Government & Public Sector

Write a cold email to a government or public sector buyer.

Context:
- Recipient: [NAME, TITLE]
- Agency/Department: [AGENCY NAME]
- Level: [FEDERAL / STATE / LOCAL]
- Mission: [WHAT THE AGENCY DOES]
- Signal: [BUDGET CYCLE / NEW INITIATIVE / MANDATE]
- My solution: [WHAT YOU SELL]
- Contract vehicle: [IF APPLICABLE - GSA, SEWP, etc.]

Government Email Rules:
- Reference their mission and public service
- Be aware of procurement rules and contract vehicles
- Understand fiscal year budget cycles
- Don't be pushy (they can't move fast even if they want to)
- Reference FedRAMP, StateRAMP, or relevant certifications
- Know the difference between end user and contracting officer

Government buyers care about: mission, compliance, security, taxpayer value.

Create approach for state/local government sales.

Context:
- Entity: [STATE AGENCY / COUNTY / CITY / SCHOOL DISTRICT]
- Department: [WHICH DEPARTMENT]
- My solution: [WHAT YOU SELL]
- Relevant state contracts: [WHICH ONES YOU'RE ON]

SLED differences from federal:
1. Shorter procurement cycles (usually)
2. Cooperative purchasing (NASPO, Sourcewell, TIPS)
3. More relationship-driven
4. Budget cycles vary by entity
5. Often piggyback on existing contracts
6. Smaller deals, higher volume

Entry strategies:
- State contract vehicles
- Cooperative purchasing agreements
- Piggyback clauses
- Direct relationships
- Reseller/partner network

Provide outreach templates and qualification questions.

Generate discovery questions for a government prospect.

Context:
- Prospect: [NAME, TITLE at AGENCY]
- Agency level: [FEDERAL / STATE / LOCAL]
- My product: [WHAT YOU SELL]
- Known initiative: [WHAT THEY'RE WORKING ON]

Government discovery categories:
1. Mission alignment (how this supports their mission)
2. Current solution and pain points
3. Budget and funding source (appropriated, grant, etc.)
4. Procurement path (RFP, sole source, contract vehicle)
5. Timeline and fiscal year considerations
6. Security and compliance requirements
7. Decision process (program office vs. IT vs. procurement)
8. Stakeholders (end users, CIO, CISO, contracting)

Government buying is complex - map the process early.

Help me respond to: "We'd need to put this out for competitive bid / go through procurement."

Context:
- My product: [WHAT YOU SELL]
- Agency: [AGENCY NAME AND LEVEL]
- Deal size: [APPROXIMATE VALUE]
- Contract vehicles we're on: [GSA, SEWP, STATE CONTRACTS, etc.]

This isn't an objection - it's reality. Help me:
1. Understand their procurement options
2. Identify applicable contract vehicles we're on
3. Ask about sole source thresholds
4. Offer to help with requirements definition
5. Position for the eventual RFP
6. Identify the contracting officer to build relationship

Never try to circumvent procurement - help them navigate it.

Position my compliance certifications for government.

Context:
- Agency: [AGENCY NAME]
- Data sensitivity: [PUBLIC / SENSITIVE / CLASSIFIED]
- Their requirements: [WHAT THEY'VE ASKED FOR]
- Our certifications: [FEDRAMP / SOC2 / FISMA / IL4/5 / ETC]
- Gaps: [WHAT WE DON'T HAVE]

Compliance positioning by level:
Federal Civilian:
- FedRAMP (Moderate/High)
- FISMA
- Section 508

DoD:
- IL4/IL5
- CMMC
- ITAR if applicable

State/Local:
- StateRAMP
- SOC 2
- State-specific requirements

For each certification:
- What it means
- What it covers
- How to verify
- If we're pursuing (with timeline)

Make compliance easy - provide documentation proactively.

Help me respond to a government RFP.

Context:
- Agency: [AGENCY NAME]
- RFP number: [IF APPLICABLE]
- Requirement summary: [WHAT THEY'RE BUYING]
- Evaluation criteria: [HOW THEY'LL SCORE]
- Page limits: [IF APPLICABLE]
- Due date: [DEADLINE]
- My solution: [WHAT YOU SELL]
- Competitors likely: [WHO ELSE]

Government RFP responses need:
1. Strict compliance with instructions (follow exactly)
2. Clear response to each requirement
3. Past performance references (CPARS if federal)
4. Pricing in required format
5. Technical approach with specifics
6. Key personnel and qualifications
7. Small business participation (if required)
8. Security certifications and compliance

Government evaluators score objectively - make it easy for them.

Position my contract vehicles for this opportunity.

Context:
- Agency: [AGENCY NAME AND LEVEL]
- Requirement: [WHAT THEY NEED]
- Deal size: [ESTIMATED VALUE]
- Our contract vehicles: [GSA / SEWP / CIO-SP3 / STATE CONTRACTS / ETC]
- Competitor contract position: [IF KNOWN]

Contract vehicle positioning:
1. Match vehicle to requirement type
2. Explain acquisition benefits (faster, compliant, pre-competed)
3. Show pricing and ordering process
4. Provide contract numbers and contact info
5. Offer to support with ordering documentation

For each applicable vehicle:
- What it covers (scope)
- Price list or rate card
- How to order
- Why it's fastest path
- What to request from contracting

Make procurement easy - they'll thank you for it.

Position for small business set-aside opportunity.

Context:
- Agency: [AGENCY NAME]
- Set-aside type: [8(A) / HUBZONE / SDVOSB / WOSB / SB]
- My certifications: [WHICH YOU HAVE]
- Requirement: [WHAT THEY'RE BUYING]
- Prime or sub: [YOUR ROLE]

If you're the small business:
- Highlight certification and NAICS codes
- Past performance at scale
- Capability statement
- Team/subcontractors for capacity

If you need a small business partner:
- How to find partners (SAM, SBA, events)
- Teaming agreement approach
- Mentor-protégé if applicable
- Subcontracting plan

Positioning:
- Meet the socioeconomic goal
- Demonstrate capability
- Price competitively
- Show past performance

Set-asides are opportunities - know the rules.

Write a follow-up email before fiscal year end.

Context:
- Agency: [AGENCY NAME]
- Contact: [NAME, TITLE]
- Fiscal year end: [SEPTEMBER 30 for federal, varies for state/local]
- Our previous discussion: [CONTEXT]
- My solution: [WHAT YOU SELL]
- Deal size: [APPROXIMATE VALUE]

End-of-fiscal-year follow-up should:
1. Reference use-or-lose budget dynamics
2. Offer expedited procurement options
3. Mention contract vehicles for quick purchase
4. Be helpful, not predatory (they know their budget)
5. Offer to support with paperwork/justification

September is chaos for federal - be a helpful partner, not another vendor.