How to choose an agency without falling for a polished pitch

Decide whether an agency search is the right intervention

A pitch should solve a defined problem, not substitute for a difficult relationship conversation.

Review the incumbent relationship, internal capabilities, budget and future needs. The World Federation of Advertisers’ 2025 principles place more emphasis on repairing and optimising existing relationships before starting a pitch, and on involving stakeholders beyond marketing.^[1]

A one-page decision brief makes the search easier to judge. It documents the current problem, required change, decision owner, missing capabilities and definition of success after six or twelve months. If unclear ownership or slow approvals sit inside the client organisation, a new agency may inherit the same frustration.

• Trigger for the review
• Scope and markets
• Budget range and contract assumptions
• Decision team and decision date
• Required transition period

Build the shortlist around the actual job

The right shortlist contains agencies that could credibly win and deliver the assignment.

Start with required capabilities, scale, location, conflicts, language coverage and delivery model. Do not include a large network and a small specialist studio unless both could realistically satisfy the same brief. Older WFA/EACA guidance recommends avoiding candidates that have no real chance of winning and keeping the final shortlist focused.^[5]

Use credentials and chemistry conversations to reduce the list before asking for substantial work. The IPA’s selection guide advocates a fair, transparent process that gives agencies enough information to decide whether participation makes sense and avoids unnecessary cost.^[2]

Write a brief that allows fair comparison

A useful brief gives every candidate the same problem, evidence, constraints and evaluation rules.

Explain the commercial context, audience, current performance, previous learning and non-negotiable constraints. Share the budget range when possible. State what you expect at each stage and who will attend. The ANA and 4A’s simplification work identifies budget disclosure, clear success criteria, decision-maker participation and timely feedback as important parts of a better search.^[3]

Avoid asking agencies to solve the entire annual plan for free. A working session, diagnostic response or limited paid assignment often reveals thinking and collaboration more honestly than speculative finished creative.

Meet the people who will deliver the work

Team continuity and access matter as much as senior-level chemistry during the pitch.

Ask each agency to name the day-to-day lead, channel specialists, strategic support and executive sponsor. Clarify which roles are employees, contractors or shared across accounts. Request expected time allocation where it affects delivery.

Use one meeting to work through a realistic scenario: conflicting feedback, a missed target or an urgent change. Observe how the team asks questions, challenges assumptions and assigns decisions. Current industry guidance increasingly treats selection as the start of a long-term partnership rather than a presentation contest.^[1][4]

Interrogate case studies and commercial terms

Evidence is useful only when the agency’s contribution and the operating conditions are clear.

For each case study, ask what the client situation was, what the agency controlled, what changed, over what period and which external factors influenced the result. A famous logo without method or context proves very little about fit for your assignment.

Compare fee structure, included roles, third-party costs, production, technology, travel, usage rights and change control. A lower headline fee can become expensive when essential work sits outside scope. Request assumptions in writing and model one plausible scope change before appointment.

Evaluate consistently and plan the transition

A written scorecard reduces recency bias and turns onboarding into part of the selection.

Have decision-makers score independently before the group discussion. Record reasons, not just numbers. Weighting should reflect the assignment: a regulated multi-market account may require different governance from a focused creative project.

Before final approval, agree the first 90 days, information access, measurement, meeting rhythm and handover responsibilities. Notify unsuccessful agencies promptly and provide useful feedback. Fairness is not only courteous; it protects the quality of future agency participation.^[3][4]