Some qualities of healthcare marketing are necessary: strategic depth, conceptual creativity, experienced medical copywriting, excellent design, great chemistry. But other qualities that numerous agencies have–and try to persuade the clientele are very important–are meaningless and, actually, may lower the need for the project they deliver. When picking a partner to aid with pharmaceutical advertising, medical device advertising, hospital advertising, or other kinds of medical marketing communications, four qualities are especially unimportant.
Many ad agency principals love using a “cool” office. They see it as evidence of their agency’s creativity. A couple of clients might even see it that way too.
By all means, an advert agency should provide a comfortable and stimulating atmosphere for their staff. But many clients know who’s paying for the agency’s ping-pong tables, stocked refrigerator, along with other amenities: the clients are. The cool office is included within the agency fees.
Don’t get hung through to the “edifice complex”–many outstanding agencies have very modest offices. Some excellent “virtual” agencies do not have office whatsoever. Their overhead is low, their people don’t must commute to be effective (and this alone generally ensures they are happier-and potentially more productive-in comparison to the average worker), in addition to their clients get more with regard to their money: more value, more affordable overhead.
An agency’s biggest expense is its people. But too many agencies have way too many people. It is recommended to retain the critical mass required to meet clients’ needs. But layers and layers of staff-account supervisors, account executives, account coordinators-not just improve the costs; they may enhance the confusion.
If they’re lucky, a person will work closely and consistently with one agency team fulfilling the core functions: account service, copywriting, art direction, and traffic management (overseeing the scheduling and flow of your own jobs throughout the agency). Another functions–researching the market, media planning, digital programming, print production, etc–are usually shared across teams within an agency. So regardless of whether your agency has 500 personnel, you’ll likely work most healtthcare with at most a half dozen. The secret is to keep up continuity with your team. Lots of agencies use a “revolving door,” with personnel frequently coming and going. As being a client, which enables your advertising more costly-your agency constantly has to bring new team members around speed.
Mad Menis swell, but it’s a period of time piece. The previous-fashioned agency structure–account service in a single department distinct from (and often at odds with) the creatives in another department–is archaic.
In today’s environment, a great copywriter is another good strategist and is regulatory-savvy. Likewise a good art director. As well as the account executive is over a “messenger” ferrying client requests to the agency and agency requests on the client-the AE is strategic-minded, tactical-minded, and doing work in concert with all the creatives along with with media, research, along with other agency functions to generate the very best communication solutions possible.
Choosing an agency mainly because their rates will be the lowest can be quite a costly mistake. Instead, ask for references. Then ask the references regarding the agency’s cost structure and also the value they deliver–satisfied clients may very well say, “They’re not cheap, but they’re worthwhile!”
Pinching pennies compromises the caliber of your agency’s work. Advertising agencies aren’t cheap–good, experienced talent must be compensated accordingly. But take into account the consequences of your own decision–compromising on the grade of the branding and marketing of your own healthcare product or service compromises its chances for achievement.