CMOs, Procurement Directors, Global Heads of Media: if you are planning a media agency pitch in the next two years, you are walking straight into Media Palooza 2027. Roughly 40 billion dollars of spend and about 200 large-scale pitches means agency CEOs will be ruthless about which briefs they take seriously. This article is your playbook for making sure your brief lands on the top of the pile, not in the polite rejection stack.
A strong media agency pitch brief does two jobs. It aligns your internal stakeholders around a realistic future state for media, and it gives agency CEOs enough clarity and confidence to decide that they want to compete hard for your business, even in the busiest pitch year the industry has seen.
In this episode of #MediaSnack, we unpack exactly how to do that in the shadow of a projected 40 billion dollar Media Palooza in 2027. Their message is simple and uncomfortable: in a world of roughly 200 large-scale pitches and around 1,000 total invitations, the best agencies will say no to many briefs. Your task is to make sure they say yes to yours.
At peak season, an agency CEO could be looking at four or five serious pitch invitations in a single week. For a global network, that can mean two or three large invites every week for months, with most of them clustering in spring and autumn. Ten years ago agencies tried to say yes to everything. Today they are far more discerning and will prioritize only the opportunities that look winnable, motivating and well run.
From the agency CEO’s perspective, every new brief triggers four hard questions:
Your brief needs to help them answer all four quickly. If they cannot, your pitch either gets declined politely or resourced by a tired, junior team. In both cases, your odds of landing the partner you deserve collapse.
Yasmena then flips the perspective back to the client side. She outlines five practical moves that any advertiser can make to write what she calls the 'ultimate pitch brief': align internally first, be specific about AI, remove ambiguity from scope, tell agencies what success looks like, and sell the opportunity early. Each of these is simple in theory, but in the heat of Media Palooza they become powerful filters that separate serious advertisers from the noise.
First, the scale. ID Comms is estimating around 40 billion dollars in media spend moving in 2027. That equates to roughly 200 large-scale media agency pitches and about 1,000 individual pitch invitations hitting the market. For a big agency group, that could mean seeing two or three major invites every week.
Crucially, these invites do not land evenly through the year. They bunch together. Yasmena notes that most of the action happens in spring and autumn, which means that in peak weeks an agency CEO might be choosing between four or five credible briefs at once. They simply cannot staff all of them properly.
That creates a brutal new reality: half of those briefs, sometimes more, will get a polite no. Agencies are protecting their people, watching conflicts more carefully and focusing on opportunities where they genuinely believe they can succeed. The era of chasing everything and asking the team to work weekends indefinitely is over.
On the advertiser side, the pattern looks different. Many brands are still tempted to launch pitches without full intent to move, sometimes as a pricing exercise with their incumbent. Others have not fully defined their operating model, data access or technology expectations before they invite agencies. In a quiet year that might be forgiven. In a Media Palooza year, it shows up as a red flag.
The net effect is a market where mediocre briefs struggle to get traction at all, while the best written, best sold opportunities attract the strongest leadership, talent and ideas. That is the environment you are stepping into.
For CMOs and marketing procurement leaders, the implications are stark. If your brief looks generic, confused or purely cost driven, it will not command serious attention. You risk joining the group we warns about in the episode: major advertisers who simply cannot get the agencies they want to pitch.
On the flip side, a clear, motivating brief becomes a competitive advantage in its own right. When your ambition is well articulated, your scope is unambiguous, and your process is credible, the best agencies lean in. Agency CEOs will prioritize you because they can see a realistic path to victory and a partnership that will be rewarding for their teams.
The four questions agencies ask are a useful checklist for your team:
The five principles then show up as the building blocks of that answer. Internal alignment avoids messy reversals mid-process. Being specific about AI and automation filters for the partners that genuinely match your needs. Removing scope ambiguity prevents misunderstandings about markets, channels, retail media, influencers and tech integration. Defining success links the pitch to business outcomes, not just CPMs. Selling the opportunity early makes your brand feel like a prize, not a procurement exercise.
Marketers should treat the pitch brief as a strategic asset, not an admin task. The brief you send into the Media Palooza market is a public signal of how you think about media, how you operate internally and how you will behave as a client for the next three to five years.
Practically, that means investing time upfront. We describe a process that starts with internal operating model work and stakeholder interviews. Marketing, media, procurement, finance, legal and MarTech all get a voice. Basic questions are answered clearly: what do we own, what do we expect from the agency, what data and platforms will they access, which markets and channels are truly in scope.
It also means being honest about AI. Rather than writing 'we want innovation and AI transformation', define specific use cases for AI where you want the agency to lean in. That might be smarter audience building, better automation of activation workflows or more intelligent planning tools. Each holding company and major independent is building different strengths in this space, so your wish list becomes a targeting tool.
Finally, marketers should think about the theatre of the pitch. ID Comms strongly advocates for all-agency briefing calls where the CMO, or even the CEO, shows up to describe the business ambition and why media matters. That early contact gives agencies context and energy, and it allows your leadership to 'pitch yourselves' to the best teams in the market.
In short, think like a coach setting up a winning season, not a buyer running a tender. Your brief sets the tone.
The ultimate pitch brief is not a 100-page data dump. It is a concise, structured document that captures your ambition, your operating reality and the rules of the game. In a crowded Media Palooza year, that clarity becomes your most powerful filter for attracting the right partners.
Start with internal alignment. Yasmena emphasizes that the work you do before you ever write the brief is what makes the brief feel coherent. Use stakeholder interviews, short surveys and working sessions to map your current model: who does what, where does first-party data live, which platforms you own, which services you expect agencies to provide and how responsibilities split by market.
Next, design a scope that removes ambiguity. Be explicit about markets, channels and responsibilities, including areas such as retail media, influencer and creator programmes, and any in-scope analytics or marketing technology tasks. List your existing tech stack and where you expect agencies to integrate rather than replace. In the episode, we note that many agencies now require this level of detail even to decide whether to participate.
Then define success. Spell out the business outcomes that matter, not just savings targets. Is this primarily about growth, effectiveness, governance, capability building, or a combination? Share your evaluation criteria and weightings, plus the roles of different stakeholders along the process. Agencies plan their pursuit strategy based on this, from which leaders they involve to how they craft their storylines.
Finally, think about selling the opportunity. Shorter, sharper briefs work better. Industry best practice suggests four to six pages of focused content beats a long dossier that few people read in depth. The all-agency briefing call that ID Comms runs for clients is where your CMO can bring that document to life: explain why you are pitching now, what you want media to achieve and why this account should matter to the agency.
With Media Palooza building towards 2027, you likely have a 12 to 24 month window to get your gameplan together. Use it wisely. The brands that prepare quietly now will enjoy smoother, faster, more competitive pitches when the market heats up.
Here is a pragmatic roadmap inspired by the episode and ID Comms’ Five Figure Pitch methodology:
If you want a structured way to do this, the Five Figure Pitch offer described in the episode is designed exactly for this environment: a lean, five-stage process, a five-person ID Comms team integrated with your stakeholders, and a price point that keeps consulting support accessible. You can explore that further at fivefigurepitch.com or via idcomms.com.
Whatever route you choose, the principle is the same. In Media Palooza 2027, clarity is motivation. The clearer and more ambitious your brief, the more the best agencies will want to win for you.
Media Palooza 2027 is ID Comms’ term for the next big global surge in media agency reviews. Around 40 billion dollars in media spend is expected to come into play, generating roughly 200 large-scale pitches and about 1,000 pitch invitations across the market.
Compared with ten years ago, major agencies are more protective of their people and reputation. CEOs now juggle four or five serious invitations a week at peak. They will only commit fully where a brief looks winnable, motivating and well run, rather than saying yes to everything.
In the episode, Tom mentions that ID Comms often starts with five or six agencies in the very early stage and then narrows to three or four for formal briefing. That gives you competitive tension without overloading your team or the agencies.
Common reasons include unclear scope, suspicion the incumbent is locked in, a reputation for being a difficult client, lack of defined success criteria, or a process that feels like a procurement exercise rather than a serious search for a partner.
Avoid generic phrases like 'AI innovation'. Instead, specify two or three practical problems you want AI or automation to help solve, such as smarter audience building, more efficient activation workflows or better forecasting. That lets agencies show their real strengths.
You should clearly describe markets, channels and responsibilities, including whether retail media, influencer or creator activity and analytics are in scope. Also outline your current tech stack and where you expect agencies to integrate. Clarity here is a major filter for serious agencies.
You can run a pitch alone, but the episode highlights how agencies react positively when they see an ID Comms or similar logo on the brief. It signals that the process will be clear, fair and efficient, which encourages agency CEOs to put their best teams forward.
Five Figure Pitch is an ID Comms pitch product built for this Media Palooza environment. It uses a lean, five-stage process, with a five-person ID Comms team working alongside your stakeholders, and starts at a five-figure fee to keep it accessible for advertisers.
Timing depends on your current contract, market conditions and readiness. Earlier #MediaSnack episodes discuss not going too early or too late. In a Media Palooza year, you also want to avoid the absolute peak weeks where agencies are already fully committed.
Beyond better pricing, your goal should be a media agency partnership that improves business outcomes over the next three to five years. That means clearer strategy, better use of data and tech, stronger governance and a way of working that supports growth.
So with 2027 shaping up to be a 40 billion dollar Media Palooza year, and meanwhile, AI is radically transforming the roles that agencies are playing for marketers, you need to change the way you think about briefing agencies in a pitch. If you are going to pitch in the next two years, today we are going to unpack the next stage of our Media Palooza series, which is the ultimate pitch brief, and we are going to reveal the four questions that every agency CEO asks when they read your brief so they can decide if and how they are going to pitch.
I am joined by our resident pitch expert, Yasmena, and we are going to be discussing how to make sure that your brief sits right on the top of that CEO's pile in the busiest period for media agency pitches that I think we have ever seen.
Live from New York, it is MediaSnack Live. Hello, I am Tom Denford in New York.
And I am David Indo from London. Welcome to MediaSnack Live. It is our weekly roundup of all the important news and stories and trends you need to know about the global media marketing industry. In every show, we ask what is going on, what are the implications for advertisers, and what should marketers be thinking about next. Thanks for joining us. Let us get into this week's show.
Hey, Yasmena. Welcome back to MediaSnack Live.
Thank you. I think the last episode that you and I did, we were doing a ranking video which did really well and everybody loved that. So, David is away, so we are going to do another thing. And also, if you have watched the previous episodes, you will know that Yasmena is our resident pitch expert. Yasmena leads our agency pitch practice, works with dozens of advertisers every year on some major pitches with agencies.
So it is a perfect time. We have been talking a lot about Media Palooza. We are going to get into that and we are going to, as I said in the intro, think about what the ultimate pitch brief is. Not just how to create it, but the very compelling reason to write a really good brief, because it gets you right on the top of the pile, makes your pitch a priority, and that is going to be great for you as a brand.
Just a reminder, if this is your first time watching MediaSnack, welcome. It is a weekly live show that we do. We look at all the trends and things that are going on in the industry. If you are watching this on Fridays at 11:00 AM Eastern, you can add comments in LinkedIn, YouTube and other places. We will keep an eye out for those and try to respond during the show. Please subscribe, follow along with the channel.
We are doing a full, I think, 13-week series, it may actually be more than that now, where we are talking about this phenomenon called Media Palooza, which if you have not heard that before, is when loads and loads of pitches all happen at the same time. It happened last time about 10 years ago. Everybody is predicting that it is building up now. We are seeing the beginnings of that, Yasmena, are we not, with the different pitch briefs coming in from advertisers.
Right. I know you have been following along the Media Palooza story, because we talk about it all the time. So we are estimating it is a 40 billion dollar pitch season in 2027. But what does that actually mean for the agencies participating? Could you just break down some of the numbers so we can understand the scale of this thing?
Yes, let us just dive in a little bit. I think if you take 40 billion in media spend, that is going to add up to approximately 200 large scale agency pitches hitting the market in 2027, which then comes to about 1,000 agency pitch invitations overall. For a major agency, that means you are getting two or three major pitch invites a week. These are just wild numbers that we have not seen in quite some time, as you have been covering in this series.
I should mention though that there is seasonality to this, so it is not like you will be getting them all spread out nice and evenly. They will cluster heavily in the spring and the fall. That means that in peak season, an agency CEO is probably going to be deciding between four or five pitch briefs simultaneously each week. So you really are going to have to make sure that your pitch is up to snuff.
Yes, and that is incredible. I mean, if you are an agency leader or new business lead in a major agency, the idea that you are going to have four or five serious pitch invites from significant spending brands landing on your desk every single week, that you have got to make a decision about how to allocate resource to, I think it is fair to say probably half of those are going to get polite nos.
I think it is great. David and I were talking about this last week on the show. Ten years ago, agencies basically said yes to everything. They spread themselves too thin and chased everything. Now we find agencies are far more discerning, are they not? Quite often when you send out the brief, Yasmena is typically the first person that gets a phone call from the agency CEO or the business development lead saying, 'Tell me more because we have got to make some decisions here about which pitches we are going to go with.'
They are very discerning and there will be some nos that creep in, so that is a risk to your pitch. If you are planning a pitch in the next two years, Media Palooza is this kind of unavoidable object. You cannot really go around it. You have got to go through it. If you are thinking of pitching or you are planning pitching in the next two years, you have got to understand how to navigate it.
Getting a really good brief, as you will understand from this episode, is one of the key things that you have got to make sure that you do, because you have got to get great agencies hungry and excited and participating in the pitch. You have got to get CEOs of the best agencies thinking, 'Yes, we want this one. We are going to go for this one.' You do not want to be the one that ends up in the thank you, but no thank you pile.
There will be some major advertisers who find themselves without agencies to pitch for their business next year because their briefs are not good enough. Simple as that.
Okay. We are going to do this in two parts. I am going to look at it from the eyes of an agency CEO, and then Yasmena is going to talk to us. You are going to tell us how to build the ultimate pitch brief because you do it all the time.
So I will take the role of the agency CEO, and that is important for marketers to think about. I like talking to CMOs and to marketing and procurement leaders and getting them in this mindset when we do this kind of work so that they understand what it is that an agency CEO is looking for in your pitch brief that helps them decide: do we go with this or not?
So let us go through those. In our experience, there are four questions that an agency CEO is going to ask. They ask: 'Do we want to win? Is this winnable? Can we win? And how do we win?' I will just unpack those briefly. Those are the questions, and if they can answer those reasonably, then there is a very good chance they are going to go for this pitch.
So, do we want to win? That is a really fundamental question, because not every agency wants to win every advertiser. Advertisers, unfortunately, some do have reputations that they carry around through the industry, and there will be some CEOs who say, 'Yes, we are not working for them.' Sometimes they take a moral or a political or some kind of judgment on certain categories, and that is fair.
Sometimes some advertisers have a reputation, right, Yasmena? We have definitely had to try to sell some advertisers to agency leadership in the past. Also, they might have a significant conflict that prevents them from saying, 'Look, we cannot win this. We do not want to win this because it is going to cause problems.' So that is the first question they ask: 'Do we want to win this?'
Nine times out of ten, though, the CEO is going, 'Yes, I want this.' They want to grow their agency and rightly, they have egos. They want to win. They are competitive business leaders.
So, do we want to win? Second question: is this winnable? That is really important and that has to be very clear in the pitch brief. Is this winnable? A lot of advertisers historically have gone to pitch when they have really no intention of moving away from their incumbent. They just want to go out and see what else is out there.
Sometimes that situation is abused a little bit, to go out to pitch just so that you can renegotiate a cheaper price with your incumbent agency. You have no intention of changing agency.
Now, when advertisers launch a pitch, they do not have to commit to changing agency. They may be open to changing agency or sticking with the incumbent. But sometimes an agency CEO just wants to know: 'Look, is this really going to move?' Because if it has been with this agency for 20 years, the CEOs know each other really well, and you think chances are this is not even winnable. It does not matter how good we are, it is not winnable.
So that is the second question: is this even winnable? If it is yes, then we move on to the next question. Can we win? That is where the agency CEO is really scrutinising the scope to understand whether the requirements in the brief match the capabilities of the agency.
If a pitch brief is quite narrow and is about, say, social media, but you are an agency that has stronger capabilities in other places, then maybe you are going to decide, 'Look, we do not necessarily have the right capabilities to pitch for this. We are going to be up against some specialist agencies, and we do not rate our chances.' So they think, maybe they do not have the capabilities or the talent available.
So, can we win? If it is a no, it will get rejected. If it is a yes, it goes on to the final and fourth question, which is very important and where we see CEOs making the most discerning decisions: how do we win?
What they mean is, is it clear from the brief how an agency is going to be successful in this pitch? I know you are going to talk about this, Yasmena. We put a huge amount of thought into helping advertisers articulate the ambition of the pitch, the ambition of what they want from their ideal agency partner, that there is a clear path and a roadmap, and that the agency CEO can see that initial brief and say, 'Okay, I can see a path for us to win this.'
It is really clear how this advertiser is going to make decisions. There are clear stages of evaluation. They have hopefully shared with us, because we do this, the criteria of evaluation. How are decisions going to be made? Who are the stakeholders that are making decisions? All these great things that Yasmena and her team develop every day.
So if the CEO of an agency can answer those four questions, they are pretty much in. That is them committing to the pitch: do we want to win, is this winnable, can we win, how do we win?
When they reject pitches, which happens more frequently now, which is a good thing, it is because the brief lacks clarity or is confused, or they just cannot answer one of these questions. We always say clarity is motivation. The clearer you can be in your pitch brief, not only will you get agencies really excited to pitch for you, but they will be highly motivated to win because they can see a path to success.
Okay, that is the agency CEO mindset. Let us shift into a different room, which is Yasmena, you and your team working with a CMO and a procurement leader and a marketing team to put together the best brief. As I have said, any brief that lacks clarity or strategic vision is either going to get rejected wholesale by a CEO or, which is even worse, you get either a junior team or a kind of D team or a burnt-out pitch team. It is a bit of a desperate play.
So how do we get that brief, that advertiser's beautiful vision, into an asset that sits right at the top of the pile? Tell us the secrets, Yasmena.
Okay. Just thinking about it holistically, there are probably five points that I want to bring up on this MediaSnack. First is: get aligned internally before writing the brief. This is so important.
It can be done during pitch preparation, or if there is time and everybody is aligned, you can also do what we call operating model work, which is part of our capabilities work. Just taking the time to get aligned internally.
What do you own? What do you need the agency's support on? How many platform seats do you have? Do you have access to first-party data? Will the agency be able to have access to that? All these little questions add up and are so important in crafting the briefs and making them, as you said, clear from the beginning.
Having this done really shows the agency that you have taken the time, that you are organised and ready and dedicated to this next process, this next phase of growth. I would say that it is also important to know you do not have to have everything figured out. The briefs can be written in a way that says, 'This is where we are. This is where we are trying to get to, and we need a partner to help us. Your role will change as we eventually get there.' So it is not that everything has to be done, implemented and set. It is that you have taken the time to figure out where you are and what you need.
The second thing, especially in this day and age, is be specific about what you need AI to do. Everybody can say AI transformation or innovation, but really think about what practical problems you want AI or automation to solve. Where would you need the agency to lean in? Is it more automated buying? Is it condensing the activation process? Is it helping you build audiences?
Each holding company and each independent right now is really leaning in on AI overall. They have a little bit of different specialties. So it is really interesting to have an idea of what you want when you are going into these conversations and writing your briefs.
Next I would say: remove ambiguity from the scope. As you said, the clearer the better. Be clear on the markets, the channels, the responsibilities. Is retail media included in scope? Is influencer in scope, creator economies? Any technical infrastructure or integration requirements now that tech stacks are becoming such an important part of the pitch process.
It is important to know what your advertiser tech stack is, where you need agencies to integrate into what you work with versus what you are going to rely on them to provide or build for you. I would say also having this very clear upfront is going to be really helpful, even if you have an RFI as part of your process. A lot of agencies now are requiring some of this information in order to make the decision to participate in your RFP or not.
As you said, they are getting more discerning. So knowing this information upfront is going to be really helpful in not only developing your brief, but again, helping agencies decide if they are going to move forward with responding to your RFP.
Fourth, I would say: tell agencies what success looks like. This comes up a lot in the ANA research and the 4As research. It is really important to be clear about what are the business outcomes that you want the agency to help you achieve. Is it a cost improvement exercise? Hopefully not. Hopefully it is all encompassing.
It is very helpful to share the weighted evaluation criteria with the agency so that they know how you are thinking about making decisions and also who is making those decisions. So be clear on who is scoring throughout the process, how you are evaluating, who is in each of the meetings. All of this information lets the agencies plan better and see that you have also put thought into developing your brief.
I should say as well that Yasmena sits in the room. You are in every pitch, or all the major pitches that we do. Before it even goes to pitch, you have worked with the core team on the advertiser side, which is typically made up of marketing and procurement and maybe some finance. There will be some legal that comes in. It is a dynamic team that is involved in the development.
These are some of the headlines that you are sharing with us and hopefully for listeners that are thinking about pitching, these are super helpful as a guideline. We provide a lot of advertisers with a structure of a good brief, and you and your team coach them through a process of creating a good brief. It is a team effort, is it not?
Tell me about when you step into the room with that team and you have to write the brief. Where do we start from? There is best practice, but what is the actual process typically of getting the brief done?
I would say probably a mix of two things. One, we have done a lot of pitches. It is our expertise. So we have a general starting point that we then customise for the specific advertiser that we are working with.
Then we get a lot of insights two other ways: stakeholder interviews and what you called the core pitch team. We will have these interviews with the core pitch team plus any individual that they feel would have background we need in order to further develop the briefs. Whether it is someone from the MarTech team or someone from corporate comms or whatever the case may be, we would reach out and have a short conversation.
Even if it is just 20 or 30 minutes, it is very helpful and we get a lot more insight to help us craft those briefs. We also have an intro survey, just to help gather some high-level facts, and it is really great because a lot of that upfront information I talked about earlier is in this intro survey.
Clients really work together to help answer it, and it helps them start thinking: 'Oh yes, we should know this. Who should be in charge of this?' Having that all come together right at the start is hugely helpful. Then ID Comms typically will do a first run at customising the briefs and then share back with our clients in a very collaborative way, probably in workshops, and then we write them together until they are ready to be finalised and approved.
It is good. You make it sound so easy. I know it is a lot of work, but it is a nice experience for the advertiser as well. Anything that helps you condense collective thinking into what feels like a strategic document with some major decisions that are going to impact your business very positively for the next five years is a really good experience. It often brings parts of that organisation together that do not typically collaborate, which is always quite fun, is it not?
One hundred percent. Getting different stakeholders together is always good.
The other thing I should add is that CEOs look out for whether you have someone like Yasmena as part of the team. Are you using a consultant? If a pitch brief arrives on a major agency CEO's desk and it has an ID Comms logo or it has Yasmena's name on it, it sits on the top of the pile because they know that it is going to be well written, well run, with real expertise in the room. There is a lot of trust that goes from the agency leadership. They like to see that. They like to know that a pitch is going to be really well run at the very least.
Before we wrap up, I will highlight for those that are thinking: if you are an advertiser, if you work in marketing or media or procurement or finance and you are considering an agency pitch at some point in the next two years, as I said earlier, you are going to have to navigate through Media Palooza. You cannot really go around it. You cannot avoid it because it is going to be the market that you are going to have to participate in.
David and I talked about this two episodes ago in the series, where we talked about the timeline of Media Palooza. Do not go too early, but do not go too late. We will link to that show. You should watch it because it will help you judge when to pitch.
If you are thinking about it, I want you to go to fivefigurepitch.com. That is a page where you can find out about what we call the Five Figure Pitch, which is one of the core pitch products that Yasmena and the team manage on behalf of advertisers.
The cool thing about the Five Figure Pitch, which is perfect for Media Palooza, is that it is super lean, very simple, very clean as a process. It consists of five key stages of a pitch. You will have a five-person team from ID Comms from different roles that we will play, and we work very closely with your team. We integrate very closely into your internal stakeholder team.
It involves a very condensed but intense sprint for agencies, so it really only takes a matter of weeks to complete the main analysis of agency participation. It also starts with a five-figure price tag, which is why we call it Five Figure Pitch.
We try and make that as lean a price as possible for advertisers. We want that to be a low bar for you if you are thinking about running a pitch and thinking about running it yourself. We want to make it attractive for you to get someone like Yasmena or Yasmena's team to be working as part of your team to support you through this process and help you navigate Media Palooza.
So go to fivefigurepitch.com. You can learn more about how we do that. You can schedule a demo or a call with someone in the team to talk you through how that could work for you.
Where are we? What is the fifth point? You have given us four big pieces of best practice. What is the main final point?
The final point, again especially for Media Palooza, is to sell the opportunity early. You do not want to just issue a 100-page brief and expect agencies to get excited. We need to sell it in.
Do not send a 100-page brief ever anyway.
Definitely not. You need to engage agency leadership early. We highly recommend interactive all-agency briefings. We have talked about this before. It is when we have all agencies on one call, and we have our advertisers, including the CMO or CEO at least on the call for the intro, to talk through their vision, what they want media to achieve for them, why media is so important, and then talk through the briefs.
Let the agencies hear it from you. Let them have an opportunity for questions and answers. Of course ID Comms supports through all that, and we help lead parts of the presentation to make sure the advertiser is as comfortable as possible for that setting.
It is really important for agencies to hear why the business is putting forward the RFP, what the ambition is and why this opportunity really matters. Again, it is going to be so important to pitch this to agencies and have them understand why this is a priority for you as an advertiser and why it should be a priority for them as an agency.
We say sometimes to advertisers: the first job is to pitch yourself. That is what this whole episode is about. How do you present yourself in the best possible way to make agencies really excited to go through your process?
Typically, we have invited five or six agencies at the beginning to get a sense of what this is about. Once it gets through to formal briefing and we are doing all-agency briefing, that number might reduce to three or four agencies. We want them to be highly competitive because we want them to bring their best ideas and their best leadership, their best talent, their best technology, their best products, their best results, the greatest value.
All of these things are very discretionary. They sit with the CEO of the agency. We know that. So you have got to pitch yourself. That is really good. I love that advice, Yasmena. I know we love doing this with advertisers, getting agencies excited about their business and the opportunity to work with them.
We are going to wrap up there. As I have said, you can go to idcomms.com or Five Figure Pitch. They all lead to the same place, just to learn more about how we support advertisers in pitches. If you want someone like Yasmena, with deep expertise, who understands how agencies work and how to get the best out of pitches, we can help you. We would love to do that.
That is it for this week. Any closing thoughts, Yasmena, on writing a great pitch brief? What is the ultimate pitch brief? Have we ever written the ultimate pitch brief, or are we still waiting to write the ultimate pitch brief?
I feel like we have written the ultimate pitch brief a couple of times before, but there is one that is upcoming that I am excited about and I think will really help us think about how to approach the future and the way that the industry is changing.
That is a nice tease to a future episode. I think we might be taking a break from MediaSnack to give everybody a break. One of the episodes is going to be about how AI and automation and technology has transformed the agency service, and how that informs how we pitch and how we brief agencies.
Yasmena, thank you very much for joining MediaSnack Live, and we will see you all next time.
Thank you.
Thanks for watching MediaSnack Live. If you found it helpful and want to learn more, head to idcomms.com to get more tips, tools and resources to help you get good at media. We will see you next week.
If you are planning a media agency review in the next two years and want a confidential conversation about your options, your pitch strategy and how to protect your competitive advantage in media, get in touch with ID Comms. We would love to help you design the right gameplan, on your terms and in total confidence.