Outsourced Sales Service Industry Research Report 2025

According to APO Research, the global Outsourced Sales Service (OSS) market is in a governed-remote phase, expanding from about US$23.0 billion in 2024 to roughly US$42.2 billion by 2031 in constant 2024 dollars, with a 2025–2031 CAGR near 9½%. Growth in the next leg is anchored less in raw prospecting capacity and more in programme types that are auditable end-to-end—CPQ to e-signature to entitlement to cash—with outcome components that clear only when attribution and durability are proven. This report measures provider net service revenue on a sell-to, IFRS/GAAP basis; 2024 is the base year, historicals are restated where needed, and currency effects are held constant to isolate operational drivers.

Regional momentum is broad but uneven. North America remains the demand engine and edges up in mix as enterprises institutionalise straight-through digital deal desks and finance standardises counterfactual tests for outcome fees. Asia Pacific accelerates on a wider base—India’s domestic SaaS and fintech, ANZ’s remote enterprise selling, and a platform economy across Southeast Asia—while late-stage Japanese and Korean motions stay on-shore under stringent privacy and procurement regimes. Europe grows steadily in dollars yet yields share to faster regions, reflecting language and compliance fragmentation and centralised procurement that channels spend into motions with proof of incrementality. South America and MEA add a predictable operations-heavy layer as cloud, payments and data-governance rails mature; both regions redirect budget from discretionary outreach toward activation, expansion and renewal that can survive audit.

Mix is shifting in ways that favour governed productivity. By Sales Motion, SDR/BDR remains the largest bucket but dilutes from about 33% of spend in 2024 to ~32% by 2031 as Inside Sales Remote climbs from ~27½% to ~30% and Renewals & Expansion inches up from ~13% to ~14%. By Revenue Objective, Acquire drifts from ~35% to ~34% while Expand rises toward ~29%, with Activate moving from the high-16s to the high-17s as buyers fund time-to-first-value programmes and telemetry-driven quoting into installed bases. Field Enterprise and Channel motions persist, but their share compresses as remote closing and partner co-sell provide cleaner attribution and faster cash conversion.

Structure remains fragmented by design. In 2024, the “Other” bucket accounts for ~81% of global revenue; Tier-1 providers (≥US$400M OSS revenue) hold only ~11%, with Tier-2 roughly ~6%. Language and accreditation moats are local, SOWs are short and attribution rules are strict; primes frequently subcontract or white-label capacity across borders, and under a sell-to taxonomy those flows accrue to contracting entities rather than the delivery seat. Consolidation can graduate firms between tiers but rarely collapses the long tail unless it removes language or compliance barriers—an uncommon outcome. Pricing power from scale is therefore limited; operating system quality, not headline headcount, differentiates returns.

The sources of durable advantage have converged across regions. Lawful contactability—consent lineage, suppression hygiene, and number/domain reputation—now governs connect and show rates and is a production input, not a policy appendix. CPQ and entitlement first-pass accuracy eliminates rework and compresses quote-to-sign. Precedence-based attribution prevents double credit between direct and partner routes and is a precondition for paying variable economics. Seat-level instrumentation—SAO acceptance, coaching spans, template-safe personalisation lift, D30/D90 durability—separates tool lists from real throughput. Where these controls live in systems and data, programmes compound without adding field cost; where they live in slideware, activity rises while cash conversion stalls.

Technology is leverage only under governance. Conversation intelligence, LLM-assisted research and drafting, and auto-logging reduce after-call work and raise first-pass rates when they operate inside brand and consent guardrails and when gains are evidenced at the seat/cohort level. Channel and marketplace routes have become decisive and unforgiving: deal-reg precedence, MDF proof-of-performance, and entitlement-to-billing reconciliation are hard gates for credit. Partners that surface these artefacts on demand turn co-sell into a repeatable activation-and-expansion pipe; those that cannot surrender variable fees and time.

The risk balance is tractable. Upside sits in faster adoption of governed remote closing in regulated sectors, broader deployment of telemetry-driven expansion, and AI that lifts seat throughput without harming policy compliance. Downside sits in tighter sender and privacy rules, cross-border data frictions, currency and liquidity shocks that extend cash-timing, and senior language scarcity—especially Japanese, Korean, German and French-Canadian—that caps late-stage throughput. None of these alter the direction of travel; they determine who converts demand into cash.

For buyers, low concentration and a large long tail mean credible alternatives in most languages and verticals. Switching costs are now set by data rights, entitlement workmanship and a provider’s ability to prove incrementality—not by brand scarcity. Contracts should hard-wire precedence, clawbacks and durability gates while paying for governed productivity rather than activity. For providers, the winning playbook is to make governance a system property, protect coaching time, clean the data supply chain, finance outcome timing and choose delivery locations for compliance and evidence, not simply for wages. For investors, this is a compounding niche precisely because it is operationally hard: platforms that convert governance into throughput at scale, and specialists with defensible language and accreditation moats, will outperform the headline CAGR.

This report measures and explains the global Outsourced Sales Service (OSS) market on a strict, auditable basis. All sizing reflects provider net service revenue recognized under IFRS/GAAP and allocated on a sell-to basis to the invoicing country in the master services agreement. The 2024 financial year is the base; 2020–2024 are reported as history and 2025–2031 as forecasts expressed in constant 2024 USD. Pass-through media, rebates and trade allowances, logistics, staffing-only services, and reseller product flows are excluded; outcome commissions are shown net of pass-through. Where portfolios changed through M&A, results are restated to a consistent perimeter where feasible.

Market coverage is global and reconciles at every split to the audited total. Segmentation is reported by Sales Motion (SDR/BDR; Inside Sales Remote; Field Enterprise; Channel Alliances; Renewals & Expansion), by Revenue Objective (Acquire; Activate; Expand; Renew; Retain), by Region & Country (with country tables for major markets), and by provider tiers (Tier 1 ≥ US$400m; Tier 2 US$50–400m; Tier 3 < US$50m, by 2024 OSS revenue). Where relevant, we show delivery model (on/near/offshore), language coverage, route-to-market (direct, partner, marketplace/co-sell), and vertical exposure. Competitive structure is summarised with CR(n) and HHI; company profiles follow a consistent template covering mix, footprint, commercial model, governance controls, and key KPIs.

All figures reconcile after rounding; assumptions, restatements, and variance bands are disclosed. A full description of definitions, inclusion/exclusion rules, and estimation procedures is provided in Section 1.1 Scope of Report and Section 1.3–1.4 Methodology.

Teleperformance

Concentrix

Foundever

Advantage Solutions

TELUS Digital

Acosta Group

Alorica

TDCX

TTEC

Atento S.A.

Capita plc

TaskUs

CPM International

Probe Group

MarketSource

Cience Technologies

memoryBlue

MarketStar

Smollan

Televerde

Belkins

Sales Focus Inc

Acquirent LLC

Sales Overdrive

Martal Group

Pentafon

Outsourced Sales Service Segment by Sales Motion

SDR/BDR

Inside Sales Remote

Field Enterprise

Channel Alliances

Renewals Expansion

Outsourced Sales Service Segment by Revenue Objective

Acquire

Activate

Expand

Renew

Retain

Outsourced Sales Service Segment by Revenue Objective

Acquire

Activate

Expand

Renew

Retain

North America

United States

Canada

Mexico

Europe

Germany

France

U.K.

Italy

Spain

Russia

Netherlands

Nordic Countries

Asia-Pacific

China

Japan

South Korea

India

Australia

Taiwan

Southeast Asia

South America

Brazil

Argentina

Chile

Colombia

Middle East & Africa

Saudi Arabia

Israel

United Arab Emirates

Turkey

Iran

Egypt

Reasons for Doing This Study

The outsourced sales market is undergoing a structural shift that existing literature does not quantify on a comparable basis. From 2020 to 2024 the market expanded at 9.08% CAGR and is set to accelerate to 9.53% for 2025–2031, with revenue mix pivoting from field-heavy to remote motions and renewals/expansion gaining share while “acquire” gradually dilutes. North America’s sell-to share rises toward the mid-40s while Europe declines, and more than four-fifths of revenue remains in a fragmented long tail despite scale gains at the top. Buyers and providers lack an audited view that separates service revenue from pass-through spend, normalizes on a sell-to basis rather than delivery location, and maps price formation to labor mix, language and compliance premiums, onshore/nearshore/offshore blend, utilization, and outcome-based incentives. This study is undertaken to close those gaps and to provide defensible benchmarks for five sales motions and five revenue objectives across regions and industries. It reconciles provider financials with program-level capacity and productivity, quantifies the effects of automation and AI tooling on seats, rate cards and margins, and clarifies where value is migrating in the OSS stack. The result is a decision-grade model for procurement (sourcing strategy, footprint and rate benchmarks), for providers (portfolio focus, pricing architecture, utilization targets), and for investors (market sizing, mix-shift sensitivities, and concentration risks), with sub-segment forecasts that tie back to auditable global totals.

Chapter 1: Research objectives, research methods, data sources, data cross-validation;

Chapter 2: Introduces the report scope of the report, executive summary of different market segments (product type, application, etc), including the market size of each market segment, future development potential, and so on. It offers a high-level view of the current state of the market and its likely evolution in the short to mid-term, and long term.

Chapter 3: Provides the analysis of various market segments product types, covering the market size and development potential of each market segment, to help readers find the blue ocean market in different market segments.

Chapter 4: Provides the analysis of various market segments application, covering the market size and development potential of each market segment, to help readers find the blue ocean market in different downstream markets.

Chapter 5: Introduces executive summary of global market size, regional market size, this section also introduces the market dynamics, latest developments of the market, the driving factors and restrictive factors of the market, the challenges and risks faced by companies in the industry, and the analysis of relevant policies in the industry.

Chapter 6: Detailed analysis of Outsourced Sales Service companies’ competitive landscape, revenue market share, latest development plan, merger, and acquisition information, etc.

Chapter 7, 8, 9, 10, 11: North America, Europe, Asia Pacific, South America, Middle East and Africa segment by country. It provides a quantitative analysis of the market size and development potential of each region and its main countries and introduces the market development, future development prospects, market space, and capacity of each country in the world.

Chapter 12: Provides profiles of key players, introducing the basic situation of the main companies in the market in detail, including revenue, gross margin, product introduction, recent development, etc.

Chapter 13: The main points and conclusions of the report.