The three run better together than apart — the forecast sets the budget, the budget sets the creative volume, and the creative determines whether the forecast holds. Run as a single engagement, priced below the sum of its parts.
Because most brands don't need all of it. Some have a capable in-house buyer and no financial model. Some have a CFO and no creative engine. Tiers force you to buy the parts you already have.
Spend level, channel count, SKU complexity, and how much of the work your team already carries. The audit sets the number, and it doesn't move after that unless scope does.
No. Percentage-of-spend pricing rewards spending more regardless of what it returns, which is the opposite of the job. Flat retainer, always.
A fixed-fee look at your accounts, your unit economics, and your creative — with the number attached before you commit to anything.