Nobody knows on day one how many qualified leads an account list can produce, so a fair price per lead has to be measured before it is charged.
A fair fee per accepted lead cannot be set on day one, because nobody yet knows how many leads an account list can produce or what each costs. Start on a fixed monthly fee, then after three months of measured results move to Growth Hybrid or Growth on Outcome only if the list supports it. Both plans keep a fixed base and add a fee per accepted lead, with media passed through at cost.
A fair price per qualified lead can't be set on the first day of an engagement, because nobody knows yet how many leads the account list can produce or what each one costs to produce. Pricing that skips this step looks attractive to the buyer and quietly damages the work, so the honest route starts on a subscription and moves to a per-lead fee once the numbers exist.
A per-lead price has to cover the cost of the work and the media divided by the number of leads delivered, and that number depends on things only the work reveals: how many accounts on the list fit, how often dated events happen at them, how many people in each buying group can be reached, and how they answer. Set the price too high and the client overpays for every lead. Set it too low and the provider has every reason to chase easy leads at the edge of the definition, or to stretch the definition itself, which is the outcome per-lead pricing was meant to prevent.
So the price is measured first. During the first three months the client pays a fixed monthly fee, and after those three months a minimum number of leads applies, with a credit for each lead short. Once three months of measured results show the list can carry the volume, the client may move to Growth Hybrid or Growth on Outcome, which keep a fixed base fee and add a fee per accepted lead. Media spend is passed through at cost and never hidden inside the lead price, because a provider who earns a margin on media inside a per-lead fee has a reason to spend more of your money.
Agencies sell this choice under three names. A retainer is a fixed monthly fee for the work, whatever it produces, pay per lead charges only for leads that meet criteria agreed in advance, which makes the definition the whole contract, and a hybrid combines a lower fixed fee with a fee per accepted lead. On Torke's pricing page the Growth Subscription is the retainer and Growth Hybrid is the hybrid, while Growth on Outcome keeps a base fee under a higher fee per accepted lead. Torke never bills per lead alone, so the base fee keeps the work running in a month when the list is quiet.
Some lists never reach a per-lead plan, and that's a legitimate result. A list too small to produce steady volume stays on the subscription, and a market where each buying group has one or two named contacts needs an outbound list rather than an account program, which should be said in the first weeks rather than discovered after six months.
For a founder or finance lead comparing offers, this changes the questions worth asking. Any pay-per-lead proposal should state its lead definition, its rejection rule, where the media cost sits and which data the rate was calculated from. A rate set before anyone has measured your list is an estimate nobody has tested, however firm the contract around it looks.
The same logic applies to any outcome-based price, whether per meeting, per opportunity or per closed deal: the outcome has to be measurable and its production cost known before it can be priced fairly. Before signing an outcome-based contract, ask the provider to show the three months of data its price comes from, and if the data doesn't exist yet, ask what you pay while it is being collected.
Each figure links to the page it comes from, so you can check it before you repeat it.
| What the evidence says | Source |
|---|---|
| 86% of B2B purchases stall during the buying process and 81% of buyers are dissatisfied with the provider they chose. | Forrester (4 December 2024) |
| On average 13 people inside an organisation are involved in a B2B buying decision, and 89% of purchases involve two or more departments. | Forrester (4 December 2024) |
Each answer stands on its own, so you can forward one to a colleague, and an assistant asked the same question can quote it as it is.
Each fits a different stage. A retainer suits the first months, when nobody knows how many leads the list can produce, and a per-lead fee becomes fair once three months of measured results show what each lead costs to produce.
Published price ranges vary widely and rarely state the definition behind the number. A price per lead only means something next to a written lead definition, a rejection rule and the data it was calculated from.
A fixed base fee combined with a fee per accepted lead. It is the usual step between a subscription and outcome-based pricing, once enough data exists to price the per-lead part.
A provider who earns a margin on media inside a per-lead fee has a reason to spend more of your money. Passing media through at cost keeps the lead price about the work.
Work back from the revenue target and the close date to the accepted leads you need each month, and the last date a new lead can still close this period.
Tell us what your team sells, who buys it and where deals stop moving. You'll get a written reply saying which way of working fits you, or whether a Diagnostic makes sense, and if neither does, the reason.