Client onboarding process for music PR Checklist
Client onboarding process for music PR
A structured onboarding process sets the foundation for successful PR campaigns and prevents misaligned expectations later. This checklist covers the critical phases—information gathering, asset collection, expectation setting, and campaign planning—that transform a signed contract into a coordinated working relationship.
Information Gathering & Discovery
Asset Collection & Technical Setup
Expectation Setting & Scope Definition
Campaign Planning & Strategy Development
Documentation & Handover
Launch & First 30 Days
A thorough onboarding process takes time upfront but prevents misalignment, scope creep, and dissatisfaction later. The most successful client relationships are built on clarity, documentation, and consistent communication from day one.
Pro tips
1. Set expectations in writing about what 'coverage' means—a four-line mention in a blog isn't equal to a feature interview, but both get counted as placements. Define your own measurement criteria early and share it with the client so there's no argument about results later.
2. Create a 'client approval checklist' for every campaign (statements, interview participation, social content, photos used). Get sign-off in writing, not verbally. This prevents the client from later claiming they didn't approve something or saying it doesn't represent them well.
3. Build a 30-day review point into every onboarding contract. After the first month, schedule a debrief call to discuss what's working, what's stalled, and whether the strategy needs adjustment. This is your chance to course-correct before the client gets frustrated.
4. Ask the client directly how they prefer to receive updates and how often. Some want daily Slack messages, others find that exhausting and prefer weekly emails. Document their preference and stick to it—over-communicating to the wrong personality type damages the relationship.
5. Keep a 'decisions log' as you onboard—every choice made about strategy, scope, or approach gets noted with the date and who approved it. When the client later says 'I didn't agree to that', you have a record. It also helps onboard new team members mid-campaign.
Frequently asked questions
How much of onboarding should happen before we start charging or sending pitches?
Ideally all of it—information gathering, asset collection, and expectation-setting should be complete before you send a single pitch. This typically takes 5–10 working days depending on client responsiveness. Rushing this stage means you'll be re-pitching to the same outlets because your messaging was wrong the first time, which looks worse than a slow start.
What happens if the client provides incomplete information or high-quality assets late?
Document what you've requested, when, and follow up weekly with a specific deadline. If launch is imminent and assets aren't ready, adjust the timeline in writing and explain to the client how this impacts coverage (e.g., nationals need 6 weeks lead time). Don't blame them, but make the trade-off visible.
Should we have them sign off on the strategy document, or is verbal agreement enough?
Always get it in writing—email confirmation of the onboarding summary is the minimum. If significant strategy decisions are made (target outlets, messaging angles, exclusivity clauses), ask them to formally approve the brief. This prevents 'we never agreed to that' conversations three months in.
How do we push back if a client wants scope additions that weren't in the contract?
Use the 'decisions log' and be friendly but firm. Say something like: 'That's a great idea—radio plugging is outside our original scope, but we can add it for an additional fee of X.' Document it in writing, get sign-off, and update the deliverables list. Never just absorb extra work and hope for a renewal.
What if the client's expectations about results are completely unrealistic?
Address it directly during expectation-setting, not after the campaign underperforms. Use real examples from similar artists, explain lead times and no-guarantees nature of coverage, and anchor expectations to activity metrics you control (pitches sent, meetings secured) rather than outcomes you don't (coverage secured). If they're still unrealistic, decide whether the client is right for your agency.
Related resources
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