David Pead, CBE Network
Marketing in construction is maturing. Not fully formed, but moving quickly into a more defined and more demanding role at the centre of the business.
SLG Agency’s latest Horizon report flags that shift. It describes a sector investing with intent, aligning around brand, and strengthening marketing’s strategic role within organisations. But it also points to a more complex reality. As marketing grows in influence, the environment it operates in is becoming harder to navigate.
Download the report here to explore the full findings
If there is one clear signal from Horizon 2026, it is that construction marketers are winning the argument for investment.
More than half (56%) of respondents expect their budgets to increase this year, with an average uplift of +11%, the highest recorded in the four years of the survey.
This is active commitment. In a sector shaped by regulatory change, skills shortages and economic uncertainty, marketing is being treated as a driver of growth rather than a discretionary cost.
Two-thirds (67%) of respondents cite brand awareness as their primary objective, significantly ahead of lead generation. More importantly, it is now being measured. Brand awareness sits alongside MQLs and customer retention as a core metric.
One of the most significant changes, however, is internal. Every respondent reports that they can demonstrate marketing’s commercial value, with 43% describing marketing as a core part of strategic decision-making.
This is a clear move away from marketing as a support function. It is becoming more accountable, more commercial, and more embedded in how businesses plan and grow.
Most marketers report that they now plan to run fewer campaigns, concentrating activity around one or two major initiatives or a tightly managed programme. This is partly a function of smaller teams, but also a more deliberate view of effectiveness. Consistency and reach are beginning to outweigh volume.
The challenge is that this is happening in a more complex market and the buying journey is rarely linear. It varies significantly by project, often involving large, multi-disciplinary decision-making groups. There is no single audience and no single message.
Access to market is tightening at the same time. Direct-to-client engagement is now the most commonly cited challenge, with frameworks, procurement structures and digital channels all adding layers of complexity.
Technology is also shifting from experiment to infrastructure. AI remains the most widely explored area, but the focus has moved towards integration into workflows, CRM systems and automation platforms.
In summary, Horizon 2026 describes a discipline that is maturing quickly. Construction marketers are investing with confidence, aligning around brand, demonstrating measurable value and taking on a more strategic role within their organisations.
But they are doing so in a market that is more complex, more constrained and more demanding than ever.
Marketing is no longer trying to prove its worth. It is shaping strategy, influencing decisions and driving growth.
The challenge now is navigating that complexity.