From a 25% bid conversion rate to a structural 65% on joint projects

Starting points of the collaboration

Large commercial tenders and public procurement are important to Konica Minolta, because a substantial part of its business is won through such projects. When the collaboration with Appalti started, there was a clear challenge: the organization was not yet getting the return on bids that was there for the taking.

At the time, bid conversion was around 20 to 25%. Teams worked hard on content and execution, but many bids received limited preparation. Commercial preparation could start earlier and be organized more sharply. The opportunity was therefore not only to win more bids, but above all to structurally professionalize the way Konica Minolta approached commercial opportunities.

The collaboration with Appalti

The collaboration initially focused strongly on the bid management department, but grew into a broader professionalization effort. Appalti and Konica Minolta worked together for about seven years on many large commercial and government-related projects.

This was about more than supporting individual bids. Work was also done on a partly distinctive market position, a tight bid process approach, and the implementation of a uniform sales approach. That bid process approach still guides the organization today. The core: do not spring into action only when a deadline approaches, but work purposefully from the very first moment on the best chance of winning. Central questions included:

• Who is the customer?
• What is the real question behind the question?
• Where can we stand apart?
• Which message should be central?
• And above all: what do we need to do (in advance) to maximize our chance of winning?

It was precisely this preparation, combined with a tightly managed process in which we worked with specialists, that made the difference.

From 25% to 65% conversion

The approach had a clear effect. Where bid conversion was around 20 to 25% at the start, it rose during the collaboration to 65% on the projects we did together.

That more than doubled the return on bids. At the same time, the structured way of working saved time: teams knew earlier where energy was needed, which choices had to be made, and which parts of a bid could truly make the difference.

That led not only to more projects won, but also to more focus and commercial firepower.

From a loose approach to a uniform sales process

To make the change structural, the collaboration was not limited to bid management. The sales organization was trained in a new sales process, the Gouden Jaar, in which preparation took center stage.

The starting point: do not wait until a commercial opportunity becomes concrete, but think much earlier about the customer, the competition, the distinctive position, and the value Konica Minolta can actually add.

A more uniform way of working emerged. The approach gave salespeople guidance in their daily work and contributed to their development. The knowledge from the supported bids thus became part of the broader commercial way of working.

Bringing out the distinctive strengths together

An important success factor was the commitment of the people within Konica Minolta. There was a willing group of professionals ready to truly work with the approach. The board supported the development and gave employees room to work with it.

That created ownership among the people who ultimately had to do it. At key moments, Appalti added sharpness and challenged the organization to look critically at its commercial strategy, story, and positioning. This made Konica Minolta’s distinctive strengths increasingly visible.

A strong commercial period

The professionalization effort coincided with a strong commercial period for Konica Minolta. The organization developed into a strong number two behind Ricoh in the Dutch market and had a successful year in which many commercial projects, including major contracts, were won.

Appalti’s contribution was not just about working harder on bids, but above all about working smarter and in a more structured way: from better preparation and stronger content to a fixed bid process and a uniform sales approach.

The result: a higher return on bids, more efficiency in the commercial process, and a sales organization better prepared to recognize, develop, and win big opportunities.