Using Government Performance Management Data to Identify New Business Opportunities: Examples from Government Services Outsourcing in the United States
| Author | Lawrence L. Martin,Karun K. Singh |
| Published date | 01 March 2004 |
| Date | 01 March 2004 |
| DOI | 10.1177/0020852304041231 |
| Subject Matter | Journal Article |
Using government performance management data to
identify new business opportunities: examples from
government services outsourcing in the United States
Lawrence L. Martin and Karun K. Singh
Abstract
This article describes how the private sector can utilize government performance
management data to identify business opportunities. Governments around the world
today are making increased use of outsourcing, performance management and
performance budgeting. Utilizing readily available data that can often be accessed via
the World Wide Web, private sector businesses can identify current business oppor-
tunities in terms of what services governments are outsourcing, in what amounts and
at what costs. Additionally, potential future business opportunities can be identified
in terms of what services governments are currently providing in-house, at what
costs and with what results. Armed with this information, private sector businesses
can readily identify markets for their goods and services.
Introduction
In the modern business environment characterized by increased competition, un-
certainty and risk, the business firm can no longer afford to rely on a single funda-
mental strategy to achieve sustainable long-term performance. Indeed, given the
degree of environmental volatility today, most business firms are searching for new
markets in order to diversify their portfolios, reduce costs and risks and enhance over-
all performance (Harper and Viguerie, 2002). A relatively new and lucrative market
that is frequently overlooked by private sector firms is government services out-
sourcing, better known in the public sector as contracting (Kelman, 2002). In this
Lawrence L. Martin is Professor of Public Affairs and Director of the Center for Community
Partnerships at the University of Central Florida in Orlando. Karun K. Singh is a PhD candidate at
Columbia University in New York City. CDU: 65.012.3(73)
Copyright © 2004 IIAS, SAGE Publications (London, Thousand Oaks, CA and New Delhi)
Vol 70(1):65–76 [DOI:10.1177/0020852304041231]
International
Review of
Administrative
Sciences
02_RAS 70_1 articles 2/27/04 1:00 PM Page 65
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