Some qualities of healthcare advertising agencies are necessary: strategic depth, conceptual creativity, experienced medical copywriting, excellent design, great chemistry. But other qualities that many agencies have–and try to persuade their clients are crucial–are meaningless and, in reality, may lower the value of the work they deliver. When choosing a partner to aid with pharmaceutical advertising, medical device advertising, hospital advertising, or some other forms of medical marketing communications, four qualities are especially unimportant.
Many ad agency principals love developing a “cool” office. They view it as evidence of their agency’s creativity. Several clients can even look at it that way too.
By all means, an ad agency must provide a comfortable and stimulating atmosphere with regard to their staff. But many clients know who’s spending money on the agency’s ping-pong tables, stocked refrigerator, as well as other amenities: the customers are. The cool office is included in the agency fees.
Don’t get hung high on 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 need to commute to work (which alone generally means they are happier-and potentially more productive-compared to the average worker), along with their clients get more with regard to their money: more value, cheaper overhead.
An agency’s biggest expense is its people. But way too many agencies have way a lot of people. It is important to retain the critical mass required to meet clients’ needs. But layers and layers of staff-account supervisors, account executives, account coordinators-not only add to the costs; they are able to increase the confusion.
If they’re lucky, a client works 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 the jobs throughout the agency). One other functions–researching the market, media planning, digital programming, print production, and so forth–tend to be shared across teams within an agency. So even when your agency has 500 workers, you’ll likely work most healtthcare with at most one half dozen. The key is to preserve continuity in your team. A lot of agencies possess a “revolving door,” with personnel frequently coming and going. As being a client, which enables your advertising more expensive-your agency constantly needs to bring new team members up to speed.
Mad Menis swell, but it’s a period of time piece. That old-fashioned agency structure–account service in just one department distinct from (in most cases at odds with) the creatives in another department–is archaic.
In today’s environment, a good copywriter is another good strategist and is also regulatory-savvy. Likewise a good art director. And also the account executive is over a “messenger” ferrying client requests to the agency and agency requests towards the client-the AE is strategic-minded, tactical-minded, and employed in concert with all the creatives along with with media, research, and also other agency functions to produce the very best communication solutions possible.
Choosing an agency for the reason that their rates will be the lowest can be quite a costly mistake. Instead, demand references. Then ask the references in regards to the agency’s cost structure and the value they deliver–satisfied clients may very well say, “They’re not cheap, but they’re worth the cost!”
Pinching pennies compromises the grade of your agency’s work. Advertising agencies aren’t cheap–good, experienced talent must be compensated accordingly. But consider the consequences of your decision–compromising on the quality of the branding and marketing of your own healthcare goods and services compromises its chances for fulfillment.