Most companies reach out to agencies too early, too vaguely, or for the wrong reasons.
The result is predictable: mismatched expectations, bloated proposals, wasted time on both sides, and relationships that struggle before the work even begins.
This pattern has existed for decades. Strong agency engagements start with internal clarity. Weak ones start with a channel request and a rushed deadline.
If you’re planning to invite agencies to propose, there are foundational elements that should already be in place.
1) A Clearly Defined Business Problem
A problem is not:
- “We need media coverage”
- “We need marketing”
Instead, tell the agency what is actually broken:
- Rising customer acquisition costs
- Weak brand recognition
- Category confusion
- Competitors defining the narrative
- Difficulty entering a new market
- Low trust with buyers, partners, or media
Good agencies solve real problems. Vague descriptions produce generic proposals focused on tactical outputs.
2) Alignment on Role: Execution vs Strategic Counsel
Be explicit about what you’re hiring for.
- Do you need a team to execute a defined plan?
- Or a partner expected to shape direction and challenge assumptions?
Execution-focused vendors and strategic advisors operate differently. Pricing, staffing, timelines, and outcomes all change depending on whether you want an order-taker or a thinking partner.
3) Clarity on Where the Work Sits in the Funnel
Not all marketing activity behaves the same.
Top-of-funnel work focuses on:
- Awareness
- Familiarity
- Credibility
- Category education
Mid- and bottom-funnel work focuses on:
- Demand capture
- Conversion
- Pipeline acceleration
Misalignment here is one of the fastest ways to derail an agency relationship.
4) Internal Narrative Alignment
Before hiring an external partner, leadership should agree on:
- What the company wants to be known for
- The category it operates in
- The problem it solves best
- The audiences that matter most
If internal stakeholders describe the business differently, agencies spend early months reconciling internal perspectives rather than executing.
5) Realistic Budget and Time Horizon
Communications and brand-building efforts compound over time.
Strong companies enter agency engagements understanding:
- Momentum builds gradually
- Consistency matters more than bursts
- Strategic work requires sustained investment
- Short-term expectations push agencies toward short-term tactics
A defined budget must exist before proposals are requested.
Agencies cannot design serious programs without financial parameters. When no budget is provided, proposals become guesswork, scope inflates, and comparison becomes meaningless.
If leadership does not yet know what it is prepared to invest, that conversation should happen internally before reaching out to agencies.
Budget clarity shapes:
- Approach
- Staffing
- Sequencing
- Expected outcomes
6) Internal Access and Operational Support
Agencies need access to:
- Leadership
- Product and technical teams
- Customer stories and use cases
- Data, proof points, and internal context
Without this, even strong strategy stalls during execution.
How a company runs procurement often predicts the success of the relationship.
7) A Thoughtful Procurement Process
Best practices consistently include:
- Limiting the number of agencies invited
- Providing real business context
- Allowing discussion before proposals are written
- Evaluating strategic fit and chemistry, not just deliverables
The goal is not to collect ideas. It is to identify the right long-term partner.
8) Measurement Expectations Aligned to the Work
Different types of work produce different types of signals.
Some efforts show impact through:
- Increased recognition
- More consistent market positioning
- Stronger sales conversations
- Higher-quality inbound interest
Not all progress appears immediately in attribution dashboards. Alignment on how success will be evaluated prevents friction later.
9) Leadership Commitment
Agency work succeeds when it is treated as a strategic initiative, not a vendor task.
That means:
- Clear internal ownership
- Timely decision-making
- Cross-functional participation
- Consistent engagement from leadership
Without this, even well-structured programs lose momentum.