Keep Sold Strategy

So You Won a Big Government Contract…

Although it is probably a significant win for your company, the challenge of keeping the program sold is real and immediate. Your competitors and industry special interests will start to question the risk of potential cost increases, system capability and fit for purpose, etc. Proponents of other designs, those advocating different solutions, and other detractors and industry special interests who would have benefitted had the award gone another way will continue to lobby for an alternative to the government customer’s decision.

Several notable historical defense programs have been cancelled after a contract was awarded, often from issues like escalating costs, technological challenges, changing strategic priorities, or political pressure. Here are some examples:

  • Strategic Defense Initiative (SDI): Also known as “Star Wars,” an ambitious program which aimed to develop advanced missile defense systems, but faced significant technical hurdles and was eventually scaled back significantly after initial contract awards.
  • F-22 Raptor: An advanced stealth fighter program cancelled after a production run due to high costs and the development of the more versatile F-35 fighter.
  • Zumwalt-class destroyer: A new class of destroyer that was partially cancelled due to cost overruns and concerns about its primary weapon system.
  • Comanche helicopter: Designed as a next-generation attack helicopter, the program was cancelled due to cost issues and the decision to upgrade existing helicopter fleets.
  • Sentinel ICBM: A proposed new intercontinental ballistic missile program that was cancelled due to concerns about cost overruns and schedule delays.

Keeping It Sold

Working closely with the program team and leadership, we assist you in building out a robust keep sold campaign as your organization progresses through contract delivery. Our “Keep Sold” solution supports you in the following areas:

  • Stakeholder Analysis and Mapping
  • Media Analysis
  • Communications Plan

Stakeholder Analysis and Mapping

We will help you drive program success through methodical stakeholder analysis, identifying centers of influence—individuals and organizations—to provide a map for constitute engagement.

We incrementally build a comprehensive influence map that identifies key program stakeholders. We further develop detailed stakeholder profiles for the most relevant constituents to support communications planning. This effort includes identification of connections between decision makers and influencers across stakeholder communities as a foundation to effective targeting and engagement.

Used as part of our opportunity capture process, you can learn more about our Stakeholder Analysis and Mapping solution by clicking here.

Media Analysis

We monitor and review ongoing messages about the program across a range of constituents—detractors, supporters, neutral parties—to assess the volume, quality, and impact of messaging. This analysis enables you to identify and target relevant messages, and to dampen or amplify, depending on the message. Although media analysis is an ongoing task, we have a process and con-duct the analysis for eight weeks, including:

  1. Identifying known and emergent adversaries to support targeted counter-messaging and/or preemptive messaging
  2. Evaluating consistency of supporter messaging to facilitate keeping supporters and allies on message across stakeholders
  3. Assessing volume, type, and quality of products being produced in support or opposition of the program and your company:
Press analysis
  1. A weekly news scan reflecting the most pertinent articles related to the program along with brief synopsis of the key points and issues:
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Communications Plan

After determining constituent-specific issues and their potential impact on your goals and aspirations, we identify relevant organizations and/or individuals with power or influence over those issues. Using these insights, we:

  1. Create a stakeholder outreach timeline
  2. Select, constituent specific keep sold messages
  3. Develop metrics to assess efficacy of messages and messengers

We development select communications products (e.g., point papers, event/constituent-specific presentations, key messages) to support your key responses with relevant stakeholders, supporters, and detractors.