Rancho Cucamonga, California Fast Business Facts

The U.S. Census provides “quick facts” about U.S. jurisdictions, including business facts. While the business facts are ten years old, they still provide an indication of business health.

For Rancho Cucamonga, the U.S. Census Bureau has documented over 15,000 firms, over $3 billion in manufacturers shipments, and over $2 billion in retail sales. These figures have presumably increased in the last ten years.

If you own or manage one of these thousands of businesses, and you need to let other businesses know about your offerings, perhaps you should turn to the Rancho Cucamonga, California content marketing expert. Bredemarket can assist your firm with the following:

If I can help your business, or if you have further questions about Bredemarket’s B2B content creation services, please contact me.

Two companies that can provide friction ridge/face marketing and writing services, now that Bredemarket won’t

I recently announced a change in business scope for my DBA Bredemarket. Specifically, Bredemarket will no longer accept client work for solutions that identify individuals using (a) friction ridges (including fingerprints and palm prints) and/or (b) faces.

This impacts some companies that previously did business with me, and can potentially impact other companies that want to do business with me. If you are one of these companies, I am no longer available.

Fingerprint evidence
From https://nvlpubs.nist.gov/nistpubs/SpecialPublications/NIST.SP.500-290e3.pdf (a/k/a “leisure reading for biometric system professionals”).

Since Bredemarket will no longer help you with your friction ridge/face marketing and writing needs, who will? Who has the expertise to help you? I have two suggestions.

Tandem Technical Writing

Do you need someon who is not only an excellent communicator, but also knows the ins and outs of AFIS and ABIS systems? Turn to Tandem Technical Writing LLC.

I first met Laurel Jew back in 1995 when I started consulting with, and then working for, Printrak. In fact, I joined Printrak when Laurel went on maternity leave. (I was one of two people who joined Printrak at that time. As I’ve previously noted, Laurel needed two people to replace her.)

Laurel worked for Printrak and its predecessor De La Rue Printrak for several years in its proposals organization.

Today, her biometric and communication experience is available to you. Tandem Technical Writing provides its clients with “15 years of proposal writing and biometrics technology background with high win %.”

Why does this matter to you? Because Laurel not only understands your biometric business, but also understands how to communicate to your biometric clients. Not many people can do both, so Laurel is a rarity in this industry.

The Tandem Technical Writing website is here.

To schedule a consultation, click here.

Applied Forensic Services

Perhaps your needs are more technical. Maybe you need someone who is a certified forensics professional, and who has also implemented many biometric systems. If that is your need, then you will want to consider Applied Forensic Services LLC.

I met Mike French in 2009 when Safran acquired Motorola’s biometric business and merged it into its U.S. subsidiary Sagem Morpho, creating MorphoTrak (“Morpho” + “Printrak”). I worked with him at MorphoTrak and IDEMIA until 2020.

Unlike me, Mike is a true forensic professional. (See his LinkedIn profile.) Back in 1994, when I was still learning to spell AFIS, Mike joined the latent print unit at the King County (Washington) Sheriff’s Office, where he spent over a decade before joining Sagem Morpho. He is an IAI-certified Latent Print Examiner, an IEEE-certified Biometric Professional, and an active participant in IAI and other forensic activities. I’ve previously referenced his advice on why agencies should conduct their own AFIS benchmarks.

Why does this matter to you? Because Mike’s consultancy, Applied Forensic Services, can provide expert advice on biometric procurements and implementation, ensuring that you get the biometric system that addresses your needs.

Applied Forensic Services offers the following consulting services:

The Applied Forensic Services website is here.

To schedule a consultation, click here.

Yes, there are others

There are other companies that can help you with friction ridge and face marketing, writing, and consultation services.

I specifically mention these two because I have worked with their principals both as an employee during my Printrak-to-IDEMIA years, and as a sole proprietor during my Bredemarket years. Laurel and Mike are both knowledgeable, dedicated, and can add value to your firm or agency.

And, unlike some experienced friction ridge and face experts, Laurel and Mike are still working and have not retired. (“Where have you gone, Peter Higgins…”)

Bredemarket announcement: change in business scope

Effective immediately:

  1. Bredemarket does not accept client work for solutions that identify individuals using (a) friction ridges (including fingerprints and palm prints) and/or (b) faces.
  2. Bredemarket does not accept client work for solutions that identify individuals using secure documents, such as driver’s licenses or passports. 

Fontana, California Fast Business Facts

The U.S. Census provides “quick facts” about U.S. jurisdictions, including business facts. While the business facts are ten years old, they still provide an indication of business health.

For Fontana, the U.S. Census Bureau has documented almost 14,000 firms, over $1 billion in manufacturers shipments, and over $2 billion in retail sales. These figures have presumably increased in the last ten years.

If you own or manage one of these thousands of businesses, and you need to let other businesses know about your offerings, perhaps you should turn to the Fontana, California content marketing expert. Bredemarket can assist your firm with the following:

If I can help your business, or if you have further questions about Bredemarket’s B2B content creation services, please contact me.

When you’re interested in everything, you’re interested in nothing

Some people know what they will do, and what they will not do.

Other people say they will do anything.

Don’t trust the second group of people.

Checking all the boxes in a Bredemarket contact submission form

As you may know, Bredemarket has an online contact page that allows people to request information from me. The form on this page includes several checkboxes (recently edited) that allow the submitter to specify if they are interested in one of Bredemarket’s standard packages.

Occasionally I’ll get a submission from someone who checked ALL of the check boxes. In 100% of those cases, it turns out that the person is NOT interested in ANY of Bredemarket’s standard packages, but in something else. (In the most recent example, someone wanted to write a guest post on the Bredemarket blog that had NOTHING to do with marketing or writing services. No thanks.)

Checking all the boxes in a proposal

It reminds me about the time, many years ago, when I wrote an RFP. This was years before I actually began responding to RFPs, by the way. The consultant that our company brought in suggested that we create a Request for Proposal for a particular service that our company wanted. The main part of the created RFP was a check list to see if the respondent provided a particular feature that we wanted. The responses that we received fell into two categories:

  • Some respondents checked every check box with no further comment. We concluded that they hadn’t actually read the RFP, so we ignored these proposals.
  • Other respondents checked most of the check boxes, but provided text for certain responses explaining that they had a different approach. Since these people read the RFP, we paid more attention to those responses.

Now I’ll grant that this filtering method doesn’t work for all proposals. Some RFPs truly demand mandatory compliance with every requirement. But in those cases, the RFPs usually require to say how they will perform each requirement. A simple “we do it” response is not sufficient.

Checking all the boxes in a business offering

The “check everything” rule also applies in one other instance: company offerings.

When a company states the products and services it will offer, the statement usually sets a boundary between what the company will do and what the company will not do.

Usually.

For example, this post from Reddit’s HireaWriter gives a clear picture of the writer’s strengths:

…I have a bachelor’s degree in screenwriting (writing for film, TV and radio), and I’m currently studying English Literature to further my skills. I’m about to be on summer holidays for a few months and I’m looking to collaborate on some writing projects.

I have freelance experience, writing YouTube scripts and some podcast work, I’m very capable of both fiction and non- fiction…

From https://www.reddit.com/r/HireaWriter/comments/u2ydhh/writer_looking_for_new_projects/

So if I need a YouTube script, I’ll consider this person. If I need an article for Foreign Affairs, maybe not.

But other company offerings are…less focused. You’ve probably seen the posts (I won’t link to them) from people who say that they write. When you ask what they write, they say that they write anything.

Now I guess that theoretically, I can write anything. (Heck, I wrote the Eastport Enquirer, which you can probably guess wasn’t high-minded business prose.) But I’m not going to make a living by writing 19th century fiction or French political positions. I’ll stick closer to content marketing and proposals if you don’t mind.

Oh, and I don’t offer editing packages any more.

Ontario, California Fast Business Facts

The U.S. Census provides “quick facts” about U.S. jurisdictions, including business facts. While the business facts are ten years old, they still provide an indication of business health.

For Ontario, the U.S. Census Bureau has documented over 14,000 firms, over $4 billion in manufacturers shipments, and over $4 billion in retail sales. These figures have presumably increased in the last ten years.

If you own or manage one of these thousands of businesses, and you need to let other businesses know about your offerings, perhaps you should turn to the Ontario, California content marketing expert. Bredemarket can assist your firm with the following:

If I can help your business, or if you have further questions about Bredemarket’s B2B content creation services, please contact me.

Nine types of risks to list in your proposal

When you are writing in response to a Request for Proposal (RFP), you are often asked to address the risk of the program and/or of your solution.

Example of risk assessment: A NASA model showing areas at high risk from impact for the International Space Station. By National Aeronautics and Space Administration (NASA):NASA Johnson Space CenterOrbital Debris Program Office – Orbital Debris Education Package, Public Domain, https://commons.wikimedia.org/w/index.php?curid=2760870

And even if you’re NOT asked to address risk, it’s a good idea to do so. Claiming that your solution implementation has NO risk shows that you don’t know what you’re talking about.

But what types of risks do you find in a project?

In this case, the government IS here to help.

In a presentation to the APMP Chesapeake Chapter today, Dwayne Baptist of Lohfeld Consulting Group pointed the attendees to a particular portion of the Federal Acquisition Regulation (FAR) that discusses risk.

FAR 39.102 addresses “Management of risk” for federal projects, and helpfully includes a list of nine types of risk:

 (b) Types of risk may include schedule risk, risk of technical obsolescence, cost risk, risk implicit in a particular contract type, technical feasibility, dependencies between a new project and other projects or systems, the number of simultaneous high risk projects to be monitored, funding availability, and program management risk.

From 39.102 Management of risk. | Acquisition.GOV

If it’s easier to read this way, here is a numbered list of the nine types of risk cataloged in FAR 39.102(b).

  1. schedule risk
  2. risk of technical obsolescence
  3. cost risk
  4. risk implicit in a particular contract type
  5. technical feasibility
  6. dependencies between a new project and other projects or systems
  7. the number of simultaneous high risk projects to be monitored
  8. funding availability
  9. program management risk

So if you’re uncertain of the types of risks that your project may encounter, you can use the list in FAR 39.102(b) as a starting point.

You can use this list even if you’re not responding to a federal procurement…or even if you’re not responding to any procurement at all and just want to identify the types of risks in your project.

Of course, identifying the risks is only the beginning. You have to mitigate the risks, and you have to communicate how you are mitigating the risks. Baptist addressed those topics also.

You should have been there.

But even if you weren’t there, Baptist has written an article entitled “How to Win with Risk” that you may find helpful.

(And if you attended the meeting, you will see that Baptist repurposed parts of his article in today’s presentation. Repurposing is good.)

How “Omni” is your Omnichannel?

One of Bredemarket’s clients is a consulting firm that advises other companies on the use of a particular enterprise content management system. Among other things, this consulting firm can help its client companies configure the outbound information the companies’ systems provide.

Which leads us to our word for today, omnichannel.

In marketing, “omnichannel” refers to “the process of driving customer engagement across all channels with seamless, targeted messaging.”

Across ALL marketing channels. That’s what omnichannel talks about.

Here’s what Erin O’Connor says:

Omnichannel marketing lets marketers create seamless, integrated customer experiences spanning both online and offline channels to connect with customers as they move through the buying cycle. Omnichannel marketing focuses on the life cycle of the customer. For example, when a customer is in the acquisition phase, the marketer will send a different type of message compared to a loyal customer

Omnichannel marketing is …a holistic approach in the sense that it’s looking at all of the potential touchpoints customers can use to communicate with brands, both online and offline.

From https://business.adobe.com/glossary/omnichannel-marketing.html

An omnichannel marketing strategy may encompass a number of marketing tools, including email, white paper downloads, videos, mobile SMS responses, automated call centers, and anything else that marketers use to communicate with clients.

One of the key benefits of an omnichannel marketing strategy is, or should be, consistency. If your emails say that your product is supported on Windows 11, your data sheets had better not say that your product is only supported up to Windows 10. This is a definite problem; see my checklist item 2 in this post.

(Incidentally, I recently ran across a company that is still talking about NIST FRVT results from several years ago. Since the NIST FRVT tests are ongoing, any reference to old results is outdated because of all the new algorithms that have been submitted and that have better performance.)

So factual consistency is important. Omnichannel marketing also allows for visual consistency (well, not in the automated call center) in which all of the company’s content looks like it came from the same company.

Obviously there are a number of benefits from omnichannel marketing, including easier management and consistency of marketing messages. But all of this raises a question:

Is omnichannel marketing truly OMNIchannel? Or does omnichannel marketing leave some things out?

Before you point me to the definition of “omni” and say that omnichannel marketing by definition can’t exclude anything, read on.

When product marketers don’t market

If you’re a marketer, I hope you’re sitting down.

The world does not revolve around marketing.

(My college roommates who were physics majors made sure to remind me of this.)

Thus, anything that isn’t marketing is automatically excluded from omnichannel marketing. And there are a number of things that companies do that aren’t marketing per se.

I recently held a discussion with a product marketer which got me thinking. We were talking about the things product marketers do, which include content creation (case studies/testimonials, white papers, social media content, and the like) and other product-related tasks such as competitive analysis of other products.

But then the product marketer mentioned something else.

What about having the product marketer author product technical documentation, such as user guides?

(By the way, I’ve written technical documentation in the past; see the “Benefiting from my experience and expertise” section of the Bredemarket “Who I Am” page.)

Now technical documentation is (usually) not the place for overt marketing messaging, but at the same time technical documentation authorship benefits the product marketer and the company by immersing the product marketer into the details of the product, thus increasing the marketer’s product understanding.

I’ll grant you need a different writing style when writing technical documentation; after all, there are no earthshaking benefits from clicking on the “Save As” button.

By Later version were uploaded by Bruce89 at en.Wikipedia. – Transfered from en.Wikipedia; en:File:Dialog1.pngtransfered to Commons by User:IngerAlHaosului using CommonsHelper., GPL, https://commons.wikimedia.org/w/index.php?curid=8988455

But you need different writing styles for the different types of marketing output anyway. The mechanics of writing a tweet differ from the mechanics of filming a video. So a marketer who isn’t experienced in technical documentation can adjust to the new style.

However, finding marketers slash technical documentation writers in the wild is unusual. Every company that I’ve worked with since 1991 has built some type of wall between the marketing function and the technical documentation function. But oddly enough, one of my former employers (MorphoTrak) moved managers around between the different functions. One manager in particular headed up the technical documentation group, then headed up the proposals group (where I worked for her), then headed up a multi-functional marketing team (where I worked for her again), then specialized in product marketing.

And now the product marketer (not the one from MorphoTrak, but the one I had been talking to) got the hamster in my brain to start generating ideas.

If omnichannel marketing is limited, and your omnichannel efforts should include activities outside of marketing such as technical documentation, what else should be included in your omnichannel efforts?

Including proposal writing in omnichannel efforts

OK, the subtitle gave it away. (But I refused to write the subtitle “This marketer wrote a user guide. You won’t believe what he did next!”)

If anything, proposal writing is closer to marketing than technical documentation is to marketing. While proposal writing is often considered a sales function (though some would disagree), there are obvious overlaps between the benefits that you espouse in a proposal and the benefits that you espouse in a case study.

Including standard proposal text/template creation as part of your omnichannel efforts also helps to ensure consistency in your product messaging. Again, if your data sheet says one thing, and your user guide says the same thing, then your proposal had better say the same thing also. (Unless you’re proposing something that won’t be implemented for another one or two years, in which case the proposal will discuss things that won’t appear in the present data sheets and user guides, but in future versions.)

Now those of you who are familiar with what Bredemarket does can appreciate why I love this idea.

By Loudon dodd – Own work, CC BY-SA 3.0, https://commons.wikimedia.org/w/index.php?curid=7404342

I’ve positioned Bredemarket as a two-headed (but not two-faced) marketing and writing service provider: for example, with separate descriptions of my status as a biometric content marketing expert and a biometric proposal writing expert. And that pretty much mirrors how I work. With one exception, most of my clients only use me for either my proposal services or my content marketing services.

What if companies entrusted Bredemarket with their total solution, both inside and outside of traditional marketing?

Of course there are complications in implementing this.

But when can you implement true omnichannel efforts?

Now most companies are ill-fitted to have one person, or even one department, handle all the omnichannel marketing (case studies, white papers, data sheets, tweets, LinkedIn posts, competitive intelligence, etc.) AND all the omnichannel non-marketing (technical documentation, proposals, and all the other stuff that my hamster brain didn’t realize yet).

So how do you get multiple departments to communicate the same messaging? It’s a difficult task, especially since most department members are so focused on their own work that they don’t have the bandwidth to worry about what another department is doing. (“I don’t care about the data sheet error. I just write the manuals.”)

There are several ways to achieve this: central ownership of the messaging for all departments, outside quality audits, and peer-to-peer interdepartmental review come to mind.

But you’re not going to solve the problem of inconsistent messaging between your departments unless you realize that the problem exists…and that “omnichannel marketing” won’t solve it.

Post-proposal automation: AI evaluators?

On occasion I like to get futuristic, and I began wondering about the following: since we’re already capable of automating (with human review) much of the work that occurs BEFORE submitting a proposal, how long will it take to automate the work AFTER submitting a proposal?

Specifically, what would happen if the proposal evaluation process were automated? And what would that mean for proposal writing?

See my LinkedIn article on the topic, “What happens when proposal evaluators are no longer human?

https://www.linkedin.com/pulse/what-happens-when-proposal-evaluators-longer-human-bredemarket/

By Humanrobo – Own work, CC BY-SA 3.0, https://commons.wikimedia.org/w/index.php?curid=18947366

Bredemarket and proposals, part four: other services

So I’ve been going through my list of red bullets from this graphic.

Excerpt from https://bredemarket.files.wordpress.com/2022/02/bmtprop-20220221a.pdf

I decided to write posts on some of the red bullets to explain the types of services that Bredemarket offers.

  • The first post described Bredemarket’s RFx response services.
  • The second described Bredemarket’s sole source response services.
  • The third described Bredemarket’s proposal template services.

Which brought me to the fourth bullet, which was a fairly interesting project.

The technical leave behind project

This particular project was an unusual one, for two reasons.

First, there were four companies involved:

  1. Bredemarket.
  2. The company that contracted Bredemarket.
  3. The company that contracted the company that contracted Bredemarket.
  4. The final customer.

Despite all of the layers on this particular project, the people from all four companies worked well together and got the job done.

The second unusual thing about this particular project was that although it was not a proposal project per se, it required proposal expertise.

While I can’t go into details, I can briefly say that the goal of the project was to provide “technical leave behinds” for the final customer. The customer was a consulting firm with significant technical expertise in a particular vendor’s product family. When the customer visited one of its clients, it wanted to leave its client with one or more of these technical leave behinds, each of which was devoted to one of the many products in the product family.

So while these technical leave behinds were not proposals themselves, and on first glance appear to be more along the lines of Bredemarket’s content marketing work, they fulfilled a proposal-like purpose by providing information that the client could subsequently use to request information or a proposal from the consulting firm.

Because of this, the technical leave behinds had to be customer centric and respond to specific needs that customers may have. Maybe not to the specific level of detail that would satisfy 100% of any one customer’s specific needs, but the leave behinds at least had to address some major needs in template form.

So what?

Those of you who have read my writing on benefits knew that this question was coming.

“So Bredemarket can author technical leave behinds. So what?”

The benefit to you is that Bredemarket can work with you to create text to meet any of your needs, even if it doesn’t fit into some nice neat category such as a sole source proposal or an RFP response or a case study or a white paper or a blog post. For example, over the years I’ve not only created technical leave behinds, but I’ve also created and/or maintained trade show demonstration scripts, brief company analyses, customer and competitor installation lists, internal information services, external information services (including dedicated LinkedIn and Facebook pages devoted to particular topics), website and social media analyses, and a myriad of other pieces of written content.

If you need any type of written content that can help your company connect with other companies, let me know and I’ll work with you to create that content.

OK, now I’m done with expanding on the red bullets. There’s no point in expanding on the fifth bullet, “Additional proposal work for Bredemarket itself,” because that service is of no benefit to you. It only benefits me. Similarly, my MorphoTrak and Printrak proposal work won’t benefit you, unless you work for IDEMIA and are making money off of my prior work.

Again, if you missed any posts in the series, be sure to visit parts one, two, and three. And let me know if I can help you.