What best describes your business?
Select the option that most closely matches your company.
Answer four quick questions to see why a structured retainer model is often the stronger fit for sustainable B2B pipeline growth.
Select the option that most closely matches your company.
Choose the typical value of one new customer contract.
Select the usual time from first conversation to signed agreement.
Consider decision-makers, technical reviewers and procurement.
Reviewing your sales structure and pricing requirements.
Your responses indicate that sustained account research, multi-touch outreach, qualification and continuous optimisation matter more than paying for isolated leads.
A strategic retainer is the strongest fit because it funds the ongoing research, testing, stakeholder engagement, follow-up and optimisation required to build predictable B2B pipeline.
Pay Per Lead is a pricing model where you pay a provider every time they deliver a lead that meets an agreed definition.
Not every agency defines a lead in the same way. One provider may invoice you for a verified contact, while another may only charge after a qualified opportunity is accepted by your sales team.
Every outcome may be described as a “lead,” but each one represents a very different level of buying intent and commercial value.
A real person with valid contact information, but no confirmed interest, need or willingness to speak.
Price per lead only becomes meaningful when the qualification criteria are identical.
That is why comparing agencies based only on price per lead rarely tells the full story.
A lead should never be judged only by whether someone exists in a database.
A commercially valuable lead should show the right level of fit, authority, need and interest.
Select the criteria that apply to see how commercially valuable this lead may be.
Every card has a company name, contact name, email address and phone number.
Technically, those are contacts. But that does not mean all 100 people are interested, qualified or likely to buy.
The number of names in a database matters far less than how many of those people fit your market, have a genuine need and can progress into pipeline.
There are good reasons why businesses choose Pay Per Lead.
It can be an excellent pricing model when the campaign, qualification criteria and expectations are clearly defined.
Instead of committing to an ongoing monthly investment, the business pays when an agreed lead outcome is delivered.
It feels easy because the answer appears to create a direct, side-by-side comparison.
But a fixed price only helps when every provider is selling the same level of qualification, intent and commercial value.
The real question is not only how much each lead costs. It is what level of qualification, intent and sales potential is included in that price.
Select the activities your sales team still handles after a lead is delivered.
They measure the cost and commercial value of each stage that leads towards real pipeline and revenue.
What does it cost to secure a meeting with a relevant, engaged buyer?
How much is invested before a lead becomes a credible pipeline opportunity?
What does the full campaign cost once a prospect becomes a paying customer?
How much commercial value and closed revenue did the campaign produce?
How many internal hours are spent researching, chasing, replacing and requalifying?
The best pricing model is not always the one with the lowest cost per lead. It is the one that creates the strongest qualified pipeline, customer acquisition and revenue.
Compare both models based on qualification, internal workload, pipeline potential and total cost.

