“How much does a campaign cost?” It is a reasonable opening question. You have a budget, you are comparing options and you want to know whether to continue the conversation. To give a useful answer, we also need to understand what you want the campaign to change.
You may need more inquiries. You may receive enough, but few are suitable. Or you may already have the strategy, messages and promotion team, and the only missing component is a set of materials. The request has the same name; the work it requires can be very different.
At NOT MORE., we start from the objective, the situation and what already exists. Then we define the intervention, deliverables and cost. This sequence should help you choose, including when the right choice is a narrower project.
The initial request gives us a starting point
A new website, ten posts or a campaign are concrete requests worth listening to. We clarify what role each should play, what has been tried and what information supports the proposed direction. Your team’s knowledge is part of this analysis.
“We do not have enough customers” can describe several situations: too few people discover the offer, the offer is difficult to assess, or inquiries reach the responsible person too late. Treat these as hypotheses until there is enough evidence. One observation does not establish the cause.
There are also projects without a current malfunction. You can prepare a launch, test an opportunity or check a risk before investing. In this case, we explain what decision we want to support and what uncertainty is worth investigating. We do not present a possible problem as already confirmed.
The Design Council’s Double Diamond distinguishes understanding and defining a problem from developing and testing solutions. It is a useful reference for that order of thinking; the depth of analysis still depends on the project. Design Council: The Double Diamond
What it means to pay for the analysis
An analysis stage needs a clear question, defined activities and a concrete deliverable. Depending on the agreement, it may involve examining data and pages, talking with the team, documenting findings and presenting options. We specify the access needed and the limits of the available information.
At the end, the output should be usable: what we observed, how strong the evidence is, what we recommend, why and what still needs checking. The analysis may find that the suspected problem is unconfirmed or that investment should wait. That can be a useful result when the agreed question has been examined responsibly.
An initial conversation and a detailed analysis involve different work. Agree on the price, output and conditions before a paid stage. Implementation requires its own decision and agreement. The client should also know how the documents can be used if the project ends after analysis.
What do you need to assess in the proposal?
The price becomes easier to understand when we link it to a concrete intervention.
QUESTION
What do we want to clarify or change?
DELIVERY
What do you actually get at the end of the stage?
RESPONSIBILITIES
What does each team do and what dependencies exist?
VERIFICATION
What criteria will we use to assess the work?
Illustrative framework. Application depends on the project’s context and data.
Time affects the price. The outcome explains what you are buying.
Working time is a real resource. Research, decisions, coordination, production and verification must be estimated. Experience and tools influence how we use this time and the complexity that we can manage.
“You are paying for my time” leaves useful questions unanswered.
- What happens in that time?
- What will be delivered?
- How will completion be checked?
Explain the necessary work, deliverables, responsibilities and conditions.
A quick answer may have relevant experience behind it, but experience does not justify any amount without explanation. Nor does a large number of hours automatically prove usefulness. The argument has to relate to the client’s situation and what we actually take responsibility for.
Assess scope, complexity and deadline together
Size describes how much needs to be produced: pages, materials, campaigns or stages. Complexity comes from demanding requirements, integrations, dependencies and coordination. The deadline shows when delivery must be ready. These elements influence the necessary resources and the cost of the project.
A small project can be complex or urgent. A large project planned well in advance can be organized more predictably. That is why, before estimating, we clarify both what needs to be done and the conditions under which it must be delivered.
The pricing model must be explicit
Focusing on the client’s need does not, by itself, set the billing model. We can discuss different models, depending on how well defined the work is and how we collaborate. The table explains general commercial options, not NOT MORE. packages or rates.
| Model | What the client pays for | What needs to be clarified |
|---|---|---|
| Time-based fee | Billable time spent | Rate, estimate, time records and approval for overruns |
| Fixed price per stage or project | The agreed deliverable and project scope | Scope, revisions, acceptance and changes |
| Recurring collaboration | Agreed ongoing activities and capacity | Priorities, availability and limits included |
| A fee informed by value | An intervention assessed in the context of its usefulness | Value assumptions, scope and the agreed amount |
Value-based pricing describes a basis for setting the price and can still result in a fixed fee. It does not automatically mean a sales commission or payment only on results. Those arrangements need separate rules for measurement, attribution and factors each party controls.
Hourly records should reflect actual billable work. In a fixed-price project, efficiency is assessed against the agreed delivery. Discuss scope changes before doing additional work. Those distinctions make pricing clearer than a general claim of expertise.
The same request may require different interventions
Imagine a business asking for a campaign to generate more quote requests. We do not yet know enough to prescribe a solution. The situations below show how the proposal could change after checking the facts.
| What is confirmed in the example | What can become relevant |
|---|---|
| The offer and journey work, but too few suitable people arrive | Promotional intervention, with appropriate materials and measurement |
| Some submitted forms are not saved | Fixing and testing the technical route before increasing traffic |
| Strategy and implementation covered; creative adaptations missing | An individual production service with clear requirements and delivery |
In the second situation, the check might establish whether test inquiries are saved, received and confirmed as agreed. That technical result does not itself demonstrate increased sales. Assess real inquiries, quality and team follow-up to understand the commercial effect.
The example shows why the number of services is not the main criterion. The proposal must cover what is needed and explain the dependencies. Sometimes it involves several components; sometimes, only one.
Individual services have a natural place
A focused service can make sense when the need is clear and the component will work within the existing setup. A set of adaptations, a page or a technical check does not always require a broader engagement.
Define the inputs, output, intended use and who takes over afterward. Explain dependencies that affect use. Assets may be correctly prepared while launch still depends on offer approval and a working landing page.
A standalone service deserves the same attention to requirements and checks as its part in a larger project. The responsibility differs in scope: delivering agreed formats is one commitment; the whole campaign’s impact depends on other choices too.
The form of collaboration starts from the need.
Illustrative options. Scope, complexity and timing are agreed for each project.
ANALYSIS
A defined question, useful findings and actionable recommendations.
INDIVIDUAL SERVICE
A clear component, compatible with what already exists.
COORDINATED PROJECT
Several necessary components, with responsibilities and checks.
Illustrative framework. Application depends on the project’s context and data.
What we mean by a system that works
In marketing, a system can connect the offer, messages, pages, promotion, measurement and inquiry handling. The components need to support one another. Harvard Business School counts the fit between activities among the core concepts of strategy. Applying it to a marketing project requires analyzing its context. HBS: Strategy Explained
Define “works” precisely. Technically, the inquiry is saved and reaches its destination. Operationally, someone handles it through the agreed process. Commercially, we assess its contribution to the objective. Correct implementation does not remove the effects of the market, offer or sales capacity.
Agree on what is built, what is checked at handover and what is evaluated after use. Ongoing monitoring and adjustment need their own agreed scope. Calling something a “system” should not imply that it maintains itself.
How to present the price without making the choice difficult
The offer has to answer some practical questions: is it suitable for my situation, what do I receive, how much involvement does it require from me and what happens if new information appears? These questions are a starting point for communication, without assuming the reasons or personality of the reader.
A public price can help for a standardized deliverable when the conditions are clear. For a variable project, explain what affects cost and how the proposal is prepared. Use a range or “from” price only when it corresponds to a real, feasible option. A tailored approach can still be transparent about price.
The proposal sets out stages, deliverables, client involvement, revisions, timing, acceptance criteria and any separate costs such as media, licenses, external production or maintenance. If the budget calls for a smaller scope, we explain what can change and the implications.
Assessing an urgent project
Launches approach, opportunities arise and some problems need a quick response. At NOT MORE., we assess whether schedules can be adjusted, work reprioritized or extra resources allocated. Availability and necessary checks come first. We review the need, prepared assets and coordination required before confirming a realistic delivery option.
Urgent work may involve an additional fee, depending on the deadline, schedule changes and resources required. We confirm availability first, then explain the conditions and any extra cost separately. These are agreed before work begins.
For example, for a fictional launch needed in two days, we could assess preparing the essential page and materials for the priority channel first. Other adaptations can follow at an agreed stage. If all components are necessary from the beginning, we analyze the additional resources and the corresponding cost. The choice is made with the client, in relation to the objective and the actual deadline.
Reprioritizing does not remove the checks delivery needs. Agree on who can approve assets and when, so an accelerated schedule is realistic. Professionalism includes adapting the work and explaining the conditions under which it can be delivered.
How we build the proposal at NOT MORE.
We start from what you want to achieve, what you already have and where there is a difficulty or an opportunity. If we need an analysis first, we define the questions and the deliverable. Then we propose the appropriate intervention, with an explained cost and responsibilities.
The value of collaboration must be seen in the clarity of decisions and in what we deliver and verify. Services are the components through which we put the direction into practice. We can coordinate them in a project or deliver one on its own when that meets the need.
Do you have a specific request, or a sense that something could work better? Tell us what you want to achieve, what you have tried and when you need it. We will clarify the next step and its terms before work starts.
Three collaboration formats, with room to start small
NOT MORE. organizes collaboration through Growth Diagnostic, Focused Sprint and Growth Partnership. These formats explain the type of involvement and working rhythm. The actual scope follows the objective, resources and components already available.
A Growth Diagnostic fits when we need to clarify where to focus the effort. We review relevant campaigns, the website, customer journey and commercial data, and speak with the people closest to them. We deliver a 90-Day Growth Map with findings, priorities, proposed owners and a way to evaluate progress. It sets a working horizon; it does not promise a guaranteed commercial result in 90 days.
A Focused Sprint builds a defined priority: for example, a page, campaign, content system or measurement implementation. We agree on the deliverables before starting, produce and check them, and hand them over with instructions, responsibilities and next steps.
A Growth Partnership connects planning with ongoing execution in marketing, creative and technology alongside your team. Each month, we set priorities and deliverables within available capacity and review the connection between activity and commercial results. Continuity can include monitoring, optimization and reporting for the services we manage.
You can also commission an individual service or specific project. A diagnostic is optional when the need is sufficiently defined; the three formats are not mandatory purchasing stages. We clarify requirements and can move straight to building. Timelines, fees and current terms are confirmed in a proposal for the project.
What we build, and what we monitor after delivery
The work can cover strategy, visual direction, content and video, campaigns, website, software, integrations and processes. In each case, we explain what we produce, what we check at handover and what continues afterward. Initial setup, maintenance and monthly analysis are distinct contributions that can sit within the same agreement.
For a discrete project, we define handover and any subsequent support. For ongoing management, we define measures, reporting frequency, the scope of permitted changes and how priorities are decided. A limited budget may require phases or a simpler solution. We explain the consequences and retain the components essential to operation.
A lasting relationship develops through useful deliverables, explained decisions and adaptation. If the data or objective no longer justifies an activity, we propose changing it. The investment should connect to the work we actually do and the progress we evaluate together.
What the first step involves, and when you make a commitment
Start by telling us what you want to achieve, what already exists and which resources you have in mind. You do not need to select every service before the conversation. Initial clarification establishes whether we can help and what a proposal needs to define. If the situation calls for a paid diagnostic, we explain its scope, deliverable and fee before starting. Accepting one stage does not automatically commit you to the others; continuing has explicit terms.
The proposal reflects the part of the project we take on
Advice, strategy development, execution and involvement throughout the project are distinct options. You can choose one contribution or combine them. If you work with an internal team or other agencies, we estimate our work and the coordination needed with them, using the components already available.
For an agency commissioning us, the proposal starts with the brief, deliverables, deadline and how we will work with its team. We establish who brings feedback together, who approves and how handover works. The fee should reflect the responsibility taken on, and any extension is discussed before additional work begins.