commitment to 3 pillars of service:

  • Service to Clients
  • Service to Colleagues
  • Service to Communities

The logo embodies these 3 pillars through approachable and patriotic brand application as a nod to its federal government audience as being the partner of choice in the path to possible. See more about Bluetext and Tria’s work together here. 

Axient

Following a series of promising mergers and acquisitions from Private Equity firm Sagewind Capital, QuantiTech came to Bluetext for expertise and strategy to consolidate legacy companies into a new brand name and identity. Axient became the new corporate name to unite offerings & employees under one mission-driven, innovative narrative. 

With a new name and logo design, the Axient brand identity was developed to visually encompass the value of the newly merged company. Sharp angles were intended to symbolize Axient’s cutting-edge expertise while the orbital curves showcase the full-spectrum lifecycle support offered to customers to “accelerate possible”. Watch the visual identity and mission come to life through the brand essence video and learn more about the work Bluetext and Axient completed together. 

If you’re looking to revamp your company’s name and/or corporate image, connect with Bluetext, the top DC government contracting and aerospace marketing firm, to ensure you get the most out of your marketing efforts.

Digital transformation creates challenges and opportunities for B2G marketing leaders seeking to sell to government agencies. The appetite for digitization of citizen services accelerated during the pandemic as agencies recognized a more intense need to transform communications and engage with citizens. At the same time, the DoD moved forward with a digital-forward strategy to guide the industry on how to best deliver transformative technologies.

B2G brands competitively positioning themselves to pursue and capture digital transformation-driven contract opportunities benefit from a smart, holistic public relations program aligned with the pace at which agencies are evaluating, adopting, and deploying new technologies.

So much of Bluetext’s PR and marketing work with government contractors and IT providers involves a keen understanding of how government buyers evaluate, procure and deploy technologies and services – and the messages that resonate most with them. For B2G marketers creating PR programs that tap into public sector digital transformation, there are a few key considerations:

Agencies Don’t Transform Overnight

Less than one in ten (7%) government leader respondents in an EY 2022 report said they believe their organization has achieved its digital transformation goals. This doesn’t mean that digital transformation isn’t moving forward but serves as a gut check that B2G brands must stay attuned to the pace of change.

The tricky balance for B2G CMOs is to effectively communicate how their products, technologies, and services can future-proof agencies while acknowledging that legacy technology investments cannot be unwound overnight. In other words, media coverage and thought leadership cannot ignore where agencies are today.

Similarly, there are nuances to digital transformation messaging, for example when it comes to workforce automation. PR may be required to address the fact that, among government workforces, transformation can create uncertainty. Artificial Intelligence and automation can equate to fears of employees being replaced. If B2G brands leave it up to the agency customer to overcome workforce resistance to new technologies, adoption can be slowed and contract opportunities will dwindle.

Match Thought Leadership To Right Hype Cycle

There are perils to spinning wheels on Gartner Hype Cycle™ “Innovation Trigger” technologies that may be garnering media coverage but are years away from commercial viability. The “Innovation Trigger” hype cycle phase refers to when “A potential technology breakthrough kicks things off. Early proof-of-concept stories and media interest trigger significant publicity. Often no usable products exist and commercial viability is unproven.”

In the 2022 Gartner Digital Government Services Hype Cycle, the research firm identifies technologies such as Metaverse, immersive meetings, and influence engineering and machine customers that are years if not decades away from reaching a plateau.

In the same way that CIOs need to keep their eyes on potentially transformative technologies and practices that are years from widespread adoption – and start developing positions on these trends – marketers must think about how best to associate their brands with these emerging technologies. Thought leadership programs are a good place to start.

We work with B2G brands that face diverse challenges on the sales side. For some, they may be an established, credible brand seeking to sell a product or technology their brand isn’t traditionally associated with. This could be a result of mergers and acquisitions that have unlocked new product portfolios and capabilities. In other cases, behemoth brands are being challenged by nimble, upstarts perceived to have more cutting-edge solutions. Hundreds of challenger brands have turned to Bluetext for PR services to help provide air cover for the sales team – so that they aren’t spending half the meeting establishing credibility and can just sell based on merits.

Finally, disruptor technologies can create sufficient confusion to paralyze the buying process. Thought leadership can educate target markets to prevent this from occurring. Case in point: ChatGPT, which is spinning the heads of marketers and communications professionals across all industries. If you provide automation technologies to the public sector, agency decision-makers may wonder if a costly solution will be rendered obsolete by ChatGPT in 12-18 months and decide to wait it out. More likely, ChatGPT can be used to augment a solution, but buyers will never know that without effective earned and paid content campaigns.

Thought leadership programs are an effective way for B2G marketers to:

  • Start associating your brand with trends and technologies that you will be offering in the near future without creating headaches for the sales team by sending traffic to a source with no product
  • Educate the market on pain points that your solution will address, so that when you do launch the value proposition has been established
  • Build up a Subject Matter Expert (SME) program with experts who can become sources on these technologies for journalists or generate interest from conference organizers

Data-Driven PR Can Make Or Break The Transformation Case

B2G brands often sit on access to PR-valuable data that is untapped for various reasons. Are state and local government leaders tapping AI to deliver citizen services? Will federal healthcare leaders increase their spending on data analytics in the upcoming fiscal year? There are external entities that track some of this data, and there is always the option to drop $25,000 on a research firm to create a survey vehicle. But most firms have built valuable mechanisms to reach customers and prospects via email and other channels, and there are seamless, non-intrusive approaches to acquiring market data that can be used to anchor PR initiatives (media pitches, bylines, social media posts, etc.).

The value of the data is to gain a stronger foothold on where your customers and prospects are as it relates to digital transformation. Leveraging that data for media pitches, byline articles and social media strengthens the business case that there is a need and appetite for your technologies.

Get Creative Telling Customer Stories

From a PR and marketing perspective, it isn’t the word of the B2G brand that will have the greatest impact on an agency prospect – it is the voice of the customer. Because agencies moving forward with digital transformation want to see that what they want to do has been done before. That digital transformation is possible, that ROI is quantifiable and that investments are justifiable.

The problem? It can be extremely difficult to secure approval to publicize government customer stories through press releases, media coverage, website case stories or via social media. This is a common frustration our clients and prospects often mention right off the bat. Traditional methods of securing agency approval rarely work, which is why Bluetext deploys creative approaches to tell a customer story through award programs, events and other mechanisms.

If you would like to learn more about how to effectively create a B2G PR program that taps into public sector digital transformation, reach out to Bluetext at https://bluetext.com/contact-us/.

 

Finding Success in Public Sector PR

According to Fortune, Walmart is considered the largest company globally, with an annual budget of approximately $524 billion dollars. However, one entity dwarfs Walmart with a massive $1.5 trillion dollar budget – The Federal Government of the United States. Although many analysts predict a slump in procurement spending in 2022, the United States federal government is still the most lucrative and prized customer globally. 

Finding success in communicating with government customers is an area many companies fall short of due to a fundamental misunderstanding of the golden rule of the public sector: Communicating to the government is uniquely different from any other audience, whether it be businesses or consumers.

To navigate these unique waters, you need an experienced team that understands the government agency and worker from top to bottom and who works and breathes the ins and outs of the ever-changing and complex world of communicating with the public sector. Also, know that a true public sector communications professional is a rare breed. While some PR professionals have worked for a public sector client, there are painfully few that specialize in this area, and they are becoming harder and harder to find. 

Give it to the pros. You go to a doctor when you are sick. You seek a lawyer when needing legal advice. Even the military has special forces to handle the most difficult tasks. It is imperative to know when to seek the skills and guidance you need for a specialized task. The communications and networking landscape that is more complicated than ever, so don’t attempt to navigate it without qualified public relations guidance.

If you have a public sector division, you need a specialized team to support your engagement and communications efforts. It’s a lot like the intro to the 80’s TV show the A-Team. 

If you have a problem, and no one else can help, and if you can find them, maybe you need to hire. . . 

the Public Sector PR team.

Without having to get into any arguments on where Mr. T fits into the grand scheme of my symbolism, the important takeaway is simply this: a public sector PR team is a lean, highly-specialized group of professionals that will provide support and guidance for your organization to maximize success in the government space. Full Stop. 

Unique Needs of the Public Sector

Government agencies and the people that work within have uniquely different needs and offer challenges not seen in private sector businesses. They respond to their own language and terminologies – and traditional marketing buzzwords fall flat in the government sector. In order to engage and communicate effectively, your public sector PR program needs to speak to the distinct demands and needs of both the government official and their respective agencies’ core mission.

Simply inserting words like ‘federal’ and ‘government’ into your existing enterprise messaging is not going to cut it with government audiences. Government employees have their own language, with each agency having a distinct dialect with mandates, certification requirements, and other factors that dictate how they shape their needs as well as find vendors. Federal, state, local, and education entities each have needs and challenges you need to hand-tailor your approach, messaging, and engagement to truly resonate with these audiences.

By having a B2G Public Relations team, you gain the proficiency and experience required to establish your organization, brand, people, and offerings to the public sector customer in a manner that provides long-term stability and success. 

State, Local, and Education (SLED) PR

Much like federally public sector PR – state, local, and education comms require a specialized approach and methodology in order to educate, help drive leads, and raise awareness for your brand and services – often in multiple target regions. This is where your public sector PR team will also show extreme value in that SLED communication programs can be executed from any location, giving your organization both awareness and presence in multiple target areas without the need to have permanent ‘boots on the ground.’   

Why is this important now? Government contracting dollars and opportunities for state, local, and education (SLED) budgets have made a comeback in 2022, with states showing the largest annual spending increase in more than a decade and many reporting tremendous tax revenue growth from 2021. This, coupled with federal aid from the American Rescue Plan Act and the infrastructure bill, point to substantial opportunities with SLED entities – and the right PR and marketing strategy can help you take full advantage of these opportunities.


A public sector SLED team is specially equipped to handle multiple regions with different cultural, governmental, and social norms to help you project an expansive market footprint for your brand and expertise in mission-critical areas. Whether it’s in Houston, Texas, or Fairbanks, Alaska, a strategic SLED PR campaign will help establish your presence where you need it.    

Public Sector PR Expertise

Public sector teams, their missions, and definitions of success come in all shapes and sizes, many times wholly different from the rest of the business – and your communications program and PR team need to as well.  

I can’t tell you how many times I’ve heard, ‘I can just use my corporate communications team to handle public sector comms.’ The response to this is a simple question – ‘Are you using your corporate sales team to sell into the public sector?’ Of course not; you need your sales team to know your customer base and the specifics of the marketplace – so you have a team that specializes in the public sector customer. Your organization is making a strategic investment to go after government customers, and that investment should include communications that specializes (just as much as your sales team) in that customer space. While your in-house comms team or corporate agency might be able to help get you started, these efforts will only be table stakes if you don’t have a team that truly understands the federal, state, local, and education sectors. 

There are countless unique differences between the public sector and business/consumer corporate communications. Understanding sales cycles, trends that will gain traction, how social media works in the government space, and how to most effectively engage the people who are going to help make a difference in your public sector strategy are just some of the key differences and capabilities a public sector PR team will bring to your team to help drive success.     

Measuring Success for Public Sector PR

Historically, measuring PR success has always presented challenges, and traditional means of measurement are not conducive to adequately measuring or portraying success in the public sector. Most companies rely on measuring PR efforts directly back to sales, which in the public sector is a tough row to hoe. Our public sector teams are adept at benchmarking and measuring the metrics that count the most in the public sector.

They have the ability to measure web traffic, inbound leads from content and social media, the share of voice, and qualitative comments from customers and partners – data points your team can rely on to justify and optimize your public sector engagement and confidently measure your public sector PR success. 

Find Your Public Sector PR Team

You are now asking yourself – where can I find highly specialized public sector communications professionals to support my needs? Regardless of the size of your company or government division, Bluetext can help you establish, engage and scale your communications to the public sector and get the most out of your communication efforts! Contact Bluetext to help your organization drive B2G brand awareness and lead generation through public relations.

Where is the next great opportunity for your business? Well, government agencies for one. According to USAspending.gov, approximately five trillion dollars is being allocated to government agencies in Fiscal Year 2021, with over $1 trillion going to Health and Human Services alone. These agencies are growing, and their needs for hardware, software, and services are increasing along with them. 

If you are already marketing to “the government,” you understand that winning government contracts is a long sales cycle. The opportunity-to-award process might be 90 days on average, but the lead-up to those 90 days is a critical period where the deal is won or lost. During those 90 days, all data gathering and relationship-building you have done over the previous 2-5 years comes to fruition. So what exactly sets the winning businesses apart? Memorability. Government contracting is a long game, built on endurance. After many years of B2G marketing experience, Bluetext is here to break down what gets your foot in the door and sustains success in business to government marketing.

Division of time between positioning your company for success with government agencies and bidding on specific contract awards.

Winning government contracts is not as simple as pointing your existing sales and marketing engine at a new target. “The government” is not a monolithic entity, and even “the agency” needs to be treated with more nuance: It is composed of dozens of sub-entities that make independent decisions based on independent decision criteria. In enterprise sales, winning over a single decision-maker can often close the deal. In government contracts, groups of stakeholders across the agency influence which business wins the contract, even if a single decision-maker completes the signs off. So instead of persuading a single stakeholder, B2G companies are tasked with winning over multiple groups, at multiple different stages and occasions. Hence, why brand endurance is critical. 

Complicating matters further, traditional channels for establishing relationships with government agencies have been disrupted by the pandemic. Most in-person conferences and meetings will not occur this year, and some will remain online for the foreseeable future. Government stakeholders are more geographically distributed and digitally dependent than ever. 

The tides have shifted. Once an industry that operated in an isolated silo of its own rules, businesses seeking government contracts must adopt new, digital marketing initiatives to effectively position themselves.B2G companies should leverage the data-driven, digital marketing tools developed for B2C companies to segment and personalize their approach to agency stakeholders. B2G is too broad a term, and even business-to-agency (B2A) abstracts away from the customer understanding your company needs to have to win contracts consistently. A business-to-stakeholder (B2S) marketing approach is what your company needs to win consistently.

To succeed in data-driven B2S marketing, we explore:

  1. What success looks like in B2S
  2. The lifecycle of data-driven stakeholder cultivation
  3. The division of labor between internal departments for successful execution of that lifecycle.

Begin with the End Goal in Mind

Before we determine how to develop our marketing and sales pipeline, we need to define success. Agency leadership and stakeholders can frequently change, at a minimum, with every new government administration.

Therefore, we prioritize targets that will allow your company to evolve as agency priorities and decision-makers change. Your company must first make its impression as a strong, reputable industry player, whilst also remaining top of mind through consistent brand recognition and relevant thought leadership content. These are the characteristics of a successful B2A marketing approach:

  • Your company is considered a thought leader in the space where the agency is procuring products and services.
  • Government agency stakeholders regularly call your company to ask your opinion on upcoming agency initiatives, product and service specifications, RFPs, and contract awards. Occasionally, you are invited to co-craft the RFP in ways that position your company to win.
  • You are aware of the potential for shifting priorities months before those shifts occur.
  • Information on the priorities and interests of your agency stakeholders is filtering directly to your sales team, who pass relevant information to content creators, who are crafting bespoke campaigns that reach your contacts as related conversations occur internally at the agencies.
  • Business development staff follow up on that content with meaningful conversations with key stakeholders. Those conversations assure your agency contacts that your company is focused on their individual and organizational priorities.
  • You have both breadth and depth of relationships at the agency: deep relationships with key stakeholders and associations across the organization. A few people leaving the agency does not impact your company’s ability to retain the status and relationships described above.

Does your content dress the part? A sure sign of a reputable industry player is professionally branded collateral assets, such as Invictus

The Stakeholder Development Lifecycle

In order to accomplish those goals, start by treating the agency as a combination of individual stakeholders and stakeholder groups. Organize your company’s sales and marketing approach around the Stakeholder Development Lifecycle for B2A marketing, which includes:

  • Acquiring Stakeholder Contacts: Start with breadth. In order for your company to establish deep relationships in an agency, you need to acquire as many points of contact as possible. Target ads based on geolocation to get in front of as many relevant stakeholders as possible. Get their title, contact information, and social media presence. Build from there.
  • Monitoring Stakeholder Contacts: Capture social media posts, digital content interaction (with a privacy-first approach of course), conference attendance, and internal agency relationship information from contacts over time so that you can understand and target their needs, interests, and priorities.
  • Segmenting Stakeholder Contacts: Based on a contact’s position in the organization and their activities and expressed perspectives, segment them into groups that should be targeted and messaged together consistently.
  • Nurturing Stakeholder Contacts: Develop marketing, business development, and sales outreach that messages contacts according to their segment and the depth of their relationship with your company. Build a customer journey map that helps you identify what messages move contacts deeper into understanding your company’s value proposition and believing in it.
  • Fostering Stakeholder Promoters: Identify your company’s highest value and strongest promoting contacts as the champions your company needs to win individual contract awards. Prioritize according to how naturally the contact aligns with your company’s offerings and how important the contact is to your company’s long-term relationship with the agency.

Stakeholder Development Lifecycle for B2A Marketing

Considering Stakeholder Segments

Within each agency, there are groups of stakeholders with priorities that will govern how well your company competes in a given contract award.  The priorities of the agency can be efficiently stored within a single person’s head. But understanding the priorities of each stakeholder within each stakeholder group requires a data acquisition and data management approach that efficiently captures, aggregates, and generates insights about how your company is positioned with regard to that stakeholder group and the awards they oversee. 

To understand how stakeholder priorities can differ, we use an example company, CyberSample, selling cybersecurity solutions to the Department of Transportation (DoT). 

If CyberSample were to interface only with the DoT’s contract oversight and contract administration team, they would get a simplified and sanitized understanding of what governs the contract award. They would miss the critical details and priorities needed to assuage the concerns of each stakeholder group.

If they were to interface only with agency leadership or technology leadership, they would get a sense of broad organizational priorities and gain credibility from being introduced by internal power brokers. However, unless they leverage those introductions to dig deeper into specific needs surrounding an award, CyberSample’s team is unlikely to understand the tactical needs of technology implementers, users, or initiative leaders. 

Example stakeholder groups and their corresponding priorities for CyberSample are provided in the figure below.

CyberSample stakeholder segments and their priorities. Segments and priorities should be validated by marketing interactions, public discussions, and business development and sales conversations.

Within each agency and with regard to each industry vertical selling into the agency, there will be a different set of stakeholder groups that influence decision-making. Your first task is to gather the intelligence needed to identify, segment, and target each stakeholder group. Taking a card from the B2C marketing playbook, it’s very similar to traditional customer personas, focus groups, data collection and tracking. Businesses that open their minds to alternative digital marketing and outreach methods are putting themselves miles ahead of the competition.  This will allow you to move from a broad B2A approach to a more focused B2S methodology.

Executing on B2S Marketing with a Data-Driven Approach

For the approach described above to be successfully executed, each of your internal departments needs to coordinate. That coordination is built on a shared understanding of the agency landscape. A shared understanding requires a consistent and comprehensive approach to data collection, manipulation, and utilization.

Within the Contact Acquisition phase, your company’s Marketing and Content teams need to develop top-of-the-funnel landing pages, emails, webinars, white papers, and presentations that make agency contacts want to opt-in to a relationship with your company. Your Technology team needs to have the systems in place to capture customer interactions from your web properties and events, as well as to trigger intelligent outreach based on those interactions. Your Data team needs to clean and integrate the information captured from these interactions so that intelligence can filter back to Marketing, Content, Business Development, and Sales.

A summary of your company’s information needs is provided in the table below.

Once your company has acquired contacts and is actively monitoring activity, your Marketing, Content, and Business Development teams need to know what messages are resonating with agency stakeholders, and who are credible thought leaders through which to filter those messages. That provides the platform for new content development and for influencer marketing via the people who already have your stakeholders’ attention. 

Those messages also enable the Business Development team to schedule meetings and start having conversations with stakeholders about their individual priorities and the interaction between those priorities and the organization at large. Your company can surface conflicts between agency groups to discover how to navigate potential barriers to contract awards. 

Meanwhile, your Marketing team can deepen relationships with agency stakeholders through increasingly targeted messaging that moves those stakeholders closer to being promoters of your business. Your Product & Service team can ensure that your product or service value proposition is aligned with the priorities of each stakeholder group as you enter the RFP process. Your Business Development and Sales teams can focus on the individual needs of key stakeholders and customize your messaging to those stakeholders’ needs. 

It is the job of your Data team to ensure that each department has the intelligence they need, when and where they need it, to effectively cultivate those relationships and respond with well-honed sales and marketing messages. 

Below, we illustrate the division of labor between different departments throughout the Stakeholder Development Lifecycle.

Division of Labor Between Departments for the Stakeholder Development Lifecycle

With an improved strategic approach to B2A marketing, focusing directly on the stakeholders, and a commitment to building the infrastructure and processes to gather and interpret data about them, your company will be better positioned to win government contracts for many years to come. 

Centauri utilized Bluetext’s services to launch a new name, brand, and website following a merger. Their go-to-market strategy succeeded in winning new awards, company recruits, and even an acquisition from KBR. Check out how Bluetext has set up more brands for M&A success.

How Do I Get Started? 

For the approach described above to be successfully executed, each of your internal departments needs to coordinate. That coordination is built on a shared understanding of the landscape within the agency. A shared understanding requires a consistent and comprehensive approach to data collection, manipulation, and utilization.

The starting point depends on the maturity of your company, specifically in the Data and Marketing Teams.  For those with fully staffed teams that can execute, you can follow the plan outlined in this post.  

The Data Team holds responsibility for timely, reliable access to data to allow the MarCom Team to execute and your other teams to act on the results. If you are still attempting to develop the overall strategy and buy-in from departmental or executive leadership, or if you don’t have the confidence in the systems in place, Bluetext has several options to  help you move forward: 

  • Data Summit:  This workshop is customized to your specific requirements, but is designed to bring together stakeholders from the relevant departments to educate them on the goals of the initiative, gather input from various departments about any concerns or limitations, and move toward a consensus regarding the strategic approach that will improve your targeted marketing efforts.     
  • Data & Systems Assessment: For those who have made the decision to move forward with improved data-driven marketing, it is critical to have confidence in your data systems (reliability, scalability, and accessibility), data governance (security and policies), and ROI (time to value and budget).  Our assessment process addresses all of these aspects and culminates with the development and delivery of a Data Infrastructure and Capabilities Roadmap (DICR).  The DICR includes the findings of the assessment, strategic vision, proposed infrastructure solution, and an implementation plan (typically phased).

With the organizational buy-in in place, and you have the data and reliable systems in place,  but require assistance in execution in the marketing and content, working with industry-leading partners like Bluetext will allow you to start executing your strategy.    

Bluetext brings the marketing and business development expertise needed to elevate your targeting and messaging and brings the data expertise needed to make your web, marketing, sales, and business development data work for you. Reach out to start the conversation about how we can position your company to succeed with government agency marketing and business development.

This post is a collaborative effort with Ross Katz and our partners at CorrDyn, a data-driven consultancy that helps enable scalable growth. CorrDyn’s data expertise combined with Bluetext’s command of marketing provides an additional opportunity to segment and target in the B2G marketplace.

Where is the next great opportunity for your business? Well, government agencies for one. According to USAspending.gov, approximately five trillion dollars is being allocated to government agencies in Fiscal Year 2021, with over $1 trillion going to Health and Human Services alone. These agencies are growing, and their needs for hardware, software, and services are increasing along with them. 

If you are already marketing to “the government,” you understand that winning government contracts is a long sales cycle. The opportunity-to-award process might be 90 days on average, but the lead-up to those 90 days is a critical period where the deal is won or lost. During those 90 days, all data gathering and relationship-building you have done over the previous 2-5 years comes to fruition. So what exactly sets the winning businesses apart? Memorability. Government contracting is a long game, built on endurance. After many years of B2G marketing experience, Bluetext is here to break down what gets your foot in the door and sustains success in business to government marketing.

Division of time between positioning your company for success with government agencies and bidding on specific contract awards.

Winning government contracts is not as simple as pointing your existing sales and marketing engine at a new target. “The government” is not a monolithic entity, and even “the agency” needs to be treated with more nuance: It is composed of dozens of sub-entities that make independent decisions based on independent decision criteria. In enterprise sales, winning over a single decision-maker can often close the deal. In government contracts, groups of stakeholders across the agency influence which business wins the contract, even if a single decision-maker completes the signs off. So instead of persuading a single stakeholder, B2G companies are tasked with winning over multiple groups, at multiple different stages and occasions. Hence, why brand endurance is critical. 

Complicating matters further, traditional channels for establishing relationships with government agencies have been disrupted by the pandemic. Most in-person conferences and meetings will not occur this year, and some will remain online for the foreseeable future. Government stakeholders are more geographically distributed and digitally dependent than ever. 

The tides have shifted. Once an industry that operated in an isolated siloe of its own rules, business seeking government contracts must adopt new, digital marketing initiatives to effectively position themselves.B2G companies should leverage the data-driven, digital marketing tools developed for B2C companies to segment and personalize their approach to agency stakeholders. B2G is too broad a term, and even business-to-agency (B2A) abstracts away from the customer understanding your company needs to have to win contracts consistently. A business-to-stakeholder (B2S) marketing approach is what your company needs to win consistently.

To succeed in data-driven B2S marketing, we explore:

  1. What success looks like in B2S
  2. The lifecycle of data-driven stakeholder cultivation
  3. The division of labor between internal departments for successful execution of that lifecycle.

Begin with the End Goal in Mind

Before we determine how to develop our marketing and sales pipeline, we need to define success. Agency leadership and stakeholders can frequently change, at a minimum, with every new government administration.

Therefore, we prioritize targets that will allow your company to evolve as agency priorities and decision-makers change. Your company must first make its impression as a strong, reputable industry player, whilst also remaining top of mind through consistent brand recognition and relevant thought leadership content. These are the characteristics of a successful B2A marketing approach:

  • Your company is considered a thought leader in the space where the agency is procuring products and services.
  • Government agency stakeholders regularly call your company to ask your opinion on upcoming agency initiatives, product and service specifications, RFPs, and contract awards. Occasionally, you are invited to co-craft the RFP in ways that position your company to win.
  • You are aware of the potential for shifting priorities months before those shifts occur.
  • Information on the priorities and interests of your agency stakeholders is filtering directly to your sales team, who pass relevant information to content creators, who are crafting bespoke campaigns that reach your contacts as related conversations occur internally at the agencies.
  • Business development staff follow up on that content with meaningful conversations with key stakeholders. Those conversations assure your agency contacts that your company is focused on their individual and organizational priorities.
  • You have both breadth and depth of relationships at the agency: deep relationships with key stakeholders and associations across the organization. A few people leaving the agency does not impact your company’s ability to retain the status and relationships described above.

Does your content dress the part? A sure sign of a reputable industry player is professionally branded collateral assets, such as Invictus

The Stakeholder Development Lifecycle

In order to accomplish those goals, start by treating the agency as a combination of individual stakeholders and stakeholder groups. Organize your company’s sales and marketing approach around the Stakeholder Development Lifecycle for B2A marketing, which includes:

  • Acquiring Stakeholder Contacts: Start with breadth. In order for your company to establish deep relationships in an agency, you need to acquire as many points of contact as possible. Target ads based on geolocation to get in front of as many relevant stakeholders as possible. Get their title, contact information, and social media presence. Build from there.
  • Monitoring Stakeholder Contacts: Capture social media posts, digital content interaction (with a privacy-first approach of course), conference attendance, and internal agency relationship information from contacts over time so that you can understand and target their needs, interests, and priorities.
  • Segmenting Stakeholder Contacts: Based on a contact’s position in the organization and their activities and expressed perspectives, segment them into groups that should be targeted and messaged together consistently.
  • Nurturing Stakeholder Contacts: Develop marketing, business development, and sales outreach that messages contacts according to their segment and the depth of their relationship with your company. Build a customer journey map that helps you identify what messages move contacts deeper into understanding your company’s value proposition and believing in it.
  • Fostering Stakeholder Promoters: Identify your company’s highest value and strongest promoting contacts as the champions your company needs to win individual contract awards. Prioritize according to how naturally the contact aligns with your company’s offerings and how important the contact is to your company’s long-term relationship with the agency.

Stakeholder Development Lifecycle for B2A Marketing

Considering Stakeholder Segments

Within each agency, there are groups of stakeholders with priorities that will govern how well your company competes in a given contract award.  The priorities of the agency can be efficiently stored within a single person’s head. But understanding the priorities of each stakeholder within each stakeholder group requires a data acquisition and data management approach that efficiently captures, aggregates, and generates insights about how your company is positioned with regard to that stakeholder group and the awards they oversee. 

To understand how stakeholder priorities can differ, we use an example company, CyberSample, selling cybersecurity solutions to the Department of Transportation (DoT). 

If CyberSample were to interface only with the DoT’s contract oversight and contract administration team, they would get a simplified and sanitized understanding of what governs the contract award. They would miss the critical details and priorities needed to assuage the concerns of each stakeholder group.

If they were to interface only with agency leadership or technology leadership, they would get a sense of broad organizational priorities and gain credibility from being introduced by internal power brokers. However, unless they leverage those introductions to dig deeper into specific needs surrounding an award, CyberSample’s team is unlikely to understand the tactical needs of technology implementers, users, or initiative leaders. 

Example stakeholder groups and their corresponding priorities for CyberSample are provided in the figure below.

CyberSample stakeholder segments and their priorities. Segments and priorities should be validated by marketing interactions, public discussions, and business development and sales conversations.

Within each agency and with regard to each industry vertical selling into the agency, there will be a different set of stakeholder groups that influence decision-making. Your first task is to gather the intelligence needed to identify, segment, and target each stakeholder group. Taking a card from the B2C marketing playbook, it’s very similar to traditional customer personas, focus groups, data collection and tracking. Businesses that open their minds to alternative digital marketing and outreach methods are putting themselves miles ahead of the competition.  This will allow you to move from a broad B2A approach to a more focused B2S methodology.

Executing on B2S Marketing with a Data-Driven Approach

For the approach described above to be successfully executed, each of your internal departments needs to coordinate. That coordination is built on a shared understanding of the agency landscape. A shared understanding requires a consistent and comprehensive approach to data collection, manipulation, and utilization.

Within the Contact Acquisition phase, your company’s Marketing and Content teams need to develop top-of-the-funnel landing pages, emails, webinars, white papers, and presentations that make agency contacts want to opt-in to a relationship with your company. Your Technology team needs to have the systems in place to capture customer interactions from your web properties and events, as well as to trigger intelligent outreach based on those interactions. Your Data team needs to clean and integrate the information captured from these interactions so that intelligence can filter back to Marketing, Content, Business Development, and Sales.

A summary of your company’s information needs is provided in the table below.

Once your company has acquired contacts and is actively monitoring activity, your Marketing, Content, and Business Development teams need to know what messages are resonating with agency stakeholders, and who are credible thought leaders through which to filter those messages. That provides the platform for new content development and for influencer marketing via the people who already have your stakeholders’ attention. 

Those messages also enable the Business Development team to schedule meetings and start having conversations with stakeholders about their individual priorities and the interaction between those priorities and the organization at large. Your company can surface conflicts between agency groups to discover how to navigate potential barriers to contract awards. 

Meanwhile, your Marketing team can deepen relationships with agency stakeholders through increasingly targeted messaging that moves those stakeholders closer to being promoters of your business. Your Product & Service team can ensure that your product or service value proposition is aligned with the priorities of each stakeholder group as you enter the RFP process. Your Business Development and Sales teams can focus on the individual needs of key stakeholders and customize your messaging to those stakeholders’ needs. 

It is the job of your Data team to ensure that each department has the intelligence they need, when and where they need it, to effectively cultivate those relationships and respond with well-honed sales and marketing messages. 

Below, we illustrate the division of labor between different departments throughout the Stakeholder Development Lifecycle.

Division of Labor Between Departments for the Stakeholder Development Lifecycle

With an improved strategic approach to B2A marketing, focusing directly on the stakeholders, and a commitment to building the infrastructure and processes to gather and interpret data about them, your company will be better positioned to win government contracts for many years to come. We understand that building the Stakeholder Development Lifecycle from the ground up may be daunting, which is why Bluetext and CorrDyn are partnering to help B2A companies build the systems, processes, and brand assets needed to accelerate your path to agency contract awards.

Centauri utilized Bluetext’s services to launch a new name, brand, and website following a merger. Their go-to-market strategy succeeded in winning new awards, company recruits, and even an acquisition from KBR. Check out how Bluetext has set up more brands for M&A success.

How Do I Get Started? 

For the approach described above to be successfully executed, each of your internal departments needs to coordinate. That coordination is built on a shared understanding of the landscape within the agency. A shared understanding requires a consistent and comprehensive approach to data collection, manipulation, and utilization.

The starting point depends on the maturity of your company, specifically in the Data and Marketing Teams.  For those with fully staffed teams that can execute, you can follow the plan outlined in this post.  

The Data Team holds responsibility for timely, reliable access to data to allow the MarCom Team to execute and your other teams to act on the results. If you are still attempting to develop the overall strategy and buy-in from departmental or executive leadership, or if you don’t have the confidence in the systems in place, Bluetext and CorrDyn can help you move forward: 

  • Data Summit:  This workshop is customized to your specific requirements, but is designed to bring together stakeholders from the relevant departments to educate them on the goals of the initiative, gather input from various departments about any concerns or limitations, and move toward a consensus regarding the strategic approach that will improve your targeted marketing efforts.     
  • Data & Systems Assessment: For those who have made the decision to move forward with improved data-driven marketing, it is critical to have confidence in your data systems (reliability, scalability, and accessibility), data governance (security and policies), and ROI (time to value and budget).  Our assessment process addresses all of these aspects and culminates with the development and delivery of a Data Infrastructure and Capabilities Roadmap (DICR).  The DICR includes the findings of the assessment, strategic vision, proposed infrastructure solution, and an implementation plan (typically phased).

With the organizational buy-in in place, and you have the data and reliable systems in place,  but require assistance in execution in the marketing and content, working with industry-leading partners like Bluetext will allow you to start executing your strategy.    

Bluetext brings the marketing and business development expertise needed to elevate your targeting and messaging. CorrDyn brings the data expertise needed to make your web, marketing, sales, and business development data work for you. Reach out to start the conversation about how we can position your company to succeed with government agency marketing and business development.