1. Frame the problem before the solution
Write the change the organisation needs, the audience involved and what would show progress. Then describe the practical limits: timing, budget, approvals, systems, geography and internal capacity.
Avoid turning a preferred tactic into the problem statement. “We need paid social” closes the solution too early; “we need qualified demand from this audience within an acceptable acquisition cost” gives agencies room to diagnose.
- Business and audience outcome
- Known evidence and unresolved assumptions
- Requirements that cannot change and areas where you are flexible
- Decision-maker and final approval owner
2. Build a shortlist around the essentials
Create a small set of pass-or-fail requirements before considering reputation or creative preference. These might include a delivery location, technical platform, category restriction, start window or procurement condition.
Then add weighted factors such as relevant problem experience, senior access, specialist depth and working style. A transparent longlist makes it easier to explain why a supplier progressed or did not.
3. Ask for evidence with context
A result is only useful when you can understand the starting point, agency contribution, period, method and important caveats. Ask for examples comparable by problem, complexity or delivery model—not only by industry logo.
Do not expect confidential client data. An agency can still explain its role, decisions, process, outputs and how success was assessed without exposing sensitive information.
- Problem and baseline context
- Named agency responsibility
- Method and timeframe
- Result source and limitations
4. Meet the delivery team
Ask the people who will lead the work to participate in the working session. Explore how they diagnose, make decisions, communicate a difficult trade-off and respond when evidence challenges the original brief.
Chemistry matters, but make it specific. Score responsiveness, clarity, challenge, listening, senior access and willingness to flag unknowns. A pleasant pitch is not the same thing as a dependable working relationship.
5. Put scope and costs into the same table
Place every proposal into a common table: outcomes, deliverables, team, time, client dependencies, exclusions, third-party costs, rights, measurement and change process. This reveals where one price includes work another has omitted.
Keep the budget limit in view, but also consider the risk of missing work. A proposal that leaves out important tasks can become more expensive after change requests, internal rescue work or a second supplier is added.
6. Score independently, then discuss
Have evaluators score proposals before the group conversation. Record the evidence supporting each score and mark unanswered areas as unknown rather than average. Discuss large differences to reveal assumptions and priorities.
Only score factors that can change the decision. Twenty equally weighted questions create a decorative number; a smaller set of meaningful criteria produces a clearer recommendation.
7. Convert promises into the agreement
Before appointment, resolve the important assumptions found during selection. Confirm named roles, what is and is not included, review cycles, account access, intellectual property or usage terms, third-party costs, reporting, change approvals and exit arrangements.
The contract should reflect how the team has agreed to work. Seek appropriate professional advice for legal, privacy, security or purchasing matters relevant to your organisation.