[THE THIRD PROBLEM, IN ONE LINE.]

[What the business needed to accomplish, and why the existing approach had stopped producing it.]

[The pressure behind the brief. A commercial target, a competitor move, a category shift, a margin problem. Written so a CFO would recognize it, not just a media planner.]

[What we found out about the audience, market or business that changed the default plan.]

[Where the insight came from: first-party search-intent data, contextual signal, a category pattern no one else was looking at, a gap between what the client assumed and what the data showed. This is the beat that justifies hiring an agency instead of running a buying desk, so it earns real space here, not a line item.]

[The plan that followed from the insight, stated as a decision, not a channel list.]

[What the plan deliberately did, and what it deliberately did not do. The budget, format or audience that was set aside on purpose, and why, because a strategy with no sacrifice in it is a wish list, not a strategy.]

[What actually ran, where, and on which technology.]

[The channels and platforms used, which parts moved through affiliated technology and which through outside platforms and publishers, and why each was the right instrument for its part of the plan. A case study that hides its mechanics is an advertisement, not a case study.]

[What happened to the business, measured the way it was defined at the start.]

[The result against the original commercial target, not a vanity metric substituted after the fact. Stated with the comparison period and how it was verified.]