Use the first quarter to learn how they handle bad news, because there will be some. A rendering problem nobody anticipated, a correction request refused, a rewritten page that earns nothing. How those get reported in month two predicts how a flat quarter will be reported in month eight, and it is far easier to change supplier at ninety days than at a year.
A Claim About Causation, Stated as a Claim The most valuable paragraph in the report is the one that says what moved and why the agency believes their work caused it, phrased as a judgement rather than a fact.
One diagnostic shortcut is worth knowing. Ask the assistant to describe your company rather than to recommend one. If it produces an accurate description but will not recommend you, the record exists and the corroboration is thin, which points at third party sources. If it produces a vague or wrong description, the record itself is broken, which points at access and identity. Those two findings lead to completely different quarters of work, and the question that separates them takes ten seconds to ask.
This frequently produces the first result of the engagement, because access failures are total and fixing them can change answers within days. It should also be short. A fifty page technical audit at this stage is usually padding drawn from a generic template.
One test separates a report written to inform from one written to reassure. Read it and generative engine optimization try to write down a question it does not answer. In a good report you will find several, because it contains enough specifics to make new questions obvious. In a padded one you will struggle, not because everything is covered but because there is nothing specific enough to interrogate.
A page worth having states what you do in that area specifically: which neighbourhoods, what travel time, what jobs are common there, what the local constraints are. If you cannot write anything genuinely local about a town, the honest answer is not to publish a page for it.
Refusals matter. A report that only contains successes is either describing a suspiciously easy month or omitting the parts that did not work, and the omitted parts are usually where the useful information is.
What the First Ninety Days Usually Look Like Most engagements open with a visibility audit rather than a content plan. There is no point writing anything until you know which prompts matter, which assistants answer them badly, and who is being named instead of you.
Work Completed, in Countable Units Listings claimed, with names. Errors corrected, with the source and what was wrong. Pages published or rewritten, with URLs. Technical changes made, with dates. Outreach attempted and its outcome, including refusals.
The shortlist is shorter than a conventional local results page, which raises the stakes on being included. Being fourth on a map still gets calls. Being fourth in a recommendation that names three businesses gets none.
One test of whether a prompt set is any good is to run it and see whether the answers surprise you. A set that returns exactly what you expected is usually measuring your own assumptions, because the questions were written from them. Surprises indicate the prompts reached beyond the company's internal picture of its market, which is the entire purpose.
How to Run the Ninety Day Review Ask three questions. Can you show me the prompt set is unchanged. Can you show me the raw answers. What specifically did you do, and which of the changes do you believe caused which movement.
One local specific worth checking is how your opening hours and availability are stated across every listing. These are among the details most frequently quoted in local recommendations and among the most likely to be wrong, because they change seasonally and get updated in one place. An assistant confidently telling somebody you are closed is a lost job that leaves no trace in any report.
Size is less of a factor than category maturity. Smaller brands often gain faster because their categories have thin third party coverage, and thin coverage is easier to influence than a category where every comparison page has been fought over for a decade.
The monthly report is where an engagement is either accountable or theatrical, and the difference is visible from the first page. A useful report can be argued with. A padded one cannot, because there is nothing in it specific enough to disagree about.
One thing to establish in week one is where everything lives. The prompt set, the baseline archive, the raw answers and the correction log should sit somewhere you control from the beginning rather than in the agency's systems. Retrieving them later is a negotiation. Having them from the start is an administrative decision nobody objects to at the outset.
It is also worth checking whether you are being confused with somebody else rather than ignored. Short names, generic names and names that begin with a number collide with other organisations more often than distinctive ones. Where that is happening, the answer will contain facts that are true about a different company, which reads as a hallucination and is usually an identity collision with a specific fixable cause.