Marketing to the Government
How to communicate and market to the government
Good Day Folks 👋
If you’ve ever wondered why some contractors thrive in government while others struggle to gain traction, this one’s for you. Today, we’re taking a deeper look at what makes selling to the government unique and some actions you can take to improve your marketing.
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Private firms often keep their purchasing decisions under wraps in the commercial world. In government contracting, though, the transparency is built in. Contracts are publicly listed, the awarded values are out in the open, and the buying agencies are a matter of public record. This means you can study real-world data to focus your marketing strategy.
Beyond the data, it’s still about people. Federal agencies may adhere to rules like the FAR, but human relationships and trust play a significant role in who wins and who doesn’t. Contracting officers and program managers look for partners who understand the agency’s mission, can solve their problems, and consistently deliver on time. Showcasing genuine comprehension of an agency’s goals—plus a track record to back it up—goes a long way!
Reputation Matters…
Every interaction with an agency contributes to how they perceive your business. In the commercial sector, a few unhappy clients might leave bad reviews, but in government contracting, their impressions can appear in performance records and, most definitely, word of mouth. The government is large, but reputation spreads fast. You’ll find it easier to land future opportunities if you consistently exceed expectations. If you drop the ball without taking corrective measures, that can linger in your file and hinder future contract opportunities.
Communication with the contracting team is essential to building a good reputation. When you sense a project veering off course—maybe deadlines are at risk or new requirements pop up—get in front of it immediately. Be open and transparent about the issue, and do not hide problems from the contracting team.
It’s equally important to keep records of these efforts. A paper trail of your responsiveness and solutions can make a difference if questions arise later. Any interaction with a government official should be documented, even just a phone call or email.
Pro tip: The aspect of records-keeping is crucial in government interactions.
Focusing on the Right Market Segments
Many contractors rely on North American Industry Classification System (NAICS) codes to define what they do, but NAICS can be broad and often includes services you don’t provide. It’s better to zero in on your true strengths. Then, refine your search by looking at Product Service Codes (PSCs), which can be much more specific. The government buys an enormous variety of products and services, but no single company can be an expert in all of them. Specializing in a narrow set of PSCs helps you master a particular market corner, making you more attractive to the agencies looking for real expertise.
NAICS deals with the classification of businesses by their primary activities
PSC is strictly for government procurement
The NAICS and PSC codes should be translated directly into your website (government-facing part) and marking materials.
Once you’ve identified the PSCs that match your most substantial offerings, you can research which agencies are buying those services and their budget levels. Over time, you’ll understand where real opportunities exist and where competition is too fierce or thin to make sense. This focus also makes it easier to craft messaging that speaks directly to an agency’s needs rather than using a scattershot approach that tries to cover everything.
Specific targeting is the name of the game here.
Strategies for Effective Outreach
Building relationships with government decision-makers is often a long game, sometimes tedious and frustrating. Government officials are notoriously out of office, and each agency structures itself differently, making identifying the proper person difficult. Also, officials can be rude, pompous, egotistical, or, in many cases, totally incompetent at what they do. Then there is the government language problem, understanding hundreds of acronyms, contracting lingo, and the responsibilities and titles of each government official. This part takes time and has a steep learning curve.
Before any outreach, make sure you look at each agency’s website, look for their small business office, and check for any mention of contracting teams or organizational charts. Often, this information is all public if you know where to look.
Cold emails are often ignored, so it helps to warm those up with referrals, phone calls, and in-person conversations (if possible). One of the favorite questions, even within the government, is “Did you see my email,” which says a lot about how it operates internally.
Attend online or in-person events where federal buyers discuss upcoming requirements or challenges they’re facing. Take part in small business networking sessions, industry days, or local contracting workshops where available.
Social media—particularly LinkedIn—can be a surprisingly effective tool for outreach, but again, you need to understand the titles and responsibilities of the people you search for. If you do connect online, keep the conversation professional and solution-focused. A short introduction highlighting your niche is typically more welcome than a lengthy sales pitch. Do your best to get the person's number or email, and try to set up a “quick” phone call or, even better, an in-person meeting.
Traveling to every event for in-person meetings will drain your resources, so choose the ones most relevant to your specialty. If, for instance, you specialize in IT solutions, look for conferences or panels that specifically address federal technology initiatives. If construction is your game, look for procurement workshops and trade shows that cater to facility management or public works. These events often provide an opportunity to meet face-to-face with government reps who may remember you later when a contract need arises.
The goal is to insert your business in as many places as possible and offer direct solutions to the requested problems.
Teaming and Subcontracting
If you’re still establishing your presence, working under a more experienced prime contractor can be the solution you need. By focusing on a segment of the work where you excel, you can build on past commercial performance with less overall risk. Primes often look for niche players who can round out a proposal, especially when specific skill sets or small-business certifications are required.
Before jumping into a teaming arrangement, it’s essential to research the prime’s track record and business culture. A partner with poor performance scores or clashing values can undermine you and reflect poorly on your performance reviews. On the flip side, partnering with a reputable prime can accelerate your learning curve in navigating RFPs, compliance requirements, and project management specific to government contracts.
Pro-Tip: A prime contractor who is experienced and understands the bidding process is worth their weight in gold. Ultimately, this is what you are searching for.
As you grow, you can shift from subcontracting roles to leading your prime bids. Keep in mind—some successful companies thrive primarily as subcontractors, finding consistent, lucrative work by partnering with trusted primes on larger efforts. This is a legitimate strategy.
Keep in mind that your set-aside status will be valuable when partnering with prime vendors. However, don’t be the guy flashing this to the contracting team when you first meet them. List your set-aside status on your marketing and pitch deck, but do not use it as an angle in conversation to get opportunities! Contractors who do this are made fun of behind closed doors.
Navigating a Hybrid Environment
Over the past few years, we’ve seen a surge in virtual engagements; the government space is no exception. Online industry days, Zoom pitches, and digital Q&A sessions can save travel costs and allow for quick initial contact but are less effective than real meetings. Don’t underestimate the power of an occasional in-person visit. Meeting face-to-face, even briefly, can make your company stand out from competitors. This is basic human psychology and probably the fastest way to be remembered and earn trust.
Keep your business (and your company’s value) in front of government contacts through email follow-ups, LinkedIn updates, or short reminders that you’re available for consultations. Then, when there’s a high-potential opportunity—like a new RFP you’ve been following—consider planning an in-person meeting if feasible. When you demonstrate that you’re both accessible digitally and willing to meet in person, you create a more complete impression of reliability and trustworthiness.
Three Levels of Marketing Efforts
Some business owners jump into government contracting without a plan, so don’t be those people. It might help to think of your efforts in stages. Starting with the most basic steps, moving into intermediate methods, and eventually tackling more advanced strategies can give you a roadmap to follow without overwhelming yourself.
Getting Your Feet Wet:
If you’re brand new, begin by registering on sam.gov and creating a simple but compelling capability statement, update your website, and make a marketing slideshow or brochure. Focus on demonstrating your private company's successes if you have no work record with the government. Emphasize your core services and any relevant commercial experience, and get familiar with fundamental resources like local procurement technical assistance centers (PTACs or APEX Accelerators).
For instance, a small IT firm might compile a single-page overview describing software maintenance and security patching services and then share it with local agencies or prime contractors. Even if no immediate contracts arise, you’re setting the groundwork for future opportunities.
Establishing Your Presence:
Once you understand the basic bidding process, refine your approach by zeroing in on PSC codes and using tools like FPDS to track recent awards in your niche. Identify the top agencies that routinely purchase what you sell and contact their small business offices. This is also the stage to consider small-scale teaming. Find prime and subcontractors in your area who have work experience and meet with them, build a relationship, and find where they need help.
A logistics company, for example, might discover that a specific local agency regularly outsources courier services; contacting a prime with an existing contract can open subcontracting options and help you build credibility.
Expanding and Diversifying:
If you already have some government contracts under your belt, it may be time for larger moves. Explore mentor-protégé programs, multi-year IDIQ contracts, and more complex RFPs. You can also look into forming joint ventures if you have enough bandwidth to manage bigger prime contracts. Brand-building becomes vital at this level. You might host webinars or publish white papers to showcase your thought leadership.
For example, a cybersecurity firm that teams up with a cloud-storage specialist to deliver a more robust solution on a multi-year IDIQ. These advanced plays can substantially boost both revenue and reputation.
Putting It All Together
Government contracting success often boils down to strong positioning, steady relationship-building, and an unshakeable focus on quality delivery. While the market is vast, pursuing too many directions at once can dilute your efforts. By pinpointing the agencies, PSC codes, and teaming opportunities that fit your business best, you can channel your time and resources where they matter most.
Remember that every contract you take on—big or small—is a chance to strengthen your reputation. Provide reliable work, address setbacks proactively, and communicate openly with stakeholders. Over time, your track record becomes a powerful asset that sets you apart from competitors who haven’t invested in those fundamentals.
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Happy hunting!