An edition of Zero to a billion
(2013)
Zero to a billion
61 rules entrepreneurs need to know to grow a government contracting business
by David A. Kriegman
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A practical, how-to guide for entrepreneurs who want to build a successful government contracting business. Former SRA International executive David Kriegman draws on his thirty years of experience to illustrate the essential lessons of strategy, business development, cultural issues and operations with real-world examples and actionable ideas. The book is recommended for new and mid-career managers as well as seasoned executives.--Publisher.
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Previews available in: English
Subjects
Entrepreneurship, Handbooks, manuals, Government contractors, Consultants, Knowledge workers, Professional corporations, Public contracts, Success in business, Business planning, Leadership, Management science, BUSINESS & ECONOMICS / Industrial Management, BUSINESS & ECONOMICS / Management, BUSINESS & ECONOMICS / Management Science, BUSINESS & ECONOMICS / Organizational Behavior, BusinessPlaces
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| Edition | Availability |
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1
Zero to a billion: 61 rules entrepreneurs need to know to grow a government contracting business
2013, Dudley Court Press
in English
1940013054 9781940013053
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Book Details
Table of Contents
Intro
Foreword
Acknowledgements
Introduction
PART ONE / Strategy
1. Be known for something
2. Become a systems integrator
3. Excel in three areas
4. Solve the customer's underlying problem
5. You can't choose what you do
6. The path to growth isn't through your deliverables
7. You are not a technology company
8. Hire your competitors
9. Adopt a "best idea wins" culture
10. Company culture is a differentiator
11. Your culture is tied to your values
12. Change the rules
13. Do the unexpected
14. Adapt to paradigm shifts
PART TWO / Business Development
15. You can't sell from behind your desk
16. People buy from people they like and trust
17. Play man-on-man, not zone
18. Assign an account manager
19. Zipper up!
20. Lead with your right
21. Good proposals don't win
22. Use a "gatekeeper" for writing proposals
23. Be (a little) arrogant
24. Bid as one company
25. Marry tactical and strategic marketing
26. Use specialties to penetrate new customers
27. Invest in GWACs and ID/IQs
28. The business cannot scale linearly (Business Development)
29. Stretch
30. Turn the sales life cycle on its head
31. Don't overbid
32. Conduct deep-dive lessons learned on all bids, win or lose
33. Remember the refrigerator light
PART THREE / Operations
34. Projects don't fail for technical reasons
35. Combine functional and technical expertise
36. The business cannot scale linearly (Operations)
37. Track the change in backlog over time
38. Shine a light
39. Remember your place
40. Project kick-off determines project success
41. Reorganize, but do it quickly
42. Choose an organizing principle that fits your business model
43. Operate as one company
44. Who rules?
45. Remember your field sites
46. Early reports are wrong
PART FOUR / Talent Management
47. Build a trust bank
48. Hire for attitude, train for skills
49. Manage to people's strengths
50. Move people around
51. Fit all employees into your vision
52. Reward results, not effort
53. Money doesn't motivate
54. Manage careers, not projects
55. Foster loyalty to the company, not a person
PART FIVE / Mergers and Acquisitions
56. Don't assume you understand their business model
57. Why did you buy them?
58. Integration starts at due diligence
59. Faster is better
60. Address the hidden people issues
61. Acquire adjacencies
PART SIX / Unifying Concepts
Tying it all together
Glossary
Index
About the Author
Edition Notes
Includes index.
Classifications
The Physical Object
ID Numbers
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| June 17, 2022 | Edited by ImportBot | import existing book |
| August 21, 2021 | Created by MARC Bot | import new book |