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Atricle Dump - Flip-Flops In The White House: A Parable For Contracting Failure
As human beings are advancing day by day the world is squeezing or shrinking. It is not just easy for the humans to commute from one part of the world to another but also to send the goods or packages from place to place. Shipping thus perhaps stands as one of the best way to shift one’s cargo.Shipping is meant for all sorts of goods preferably the heavy, immovable ones, which cannot be easily moved like machines, household goods, vehicles etc. These goods are safely packed in large picked up from one’s place through lifts and safely packed in containers. A container is a huge box of metal. There are a variety of sizes of containers or
Your bid package or proposal is on time but incomplete.
You think the contracting officer does not know the best solution, so you propose something outside the scope of the bid.
You send unsolicited faxes.
You send out mass emails to purchased lists.
You expect the procurement officer to give you special attention or information.
You complete the bid package after the due date.
You make demanding phone calls.
You send “free samples” or other items to your prospects exceeding the accepted dollar value.
For people considering market research, a point that often trips them up is the difference between qualitative and quantitative market research. Unfortunately, there are such important distinctions between those two types of research methodologies that it’s difficult to consider the pros and cons of conducting market research until those differences are made clear. That’s the goal of this article.I know that it’s stating the obvious, but the terms really are made much easier by remembering their root words – quantitative market research measures the quantity of respondents who feel or act in a certain way. While qualitative mark
A photo of Northwestern University's national championship women's lacrosse team, taken during the athletes' recent visit to the White House, shows most of the nine women in the front row wearing flip-flop sandals along with their dresses and skirts. This created a flip-flop flap.
The entire flip-flop flap is based upon presenting oneself in the appropriate manner to suit the audience. Yes, the young women were inexperienced in dressing to meet the President, but their mistake was in using their own judgment based upon acceptable dress in situations they normally experience. They failed to look at the acceptable dress from the point of having an audience with the President of the United States at the White House.
What can flip-flops (the shoes, not the political posturing) possibly have to do with government procurement contracting practices? And how do they relate to failure at procurement contracting?
Everyday, businesses large and small, well-established and brand new, try to open the door to doing business with the government, but they are in reality “wearing flip-flops.” The successful contractors have understood what is appropriate and what is not. When government procurement personnel and end-users see how the company presents itself, they make a snap decision to open or shut the door, literally and figuratively.
What are some of the specific situations that will slam the door right in your face?
Let’s take a look at common situations and how they rate in the flip-flop rating system below. While this is a light-hearted look, the message cannot be more serious. Pay attention or risk closing the door on yourself!
Rating system:
3 flip-flops:
The worst you can do. Essentially guarantees you failure at government contracting.
2 flip-flops:
Claiming ignorance is no excuse, you must react quickly to turn this around.
1 flip-flop:
Irritating but forgivable.
3 Flip-flops: The worst you can do. Essentially guarantees you failure at government contracting.
You have no web site.
Your web site is “under construction”.
Your email is @hotmail, gmail or some other free service.
You do not clearly understand how the agency’s mission is related to your products or services.
Your Capability Statement or Statement of Core Competencies is 30 pages of self-congratulations.
Your bid package or proposal is on time but incomplete.
You think the contracting officer does not know the best solution, so you propose something outside the scope of the bid.
You send unsolicited faxes.
You send out mass emails to purchased lists.
You expect the procurement officer to give you special attention or information.
You complete the bid package after the due date.
You make demanding phone calls.
You send “free samples” or other items to your prospects exceeding the accepted dollar value.
Many executives have documents that are of a sensitive nature and should be keep somewhere secure. Depending on what type of office you have your needs for a safe will change. If you have an office that you are planning on being in for a long time you can have a wall safe installed. You should have a contractor come out to your office and install the safe. They will be able to secure it the studs so that it can't be forced out of the wall. If you are looking at a more temporary office solution you should explore the options of having a standing safe brought in. There are several different types including electronic keypad, dial and key locks. It
What can flip-flops (the shoes, not the political posturing) possibly have to do with government procurement contracting practices? And how do they relate to failure at procurement contracting?
Everyday, businesses large and small, well-established and brand new, try to open the door to doing business with the government, but they are in reality “wearing flip-flops.” The successful contractors have understood what is appropriate and what is not. When government procurement personnel and end-users see how the company presents itself, they make a snap decision to open or shut the door, literally and figuratively.
What are some of the specific situations that will slam the door right in your face?
Let’s take a look at common situations and how they rate in the flip-flop rating system below. While this is a light-hearted look, the message cannot be more serious. Pay attention or risk closing the door on yourself!
Rating system:
3 flip-flops:
The worst you can do. Essentially guarantees you failure at government contracting.
2 flip-flops:
Claiming ignorance is no excuse, you must react quickly to turn this around.
1 flip-flop:
Irritating but forgivable.
3 Flip-flops: The worst you can do. Essentially guarantees you failure at government contracting.
You have no web site.
Your web site is “under construction”.
Your email is @hotmail, gmail or some other free service.
You do not clearly understand how the agency’s mission is related to your products or services.
Your Capability Statement or Statement of Core Competencies is 30 pages of self-congratulations.
Your bid package or proposal is on time but incomplete.
You think the contracting officer does not know the best solution, so you propose something outside the scope of the bid.
You send unsolicited faxes.
You send out mass emails to purchased lists.
You expect the procurement officer to give you special attention or information.
You complete the bid package after the due date.
You make demanding phone calls.
You send “free samples” or other items to your prospects exceeding the accepted dollar value.
The number of women owned businesses in the US increased by 43 per cent between 1997 and 2006, almost double that of all businesses. In the UK, about 20,500 new businesses were started by women in the first quarter of 2006, an increase of more than 30 per cent from the same quarter last year. The rising trend in women starting their businesses is a worldwide phenomenon.According to a study by three prominent women's business organizations the National Foundation for Women Business Owners (NFWBO), Catalyst, and The Committee of 200, women who launch their businesses are primarily inspired by an entrepreneurial idea. Entrepreneurship offers what is appropriate and what is not. When government procurement personnel and end-users see how the company presents itself, they make a snap decision to open or shut the door, literally and figuratively.
What are some of the specific situations that will slam the door right in your face?
Let’s take a look at common situations and how they rate in the flip-flop rating system below. While this is a light-hearted look, the message cannot be more serious. Pay attention or risk closing the door on yourself!
Rating system:
3 flip-flops:
The worst you can do. Essentially guarantees you failure at government contracting.
2 flip-flops:
Claiming ignorance is no excuse, you must react quickly to turn this around.
1 flip-flop:
Irritating but forgivable.
3 Flip-flops: The worst you can do. Essentially guarantees you failure at government contracting.
You have no web site.
Your web site is “under construction”.
Your email is @hotmail, gmail or some other free service.
You do not clearly understand how the agency’s mission is related to your products or services.
Your Capability Statement or Statement of Core Competencies is 30 pages of self-congratulations.
Your bid package or proposal is on time but incomplete.
You think the contracting officer does not know the best solution, so you propose something outside the scope of the bid.
You send unsolicited faxes.
You send out mass emails to purchased lists.
You expect the procurement officer to give you special attention or information.
You complete the bid package after the due date.
You make demanding phone calls.
You send “free samples” or other items to your prospects exceeding the accepted dollar value.
The following article is an excerpt from the free online course "Using Finance & Accounting in Your Small Business".When you learn something new like accounting concepts and terms, it helps to create links between what you know and what you are trying to learn. In some ways, it is like learning a second language and decoding the new word is part of the learning process. For example, trying to translate the Spanish word necesario you might brainstorm with necessary - and you would be right. How about blanco? Blanco is like blank which is like white. So, blanco is Spanish for the color white.Try to make some logical connections lly guarantees you failure at government contracting.
2 flip-flops:
Claiming ignorance is no excuse, you must react quickly to turn this around.
1 flip-flop:
Irritating but forgivable.
3 Flip-flops: The worst you can do. Essentially guarantees you failure at government contracting.
You have no web site.
Your web site is “under construction”.
Your email is @hotmail, gmail or some other free service.
You do not clearly understand how the agency’s mission is related to your products or services.
Your Capability Statement or Statement of Core Competencies is 30 pages of self-congratulations.
Your bid package or proposal is on time but incomplete.
You think the contracting officer does not know the best solution, so you propose something outside the scope of the bid.
You send unsolicited faxes.
You send out mass emails to purchased lists.
You expect the procurement officer to give you special attention or information.
You complete the bid package after the due date.
You make demanding phone calls.
You send “free samples” or other items to your prospects exceeding the accepted dollar value.
A recent statistical overview presented by Eurostat , the central statistics office of the European union, presented an overview about the differences in the working week between the various member states of the European Union.According to these statistics, the Spanish working week is -- with an average of 38.2 hours -- amongst the highest of the European Union, only the eastern countries (like Poland and Lithuanian, etc) and Greece (39.4) have a higher working week. The average working week for the member states was calculated to be 36.3. (http://www.elpais.es/ articulo/elpporsoc/20060807 elpepisoc_1/Tes/espa%C3%B1oles/est%C3f Core Competencies is 30 pages of self-congratulations.
Your bid package or proposal is on time but incomplete.
You think the contracting officer does not know the best solution, so you propose something outside the scope of the bid.
You send unsolicited faxes.
You send out mass emails to purchased lists.
You expect the procurement officer to give you special attention or information.
You complete the bid package after the due date.
You make demanding phone calls.
You send “free samples” or other items to your prospects exceeding the accepted dollar value.
2 flip-flops: Claiming ignorance is no excuse, you must react quickly to turn this around.
Your web site has no mention of your government contracting expertise or focus.
Your web site has flash animation on the home page.
Your email name is not business-oriented. Ex: hotfrank@something.com or shadylady@somethingelse.com.
Your email is at a non-business domain (@comcast, @netscape, @earthlink).
Your domain name bears no relation to your business name.
Your Capability Statement is not specifically geared toward the agencies specific needs.
Your Capability Statement includes outdated information. You have an AOL email account, period.
You expect the Small or Minority Business Liaison to do your work for you.
You expect respect and trust right away, without taking the time and effort to build a relationship based on experience and dedication.
You bid low in order to get the work while hoping to make up for it on other jobs.
Now that you have the certification (8a, SDVOB, etc) you expect business to fall into your lap.
Now that you have a GSA Schedule, you expect instant contracts.
You push your “certification” before establishing the fact that you can help that buyer or agency with their mission.
1 flip-flop: Irritating but forgivable
Your web site one and only page is very, very long.
Your web site uses American flags and other symbols inappropriately.
You leave repeated phone calls, showing your irritation when you do not get an immediate call back.
You jump right into a pitch as soon as a live person answers the phone without asking if they are the person to whom you should be speaking.
You send one direct mail piece to lots of people and expect to get immediate orders.
You apply the same processes used in the corporate market to the government market.
If you see yourself committing any of these mistakes, you can mitigate the damage by making immediate changes to your current strategies. Learn from your mistakes, turn them around and plan for future contracting success.
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