ANA and 4As 10 Principles of Pitching

The pitch process is one of the most high-stakes, resource-intensive, and emotionally charged times in client-agency relationships. Marketer clients use the pitch process to identify the right agency partner while managing internal expectations. Agencies invest significant resources with no guarantee of selection. For both parties, choosing the right partner is more critical than ever.

These principles apply to all kinds of client-agency relationships, individual or multiple, including, but not limited to media, full service, creative, experiential, PR, and more.

Clients should align their needs and ambitions internally before the pitch begins. That starts with an understanding and agreement about why an agency search needs to be conducted in the first place. Clients should consider asking themselves, is there dissatisfaction with the incumbent agency, and if so, why? Are there specific shortfalls in the incumbent’s performance, or capabilities? Is it a personnel issue, etc.? If challenges have been identified, have they been communicated to the incumbent agency, and has the agency been given a chance to address them? If the client is confident that the existing agency relationship is no longer workable, an agency review is then a viable option. Clients should use this information to inform the pitch process and what they’re looking for in a new agency.

However, if the client is not sure what type of agency or solution they need, that should be clearly stated, or the review postponed until clarity is achieved. Agencies should initially review the prospective client’s needs and anticipated budget range to ensure the prospect aligns well with the agency’s key competencies and client financial parameters. If these do not align, the agency should consider declining participation. When managed thoughtfully, these 10 principles can help marketers and agencies create strong, lasting partnerships.

 

1. Begin with a Mutual Commitment to Transparency

Transparency is the cornerstone of a successful partnership between the agency and potential client. The process should begin with the potential marketer client providing a detailed brief explaining why the review is being conducted and what the desired business outcomes are. Share the KPIs and scorecard and confirm whether the incumbent is participating. In return, participating agencies should commit to equal transparency regarding the dedicated availability of the proposed client leadership team, any existing client relationships that could be perceived as a conflict, and their own key requirements for a successful, long-term partnership.

• For Marketers: The brief should cover the reasons for the review (e.g., business results, creative differences, new leadership, mandatory cycle, purely exploratory), desired business outcomes, and anticipated budget range.
• For Agencies: Agencies should be expected to bring a balance of agency leadership and client team leadership and advise who from the pitch team introduced will be working on the business.

 

2. Carefully consider the Agencies Invited to Participate

A pitch is not necessarily more effective with more agencies; in fact, unvetted, multiple choices can lead to insufficient time for a deep evaluation.

• Incumbent Inclusion: Only include the incumbent agency if there is a realistic opportunity for retaining them. If they are not included, provide a clear explanation and a compensation model to keep them engaged until a new partner is selected. Advance legal review of any existing agreements should occur prior to this process to ensure there are no obligations that may be in conflict with the pitch.
• Use Industry Resources: When researching potential partners, utilize sources such as trade publications (Ad Age, Adweek, etc.), search consultants, the 4As Agency Search database, and ANA and 4As industry guidance and resources (details later in the document), among other options.
• Consider limiting the number of participating agencies to those that align with your needed criteria. Ideally target a long list of 8 – 12 agencies for the RFP and, depending on scope, a short list of 3 – 4 plus incumbent(s) if they are invited.

 

3. Establish and Adhere to a Mutually Agreed-Upon Timeline

Long pitch processes are costly for all parties. Agency teams may be moved to work on other accounts or change roles. A mutually agreed-upon timeline is essential.

• Set Clear Deadlines: A clear schedule creates firm expectations, and while changes may be necessary, timely transparency into those changes is meaningful.
• Maintain Flexibility: While best practice suggests 2-3 months for a U.S. review and 3-4 months for a global one, all parties should recognize that unforeseen issues may extend the process. Any adjustments to the timeline require open discussion and agreement between the marketer and all participating agencies.

 

4. Keep RFIs Simple

The primary objective of a Request for Information (RFI) in selecting marketing services is to provide the marketer a baseline understanding of various agencies and their capabilities. The RFI acts as a screening tool, allowing a marketer to gather fundamental information from various agencies about their location(s), size, expertise, creative and/or media approaches, data capabilities, and overall fit. The RFI should be a focused tool, not an audit. Keep information requests limited to what is essential for assessing an agency’s potential as a partner. This ensures that the subsequent Request for Proposal (RFP) process is limited to the most qualified agencies for your needs, saving time for everyone involved. The ANA and the 4As created a Standardized RFI Template that can be helpful in keeping responses focused and succinct. (with links).

 

5. Chemistry Counts

The work may be the reason for the pitch, but chemistry among individuals and partners is what sustains a long-term partnership.

• Dedicate Time: Devote significant time to chemistry checks as a core part of the review process.
• Meet In-Person: Embrace in-person meetings, including a “tissue session” or “chemistry meeting,” to understand company cultures, individual personalities, and working styles. To accurately gauge the agency’s strategic value and team dynamics, ensure live presentations take place, whether in-person or virtual, rather than relying solely on static work submissions that do not allow for these key interactions.
• Include Decision-Makers: Ensure key decision-makers from both the marketer and agency sides are present in at least one meeting to ensure alignment. If executive decision-makers cannot participate in the full review, secure their formal alignment on the brief and scope upfront. Additionally, establish a mandatory touchpoint/in-person meeting between these executives and the shortlisted agency leaders prior to final presentations.

 

6. Define the Role and Value of Speculative Work

If spec work is deemed necessary to gauge an agency’s abilities, the marketer should provide a clear brief, scope, and budget for the request.

• The terms of compensation and ownership of intellectual property (IP) should be defined clearly. It is common for marketers to establish a fixed stipend for finalist agencies. However, if a fixed rate or non-negotiable compensation model is used, this amount, along with the specific IP ownership terms, should be disclosed at the invitation stage. This transparency allows agencies to make an informed decision on the value exchange before accepting the opportunity to participate.
• The ANA and the 4As consider it best practice for an agency to retain IP ownership of any work presented during the course of an agency review, unless the marketer pays for the work at a mutually agreed-upon level of compensation and receives permission or ownership of the work. This should be reviewed with legal counsel in advance to preserve ownership rights or gain a license to the work, depending upon the situation.

 

7. Compensate for Pitch Labor and Ideas

Agencies incur hard costs for every pitch, including research, travel, and materials.

• Providing a pitch stipend to finalist agencies is a good faith gesture that demonstrates a marketer’s support for their participation.
• However, the specific terms, compensation amount, and IP ownership terms are unique to each RFP. These details should not be dictated by any single party but should be discussed and agreed upon by the marketer and the agency.

 

8. Stop the Pitch Once a Decision Has Been Made

If a marketer identifies the right agency partner before the final presentations, there are no rules against ending the process early. Doing so is a sign of respect for the other agencies’ time, energy, and financial investment.

 

9. Feedback is a Gift

Clear and consistent feedback is essential throughout the process, and after the final presentations for all agency participants, whether they win the business or not. Ideally, feedback after the final presentations should take place through a conversation between the marketer and agency, not provided only in writing, or only with the search consultant, if utilized.

• Be Constructive: Marketers should provide constructive, objective, tangible, and actionable feedback to help agencies learn from the experience. Comments should be consolidated from all stakeholders to ensure a clear, final assessment.
• Use Clear Channels: To ensure clarity and professionalism, timely feedback should be communicated through a designated channel, such as the marketer’s agency management or procurement lead, or via the search consultant.
• Don’t Ghost a Participant: Ignoring an agency that is not moving forward is unprofessional and can damage future relationships. Marketers should take time to speak with each finalist agency to discuss their strengths and areas for improvement, as may be appropriate.

 

10. Negotiate a Fair and Mutually Beneficial Agreement

Whether MSA/contract discussions occur once an agency is selected, or at other points during the process, these negotiations should be approached with the goal of reaching a mutually beneficial agreement, utilizing the services of legal counsel for review before the agreement is finalized.

• Exclusivity: If the parties seek exclusivity, terms should be negotiated in good faith to protect the marketer’s own interests while respecting the agency’s need for growth. Agencies should be accountable for demonstrating proof of firewalls and as such, consider contract exclusivity term restrictions/limits to agency teams versus the entire agency or network.
• Compensation: Engage in a transparent discussion to arrive at a fair compensation model that is sustainable for a long-term partnership, which should ensure that no hidden fees or other new terms are introduced by the agency post-selection. This should be stated in the final agreement as reviewed by legal counsel.
• Financial Transparency: Transparency is critical, though methods may vary. While some marketers utilize external benchmarking data to assess value, others may seek visibility into agency overhead and profit margins. The marketer should carefully consider whether this level of detail is necessary, as it is often perceived by agencies as intrusive and unrelated to the value the agency provides. Both parties should discuss the level of financial disclosure required early in the process to ensure there is sufficient transparency, and whether the focus is on output value rather than just cost inputs.
• Document the Details: To avoid future friction, ensure that all agreed-upon terms, including financial reporting requirements, IP ownership, and scope of work, are clearly documented in the final agreement and reviewed by competent legal counsel.
• Public Announcements: It is important for an agency’s reputation to be able to publicly announce a new client and promote the work they do. This helps an agency attract the best talent, which ultimately benefits the marketer. The timing, content, and channels for any public announcements should be mutually agreed upon in advance, with the understanding that the marketer’s PR and legal teams may be involved in the approval process. If the pitch involved an incumbent(s), and they did not prevail, ensure they are informed in a timely manner, before any public announcements.

 

Additional Resources:

Agency Search Database (4As)

Decoding Compensation Models and Implementing the Right Model (ANA/4As)

Agency Search Simplification Report (ANA/4As)

Cost of the Pitch and Cost of the Pitch II (ANA/4As)

Trends in Agency Compensation, 19th Edition (2025) (ANA)