Frequently Asked Questions

WebMa is an agency of nearly 25 people, comprised solely of senior professionals. We operate in independent expert teams, covering a broad spectrum of digital marketing and analytics, including activation, measurement, data strategy, and performance marketing.

The structure of our teams is designed to ensure that we always have a comprehensive view across campaigns, measurement systems, and reporting.

Our reporting is always designed to support business decisions: not just what happened, but why it happened, → and what this implies for the coming months.

While WebMa’s headquarters are in Budapest, we have operated and continue to operate in several international markets. We currently manage and support projects in various industries in Hungary, Europe, and beyond.

We have worked with clients in several European countries as well as overseas markets, including the USA and others.

Our experience extends beyond simply “speaking English”; it includes understanding:

– how foreign markets operate,
– how competition behaves,
– what expectations decision-makers have

and how quality and transparency are truly defined in an international context.

We work most effectively with companies that:

– have real business goals and are serious about achieving them,
– consider marketing an investment and are willing to allocate sufficient budget to it,
– understand that digital marketing is a complex system rather than a quick fix,
– are open to collaboration, data sharing, and building a long-term partnership,
– are willing to actively participate in the process (e.g. providing feedback, internal data, business context),
– are ready to implement changes on the website, in processes, or even in organisational structure, when performance optimisation requires it.

In short: we work best with partners who treat us as a strategic ally, not as a “button-pushing” agency.

WebMa has worked with a broad range of industries, including:

– e-commerce and online retail
– B2B services (e.g. consulting, IT, SaaS)
– financial services, insurance
– education and training
– manufacturing, logistics
– healthcare and health-related services

Our experience is industry-agnostic: what truly matters is the business model, the measurable objectives, and the ability to build a robust measurement and optimisation framework.

We focus on clients for whom digital channels have significant business impact and where data-driven decision making can meaningfully increase revenue and profitability.

Yes. We work with both B2B and B2C clients.

In B2C, campaigns and optimisation typically focus on:

– online sales,
– lead generation,
– profitability at the campaign and product/category level,
– customer lifetime value.

In B2B, priorities often include:

– high-quality lead generation,
– longer decision cycles,
– complex sales funnels,
– internal stakeholders and multi-step approval processes.

In both cases, our approach is measurement-based: from building the tracking and data architecture, through designing dashboards, to optimising campaigns and conversion paths.

For us, data and measurement are the foundation of all work.

We do not work blindly or on intuition alone. Instead, we:

– design and implement measurement systems (e.g. Google Analytics, GA4, tag management),
– set up events, conversions, and funnels according to business objectives,
– build dashboards and decision-support reports,
– interpret data and convert them into specific action steps.

Our goal is to create a measurement ecosystem in which:

– leaders see a clear, comprehensible picture (not just raw data),
– marketing and sales performance becomes transparent,
– it is apparent where money is leaking from the system,
– and where the biggest growth opportunities lie.

We are not compatible with those who:

– are only looking for the cheapest possible solution,
– expect quick miracles without any real strategy or commitment,
– are unwilling to grant access to data or do not believe in measurement,
– do not treat us as partners, but as “suppliers to be pushed”,
– have unrealistic expectations but are not willing to provide the necessary resources,
– or simply want a “just turn on the ads” type of operation.

We do not undertake projects where:

– there is no clear business goal,
– there is no willingness to collaborate,
– or the company is not open to change, even when data clearly shows what needs to be improved.

Clients usually approach us with one or more of the following challenges:

– They spend a lot on ads, but don’t see the expected results.
– They don’t know exactly which channels and campaigns are performing well.
– Reporting is fragmented or completely missing – they don’t have a clear overview.
– Measurement is unreliable, GA4 or other analytics tools are incorrectly set up.
– They have a feeling that “money is leaking” from the system, but don’t know where.
– The internal team (or the current agency) is overloaded and cannot manage the complexity.
– They want a strategic partner instead of a “campaign operator”.

We help uncover the real causes behind these issues and build a system that:

– is measurable,
– transparent,
– and continuously optimisable.

Our services include (among others):

– Strategic consulting and digital growth planning
– Performance marketing (e.g. Google Ads, Meta, other paid channels)
– Analytics and measurement system setup (GA4, tag management, events)
– Conversion rate optimisation (CRO)
– Dashboarding and reporting (e.g. Looker Studio)
– Audits (marketing, analytics, campaigns, website)

We can work in project-based or ongoing cooperation models, depending on what best serves the client’s business.

In addition, we have structured programmes specifically developed for certain typical situations (e.g. after an audit, to build a proper measurement system or to optimise a funnel).

Yes. We regularly conduct audits in the following areas:

– Analytics and measurement systems (e.g. GA4, events, conversions)
– Campaign-level marketing audits (e.g. Google Ads, Meta)
– Website and funnel performance (conversion issues)
– End-to-end digital performance audits, where we examine the complete system from ad impressions to revenue.

An audit is useful when:

– you suspect there are issues but can’t precisely identify them,
– you want an external, professional review of your current agency or internal team’s work,
– you are about to make strategic decisions (e.g. entering new markets, scaling) and need a reliable baseline.

The audit process always ends with clear, structured recommendations and prioritised action steps.

We do both.

In some cases, we fully manage campaigns, measurement and reporting.
In other situations, an in-house team is already in place, and our role is to:

– provide strategic direction,
– build measurement and reporting frameworks,
– assist with complex issues,
– or help with temporary capacity shortages.

We are flexible in terms of roles: we can act as a fully outsourced team or as a strategic partner supporting existing internal resources.

Yes, because without optimised landing pages and user journeys, even the best campaigns will not deliver their full potential.

We do not typically build complete websites ourselves, but we:

– analyse the behaviour of users on existing pages,
– identify bottlenecks and friction points in the funnel,
– propose specific changes to copy, structure, CTAs, forms, etc.,
– prioritise these based on business impact and implementation effort.

Our work is always data-driven: we are not just “improving the look” of pages, but optimising them based on real behaviour data and business KPIs.

The collaboration usually starts with a discovery and diagnostic phase.

1. We first understand the business model, goals, markets, and internal capabilities.
2. We review existing data, campaigns, measurement systems, and reports.
3. We identify the main issues and opportunities.
4. We agree on priorities and the scope of collaboration.

Based on this, we design a roadmap that outlines:

– what needs to be measured and how,
– what campaigns and channels to build or optimise,
– what reports and dashboards leaders need,
– and what internal or external resources will be involved.

We always aim to build a cooperation where both sides have clear expectations, responsibilities, and timelines.

Our methodology is based on structured, iterative improvement:

– Discover: understand the current situation, business model, goals, and constraints.
– Diagnose: analyse data, measurement systems, campaigns, and user behaviour.
– Design: define strategy, measurement architecture, campaigns, and optimisation roadmap.
– Deliver: implement technical and campaign-related changes.
– Develop: measure, learn, and iterate based on data.

This cycle ensures that we are not just executing isolated tasks, but continuously improving the system based on evidence, not assumptions.

We always start from business objectives.

We ask:

– What does success mean for you in concrete terms?
– Revenue? Profit? Number of leads? Customer lifetime value?
– What is the timeframe?
– What constraints exist (budget, human resources, technology)?

Then we translate these into measurable digital KPIs:

– conversions,
– cost per acquisition (CPA),
– return on ad spend (ROAS),
– lead quality metrics,
– funnel progression metrics,
– etc.

We design the measurement system (e.g. events in GA4) so that these KPIs are visible, traceable, and usable in decision-making.

We are aware that resources (time, budget, internal capacity) are always limited.

Therefore we:

– map all identified tasks and opportunities,
– estimate their potential impact,
– estimate the required effort (time, complexity, resources),
– create a prioritised roadmap.

Typically we work with quarterly or monthly plans, where we:

– define primary focus areas,
– set realistic expectations,
– and align on which tasks provide the highest business value in the given period.

This ensures that we are always working on the most important items for the business, not just the most urgent ones.

In many cases, we are part of a broader ecosystem:

– internal marketing teams,
– sales teams,
– IT and development teams,
– other agencies (creative, PR, etc.).

We see this as an advantage: each party brings its own strengths.

Our role in such setups may include:

– providing the strategic and data-driven backbone of the operation,
– aligning stakeholders around common goals and metrics,
– building measurement and reporting frameworks used by everyone,
– ensuring that campaigns and website changes support the same objectives.

We regularly participate in joint meetings, workshops, and planning sessions to keep everyone aligned.

Communication frequency depends on the project and the client’s needs, but usually includes:

– regular status calls (e.g. weekly or bi-weekly),
– monthly or quarterly review meetings,
– ad-hoc calls for urgent topics.

We typically use email, online meeting tools (e.g. Google Meet, Zoom), and project management systems or shared documents (e.g. Google Workspace, Notion, or similar).

Our goal is to ensure that:

– there are no surprises,
– questions are answered quickly,
– everyone has visibility on what is happening, why, and what comes next.

We take documentation seriously.

Depending on the project type, documentation may include:

– measurement plans and specifications,
– campaign structures and naming conventions,
– tracking and tag implementation documents,
– dashboards and report descriptions,
– process descriptions (who does what, and when).

This is important because:

– it allows internal teams to understand and continue our work,
– it reduces dependency on any one person or provider,
– it increases transparency and helps onboarding new team members.

We also provide handover sessions if needed, where we walk through the documentation and answer questions.

Disagreements are natural in any professional collaboration.

Our approach is to:

– always anchor the discussion in data and business objectives,
– explain our reasoning in a transparent, structured way,
– show the potential outcomes and risks of different options,
– and ultimately respect that the final decision is the client’s.

If we believe something is strongly against best practices or significantly harmful, we say so clearly – but we never “force” decisions.

Our goal is not to “be right” in theory, but to find the best practical solution for the client’s business.

If something is not working as expected, we do not hide it – we bring it to the table.

We:

– analyse what is happening,
– identify root causes where possible,
– propose alternative approaches or corrective steps,
– and adjust the plan accordingly.

Digital marketing is not a static field: markets, platforms, algorithms, and user behaviour change continuously.

What matters is not that things always go according to the original plan, but that we can:

– detect deviations quickly,
– understand them,
– and react intelligently.

Yes. In many cases, it makes sense to strengthen the internal team’s capabilities.

We can provide:

– customised workshops (e.g. on GA4, dashboards, campaign interpretation),
– training sessions for marketing, sales, or leadership teams,
– joint working sessions where we solve real problems together.

The goal is not to “keep knowledge to ourselves” but to help our partners become more confident and self-sufficient in data-driven decision making.

This depends heavily on the starting point, the market, and the type of project.

Some examples:

– In a simple campaign optimisation, improvements may be visible within weeks.
– In a measurement system rebuild (e.g. GA4 + events + dashboards), it can take 1–3 months until everything is fully usable.
– In complex, multi-channel systems with long sales cycles, it may take several months before full impact is clearly measurable.

We always try to define realistic expectations in advance and identify “quick wins” as well as long-term developments.

What we avoid is promising instant miracles – instead, we commit to building a robust, scalable system.

We treat all client data as strictly confidential.

This includes:

– access to analytics and advertising accounts,
– business performance data,
– internal reports,
– any proprietary processes or strategies.

We use secure access management and, where necessary, NDAs or specific contractual clauses regulating data use.

In addition, we do not share sensitive information between clients or use one client’s data to the advantage of another.

Our goal is to build trust, and data security is a fundamental part of that.

Priorities can and do change – and that’s normal.

If this happens, we:

– revisit the current roadmap and tasks,
– reassess what is most important from the perspective of the new priorities,
– re-plan the upcoming periods accordingly.

We do not rigidly stick to an outdated plan: we use the plan as a tool, not as a constraint.

The key is open communication: if priorities change, it is important to share this with us as early as possible so we can adapt our work.

Yes. We have worked in a number of complex setups, including:

– multi-country and multi-language campaigns,
– multiple brands and sub-brands under the same company,
– separate B2B and B2C funnels,
– multiple sales channels (online, offline, partners).

In such cases, we pay special attention to:

– account structure and naming conventions,
– measurement architecture (cross-domain, multiple properties, etc.),
– reporting structures (global vs. local views),
– and clear roles/responsibilities among stakeholders.

This structured approach helps keep complexity manageable and makes performance understandable at different levels (e.g. country, brand, channel).

Quality is ensured by:

– highly experienced, senior-level professionals working on the accounts,
– clear internal processes (peer reviews, checklists, QA),
– regular internal knowledge sharing and updates on platform changes,
– and by always aligning our work with the client’s business objectives.

We also regularly review our own work:

– Are we focusing on the right things?
– Are the KPIs still relevant?
– Is the measurement system still accurate after technical or business changes?

If we see room for improvement in our own processes, we adjust them.

We work with a variety of tools, most commonly including:

– Google Analytics 4 (GA4)
– Google Tag Manager
– Google Ads
– Meta Ads (Facebook, Instagram)
– Looker Studio for dashboards
– Various CRM and marketing automation tools (depending on the client)

We are not tied to a single toolset: we adapt to the client’s existing infrastructure where reasonable, and suggest improvements or additions where needed.

What matters most is not the specific tool, but whether it supports reliable measurement and decision-making.

It is not a problem if you already work with another agency.

We can:

– complement them with measurement and analytics expertise,
– provide an independent audit and second opinion,
– or take on certain parts of the work (e.g. analytics, dashboards, strategy) while they handle others.

The key is clarity in roles and responsibilities, so that we are not duplicating work or competing internally.

We are used to working in such multi-agency setups and aim to make them productive rather than political.

Yes, in many cases we recommend starting with a smaller, clearly defined scope.

This could be, for example:

– an audit of your existing setup,
– a measurement system rebuild,
– a pilot campaign optimisation for a specific product or market,
– or a dashboarding project.

This approach:

– allows us to deliver quick, tangible value,
– gives you a realistic impression of how we work,
– and builds a foundation for later, broader collaboration if both sides see the fit.

Our main services typically fall into the following areas:

– Digital strategy and consulting
– Performance marketing (search, social, and other paid channels)
– Analytics and measurement (GA4, events, tagging)
– Conversion optimisation (CRO)
– Dashboarding and management reporting
– Audits (campaigns, analytics, website, and funnel)

Within these, we tailor the exact mix based on the client’s situation and priorities.

Yes, in some cases we offer structured programmes, such as:

– analytics and measurement rebuilds,
– campaign audits and remediation plans,
– funnel optimisation sprints,
– reporting and dashboard setup projects.

These programmes have a clear scope, timeline, and deliverables, which makes planning easier and reduces risk for both sides.

However, we always fine-tune them to the specific client context rather than forcing a “one size fits all” approach.

Yes. Many collaborations begin with an audit or diagnostic phase.

This gives us and the client a clear picture of:

– what is working well,
– what is not working,
– where money might be leaking,
– what constraints or risks exist,
– and where the biggest opportunities lie.

Based on this, we can jointly decide:

– what scope of cooperation makes sense,
– how to phase the work,
– and what budget is realistic.

This approach also reduces the risk of committing to a long-term agreement without first understanding the real situation.

We measure success against the specific business objectives defined at the beginning of the collaboration.

This typically includes metrics such as:

– revenue and profit,
– number and quality of leads,
– conversion rates at different funnel stages,
– cost per acquisition (CPA),
– return on ad spend (ROAS),
– customer lifetime value (LTV), where data is available.

We always look beyond vanity metrics (e.g. impressions, clicks) and focus on indicators that genuinely reflect business impact.

Our reporting is designed to support decision-making, not just to “tick the box”.

We typically provide:

– recurring reports (e.g. monthly performance summaries),
– interactive dashboards (e.g. in Looker Studio),
– ad-hoc analyses for specific questions.

Reports are structured to answer key questions:

– What happened?
– Why did it happen?
– What does this mean for the coming period?
– What actions should we take?

We also focus on making reports understandable for non-technical decision-makers.

Yes, we frequently build dashboards that:

– consolidate data from multiple sources (e.g. GA4, Google Ads, CRM),
– provide both high-level overviews and drill-down possibilities,
– are tailored to different stakeholder needs (e.g. C-level, marketing, sales).

We usually use tools like Looker Studio, but can also adapt to other BI or reporting tools if needed.

Our goal is for leaders to have a clear, reliable view of performance without needing to dig through raw data.

Transparency is a core value for us.

We ensure that:

– all relevant data sources are accessible to the client,
– measurement logic is documented,
– calculations and definitions (e.g. “What exactly is a lead?”) are clear,
– and reports can be independently verified.

We do not “hide” behind aggregated numbers or obscure metrics – we want our clients to understand exactly what they are seeing.

Yes. We design reporting so that:

– performance can be analysed by channel (e.g. Google Ads, Meta, email),
– campaigns and ad groups can be compared,
– performance can be broken down by product, category, or service line,
– and, in multi-country setups, by country or region.

This multi-level view helps identify where:

– the biggest growth opportunities are,
– which channels or campaigns are underperforming,
– and where budget reallocation could significantly improve results.

Where possible, yes.

For many businesses, online activity is tightly connected to offline processes (e.g. sales calls, branch visits, contractual signings).

We work with clients to:

– connect online and offline data as much as possible,
– track leads from initial contact through to signed deals or purchases,
– and, where relevant, estimate the impact of digital campaigns on offline outcomes.

The exact approach depends heavily on the client’s internal systems (CRM, ERP, etc.), but we always aim to bridge the online–offline gap as much as reasonably possible.

Yes. We see it as part of our job to ensure that reports are not just technically correct, but also understandable.

We:

– walk through dashboards and reports with clients,
– explain key metrics and their meaning,
– interpret trends and anomalies,
– answer ad-hoc questions that arise from the data.

Over time, this helps internal teams become more confident in using data for everyday decisions.

If results are not meeting expectations, we:

– openly discuss it,
– review data and performance drivers,
– analyse where the bottlenecks or constraints are,
– and propose specific action steps to improve.

Sometimes the issue is in:

– the market (e.g. increased competition),
– the offer (pricing, product-market fit),
– the website or funnel,
– or constraints in internal processes.

Our role is to help identify these and to recommend what is realistically possible.

We do not promise “magic”, but we do commit to doing everything within our scope to move the needle.

Typically, cooperation is based on a framework agreement and, where relevant, specific orders or statements of work.

These documents regulate:

– the scope of services,
– fees and payment terms,
– deadlines and responsibilities,
– data protection and confidentiality,
– termination terms.

We aim to keep the legal framework clear and understandable, without unnecessary complexity, while still protecting both parties.

The minimum commitment period depends on the type of cooperation.

For ongoing, retainer-based collaborations, a 6–12 month horizon is often reasonable, as it allows us to:

– understand the business deeply,
– implement measurement and optimisation changes,
– and see the impact in a meaningful way.

Project-based work (e.g. an audit, a measurement rebuild, a dashboard project) is usually defined by project scope rather than by a fixed time commitment.

We discuss and agree on the most suitable arrangement with each client individually.

Onboarding typically includes:

– access setup for analytics and ad accounts,
– collecting existing documentation and reports,
– initial workshops or discovery sessions,
– a review of current performance and systems,
– defining immediate priorities and quick wins.

We also clarify:

– who the main points of contact are on both sides,
– what communication channels we use,
– and how reporting and approvals will work.

A clear onboarding process helps avoid misunderstandings and accelerates value delivery.

If a pause becomes necessary (e.g. due to internal restructuring, budget constraints, or other reasons), we discuss:

– the expected timeframe,
– what should be maintained during the pause (e.g. minimal monitoring, critical campaigns),
– what access and documentation will remain available.

The exact conditions (e.g. notice periods, minimum fees) are regulated in the contract. We always aim to find a solution that is fair and workable for both sides.

We are accustomed to working under NDAs and specific confidentiality clauses.

If your organisation has a standard NDA template, we can review and sign it.

Alternatively, we can provide our own template, which can then be adapted.

The key point is that we treat all sensitive information and data as confidential, and we are happy to put this in writing in a form that satisfies your legal requirements.

Yes, in many cases it makes sense to start with a pilot project.

This might be:

– an audit,
– a specific optimisation initiative,
– or a focused measurement/reporting project.

The goal is to:

– deliver concrete value quickly,
– allow both sides to experience how we work together,
– and then decide on a longer-term cooperation based on real experience rather than assumptions.

At the end of a cooperation, we:

– provide a structured handover (e.g. documentation, access lists, configuration notes),
– ensure that internal teams or a new agency can continue the work,
– and, where requested, conduct a closing session to summarise:

– what has been achieved,
– what systems are in place,
– and what opportunities remain.

We believe that a professional, transparent handover is part of good cooperation – even when it ends.

In some cases (particularly in niche markets or direct competitor situations), we may agree on limited exclusivity.

This is always discussed case by case and clarified in the contract.

Our default position is to avoid conflicts of interest, but not to impose unnecessary or unrealistic exclusivity constraints.

If you have specific concerns about competitors, we can address them explicitly and transparently.

Yes, and we often recommend doing so.

Involving legal and procurement teams early helps:

– avoid delays later,
– clarify expectations around contracts, NDAs, and purchasing processes,
– and ensure that all internal stakeholders are aligned.

We are used to working with such teams and can provide the necessary information (e.g. company details, references, documentation) to support internal approval processes.

We keep you informed through a combination of:

– regular status calls (e.g. weekly or bi-weekly),
– scheduled review meetings (monthly or quarterly),
– written summaries and reports,
– and ad-hoc updates when something important happens.

Our aim is for you never to feel “in the dark” about what is going on.

For ad-hoc or urgent topics, we are available via email or other agreed channels.

If something requires immediate attention (e.g. a sudden drop in performance, a platform change, a technical issue), we address it as soon as possible and keep you updated on diagnosis and resolution.

We agree on expected response times at the beginning of the collaboration, taking into account the nature and intensity of the cooperation.

Transparency is fundamental to our way of working.

We explain:

– what we are doing,
– why we are doing it,
– what outcomes we expect,
– and how we will measure success.

We share documentation, measurement plans, and reporting logic so that you can always see how conclusions and recommendations are derived.

We believe that a good partnership is based on mutual understanding, not on “black box” operations.

If something is unclear, we encourage you to ask – there are no “stupid questions”.

We are happy to:

– walk through reports and dashboards live,
– explain terminology and metrics,
– clarify assumptions,
– and adjust how we present information if needed.

Our goal is that decision-makers feel confident using the information we provide, not that they have to “trust us blindly”.

Invoicing and payment terms depend on the type of cooperation and are defined in the contract.

Typically:

– ongoing services are invoiced monthly or according to agreed milestones,
– project-based work may be invoiced in phases (e.g. 50% at project start, 50% on completion),
– payment terms are usually 8–30 days, depending on the client’s policies.

We are flexible within reasonable limits and open to discussing what works best within your internal framework.

We usually invoice in HUF or EUR, depending on the client’s location and preference.

For international clients, EUR is often the default, but we can discuss other options if needed.

The important point is to agree on a structure that minimises unnecessary exchange rate risks and administrative overhead for both sides.

Tax and VAT treatment depends on the country of the client and the specific legal setup.

We comply with relevant tax regulations and issue invoices accordingly.

For international clients, we clarify the VAT status at the beginning of the cooperation (e.g. reverse charge, intra-community services, etc.).

If your finance team has specific questions, we are happy to provide the necessary information and documentation.

At the start of the collaboration, we usually need:

– company details (legal name, registered address, tax number),
– billing contact and email,
– any internal purchase order (PO) numbers or procedures,
– contact details of key stakeholders (marketing, finance, IT).

Providing these early helps avoid delays in invoicing and administrative processes.

Yes. We are used to working with structured procurement processes, especially in larger organisations.

We can:

– provide company profiles and references,
– complete vendor forms,
– participate in vendor evaluation processes,
– align with internal approval workflows.

The key is early communication: if you know that a specific process or step is required, it is helpful to discuss it upfront so we can plan for it.

We aim to keep legal and contractual negotiations pragmatic and business-focused.

We are open to:

– reviewing your standard contracts,
– providing our own templates where needed,
– involving legal counsel where appropriate.

The aim is not to “win a legal battle”, but to arrive at a clear, balanced agreement that protects both parties and allows the collaboration to function smoothly.

In the rare event of a dispute, we first try to resolve it through open discussion and negotiation.

If that does not lead to a solution, we follow the procedures defined in the contract (e.g. mediation, arbitration, jurisdiction).

Our experience is that most issues can be resolved constructively well before formal steps become necessary – provided both sides communicate honestly and in good faith.

In principle, yes, but it depends on the specific regulatory and compliance requirements.

If your organisation operates in a highly regulated environment (e.g. finance, healthcare, public sector), we will:

– review relevant regulations and internal policies with you,
– assess whether we can realistically comply with them,
– and, if so, build the cooperation model accordingly.

If not, we will say so honestly rather than making unrealistic promises.

Yes. We have case studies and references across various industries.

Due to confidentiality, many of these cannot be publicly shared in full detail, but we can often provide anonymised examples or, in some cases, direct references where the client has agreed.

If you would like to see specific types of references (e.g. by industry or problem type), let us know and we will provide what is possible within confidentiality limits.

Our pricing can take different forms depending on the type and scope of cooperation, for example:

– a monthly retainer (for ongoing strategic and operational work),
– project-based fees (for clearly scoped projects, e.g. audits, measurement rebuilds),
– or a combination of the above.

We do not work on pure performance-only or “success fee only” models, as these often misalign incentives and do not reflect the real work involved.

Pricing is always discussed and agreed transparently before starting.

Key factors include:

– the scope and complexity of services,
– the number of markets, brands, or business units involved,
– the state of existing systems (e.g. whether a full rebuild is needed),
– the expected volume of work (e.g. campaign management intensity),
– the level of seniority required.

We do not provide “one-size-fits-all” price lists because each situation is different.

Instead, we prepare proposals based on a clear understanding of your specific needs.

We understand that you may need an approximate indication early in the process.

After a short discovery call and a basic understanding of your current situation and goals, we can often provide a rough range.

However, for a precise proposal, we need a bit more information and, ideally, access to at least some of your existing data and systems.

We prefer not to give misleadingly low or high estimates without understanding the reality.

We aim to structure cooperation in a way that is economically sensible for both sides.

This means:

– ensuring that the expected business impact justifies the investment,
– focusing on areas where we can realistically create value,
– and being transparent about what is and is not within our control.

We also regularly review the scope and results with clients to ensure that the cooperation remains beneficial.

If we feel that the cost–benefit ratio is no longer right (for you or for us), we bring it up and discuss options.

We do not operate with hidden costs.

All fees that are within our control are clearly stated in proposals and contracts.

External costs (e.g. ad spend, third-party tools, software licences) are:

– always made explicit,
– either invoiced directly by the providers or clearly separated,
– and, where possible, we help you understand their ROI.

If additional needs arise during the collaboration (e.g. a new country launch, a major new project), we discuss their cost implications openly before proceeding.

No. We do not take commissions or rebates from advertising platforms.

This is an important principle for us because:

– it keeps our incentives aligned with yours,
– we are not motivated to increase ad spend just to receive higher commissions,
– and you can be confident that recommendations are based on performance, not on hidden financial arrangements.

Our income comes solely from the fees you pay us for our services.

Yes, fees can change if the scope of work changes significantly.

Examples:

– entering new markets,
– adding major new products or business units,
– substantially increasing the number of campaigns or channels,
– or, conversely, reducing the scope.

In such cases, we discuss and agree on fee adjustments openly.

We do not unilaterally raise fees without prior discussion and agreement.

We may offer discounts in specific cases, for example:

– for long-term commitments with stable scope,
– for bundled projects,
– or for certain non-profit or educational initiatives.

However, we generally avoid large “nominal” discounts that would force us to under-resource the work.

Our aim is to price our services fairly and sustainably, so that we can continue to deliver high-quality work over time.

The real question is not only whether you can afford our fees, but whether:

– there is sufficient business potential to justify them,
– we can help unlock that potential,
– and the timing is right.

In an initial conversation, we can usually:

– get a sense of the order of magnitude,
– discuss what a reasonable starting scope might look like,
– and whether it is realistic to expect a positive return.

If we feel that the economics do not make sense, we will say so honestly – even if that means not starting a collaboration.

In that case, we can help you get ready.

For example, we might:

– conduct a smaller audit or diagnostic project,
– help you clean up or improve your measurement system,
– build initial dashboards,
– or define what conditions need to be in place for a future, larger-scale collaboration.

This way, when the timing and resources are right, you will be in a much better position to benefit from a deeper partnership.

A fejezet fordítása, folytatva a brit, business-fókuszú stílust.