How Aussie SMEs can gain long-term tenders in eight steps

When it comes to working with the government, the long game is where you will find success. Establishing solid relationships can position a business well, and offer revenue stability that’s hard to replicate through other shorter-term contracts or projects. This can only happen if your focus when approaching tenders is about trust, and building a network that can stand the test of time, and can result in multi-year relationships. In our case, and my experience, focussing on the Australian government as a core platform has been a strategic move that’s paid off and allowed us to showcase what is possible.

It’s enabled us to branch out and explore opportunities beyond our borders and is the reason we recently achieved a multi-year EU Government agreement. We’re using our successes here in Australia, which have resulted in year-on-year revenue growth, to showcase our expertise internationally.

These are some of the critical factors that we’ve applied to gaining the long-term tenders and clients that we work with. 

Focus on what matters, not only on short wins

Growth isn’t just about expanding; it’s about strengthening your business’s core. We’ve always had a dual vision: a small vision for immediate focus and a big vision for the future. It might seem counterintuitive, but concentrating on the small, immediate goals has given us a solid foundation for sustainable growth. This approach has led to a consistent 20% year-on-year growth rate for our business over the last three years.

Winning tenders is more than just a process

Winning tenders, especially against larger competitors, is a blend of art and science. It’s not just about responding to a tender; it’s about helping clients understand how to buy your product, engaging in conversations, and understanding the unique challenges of potential clients. These insights help to guide you through the complex tendering process and enable you to offer value every step of the way. It’s about being authentic and educational, not just selling.

Building long-term relationships

Long-term relationships are the backbone of a successful business. For us, it’s about more than just securing a contract; it’s about being a partner in progress. 

Even if a project doesn’t immediately convert to a sale, leaving a client better off than you found them can lead to opportunities down the line. It may sound corny, but it’s like bushwalking: always leave the place better than you found it. We go to clients with a proof of concept – not to sell, but to help them improve their product. Then often the goodwill turns into a conversation six or twelve months later when they’re ready for a more mature product. 

Positioning your offering

When approaching a tender, clarity is crucial. Going through a tendering process takes a lot of effort – it’s a risky endeavour, so often you’re rolling the dice. It’s often a case where you need to understand how you can fit what you’re doing to meet a potential client’s specific circumstances. 

In every sector, people have many different ways of talking about things, so it’s important to understand what they’re talking about, to explain how you will provide that solution in phrasing that they understand, and to educate them on what you offer and how your offering bridges that gap. And crucially, being honest about your capabilities is better than overpromising and underdelivering.

Standing out without a big portfolio

In the early stages, without a big portfolio, we focussed on solving problems and showcasing solutions through case studies and used those as talking points. We showed prospective clients the things we could do even if we weren’t operating in their space. 

Build relationships and leverage referees who can vouch for your quality. This way, you prove your worth through your work, not just your client list. You have to be committed. 

The importance of being prepared

First impressions matter, so we make sure we present our best strengths from day one. 

It may sound mundane, but make sure your insurance and finances are in order – those are some of the things clients will be looking for. You need to know what you will need to provide; it’s about showing that you’re a reliable partner who can deliver on promises. 

You say what you can do and you say what you can’t do, and when it comes to government tenders, being risk-averse and showing stability are key.

Staying true to your focus

In a world where diversification is often seen as the path to success, staying focussed on your core expertise can set you apart. For us, sticking to our guns in the metadata space, despite its challenges, has allowed us to maintain quality and clarity in our offerings.

The bigger picture

Winning and executing big government tenders is a journey that requires patience, focus, and authenticity. It’s about building relationships, understanding your clients’ needs, and delivering value at every opportunity. 

Get out there and get known. Networking events are just the start. Don’t be afraid to be a wavemaker and put yourself in front of people. Make sure they know your name and that you deliver on your promises. Even if you’re seen as a troublemaker, sure, people may turn around and say, “Yeah, that guy was a real pain once upon a time. But he does what he says he will”. 

Being reliable and delivering results is what counts. By staying true to your core, being prepared, and always looking to leave a positive impact, SMEs can not only win big contracts but also establish themselves as trusted partners in the long run.

Samuel Spencer is the CEO and chief information security officer of Aristotle Metadata.