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San Fernando Va Lley State College T SAN FERNANDO VA LLEY STATE COLLEGE Trends in Marketing of Li. Defense Electronic s Re search and Development A the sis sub mitted in partial satisfaction of the requirements for the degree of Master of Science in Busine ss Administration by Horace Augus tin Lindsay January 1970 The thesis of Horace Augustin Lindsay is Iapproved Committee Chai� San Fernando Valley State College 1970 January ii TABLE OF CONTENTS Page List of Tables v List of Figures vi Abstract vii Chapter I - How the Government Buys Research and Development 1 A. Introduction 1 B. Procurem ent Organization 1 c. The Procurement Cycle 4 D. The Customer 8 E. Procurement Methods 10 F. Types of Negotiated Contracts 14 G. New Procurement Techniques 16 Chapter II - Defense Marketing 19 A. Characte ristics and Trends 19 B. Hypothesis and Criteria for Testing 33 c. The Defense Marketing Role 34 l. Introduction 34 2. Market Intelligence 35 3. Market Planning 38 4. Proposal Formulation 39 5. Customer Relations 42 6. Contract Negotiation 42 iii Page D. The Defense Marketer 44 1. Organization 44 2. Marketing Influence 47 3. Job Requirement 54 4. Current Training and Qualifications 57 Chapter III - Conclusions and Recommendations 61 Bibliography 64 Appendi cies 69 iv LIST OF TABLES Table Page I. Budget Expenditures for Re se arch and Development, 1954 through 1966. 27 II. Departm ent of Defense Prime Contract Awards by State, 1965 through 1967 . 31 III. Department of Defense Prime Contract Awards by State , 1968. 32 IV . Bunke r-Ramo Corporation Summary Budget for Advertising, Trade Shows and Collateral , 1968-1969. 43 v LIST OF FIG URES Figure Page 1. Defense Procurement Organization. 2 2. Typical Air Force Oriented Procurement Cycle. 5 3. Typ ical Air Force Cont ract Cycle (Competitive , Negotiated). 6 4. Number, Cost, and Profit for Various Fixed Price and Cost - Type Contracts. 17 5. Recent Trend in Expenditures for Exploratory Development 21 6. Relationship of Research and Development to Total Defense Expenditures. 22 7. Relationship of Defense Electronic Research and Development to Total Defense Electronic Expenditures. 25 8. Levels of Defense Employment, 1965-1968. 26 9. Organization Chart, Litton-Data Systems Division. 46 10. Thompson Ramo Wooldridge , Inc . , Computer Division in 1958 Without the Existence of a Market- ing Organization . 50 11. Thompson Ramo Wooldridge , Inc . , Computer Division in 1961 With the Existence of a Custome r Requirements (Limited Marketing) Organization. 51 12. Th ompson Ramo Wooldridge , Inc. , Computer Division in 1964 With Established Marketing Organization . 52 vi ABSTRACT TRENDS IN MA RKETING OF DEFENSE ELE CTRONICS RESEARCH AND DEVELOPMENT by Horace Augustin Lindsay Master of Scienc e in Busine ss Administration The defense industry comprises a large portion of all indust­ rial activ ities, and huge sums of money and other resources are spent in acquiring and sustaining defense business. The general subject of defense marketing has not as yet been adequately docu­ mented,and current operations and practices of defense marketing organizations are based largely on past experience rather than established principle s. In this the sis is described the organization and methodology employed by the government in the procurement of defense electronic research and development. The impact of this environment on the defense-oriented company and the functions to be performed by the marketing organization for successful accom­ plishment of corporate objective s are also presented. In addition to providing a concise description of defense marketing and recent trends in the industry, an hypothe sis is asserted and tested to show that the traditional marketing principles associated with product, planning, selling and pricing are important aspects of the defense marketer's job, and that the defense marketer is hampered in the performance of his functions by a general lack of formal training in busine ss administration, and a strong engineering orientation in the defense industry. vii CHAPTER I HOW THE GOVERNMEN T BUYS RESEARCH AND DEVELOPMENT A. Introduction The procurement of resea rch and development systems and equipment by the Department of Defense is a complex activity involving high level policy decisions , congressional approvals, lengthy procurement cycles, and nu merous technical, financial , and contracting agencies. It is the purpose of this chapter to de scribe briefly the procedures and technique s employed by the government in procuring a de sired capabil ity , and is to serve as a framework for a clearer understanding of the environment in which the defense marketer must function. B. Procurement Organization 1 The Defense procurement organization is de s igned to satisfy three basic obj ectives: policy making , procurement implementa­ tion, and review. Figure 1 shows a functional procurement organiza­ 2 tion within the Department of Defense. The activit ies above the dashed line establish procurement policy and monitor procurement implementation to asce rtain that policy obj ectives are satisfied. The activities below the dashed line are involved in the actual planning , purchasing and contract admini stration. 1. Policy Making: - Policy decisions are made at the Secretary of Defense and Chief of Staff level. Areas of policy making include: 1 Unite d States Department of Defense, Armed Services Procure­ ment Regulation, 1-1 00 (Washington: GOve rnment Prtnting O£hce , January 1969), p. 101. 2 Presentation to Officials of the French Government at the Pentagon, Washington, D. C. , March 7, 1968. 1 I SECRE TARY OF DEFENSE I l Secretary of the Air Force I !Secretary of the Navy j secretary of the Army I I j Air Force Chief of Staff Army Chief of Staff l I I Chief of Naval Operations l J Chief of Naval Material ! ---- r--------------- 1------------ r--Pol------icy- Leve 1 - Operational Level Commandant of the Administrative Office Marine Corp s Office of Naval Research Bureau of Naval Personne l Military Sea Transportation Field Activi ties I Service _I I I I J Naval Air Naval Naval Naval Naval Naval Systems Electronics Facilities Ordnance Ships Supply Command System Systems Sy stems Systems Systems Command Command Command Command Command I I I I I Field Activities L·-------�-------- -�-� -�-----� -�----- ----- --- I FIGURE 1 Defense Procurement Organization (Naval Detailed) N 3 a) Determination of which Service will be re sponsible for procuring specific items (e . g. , tactical aircraft, tactical missiles, command control systems, communi­ cations system, etc. ). b) Assigning priority to maj or procurement activities (e . g. , anti-missile systems , space vehicles, strategic aircraft, intelligence systems), c) Budgeting allocations by Service and areas within each Service, d) Planning, to acquire capability to satisfy established national obj ectives, e) Establishing guide lines on methods of purchasing (i . e. , competitive vs. non-competitive procure ments), f) Determining the type of contracts to be let in the pro­ curement of select systems, g) Establishing guideline s for program cost estimating , cost-effectiveness objectives, and government commit­ ment to fu ll production of a developed syste m. 2. Contract/Program Implementation: - Consistent with policy directives, general guidance and budget authoriza­ tions re ceived from the office of the Secretary of Defense, programs for the acquisition of equipment and syste ms are implemented. The method, schedule , and phases associ­ ated with program implementation is referre d to in this paper as 11The procurement cycle 1 1 and is the topic of a following section. 3. Procurement Review:- Both pre-contract and post contract reviews are conducted. At the various purchasing offices, there are contract review boards that review all large or unusual awards (e . g. , large dollar value , sole-source, other than low bidder) . These boards are staffe d by senior procurement pers onne l who are not directly involved in the particular 11buy. 11 Pre-contract reviews normally involve a fac ilities, personnel, and labor- rate survey, to determine the capability of a potential contractor. Post contract 4 reviews are intended to ascertain that the best intere sts of the government are maintained. They normally include a review of program management and performanc e, and an audit which concentrates on accounting and pricing aspects. C. The Procurement Cycle 3 The government buy s through a formal process based on Development of Defense guidelines relative to program planning, programming, budgeting and acquisition. The total acquisition period will depend on the type of system being procured, the anticipated cost and the level of priority associated with the procure ­ ment. The period normally ranges from two to five years . Pro­ curements can be initiated and/ or implemented in many ways; however, the following procedure is considered normal. Figure 2 shows a flow chart, prepare d by the writer, wh ich depicts in simplified form , a procure ment cycle and some of the interrelation­ ships which are involved. Based on the dictate s of Armed Services Procurement Regulations and comments obtaine d from Air Force contracting personnel, the contract cycle chart shown in Figure 3, was likewise prepare d. 1. The cycle usually starts by the '' Using Command1 1 (e . g. , Air Force Tactical Air Command) establishing a require ­ ment, for example an advanced radar system. This requirement is documented and forwarded to higher head­ quarters (i . e. , Air Force Headquarters - Pentagon) for approval. 2. If approved, the re quirement would then be forwarded to the appropriate procuring agency (i . e. , Air Force Syste ms Command) for study, to determine , if the technology exists , the most efficient method of implementation, and the anticipate d cost. Depending on the technological area, this .3 salvatore F. Divita, ''Selling R&D to the Government, 1 1 Harvard Business Review, XLIII (S eptember- October, 1965), p. �-- Disapproval f jHq AFSC determine s As using command, Hq USAF coordinates Approval feasibility of Hq TAG establishe s requirement with impleme ntation and f- an operational using command establishe s a requirement budgetary cost 1-l:j ('1) Not feasible Ill Ul I ....
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