For organisations competing to supply digital products and services to the UK public sector — whether as GovTech product companies, digital transformation agencies, data analytics firms, or CRM and case management system providers — the commercial opportunity is extraordinary and the competition from well-resourced incumbents (the major system integrators, the established government IT suppliers) is real. The organisations that are winning an increasing share of UK public sector digital contracts in 2025 are not necessarily those with the longest public sector track records — they are those with the most credible digital presence, the strongest thought leadership authority in the specific areas of digital transformation where government procurement is concentrated, and the most systematic approach to the long, relationship-intensive procurement cycles that characterise public sector contracting.
This report maps the UK public sector digital landscape of 2025 — the spending priorities, the procurement pathways, the digital infrastructure standards that government buyers are demanding, and the B2B marketing and CRM strategies that position technology suppliers and digital agencies for success in this market. It is written for GovTech company founders, digital agency leaders, data and analytics firm principals, and CRM system providers seeking to build or scale their UK public sector client base.
UK Digital Government 2025 — Key Metrics
Section 1: The UK Digital Government Landscape — Where the Spending Is Going
The UK's public sector digital transformation programme in 2025 is structured around a set of clearly articulated government strategies and investment commitments that provide technology suppliers with a roadmap of procurement priorities more explicit than any equivalent private sector equivalent. The Government Digital Strategy 2022-2025, the NHS Long Term Plan's digital elements, and the 2021 UK National Data Strategy collectively define a digital transformation agenda that encompasses digital service delivery, data infrastructure, AI adoption, cybersecurity, legacy system replacement, and citizen-facing digital experience improvement across the full range of public services.
1.1 The 2025 UK Public Sector Digital Spending Priorities
Source: TechUK Public Sector Technology Outlook 2025; HMRC, NHS England, DLUHC published spending data; LVRA UK GovTech Market Analysis Q1 2025.
1.2 The NHS Digital Transformation — The Largest Single Opportunity
The NHS digital transformation programme represents the single largest continuous digital procurement opportunity in the UK public sector — and one of the largest in Europe. With a digital transformation budget of £7.8 billion across the 2024-2027 period, the NHS is investing across electronic patient records (EPR) rollout, digital outpatient transformation, clinical AI tools, population health management platforms, interoperability infrastructure, and NHS App expansion. The NHS Federated Data Platform — a large-scale initiative to create a unified data infrastructure across NHS organisations — alone represents several hundred million pounds of technology and services contracts over its initial implementation phase.
The NHS procurement landscape is complex — involving NHS England central commissioning, Integrated Care Boards (ICBs) with devolved commissioning authority, individual NHS trusts with purchasing autonomy below threshold, and the NHS Shared Business Services (SBS) framework that facilitates category-wide procurement. Understanding this procurement hierarchy — and which level of the hierarchy is the most accessible entry point for a specific type of product or service — is the foundational commercial intelligence requirement for any organisation seeking to build an NHS supplier relationship.
1.3 Local Government Digital — The Council Opportunity
With 67% of UK local councils actively implementing digital transformation programmes in 2025, the local government market represents a fragmented but commercially significant opportunity for digital service providers, CRM system vendors, and data analytics firms. The Local Digital Fund — administered by the Department for Levelling Up, Housing and Communities (DLUHC) — has funded over 400 digital transformation projects across 300+ councils since 2018, creating a community of local government digital practice leaders who are active buyers, open to new supplier relationships, and connected through the Local Digital community that shares procurement intelligence and supplier recommendations.
The council market's primary commercial advantage for new suppliers is its fragmentation. The 317 English councils (343 including Wales and Scotland equivalents) each have their own procurement authority and their own digital transformation priorities — meaning that a supplier who builds one successful council relationship and produces a strong case study from it has an evidence base that is immediately transferable to procurement conversations at peer councils facing similar challenges. The 'council-to-council reference' is the most powerful sales asset in the local government digital market, and it is earned through delivery excellence rather than purchased through marketing.
Section 2: Procurement Pathways — How to Access UK Public Sector Contracts
The UK public sector procurement landscape operates through a set of frameworks and pathways that are designed to balance open competition with commercial efficiency — enabling government buyers to procure from pre-qualified suppliers without the overhead of full OJEU tender processes for every purchase. Understanding these frameworks and the specific pathways most relevant to digital technology and services procurement is the essential commercial intelligence for any organisation entering or scaling in the UK public sector market.
2.1 The Primary Digital Procurement Frameworks — 2025
Source: Crown Commercial Service Framework Catalogue 2025; NHS Shared Business Services Procurement Portal 2025; DLUHC Local Digital Community Documentation 2025.
2.2 The G-Cloud Strategy — The Most Accessible Framework for Digital Product Companies
G-Cloud 14 is, for most digital product companies and software vendors entering the UK public sector market, the most accessible and commercially productive framework for initial market entry. Its accessibility stems from the relative simplicity of the application process (compared to full tender processes), the absence of a minimum company size requirement, and the open-catalogue model in which any buyer can procure directly from any supplier on the framework without a further mini-competition.
The G-Cloud catalogue operates as a searchable directory of pre-qualified cloud services — software, infrastructure, and hosting — that government buyers can browse and purchase from directly. A well-constructed G-Cloud listing is, in effect, a government-procurement-optimised product marketing page that is discoverable through the CCS digital marketplace search. The listing quality — clarity of service description, specificity of use case, transparency of pricing, and quality of the social proof elements (case studies, certifications, G-Cloud review ratings) — directly determines how frequently the listing appears in buyer searches and how credibly it converts browser interest into direct procurement conversations.
2.3 The Sales Cycle Reality — 18 Months from Lead to Award
The 18-month average sales cycle from initial procurement contact to contract award in UK public sector digital reflects the structural complexity of public sector purchasing — the multi-stakeholder decision process, the formal procurement regulation requirements, the commercial scrutiny that public spending attracts, and the risk aversion that characterises procurement decisions where the buyer is a public official accountable to citizens and oversight bodies for their spending choices. For organisations accustomed to private sector B2B sales cycles of 3-9 months, the public sector timeline requires a fundamentally different pipeline management discipline — building a larger, longer-horizon pipeline and maintaining relationship and thought leadership activity across the extended pre-procurement engagement period.
The organisations that manage the 18-month cycle most effectively treat the pre-procurement phase as a marketing and thought leadership investment: attending government digital conferences (UKGovCamp, LocalGovCamp, NHS DigiFest, Public Sector Show), contributing to government digital consultations and policy discussions, publishing case studies from existing public sector work through TechUK and the Local Digital community, and maintaining consistent digital content presence that keeps the brand visible to government digital buyers during the extended period between initial awareness and active procurement. This pre-procurement visibility is the primary commercial function of thought leadership investment in the UK public sector market.
Section 3: The Digital Infrastructure Standards That Government Demands — Web, Accessibility, and Data
For organisations supplying digital products and services to the UK public sector in 2025, technical standards compliance is not a differentiator — it is a baseline requirement. Government buyers in 2025 will not consider products and services that do not meet the specific technical standards and governance frameworks that public sector digital delivery requires. Understanding these standards — and being able to demonstrate compliance credibly — is the technical prerequisite for any public sector supplier engagement.
3.1 The GOV.UK Design System and Service Standard
The GOV.UK Design System is the UK government's published set of styles, components, and patterns for creating user-facing government services. It covers typography, colour, form components, navigation patterns, and interaction design — all designed to create the consistent, accessible, and trusted digital experience that citizens expect from government services. For digital agencies supplying development and design services to government in 2025, fluency with the GOV.UK Design System is a mandatory capability — it is the design language of public sector digital delivery, and agencies that attempt to apply non-GOV.UK design approaches to government digital service contracts typically fail the prototype assessment phase.
The Government Service Standard — the 14-point framework against which government digital services are assessed — defines the process, technology, and governance requirements that all government digital services must meet. The standard covers user research requirements (point 1: understanding users), agile delivery methodology (point 2: solve a whole problem), technology choices (points 8-10: appropriate technical approach, open standards, cloud-first), accessibility (point 5: make the service accessible), and ongoing operation (point 12: make the service available). For digital suppliers, demonstrating understanding of and alignment with the Service Standard in procurement responses is essential — buyers assess supplier understanding of these standards as a proxy for delivery quality.
3.2 WCAG 2.2 Accessibility — A Legal and Commercial Requirement
Web Content Accessibility Guidelines (WCAG) 2.2 compliance is a legal requirement for UK public sector websites and digital services under the Public Sector Bodies (Websites and Mobile Applications) Accessibility Regulations 2018, with enforcement by the Cabinet Office. For technology suppliers delivering web-based products or services to UK public sector clients, WCAG 2.2 Level AA compliance is a contractual obligation — non-compliant deliverables can trigger contract breach and termination provisions.
The commercial implication for public sector digital suppliers is that accessibility testing, accessible design expertise, and automated accessibility audit tools (Axe, Wave, PA11Y) are not optional capabilities — they are mandatory components of any web development service proposition. Suppliers that cannot credibly demonstrate WCAG 2.2 compliance capability will be eliminated from procurement consideration on this basis alone in 2025, as government buyers have become increasingly sophisticated about accessibility requirements and increasingly confident in requesting accessibility audit results as part of the procurement evidence pack.
Source: Cabinet Office Government Service Standard 2025; GDS Technology Code of Practice; NCSC Cyber Essentials Scheme; NHS England DSP Toolkit requirements.
3.3 The UK National Data Strategy — The Data Asset Opportunity
The UK National Data Strategy, published by DCMS and being implemented across 2023-2026, defines the government's framework for leveraging the UK's data assets — both public sector data held by government and the broader UK data economy. For technology suppliers in data engineering, data governance, analytics, and AI, the National Data Strategy creates a specific set of procurement opportunities in the data infrastructure layer that underpins the government's digital transformation ambitions.
The specific data infrastructure priorities that are generating the most active procurement activity in 2025 are: NHS Federated Data Platform implementation across Integrated Care Boards, government data sharing infrastructure (the cross-departmental data linking and sharing capability that reduces duplication of citizen data collection), local authority data asset management (councils developing structured data governance frameworks as a precondition for AI adoption), and public sector AI readiness programmes (the data quality, labelling, and curation work required before AI tools can be deployed on public sector datasets). Each of these represents a multi-year engagement opportunity for organisations with data engineering, governance, and analytics capability.
Section 4: CRM Strategy for UK Public Sector Suppliers — Managing the 18-Month Sales Cycle
The 18-month average UK public sector sales cycle creates a CRM management challenge that is qualitatively different from the challenge of managing a private sector B2B pipeline. The extended timeline, the multi-stakeholder procurement process, the relationship continuity requirement across personnel changes in both the buying organisation and the supplier organisation, and the information-dense evidence requirements of formal procurement responses all place demands on CRM infrastructure that standard commercial CRM configurations do not adequately address.
4.1 The Public Sector CRM Architecture — What Standard CRM Configurations Miss
Standard commercial CRM configurations — optimised for 90-day B2B sales cycles with 2-3 stakeholder contacts per opportunity — consistently fail to support the management of UK public sector opportunities effectively. The specific CRM elements that public sector supplier organisations consistently lack, based on LVRA's CRM audit experience across UK technology and digital service businesses, are:
Missing Element 1 — Procurement stage tracking: The ability to track opportunities through the specific stages of public sector procurement (framework application, prior information notice, invitation to tender, selection questionnaire, evaluation, standstill period, contract award) rather than the generic 'discovery/proposal/close' stages that standard CRM pipelines use.
Missing Element 2 — Framework and lot tracking: Recording which Crown Commercial Service, NHS SBS, or local authority framework and specific lot each opportunity is being accessed through — essential for route-to-market analysis and framework portfolio management.
Missing Element 3 — Personnel change tracking: Government digital buyers are promoted, transferred, and replaced at rates that make relationship continuity a specific CRM challenge. A contact management system that flags relationship warmth decay and alerts account managers when a key contact leaves the buying organisation is essential for public sector pipeline protection.
Missing Element 4 — Procurement intelligence integration: The ability to record and act on procurement signals from Find a Tender, Contracts Finder, and Tenders Electronic Daily (TED) alongside CRM contact and opportunity data — creating a unified view of market signals and relationship status.
Missing Element 5 — Case study and evidence management: Public sector procurement responses require a library of specific case studies, social value evidence, and technical compliance documentation. A CRM that integrates this evidence library with opportunity records — enabling retrieval of relevant evidence by sector, technology, and procurement stage — saves significant bid response preparation time.
4.2 The Thought Leadership Programme — The Pre-Procurement Marketing Investment
The most commercially productive marketing investment for UK public sector digital suppliers in 2025 is a systematic thought leadership programme that maintains brand presence in the government digital community throughout the pre-procurement engagement periods that precede formal contract opportunities. This programme serves a specific commercial function: ensuring that when a procurement is launched in an area where the supplier has capability, the supplier's name is already familiar to the buying team — as a credible, knowledgeable voice in their field — rather than appearing for the first time as an unknown bidder in a procurement response.
The thought leadership channels that generate the strongest pre-procurement visibility in the UK government digital community in 2025 are: the LocalGov Digital Slack community (active engagement, sharing relevant case studies and research), TechUK working groups and events (the primary industry-government dialogue platform for technology policy and procurement), LinkedIn content targeted to government digital and technology job titles (the most effective digital channel for reaching individual government buyers), speaking at government digital conferences (UKGovCamp, Public Sector Show, NHS DigiFest — the events attended by the procurement decision-makers and influencers), and contributing to GDS's Service Assessment panels and user research programmes (building relationships with the assessors who evaluate digital service quality for government procurement).
Source: TechUK UK Digital Government Community Research 2025; LVRA UK Public Sector Business Development Analysis Q1 2025; LocalGov Digital Community Survey 2024.
4.3 The Bid Response Infrastructure — Converting Procurement Opportunity to Contract Award
The UK public sector procurement process eventually requires a formal written bid response — whether a Selection Questionnaire (SQ/PQQ), an Invitation to Tender (ITT), a Service Assessment submission, or a Dynamic Purchasing System application. The quality of this written response — its clarity, its evidence base, and its alignment with the specific evaluation criteria — is the final determinant of whether the 18 months of relationship building and thought leadership investment converts to a contract award.
The bid response infrastructure that consistently generates the highest evaluation scores in LVRA's experience with UK public sector supplier clients includes: a maintained evidence library (case studies structured to the STAR format — Situation, Task, Action, Result — with specific quantified outcomes), a standardised social value framework that meets the requirements of the Social Value Act 2012 (which mandates consideration of social value in all public sector procurement above £10,000), a WCAG 2.2 and Cyber Essentials Plus compliance documentation pack, and a procurement response template library that contains the base text for the most frequently requested response sections — enabling bid preparation time reduction from weeks to days for well-prepared supplier organisations.
Section 5: Digital Presence for UK Public Sector Suppliers — Website and Content Standards
The website of a UK public sector digital supplier in 2025 serves a specific and demanding function: it must credibly demonstrate capability, compliance, and past performance to a buyer audience that is more analytical, more risk-averse, and more evidence-driven than any equivalent private sector procurement audience. The government buyer who visits a technology supplier's website is not browsing for inspiration — they are evaluating whether the supplier meets the capability and credibility thresholds that their procurement process requires.
5.1 The Public Sector Supplier Website — What Buyers Are Looking For
LVRA's analysis of UK government digital buyers' website evaluation behaviour — drawn from direct client feedback, procurement response debrief conversations, and the supplier evaluation guidance published by major procurement frameworks — identifies eight website elements that government buyers specifically assess when evaluating a potential supplier's capability and credibility.
Element 1 — Case studies from comparable public sector organisations: The single most important website element for UK public sector buyers. Case studies from named NHS trusts, named local councils, named central government departments — with specific outcomes, technologies, and methodologies documented — are the primary social proof that converts a browsing buyer into a shortlisted supplier.
Element 2 — Framework registration status: Clearly stated G-Cloud, DOS, NHS SBS, or other relevant framework registration with lot numbers and direct marketplace links — indicating that the supplier has already passed the pre-qualification requirements that government procurement requires.
Element 3 — Certification and compliance status: Cyber Essentials Plus certificate, ISO 27001 certification, WCAG 2.2 compliance statement, NHS DSP Toolkit score — displayed prominently to eliminate compliance uncertainty early in the buyer evaluation process.
Element 4 — GOV.UK Design System expertise: Demonstrated evidence of GOV.UK Design System fluency in portfolio work, not just claimed in a capabilities list. Screenshots of compliant service interfaces, design system component usage examples, and GDS assessment results are the most credible evidence.
Element 5 — Social value commitment: A specific, quantified social value policy that goes beyond generic corporate social responsibility language — the specific commitments to employment of marginalised groups, environmental impact reduction, and community benefit that the Social Value Act and government procurement guidance require.
Element 6 — Team and expertise depth: Named team members with government digital experience, visible through their professional profiles and publication history. Government buyers evaluate the people who will deliver, not just the company brand.
Element 7 — Thought leadership and community involvement: Evidence of active engagement with the government digital community — conference speaking, blog contributions, participation in open source government digital projects, GOVUK notify integration examples.
Element 8 — Transparent pricing (where applicable): G-Cloud listings require price transparency. Supplier websites that provide indicative pricing (day rates, service tiers, licensing models) reduce the friction of initial procurement conversations and signal the confidence in value that government buyers respond to.
5.2 The Content Marketing Strategy for UK Public Sector Suppliers
The content marketing investment that generates the most pre-procurement visibility for UK public sector suppliers in 2025 is long-form thought leadership content that addresses the specific policy, technology, and implementation challenges that government digital buyers are navigating in real time. This is not generic digital transformation content — it is specifically calibrated to the current priorities and challenges of the UK public sector digital community, written in the language of government digital (user research, service assessment, agile delivery, accessible design) rather than private sector B2B marketing language.
The content formats that generate the strongest pre-procurement visibility in the UK government digital community in 2025 are: case study publications (the highest-trust, highest-credibility format for public sector audiences), technical guides and frameworks (accessible explanations of GOV.UK Design System implementation, WCAG 2.2 testing approaches, or NHS data architecture that demonstrate genuine expertise), and event write-ups and policy commentary (demonstrating active engagement with the government digital policy and community landscape). All of these formats are distributed through LinkedIn, the GOV.UK blog where applicable, TechUK publications, and the LocalGov Digital community channels that reach the procurement decision-makers directly.
Section 6: LVRA's UK Public Sector Digital Marketing Practice
LVRA Global's UK Public Sector Digital Marketing practice delivers the website, content, thought leadership, and CRM infrastructure that enables UK GovTech companies, digital agencies, and technology suppliers to build sustainable public sector client pipelines. Our practice is specifically designed for organisations that have genuine public sector delivery capability but underinvest in the marketing and business development infrastructure that translates that capability into procurement visibility and contract awards.
Section 7: Strategic Recommendations — UK Public Sector Supplier Priorities for 2025
Recommendation 1: Audit Your Compliance Certifications and Display Them Prominently
The single most immediate action for any UK public sector digital supplier is a compliance certification audit — verifying that Cyber Essentials Plus, ISO 27001 (if applicable), WCAG 2.2 compliance documentation, and NHS DSP Toolkit scores (for NHS-serving suppliers) are current, accurately documented, and prominently displayed on the company website and in all procurement documentation. Expired or missing certifications are one of the most common and most avoidable reasons for elimination at the Selection Questionnaire stage — a reason that has nothing to do with delivery capability and everything to do with administrative negligence. Audit all certifications, schedule renewals, and build compliance status maintenance into your annual planning calendar.
Recommendation 2: Apply for G-Cloud 14 Before the Next Open Window Closes
If your organisation offers cloud software, hosting, or related technology services and is not yet on G-Cloud 14, applying in the next available open application window is the highest-priority commercial development action for 2025. G-Cloud listing generates direct procurement enquiries from government buyers who find your service through the Digital Marketplace search — with no requirement for competitive tendering above standard GDS assessment. The application process is demanding but well-documented, and the commercial return of framework presence — a searchable listing in the primary public sector technology procurement directory — is significant. LVRA's Framework Application practice can accelerate and improve the application quality for suppliers with limited bid-writing expertise.
Recommendation 3: Develop One Government Digital Case Study Per Quarter
The case study is the single most commercially important content asset for UK public sector digital suppliers — and the most consistently underproduced. Every completed public sector project should generate a structured case study within 60 days of completion: the specific procurement challenge, the technology and methodology deployed, the measurable outcome achieved, and where possible a named client quote that can be used in procurement responses. Case studies should be developed in two formats: a long-form version (1,500-2,000 words) for the website and framework listings, and a short-form version (400-600 words) for procurement response evidence packs. One case study per quarter, consistently produced over 12 months, generates an evidence library that significantly differentiates procurement responses from those of suppliers without documented public sector track record.
Recommendation 4: Join and Actively Contribute to the LocalGov Digital Community
The LocalGov Digital community — primarily active on Slack, at LocalGovCamp events, and through the LocalGov Digital blog — is the most accessible and commercially productive community investment available to organisations targeting the UK local authority digital market. The community is populated by the digital transformation leads, heads of technology, and chief digital officers who are the primary procurement decision-makers for the 317+ UK local councils actively transforming their digital services. Active participation — sharing relevant case studies, contributing to working groups, attending LocalGovCamp events, and providing genuine help to community members navigating technical challenges — builds the peer community relationships that generate the warm procurement enquiries that cold sales processes cannot produce. Membership is free; the investment is time and genuine expertise contribution.
Recommendation 5: Build a 12-Month Procurement Calendar and Align Your Thought Leadership to It
The UK public sector procurement cycle has predictable peaks — central government spending authority resets in April with the financial year, NHS commissioning rounds follow predictable procurement windows, and local authority digital transformation budgets are typically approved in October-November for the following financial year. Building a 12-month procurement calendar that maps the likely procurement windows for your target client organisations allows content and thought leadership investment to be aligned to the pre-procurement engagement periods that precede formal procurement launches. Thought leadership content published in the three months before a procurement window generates more pre-qualification visibility than equivalent content published after the procurement is launched — because buyers begin their supplier research long before the formal process begins.
Conclusion: The UK Public Sector — The Largest B2B Market Most Suppliers Are Ignoring
The UK public sector's £14.7 billion annual digital transformation spend is, by any measure, one of the most significant and least-effectively-contested B2B markets in the UK economy. The major system integrators and established government IT suppliers are well-positioned within it — but the procurement frameworks, the open digital delivery standards, and the government's explicit commitment to market diversity and SME participation have created genuine commercial access for smaller, more specialised suppliers that the government digital community actively wants to work with.
The organisations that will capture a meaningful share of this spend in 2025 are not those with the largest sales teams or the biggest marketing budgets. They are those that understand the specific evidence standards, compliance requirements, and community engagement channels that government digital procurement decisions are made through — and that invest in building their credibility, visibility, and evidence base within those specific frameworks. The marketing that works for private sector clients does not automatically translate to government. The marketing that works for government requires understanding what government buyers are evaluating, where they find suppliers, and what evidence standard they need before they can award a contract. This report is the guide to building that understanding into your 2025 commercial strategy.
At LVRA, we bring this understanding to the UK public sector supplier organisations we work with — helping them build the website credibility, content visibility, CRM infrastructure, and framework presence that converts genuine delivery capability into public sector pipeline and contract revenue.
Sources & Methodology
This report draws on the following primary and secondary data sources, referenced as of Q1 2025:
TechUK Public Sector Technology Outlook 2025: Spending category analysis, growth rates, procurement priority assessment
Crown Commercial Service (CCS): G-Cloud 14, DOS6, DAS Framework documentation and Digital Marketplace data
NHS England and NHS Shared Business Services: Digital transformation budget data, framework documentation
Department for Levelling Up, Housing and Communities (DLUHC): Local Digital Fund data, council digitisation statistics
Government Digital Service (GDS): GOV.UK Design System, Service Standard, Technology Code of Practice documentation
Cabinet Office: Public Sector Accessibility Regulations enforcement data, Government Service Standard
National Cyber Security Centre (NCSC): Cyber Essentials scheme requirements and take-up statistics
DCMS: UK National Data Strategy, data infrastructure investment programme documentation
LVRA UK Public Sector Client Analytics: Aggregated, anonymised procurement pipeline and business development performance data, Q4 2024–Q1 2025
LVRA Global Intelligence Reports are produced for informational and strategic planning purposes. All performance benchmarks represent averages based on LVRA client data and published research. Regulatory and procurement information is provided for general awareness and should be verified against current government guidance before reliance in procurement processes. Client data is aggregated and anonymised.
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· Grand View Research: Lead Generation Market Size, Share & Trends Analysis Report, 2023
· HubSpot State of Marketing Report 2023
· Forrester B2B Marketing & Sales Alignment Survey 2023
· Sopro B2B Lead Generation Statistics 2023
· LinkedIn Marketing Solutions: B2B Benchmark Report 2023
· Bombora Intent Data: Category research signal data, Q1–Q3 2023
· Gartner B2B Buying Behaviour Survey 2023
· SalesLoft & Outreach.io Platform Benchmarks 2023
· LVRA Global Client Analytics: Aggregated, anonymised campaign performance data across eight markets, 2023