Questions to ask about a B2B agency proposal

Ask how the work connects to the problem

Start by asking the agency to describe the problem it understands from your brief. Compare that explanation with your own experience. If the diagnosis differs, discuss it before reviewing the activity list. Agreement here helps prevent a situation where a team produces plenty of material while the important business obstacle remains untouched.

Planning example: an Indonesian B2B company receives website traffic but few relevant enquiries. A proposal to add acquisition channels should explain why that is the priority rather than reviewing the offer or page first. There may be a good reason, but the agency should make the evidence and assumptions clear enough to evaluate.

• Which need does each activity address?
• Why is this the proposed order of work?
• What still needs to be checked before committing further?

Examine the contribution behind a project example

Ask about the client’s situation, the agency’s role, and the outputs it produced. Industry familiarity can help, but it does not automatically establish that the problem was similar. A project in another sector may be relevant because the buying journey or information needs resemble yours. Explore that connection rather than relying on the client name alone.

When figures are offered, ask what was measured, over what period, and what else changed. If results are not public, focus on what the example can show. Some clients cannot share business data. A clear boundary on available evidence is more useful than an impressive claim with no explanation of the team’s contribution.

Compare outputs and dependencies, not just activity counts

A channel list leaves many details open. Check whether research, planning, copy, design, implementation, and quality checks are included. Ask what you will review and how the work will be accepted. Two proposals can promise the same number of assets while expecting very different amounts of material and effort from your own team.

Record the access, content owners, and decisions the agency needs. For websites and campaigns, include the enquiry destination and sales responsibilities. Changes to the offer or late approvals can affect delivery, so understand how those changes are handled. A proposal becomes easier to compare when these practical dependencies are visible alongside its deliverables.

• Describe outputs that can be reviewed.
• List the materials and decisions your team must provide.
• Clarify the boundary between campaign work, pages, and sales.

Choose an evaluation process that produces decisions

Agree what the reported measures mean. Clicks, enquiries, suitable leads, and sales are different stages. Identify the data source and the owner of each stage. A useful review shows what changed, what the team still does not know, and what it intends to do next. Activity reporting alone cannot answer those questions.

Ask how the agency responds when results are disappointing. Its approach should distinguish a functional fault, an unproven hypothesis, and factors outside the agreed work. Set a rhythm for discussion and record decisions. You can then assess the relationship through the quality of its diagnosis, delivery, communication, and learning as the work develops.