How To Run a Successful Pitch


Running a smooth pitch process comes with a host of challenges. At Flock, we have run over 100 pitches, across all disciplines and regions, big and small, and always with the most important goal in mind – bringing together what belongs together.  

Over time, we have carried out pitches for our clients that include Ford, McDonald’s, ASDA, McCormick, Nomad, and more. Additionally, during that very time, we have made a considerable amount of interesting observations and so have condensed these into the most important ten, every brand should bear in mind: 

  1. Running a pitch is time-consuming and adds additional pressure to the already heavy workload of a client. This aspect is often overlooked and can lead to rushed and unrealistic pitch timing. 
  1. Individual opinions can overshadow unbiased agency recommendations which cause most clients to struggle with the deep agency landscape knowledge required to make informed decisions. 
  1. Alignment on key criteria for the agency search from the start is key, but often lacking. 
  1. Although the topic of Diversity and Sustainability is high on the agenda for brands, managing the selection process, remains a challenge. 
  1. One of the biggest disruptions in the last 12 months has been the ongoing talent crisis, meaning agencies are more selective with who they will pitch for.  
  1. With many stakeholders involved across different functions, the lack of clarity on requirements such as scope, roles, and responsibilities affects how a new agency fits in the wider agency ecosystem, preventing synergy throughout the process. 
  1. We have all heard this before, but the work is only as good as the brief. We hear from agencies that RFPs they receive are often dull and uninspiring. 
  1. Proactively participating and communicating with the incumbent agencies regularly, but this interaction and vital engagement are suppressed by an overly stringent process and limited client availability. 
  1. It is necessary to consider new ways of remunerating the new agency partner from the start, yet a new remuneration strategy is rarely the focus of discussions and essential input from Procurement teams is often viewed as an add-on late in the process.  
  1. Another underestimation in terms of the overall timeline is the contracting phase. The same is true for the transition phase from the incumbent to the new agency. 

Hopefully, you will be able to factor these observations into your end-to-end process and avoid the pitfalls. If you are thinking about changing your agency ecosystem, we would like to assist you so feel free to contact Flock’s Agency Management Practice Area Lead, Florian Voigt: 

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