Clients.

Context.

In 2007, HP (then EDS) was facing a congressionally mandated re-compete of its highly troubled (but vital) Navy Marine Corps Intranet (NMCI) contract. While its hard work improve its performance were paying off according to CPARs, the contractor's reputation was terrible and HP rightfully feared that there was no way that the Department of the Navy would again award HP the follow-on contract.

Banner's role.

Team members at Banner were selected to run a seven-year campaign beginning in Q4 2007 to win the Next Generation Enterprise Networks (NGEN) contract. The Banner team orchestrated all aspects of this massive reputation turn-around and acquisition-shaping campaign. The integrated campaign included media relations, public affairs, government relations, online communications and internal/teaming communications.

Outcome.

Drawing from its proven B2G pursuit campaign model, the team helped HP effectively communicate its value proposition and win themes to key decision makers in the Department of Defense and Department of the Navy. The agency team secured hundreds of press features, conducted at least as many reporter briefings, and generated scores of articles in Navy base newspapers. The lobbying team also performed more than 300 briefings with Members and staff, and generated GAO reports pointing to the flaws of a segmented acquisition strategy. Activities including engaging think tanks (Lexington Institute), building policymaker champions, and pushing hundreds of media interactions—all succeeded at changing incumbent HP's reputation with the Navy and shaping the acquisition to best align with the company's proposed offering. In July 2010, the Navy issued a $3.6 billion sole source contract to HP and in July 2013, the Navy award HP with a contract worth up to $3.4 billion. The team then mounted a successful protest defense.

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In July 2010, the Navy issued a $3.6 billion sole source contract to HP and in July 2013, the Navy award HP with a contract worth up to $3.4 billion.