Draft_Statement_of_Work.pdf

U N C L A S S I F I E D

U N C L A S S I F I E D

PERFORMANCE WORK STATEMENT (PWS)

75th Ranger Regiment Marketing Consultation

22 Jan 2019

1. GENERAL: Rangers come into the unit through the Regimental Assessment &

Selection Program (RASP) run by the RSTB. Most enlisted Rangers enter RASP very early in their careers, immediately after completion of basic and advanced individual training. It is an eight-week program designed to ensure the Battalions receive a

“mentally alert, physically strong, and morally straight” new Ranger who can live up to rigorous physical and technical military standards. Most Rangers sign an “Option 40” contract before entering the service or during basic training, which guarantees them a slot at RASP. Some Rangers apply to enter RASP after spending time at other Army units.

After completion of RASP and becoming parachutist-qualified at airborne school, a

Ranger dons his distinctive tan beret and shoulder “scroll” patch. In order to stay in the

Regiment and to become a leader, all must eventually pass the 62-day Ranger Course

(“Ranger School”) offered by the Airborne Ranger Training Brigade (ARTB) at Fort

Benning. Graduates of the Ranger Course wear the Ranger tab on their left shoulder, a symbol of tactical leadership excellence recognized in militaries worldwide. Every member of the Regiment, no matter their individual specialty, is a Ranger first.

Commissioned, warrant, and senior noncommissioned officers (NCOs) enter a modified version of RASP only after successful completion of a leadership tour at another Army unit and usually having already completed the (ARTB) Ranger Course. After a tour of duty in the Regiment, officers go back out to the Army to once again prove themselves.

Officers and senior NCOs must re-apply and pass RASP each time they seek to return at the next rank (sergeant first class, first sergeant, sergeant major, lieutenant, captain, major, lieutenant colonel, and colonel). This is in keeping with the Charter of the Ranger

Regiment, to “return these men to line units of the Army with the Ranger philosophy and standards. Rangers will lead the way in developing tactics, training techniques, and doctrine for the Army’s light infantry formations.” Many of the Army’s twenty active

Infantry and Stryker brigade combat teams are led by officers and senior NCOs who spent their formative years in the Ranger Regiment.

1.1. BACKGROUND AND PURPOSE: To increase the share of viable Ranger candidates in our population of recruits, how can the 75th Ranger Regiment identify recruit segments and strategically target potential Rangers throughout their recruitment journey- from civilian to Soldier and throughout their career.

1.2. PROJECT OVERVIEW: The 75th Ranger Regiment seek the highest level of talent at all ranks in a variety of job specialties. The recruiting environment, however, is competitive. Additionally, the Ranger Regiment suffers from lack of brand awareness compared to other special operations units and military branches. Finally, the unique opportunities, incentives, and career enhancing duties that exist for Rangers are not well-known outside the Regiment.

Draf t

The Ranger brand competes for awareness in a confusing marketplace for uninformed potential recruits. The Ranger Regiment is often confused with Ranger School- a problem admittedly of the Army’s own making. The Army brands its units with unique shoulder patches. The Ranger Regimental shoulder scroll is unique and distinctive for those who know what it means, but its similarity to the Ranger School shoulder tab continues to sow confusion.

Rangers compete for the same talent as Special Forces (Green Berets), Navy SEALs, and

Marine Raiders. Those special operations units are commanded by two-star flag officers and supported by requisite staff. The 75th Ranger Regiment is commanded by a colonel, with a much smaller staff. USASOC owns a Special Operations Recruiting Battalion

(SORB), of which the Rangers are not a part. As such, all USASOC recruiting efforts are geared toward filling the ranks of Special Forces groups and Civil Affairs, Psychological

Operations, and support units. The Ranger Regiment relies on a small Recruiting

Detachment and Public Affairs office to spread the word, mainly at Army posts and on

Army-internal media.

Culturally, Rangers consider themselves “quiet professionals.” Details of most Ranger missions since 9/11 remain classified and retired Rangers take their non-disclosure agreements seriously. Rangers honored for valor usually let their actions speak for themselves. Ranger leaders and distinguished members of the Regiment eschew writing personal memoirs in favor of writing history books and articles extolling the virtues of the Ranger ethos and the team concept. This habit of humility, when paired with the

Regiment’s comparatively small recruiting arm, does not help in the competition for brand awareness in young recruits.

The Regiment, special operations forces, and the Army in general, are finding it hard to acquire and retain talent in a booming economy with low unemployment. Rangers classified as infantrymen end up working more specialized jobs (radio operator, vehicle driver, ammo specialist). Even with special pays (parachutist pay, demolitions pay, bigger retention bonuses), distinctive uniform accoutrement, yearly combat deployments in support of a special operations task force, and military-wide respect, the Regiment finds it hard to completely fill its ranks.

2. SCOPE OF WORK:

2.1. Study of the current recruitment market describing different segment types and their potential as Ranger recruits. The descriptions should include segment personas, along with information about their media habits and behaviors.

2.2. Mapping of the recruitment journey, including an assessment of strengths and weaknesses by phase of the journey for junior enlisted and mid-level enlisted and warrant officers

2.3. Recommendations of the ways 3rd Ranger Battalion and the 75th Ranger Regiment can position itself to have a place of advantage among the high potential recruit segment.

2.4. Recommendation of market engagement and recruitment strategies by key areas of the recruitment journey. Potential strategies might include:

-Recruitment via social media

-Partnering with video game developers to include Rangers in FPS narratives

-Becoming a high-profile sponsor or advertiser at high school and athletic competitions.

-Sending teams to compete in military, athletic, adventure, and shooting competitions

-Using an influencer strategy to engage potential recruits with the possibility of a career as a Ranger.

3. EXPERIENCE REQUIREMENTS:

3.1. The awarded vendor and/or its associated partner(s) shall possess the technical competency, knowledge, and experience in performing consultation work, which includes the following:

Must come from an accredited top 20 nationwide Masters course in business

Must have a minimum of five years’ experience in consult, finance, and marketing

Must be able to drive to Fort Benning within a two hour time frame in order to have a regular working relationship

Must have a Finance specialist, Consulting specialist, and Marketing specialist on their consulting team

3.2. The awarded vendor shall have an authorized/licensed instructor of the Structured

Problem Solving program created by Lynne Segall. 75th RR uses this model as a structure for all of its problem solving within the RGT.

4. SECURITY REQUIREMENTS:

4.1. The awarded vendor shall employ United States’ Citizens or legal United States’

Resident Aliens to perform work. Identification of such persons shall be verified through the E-Verify Program.

4.2. Neither the awarded vendor nor any of its contract service providers shall disclose or cause to disseminate any information concerning operations of military activities. Such action(s) could result in violation of the contract and possible legal actions.

4.3. Access/Escort Requirements for Classified and/or Sensitive Areas. All awarded vendor employees, including subcontractor employees will be escorted in sanitized classified and other areas.