Reach buying committees before your competition with our help
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In Brazil, independent agencies tend to grow through referrals, concentrate retainer revenue in a few accounts and compete in unpaid pitches against several other shops.
The challenges every team reports, and how we turn them into pipeline.
Plenty of Brazilian agencies know the accordion effect. When the team is at capacity nobody prospects, because the owner and partners are approving creative, handling clients and closing the month's media plan. When a large account gives notice, or decides to bring the work in-house, the gap hits cash flow before it shows up in the CRM, and the agency goes back to its network asking for referrals. If two or three clients make up most of the monthly retainer, losing one changes the agency's payroll, not just its target. And one-off projects, which could fill the gap, rarely turn into a recurring fee without a sales process behind them.
When an opportunity does come another way, it is often a formal pitch. In a market as crowded as São Paulo, AMPRO, the promotional and live marketing association, has publicly called out pitches with more than four agencies, no payment for creative ideas and payment terms that stretch to 90 days. Winning that way burns weeks of senior time. Meanwhile, the marketing director who could hire you gets the same outreach every week and only replies to whoever shows they understand where the brand is right now: a launch, an agency review, a new channel or a move into a new region.
Siete sets up an outbound prospecting operation to get the agency out of that cycle: an SDR, a copywriter and a delivery manager working in Portuguese on Brasília time. We define the ICP by service line, because the brand that buys creator marketing is not the one that buys performance or branding, and we map who decides in each profile. That is how we worked with Agência Brocco, which relied on word of mouth and now gets more than 10 qualified meetings a month that match its ideal client, and with creator marketing agency Mosaico, which passed 11 meetings a month with aligned brands, rated 4.5 out of 5 by the client. The owner gets back to selling to people who already raised their hand.
With a channel the agency controls: outbound prospecting into a list of brands built from its ICP. Referrals still work, but they bring the client your contact happens to know, not the one your agency wants to serve. With outbound you choose the segment, the size and the moment, and the SDR makes first contact across LinkedIn, email and phone until a meeting is booked. At Agência Brocco, which relied on word of mouth, that process produced more than 10 qualified meetings a month with the client profile it was after.
It depends on who will manage that SDR. At small and mid-sized agencies, an in-house SDR usually reports to the owner, who already splits the day between client service, creative and finance, so prospecting slips exactly when the team fills up. An outsourced operation arrives with process, cadence, lists and copy ready, plus someone reviewing the numbers every week. A practical test: if nobody at the agency has time to train and coach an SDR through ramp-up, outsourcing costs less than hiring and losing the person halfway.
By building pipeline before it needs it. Dependence becomes a problem when two or three clients account for most of the retainer revenue and the agency only prospects after one leaves. Since a new account takes months to go from first meeting to proposal to the first monthly fee, prospecting has to run all the time, including when the agency is full. It also helps to target mid-sized accounts that can start with a project and move to a retainer, instead of waiting for the next pitch from a large brand.
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