# The State of Software Buying in 2026

**Analyst:** Aurora Martina Granata

**Research publisher:** G2 Digital Markets

Software budgets are growing, but buyer trust depends on transparency, practical AI, smooth implementation, and ongoing support. Explore four trends from G2 Digital Markets' research into software purchase and adoption.

4 trends guiding vendors to foster successful software purchase and adoption.

[Original source PDF](https://www.g2digitalmarkets.com/hubfs/G2DM/PDFs/g2dm-state-of-software-buying-in-2026-report.pdf)

## Key findings

- 77% of organizations plan to increase their software spending in 2026, while buyers expect a positive return in an average of 8.75 months.
- Only 34% of software buyers experienced neither implementation disruption nor purchase regret; 40% experienced both.
- Security or compliance gaps (55%), unfavorable contract terms (52%), and poor trial experiences (50%) are the leading reasons buyers remove vendors from their shortlist.
- 74% of successful adopters favor proven AI technologies; 17% adopt AI aggressively, compared with 33% of disappointed buyers.
- 61% of buyers experienced at least one unexpected implementation disruption in the past 18 months, making rollout and post-sale engagement critical to loyalty.

## 77% of organizations expect to increase their software budget in 2026, but earning their trust is becoming harder.

A recent G2 Digital Markets survey of 3,385 global decision makers shows strong software demand. 77% of organizations plan to increase software budgets and only 4% expect to cut spending. U.S. buyers spent an average of $72,000 on their latest software purchase. High spend means high scrutiny, raising the bar for clear value and ROI.

Strong budgets don't guarantee easy wins. Buyers judge vendors on execution, transparency, and readiness to support adoption.

Organizations expect a positive return on software investments in just 8.75 months, putting pressure on vendors to deliver value fast.

Success depends on aligning with buyer behaviors, meeting real needs, not just selling features.

### Software spending plans for 2026

| Response | Share |
| --- | --- |
| Spend much more | 18% |
| Spend somewhat more | 59% |
| Spend about the same | 19% |
| Spend somewhat less | 3% |
| Spend much less | 1% |

G2 Digital Markets' 2026 Software Buying Trends Survey. Q: Does your organization plan to spend more, less, or the same for software in 2026 compared to 2025? n=3,385 decision makers. PDF p. 2.


- **$72,000:** Annual average software spend of the most recent purchase by U.S. buyers in 2025.
- **8.75 months:** The average time to prove ROI.

## Only 1 in 3 software buyers is successful.

34% are successful software adopters who experienced neither implementation disruption nor purchase regret (n=1,147). The remaining 66% are unsuccessful software adopters who experienced implementation disruption, purchase regret, or both (n=2,238).

Unexpected implementation disruption is the biggest threat to a successful software buying experience.

61% of software buyers experienced at least one disruption in the past 18 months. These issues - failed integrations, stalled migrations, and missed timelines - quickly determine whether buyers can adopt a new system successfully.

Disruption drives regret for many buyers. 40% of buyers faced both, forming a group we call disappointed buyers.

These disappointed buyers are twice as likely to spend significantly more on software next year and 44% will switch to a different vendor's product.

Savvy vendors can capitalize on this by understanding buyer pain points and positioning their solutions as reliable alternatives.

### Disruption and purchase regret

| Response | Share |
| --- | --- |
| Neither disruption nor regret | 34% |
| Both disruption and regret | 40% |
| Regret without disruption | 5% |
| Disruption without regret | 21% |

G2 Digital Markets' 2026 Software Buying Trends Survey. Q: Has your organization experienced unexpected disruptions during (and as a result of) the implementation of new software in the last 18 months? Q: Do you regret any of the software purchases your company has made in the past 18 months? n=3,385 decision makers. Successful adopters n=1,147; unsuccessful adopters n=2,238; disappointed buyers n=1,368; regret only n=170; disruption only n=700. Percentages are rounded. PDF p. 3.


## Align with buyer behaviors for success in 2026.

Successful adopters do things differently. Our report highlights key behaviors so vendors can engage earlier, support buyers, and sustain success after the sale.

- **Requirements:** They set their budget, define desired outcomes, and identify the challenges that the new software is meant to solve.
- **Expertise:** They rely on industry experts, software review sites, and professional associations in addition to GenAI.
- **Decisiveness:** They keep their vendor shortlist tight and make a purchase decision within three months.
- **Negotiation:** They maintain focus on contract terms and negotiation, rather than the sales pitch.
- **Execution:** They develop a formal plan for implementation, keying in on integrations and data migration.

## Building buyer confidence starts early.

Source PDF pages 6-9.

### Visibility on trusted review sites drives buyer decisions.

Our research highlights the growing role of GenAI in software research, and more recent G2 data now shows AI chat pulling ahead as buyers' first stop for building shortlists.

Buyers rely on multiple research sources to create their shortlists, requiring vendors to build trust signals via software review sites and industry experts beyond their own websites, which also improves their product's visibility in GenAI platforms.

Vendors that align messaging, demos, pricing, and presence on credible platforms are more likely to reach informed buyers, earn shortlist consideration, and support long-term retention.

### Which sources influence your decision to add a vendor to your shortlist?

| Response | Share |
| --- | --- |
| AI chat (e.g. ChatGPT) | 55% |
| Software review sites | 43% |
| Vendor website | 36% |
| Research analyst firms | 36% |
| Peers and colleagues | 33% |
| Independent forums | 30% |
| Thought leader content | 28% |
| Internal supplier portal | 20% |
| Vendor salesperson | 19% |

G2 March 2026 Survey of B2B Software Buyers. Online survey of 1,076 B2B decision makers across North America, EMEA, and APAC who are responsible for or influence purchase decisions for departments, multiple departments, operating units, or entire businesses. This is a separate survey from the August 2025 study. PDF p. 7.


### Top 3 influential sources when buyers research software

- **49% - Industry experts:** Buyers consult industry experts to validate real-world fit by checking how software performs in actual workflows, clarifying trade-offs, and assessing relevance for specific industries.
- **39% - Review and comparison sites:** Buyers use peer reviews to compare factors like pricing and ratings, and use filters (industry, business size, role, etc.) to focus on feedback that matches their context.
- **38% - Generative AI:** Buyers use GenAI tools to create a tailored shortlist by describing specific needs through a conversational interface; the tool can ask clarifying questions and refine the list in real time.

G2 Digital Markets' 2026 Software Buying Trends Survey, conducted August 2025. Q: When conducting research for a new software purchase, what are the most influential information sources? Select up to four. n=3,385 software buyers. Only 3 out of 10 answer options are displayed. PDF p. 7.

### What buyers value most when shortlisting vendors.

In assessing vendors for their shortlist, buyers look for signs that a vendor is credible, secure, transparent, and easy to evaluate.

Buyers most value security details, followed by value for money and clear feature information.

### Information buyers seek on review and comparison sites

| Response | Share |
| --- | --- |
| Security details | 58% |
| Value for money | 51% |
| Clear feature information | 51% |
| Ease of use | 48% |
| Pricing | 47% |

G2 Digital Markets' 2026 Software Buying Trends Survey. Q: What type of information do you seek when using software review and comparison sites to research software? n=3,385 decision makers. Multiple responses possible; percentages exceed 100%. PDF p. 8.


### Earn trust before the first conversation.

Buyers make decisions early. Help them see your value without asking them to dig for it.

1. **Show up where buyers shortlist early:** Build a strong presence across GenAI tools, review platforms (Capterra, Software Advice, and GetApp) and expert listings. These sources shape early confidence and influence who makes the shortlist.
2. **Make essentials easy to find:** Publish transparent pricing, integration details, security information, and ROI examples openly. Clear, direct information lowers friction and signals readiness.
3. **Clarify your differentiation early:** Use your product profile, case studies, and third-party verified reviews to explain why buyers choose you. Specific proof points make your product easier to compare and harder to overlook.

## Short evaluation cycles require transparency.

Source PDF pages 10-13.

### Decisive buyers drive faster outcomes.

Software buyers draw on multiple sources when building their shortlist. Rather than relying on sales pitches, most prefer hands-on experience, with 50% citing a trial as the decisive factor in their purchase decision, compared to just 35% who were influenced by a sales presentation.

With limited opportunities for direct interaction with buyers, delivering clear, comprehensive product information and offering full-featured trial experiences are essential to earn trust and maintain a competitive edge.

Successful software adopters evaluate faster with fewer options.

### Successful software adopters evaluate faster with fewer options.

- **3 months - A shorter decision timeline:** Successful software adopters usually decide on a product within three months.
- **3 vendors - A focused vendor shortlist:** The most effective software adopters focus on three vendors and engage with them.

G2 Digital Markets, The State of Software Buying in 2026. PDF p. 11.

### Reasons why buyers remove vendors from their shortlist.

This decisiveness gives vendors a narrow window to make an impact and every interaction counts. When successful buyers move quickly, they also become more selective, removing vendors for specific reasons such as security or risk review, contract terms, and demo or trial quality.

Vendors that clearly communicate contract flexibility, demonstrate compliance with industry-specific requirements, and deliver a smooth trial experience are more likely to remain in contention.

Since successful buyers define requirements early, vendors that proactively address these areas can reduce friction and accelerate the path to purchase.

### Top 3 reasons a vendor is removed from the final shortlist

| Response | Share |
| --- | --- |
| Security or compliance gaps | 55% |
| Unfavorable contract terms | 52% |
| Poor trial experiences | 50% |

G2 Digital Markets' 2026 Software Buying Trends Survey. Q: When making the final purchase decision for your most recent software purchase, what were the reasons for removing vendors from your shortlist? Select all that apply. n=3,385 decision makers. Multiple responses possible; percentages exceed 100%. PDF p. 12.


### Remove friction from the evaluation experience.

Buyers move faster when they feel that product evaluation is simple and transparent.

1. **Offer clean, self-guided demos and trials:** Let buyers explore the product without scheduling calls. A seamless trial builds confidence before you ever speak.
2. **Spotlight product features in reviews:** Help buyers evaluate the features and capabilities that set your product apart from the competition by staying engaged with review platforms.
3. **Align your content with real buyer questions:** Use product profiles, FAQs, and comparison pages to answer the questions buyers are already searching for. When your information lines up with their workflow, you stay on their shortlist.

## AI adoption requires proof, not hype.

Source PDF pages 14-16.

### A smarter approach to AI adoption.

Successful buyers take a balanced approach to AI adoption. They prioritize proven use cases to temper innovation with risk management. They recognize AI's role in competitiveness but avoid overextending into emerging technologies too quickly.

In contrast, disappointed buyers are nearly twice as likely to adopt AI aggressively. But experimenting with complex AI applications can lead to misalignment and implementation challenges.

For vendors, this means positioning AI capabilities around practical, high-value outcomes rather than pushing cutting-edge features that may introduce unnecessary complexity.

### Successful adopters vs. disappointed buyers: AI adoption rates

| Approach | Successful software adopters | Disappointed software buyers |
| --- | --- | --- |
| Aggressive | 17% | 33% |
| Balanced | 74% | 63% |
| Cautious | 9% | 4% |

G2 Digital Markets' 2026 Software Buying Trends Survey. Q: Which of the following best describes your organization's approach to AI adoption (i.e., the assertiveness with which you have adopted AI functionality into business processes)? Successful software adopters n=1,147; disappointed software buyers n=1,368. PDF p. 15.

- **Aggressive:** We aggressively test and deploy emerging AI technologies.
- **Balanced:** We're comfortable adopting proven AI technologies.
- **Cautious:** We tend to avoid AI technologies.

### Position AI as practical, not experimental.

Successful buyers adopt AI cautiously, focusing on proven use cases that deliver clear business value. Vendors that frame AI as a tool for measurable outcomes, rather than a risky leap into emerging technology, are more likely to win trust and stay on the shortlist.

1. **Showcase practical AI applications:** Highlight features such as predictive analytics, automated scheduling, and content generation in demos and marketing materials. Connect these capabilities to real SMB challenges.
2. **Reduce perceived risk:** Provide clear implementation guidance, security assurances, and ROI examples to help buyers feel confident about adoption.
3. **Use proof, not hype:** Share case studies and success stories from similar businesses to demonstrate tangible results. Avoid overselling cutting-edge AI features unless the buyer signals readiness.

## Implementation and post-sale support define long-term loyalty.

Source PDF pages 17-20.

### Retention starts at implementation and depends on post-sale engagement.

Implementation is no longer just a technical milestone. It's a trust test. Rollout quality decides whether confidence grows or collapses.

61% of buyers experienced at least one unexpected disruption during implementation in the past 18 months.

### Most common disruptions during implementation

| Response | Share |
| --- | --- |
| Integration issues | 40% |
| Data migration problems | 38% |
| Delays | 38% |

G2 Digital Markets' Software Buying Trends Survey. Q: Which of the following disruptions has your team encountered during a software implementation process? Select all that apply. n=2,068 software buyers who experienced one or more implementation disruption. Multiple responses possible; percentages exceed 100%. PDF p. 18.


### Disruptions carry long shadows.

Implementation alone doesn't secure loyalty; ongoing post-sale engagement drives retention. Buyers appreciate vendors who deliver consistent updates and proactive support after go-live. When support fades, buyer regret increases and many quickly replace products or renegotiate contracts. Post-sale silence is now a risk, not a neutral stance.

What happens during implementation determines whether a buyer moves into optimization or damage control.

Nearly half of affected buyers regret the purchase, and many take corrective action.

### How affected buyers respond

- **44% - Replace software entirely:** 
- **43% - Ask the vendor to remedy issues:** 
- **38% - Seek to renegotiate the contract:** 

G2 Digital Markets, The State of Software Buying in 2026, p. 19. The PDF does not state a sample size or survey question for these three figures.

### Make implementation a strength, not a risk.

Buyers want assurance that implementation will be simple and transparent. Help them understand your product by clearly outlining onboarding and support processes, setting clear expectations for the post-purchase experience.

1. **Deliver a frictionless rollout:** Provide clear timelines, migration support, and proactive communication to prevent integration failures and delays.
2. **Stay engaged beyond go-live:** Offer product enhancements, responsive support, and ongoing training to strengthen post-sale relationships and reduce buyer attrition.
3. **Turn adoption into advocacy:** Structured onboarding and ongoing support don't just reduce churn - they create loyal customers who advocate for your product.

## Win the shortlist, earn the renewal.

- **Buyer expectations have shifted from long, exploratory evaluations to fast, focused decisions:** Vendors now have fewer chances to stand out and must earn trust early through transparency and accessible information, such as clear pricing, security details, and integration documentation.
- **Post-purchase engagement drives success:** Buyers expect vendors to stay involved after go-live, making the post-purchase experience as decisive as the initial purchase journey.
- **Clarity and support set vendors apart:** Trust is reinforced at every stage, from evaluation to renewal, when vendors prioritize clarity, reliability, and ongoing support in a market where buyers move fast and expect more.
- **Implementation is a critical risk point:** A smooth rollout is essential, as setbacks during implementation can erode buyer confidence and increase churn risk.
- **Ongoing engagement builds loyalty:** Proactive support, regular updates, and structured customer success efforts after go-live help turn adoption into long-term loyalty, while post-implementation silence increases risk and accelerates buyer regret.

## Methodology

G2 Digital Markets' 2026 Software Buying Trends Survey was conducted online in August 2025 among 3,385 respondents in Australia (n=281), Brazil (n=278), Canada (n=293), France (n=283), Germany (n=279), India (n=260), Italy (n=263), Mexico (n=288), Spain (n=273), the U.K. (n=299), and the U.S. (n=588), at businesses across multiple industries, ages (1 year in business or longer), and sizes (5 or more employees). Business sizes represented in the survey include: 1,676 small (5-249 full-time employees), 822 midsize (250-999), and 887 enterprise (1,000+).

The goal of this study was to understand the timelines, organizational challenges, research behaviors, and adoption processes of business software buyers. Respondents were screened to ensure their involvement in business software purchasing decisions.

For the purposes of this report, disappointed buyers are defined as those who experienced both an unexpected business disruption resulting from software implementation and purchase regret (n=1,368), while successful buyers are those who did not experience disruption or regret (n=1,147).

### Supplementary research

Page 7 also cites the separate G2 March 2026 Survey of B2B Software Buyers: an online survey of 1,076 B2B decision makers across North America, EMEA, and APAC who are responsible for or influence purchase decisions for departments, multiple departments, operating units, or entire businesses. These results describe shortlist influence and are presented separately from the August 2025 research.

## Frequently asked questions

Answers drawn from the report, added for this web edition.

### Will organizations increase software spending in 2026?

77% plan to spend much or somewhat more, 19% about the same, and 4% less. These are expectations reported by 3,385 decision makers in the August 2025 survey, rather than measured 2026 expenditure.

### What distinguishes successful software adopters?

The report defines successful adopters as buyers who experienced neither unexpected implementation disruption nor purchase regret (n=1,147). Their habits include clear requirements, expert input, focused shortlists, attention to contract terms, and formal implementation plans.

### Why do buyers remove vendors from their shortlist?

The three leading reasons shown in the report are security or compliance gaps (55%), unfavorable contract terms (52%), and poor trial experiences (50%). Respondents could select more than one reason.

### How do successful adopters approach AI?

74% of successful adopters are comfortable adopting proven AI technologies, 17% aggressively test and deploy emerging AI, and 9% tend to avoid AI. Among disappointed buyers, the corresponding figures are 63%, 33%, and 4%.

### Are the AI chat and industry expert statistics from the same survey?

No. The shortlist-influence chart led by AI chat at 55% comes from G2's March 2026 survey of 1,076 B2B decision makers. The industry experts (49%), review and comparison sites (39%), and generative AI (38%) figures come from the August 2025 survey of 3,385 software buyers and a different question.

## Discover growth strategies that drive revenue.

Understanding your market and adapting to changing buying behaviors is key to attracting buyers and making it into the shortlist, securing the sale, and avoiding churn this year.

[Get started](https://www.gartner.com/en/digital-markets?utm_source=dmven&utm_medium=report&utm_campaign=2025_software_buying_trends)

## About G2 Digital Markets

G2 is the world's largest and most trusted data source for B2B software, helping businesses reach their peak potential by enabling confident buying and go-to-market decisions. Offering trusted data, authentic peer reviews, and real-time market intelligence, the G2 ecosystem - which includes Capterra, Software Advice, and GetApp - serves more than 200 million annual buyers, representing teams at every Fortune 500 company. As buyers increasingly shift from traditional search to AI search platforms, G2 has become the most-cited B2B software source across those AI-first channels where software discovery happens. Leading software and services companies like Salesforce, IBM, SAP, and Adobe also trust G2 to influence discovery, build brand credibility, reach in-market buyers, and accelerate revenue growth.

To learn more, visit [g2digitalmarkets.com](https://www.g2digitalmarkets.com).

[Capterra](https://www.capterra.com/) | [Software Advice](https://www.softwareadvice.com/) | [GetApp](https://www.getapp.com/) | [Product profiles and verified reviews](https://www.g2digitalmarkets.com/profiles)

**Topics covered:** Software Buying, Revenue & GTM