Lies, Lies, and Damned Statistics

“Lies, damned lies, and statistics.” It’s one of those quotes that gets tossed around whenever someone wants to cast doubt on a data-driven argument. Was it Mark Twain who said it? Or Benjamin Disraeli? Or someone else entirely? Honestly, it doesn’t really matter, the sentiment is what sticks. Statistics, depending on how they’re presented, can be used to prove almost anything. That’s both their power and their peril.

But in bidding, statistics aren’t just rhetorical flourishes, they’re essential. They help us understand what commissioners are prioritising, what challenges they’re trying to solve, and what success looks like in their eyes. And just as importantly, they allow us to demonstrate our own impact, our reliability, and our readiness to deliver.

At BidVantage, we often say that good data doesn’t just support a bid, it strengthens it, sharpens it, and sometimes even wins it. But using statistics well means more than just dropping numbers into a paragraph. It means knowing where to find the right data, how to interpret it, and how to use it to tell a story that resonates.

External Data – Know Your Landscape

Before you start writing a bid, you need to understand the world you're bidding into. What are the commissioner’s priorities? What challenges are they facing? What does success look like from their perspective? The answers are often hiding in plain sight, within publicly available data.

One of the richest sources is the Office for National Statistics (ONS). Whether you're looking for economic trends, population demographics, employment figures, or sector-specific insights, the ONS is a treasure trove. For example, if you're bidding to deliver employment support services, knowing the local unemployment rate, youth employment trends, or skills gaps can help you tailor your proposal to real needs.

But don’t stop there. Local authority documents, like strategic plans, budget reports, and needs assessments, can reveal what councils are prioritising and where funding is likely to go. If you're bidding in health or social care, NHS datasets are invaluable. They can show everything from patient outcomes and waiting times to workforce pressures and regional health inequalities.

The key is to do your homework. Commissioners want to see that you understand their context, not just broadly, but specifically. Referencing external data shows that you’ve taken the time to understand their challenges and that your solution is grounded in reality.

And here’s a tip: don’t just quote the data, interpret it. Show what it means for your bid, your service, and your impact. That’s where the real value lies.

Internal Data – Evidence of Capability

If external data helps you understand the commissioner’s world, internal data helps you prove you’re ready to deliver in it.

Every bid should be backed by solid evidence of your organisation’s performance. That means having access to the right internal data, and knowing how to use it. Think of it as your proof of credibility. You’re not just saying you can do the job; you’re showing it.

Start with the basics: performance metrics. What have you achieved in similar contracts? What outcomes have you delivered? Whether it’s service delivery stats, customer satisfaction scores, or impact assessments, these numbers help paint a picture of reliability and effectiveness.

Then there’s staff data, often overlooked but incredibly powerful. High retention rates, strong training records, and low absence levels all speak to a stable, well-supported workforce. And in sectors where continuity and quality of care matter (like health, social care, or education), that can be a major selling point.

Don’t forget about financial data, compliance records, and innovation metrics. If you’ve invested in new technology, improved processes, or achieved certifications, include that. Commissioners want to see that you’re not just maintaining standards—you’re improving them.

And just like with external data, it’s not enough to drop in a few numbers. You need to connect the dots. Show how your internal data supports your proposed approach. Use it to demonstrate capacity, capability, and commitment.

The Power of Perspective

Here’s the thing about data: it doesn’t come with a built-in narrative. The same set of numbers can tell very different stories depending on how you look at them—and in bidding, that perspective matters.

Take the latest UK GDP figures, for example. You can view them through a positive lens:

Economic Resilience and Sectoral Transformation: Several high-value sectors—like Information & Communication and Professional Services—are showing consistent growth. That suggests a resilient, modernising economy, with strong momentum in digital and knowledge-based industries. Even Agriculture and Administrative Services are on the rise, pointing to adaptability and diversification. It’s a story of recovery, innovation, and future-readiness.

Or you can take a more cautious view:

Structural Weaknesses and Uneven Recovery: Traditional sectors like Mining, Utilities, and some areas of Manufacturing are stagnating or declining. Retail and Household Services are volatile, hinting at cost-of-living pressures and shifting consumer behaviour. This version of the story highlights fragility, imbalance, and the risk of leaving key industries behind.

Both interpretations are valid. The data hasn’t changed, but the framing has.

In a bid, this matters. Commissioners want to see that you understand the landscape, but they also want to see that your solution fits within it. So choose your lens carefully. Use data to support a narrative that aligns with their goals, whether that’s innovation, stability, inclusion, or transformation.

Want to explore the data yourself? The full dataset is available from the ONS here - https://www.ons.gov.uk/releases/gdpmonthlyestimateukapril2025timeseries

Conclusion – From Numbers to Narrative

So, are statistics lies? Not really. But they are tools, and like any tool, their value depends on how you use them.

In bidding, data isn’t just decoration. It’s the backbone of a strong, persuasive proposal. It shows you understand the commissioner’s world. It proves your own track record. And when used well, it helps you tell a story that’s not only credible, but compelling.

The trick is to be intentional. Choose your data carefully. Interpret it wisely. And always, always connect it to the outcomes that matter to your audience.

Because in the end, a winning bid isn’t just about ticking boxes. It’s about showing that you get it, and that you’re the right partner to deliver.