The complexity of selling ideas and innovation vs a repeatable service or product

Written by
Published on
September 16, 2025

Introduction

Bidding best practices, as well documented by APMP, lend themselves well to a commercial setting, where the focus is selling a defined product or service but tailored to customer pain points or solutions to customer problems. What struck me when I joined the world of Research and Development bidding is the complexity of selling a product or service that does not yet exist. I had questions – how we frame to ensure investment in developing the new concept, how do we identify the stakeholders who might need the solution, what does it solve, and who would bring the product to market. Specifically, related to my role, a key question for me from the outset is how I adjust bidding techniques to make them fit for purpose in this environment. That ambition is very much a work in progress (and hence the creation of the APMP R&D Interest Committee, RADIC), but in this article I explore the nuances.

Defining Innovation in the R&D Context

The dictionary definition of innovation is “a new idea or method” or “the creating and use of new ideas or methods.” In R&D we are often considering distinct types of innovation, which have been summarised by Nick Jain (2023), from IdeaScale, and noted to have unique benefits for the resulting end user(s). Innovation types proposed by Jain include - Sustainable Innovation; Digital Innovation; Disruptive Innovation; Business Model Innovation and Process Innovation. When considering this, we need to tailor bidding best practice processes and approaches to suit the complexity of winning work in an R&D landscape. An ability to see challenges as opportunities to improve is critical to working innovatively, which requires the willingness to deal with the unknown, an assessment of risk appetite, creative thinking and desire to continuously develop, even when faced with blockers along the way (we all know that not all new concepts make it much further than that initial idea).

Measuring Progress: Technology Readiness Levels (TRLs)

In the Research & Development (R&D) landscape the innovation progress is often measured by Technology Readiness Levels (TRLs) and Manufacturing Readiness Levels (MRLs), with a view of assessing the maturity level of technology and providing a framework to develop a basic concept or principle (idea initiation) to a qualified and operational ready a product or service. There are sector differences between defined TRLs, to make them fit for purpose in each scenario. As part of our work in RADIC, we are preparing a graphical view of which funding aligns best to support which part of the TRL progression journey. More to follow on this soon!

From Concept to Commercialization: Demonstrating ROI

When innovating, the aim should be that the concept can be available for the intended user, and order to make it accessible it usually requires a commercialisation partner e.g. the company that will make the concept, once tested and qualified, part of the standard offering (Business as Usual). So, whilst we may bid for government backed grant funding to support innovation developments, the funder will usually expect to see a projected return on investment (ROI) for the taxpayer’s money. To demonstrate this potential ROI, we must articulate our planned approach for technology development progression, the target market, potential customers, and who will make the offering commercially available.

Identifying Value and Measuring Impact

When bidding in an environment where the offering is not repeatable, or an off-the-shelf product or service, we need to consider the problem areas we are trying to provide a solution for. We often refer to these as ‘customer pain points,’ even when the customer is not always immediately clear. If we can identify the pitfalls of a current solution or product offering, sometimes identified by government led analysis and resulting strategies, then we can explore a new way of tackling this area. As is always the case when creating value propositions, we need to explore what our proposed concept offers in terms of benefits against the current, traditional solution, or in an area where there is not an existing solution.

It is important to note that not all benefits need to be financial, indeed these could include environmental benefits and improving societal inclusion. When preparing your bid, you should consider how you can effectively measure the impact of your proposed project, noting that government grant funding backed project will often expect detailed impact assessment reporting, often referred to as Impact Monitoring and Evaluation.

Adapting the Capture Phase for R&D

With all this said, focusing on the considerations we need to make in R&D bidding, below I’ve detailed high-level Capture phase bidding activities, with key objectives, that if done well, increase the likelihood of winning bids by strategical positioning and preparation before the proposal is live.

Key Aspects of Capture Considerations in R&D Bidding
Understanding Customer Requirements Identifying and documenting specific customer needs and expectations. Identify the problem or challenge area. Assess whether the market need or gap has already been identified (e.g. through government policy). Map stakeholders who would benefit from solutions, including the target market and end users. Evaluate potential return on investment and broader benefits (not just financial). Consider how benefits align with the impact funders seek. Summarise the Value Proposition, focusing on market/end-user improvements from your innovation.
Understanding Competitors Understand competitors’ strengths, weaknesses, and strategies to better position your own offering. Identify the current state-of-the-art and others working in this space. Assess whether your concept is innovative and what makes it competitive.
Developing a High-Level Solution Creating a preliminary concept that aligns with customer needs. Define the proposed innovation and its current stage of development (use TRL -Technology Readiness Level). Check alignment with your strategic roadmap.
Identifying Key Decision-Makers Determining who holds influence and funding power. Identify customers, funders, or clients who might invest in the innovation. Understand what value or objective it offers them. Can decision-makers be approached before the call (ITT/RfP) is issued? Confirm whether funds are available. Ensure mutual interest in the target area. Understand what impact the funders want to achieve and how your proposal supports that.
Building a Winning Team Assembling the right skills and experience. Assess internal capabilities and facilities needed to deliver the solution. Conduct a skillset gap analysis. Identify external partners needed to fill gaps (typically requiring consortium formation). Develop a teaming strategy to strengthen the proposal and reduce competition.
Managing Risks and Opportunities Recognizing potential risks and how to mitigate them. Conduct an opportunity/risk assessment. Evaluate risks of developing an untested concept and consider organisational risk appetite. Address early-stage IP (Intellectual Property) considerations—especially important when working in a consortium.
Developing a Preliminary Pricing Model Understanding cost implications early. Create a high-level pricing model to guide bid strategy. Be aware of funding ceilings and budget constraints. Consider phasing the project to spread costs and reduce risk.
Ensuring Compliance and Compellingness Making the bid both eligible and competitive. Review eligibility criteria: which organisations can apply, funding levels, and potential blockers. Ensure the proposal is not only compliant but also compelling enough to stand out.

Conclusion

Bidding within the Research & Development (R&D) environment requires a distinct approach - one that acknowledges the inherent uncertainty of innovation while still applying structured, strategic practices. Traditional commercial bidding principles, as championed by APMP, provide a strong foundation, but they must be adapted to suit the complexities of selling a concept rather than a product. This means rethinking how we identify stakeholders, define customer pain points, and demonstrate return on investment - often before a tangible solution even exists.

Through frameworks such as Technology Readiness Levels (TRLs), careful stakeholder mapping, and an emphasis on impact (not just financial but societal and environmental), we can better position our innovative ideas for success. The capture phase becomes not just a preparation step, but a vital opportunity to shape the proposal’s direction, build a capable team, and anticipate the risks of an uncertain landscape.

As we continue to evolve our approach through initiatives like RADIC, it is clear that successful R&D bidding is underpinned by creativity, strategy, and foresight. By embracing these distinctions, we stand a better chance of turning innovative ideas into funded, impactful solutions that ultimately reach the users and markets they are designed to serve.

Links and Downloads

Table of Contents

Subscribe to newsletter

Subscribe to receive the latest blog posts to your inbox every week.

By subscribing you agree to with our Privacy Policy.
Thank you! Your submission has been received!
Oops! Something went wrong while submitting the form.