Blab Business
ANA and 4As Issue 10 Positive Pitch Principles to Cut Costs and Improve Respect in Agency Reviews
On May 6, 2026, the Association of National Advertisers (ANA) and the American Association of Advertising Agencies (4As) unveiled a joint set of 10 “Positive Pitch Principles” aimed at reshaping the agency‑pitch process. The new guidelines promise to make the search for creative partners more transparent, fair, and efficient for both marketers and agencies.
The push comes after a 2023 report revealed that a brand’s average spend on agency search and review was $408,500, while incumbent agencies spent a comparable $406,092 defending their business. When three agencies enter the mix, the total out‑of‑pocket cost can exceed $1 million. The same study also noted a decline in agency‑of‑record relationships, a rise in project‑based work—especially in digital marketing—and a shrinking tenure for chief marketing officers.
Greg Wright, ANA’s senior vice president of brand and media and co‑author of the white paper, said the industry has long been aware of “grievances with the pitch process.” He added that “there are all these stories in the trade press around bad pitches, bad business principles and doing things like ghosting agencies.” Wright noted that the shift toward digital has turned agency‑client relationships into a more transactional model. He also pointed out that many client‑side reviewers are not full‑time marketers. “For a lot of the folks on the client side, this is not their full‑time job,” he said, explaining that the extra time required for reviews adds complexity.
Matt Kassindor, 4As’ senior vice president of business intelligence and insight, described the “juniorfication” of decision‑makers. He said that middle‑management layers have been removed and junior executives have moved up without the training and mentoring that previously existed. “A lot of the participants don’t have the experience their predecessors might have had in running a pitch and may not fully understand what it entails,” Kassindor said.
The 10 recommendations, published in ANA Pulse magazine, center on two core principles: respect and transparency. They cover practical aspects such as the number of review contenders, timelines, compensation, and contract negotiation. The first recommendation calls for a “mutual commitment to transparency,” urging both parties to disclose goals, key performance indicators, budgets, team structures and availability.
Other specific guidelines include:
Defining the role and value of speculative work, with clear expectations on scope, compensation and ownership of intellectual property. Compensating for pitch labor and ideas as a good‑faith gesture for the cost of participation. Carefully considering which agencies are invited to participate. Stopping the pitch once a decision has been made. * Treating feedback as a gift.
Kassindor said the principles are not a recipe for running a pitch, but a framework for how parties should treat each other. “These principles aren’t how to run a pitch. These principles are about how the parties involved treat each other,” he said. “You’re not necessarily solving for this afternoon,” he added, emphasizing that the goal is to secure a long‑term partner.
Wright agreed that the guidelines reflect good business practices. “You can look at these principles and very easily say, ’A lot of these are really just good business practices,’” he said.
By adopting these principles, brands and agencies hope to reduce the financial burden of the pitch process, improve the quality of agency selection, and foster relationships that align with both parties’ long‑term objectives. Industry observers will watch how quickly the principles are embraced and whether they lead to measurable cost savings or changes in agency‑client dynamics. The next steps include tracking implementation across member organizations and assessing the impact on future agency‑search cycles.
The push comes after a 2023 report revealed that a brand’s average spend on agency search and review was $408,500, while incumbent agencies spent a comparable $406,092 defending their business. When three agencies enter the mix, the total out‑of‑pocket cost can exceed $1 million. The same study also noted a decline in agency‑of‑record relationships, a rise in project‑based work—especially in digital marketing—and a shrinking tenure for chief marketing officers.
Greg Wright, ANA’s senior vice president of brand and media and co‑author of the white paper, said the industry has long been aware of “grievances with the pitch process.” He added that “there are all these stories in the trade press around bad pitches, bad business principles and doing things like ghosting agencies.” Wright noted that the shift toward digital has turned agency‑client relationships into a more transactional model. He also pointed out that many client‑side reviewers are not full‑time marketers. “For a lot of the folks on the client side, this is not their full‑time job,” he said, explaining that the extra time required for reviews adds complexity.
Matt Kassindor, 4As’ senior vice president of business intelligence and insight, described the “juniorfication” of decision‑makers. He said that middle‑management layers have been removed and junior executives have moved up without the training and mentoring that previously existed. “A lot of the participants don’t have the experience their predecessors might have had in running a pitch and may not fully understand what it entails,” Kassindor said.
The 10 recommendations, published in ANA Pulse magazine, center on two core principles: respect and transparency. They cover practical aspects such as the number of review contenders, timelines, compensation, and contract negotiation. The first recommendation calls for a “mutual commitment to transparency,” urging both parties to disclose goals, key performance indicators, budgets, team structures and availability.
Other specific guidelines include:
Defining the role and value of speculative work, with clear expectations on scope, compensation and ownership of intellectual property. Compensating for pitch labor and ideas as a good‑faith gesture for the cost of participation. Carefully considering which agencies are invited to participate. Stopping the pitch once a decision has been made. * Treating feedback as a gift.
Kassindor said the principles are not a recipe for running a pitch, but a framework for how parties should treat each other. “These principles aren’t how to run a pitch. These principles are about how the parties involved treat each other,” he said. “You’re not necessarily solving for this afternoon,” he added, emphasizing that the goal is to secure a long‑term partner.
Wright agreed that the guidelines reflect good business practices. “You can look at these principles and very easily say, ’A lot of these are really just good business practices,’” he said.
By adopting these principles, brands and agencies hope to reduce the financial burden of the pitch process, improve the quality of agency selection, and foster relationships that align with both parties’ long‑term objectives. Industry observers will watch how quickly the principles are embraced and whether they lead to measurable cost savings or changes in agency‑client dynamics. The next steps include tracking implementation across member organizations and assessing the impact on future agency‑search cycles.
