Some qualities of medical marketing are necessary: strategic depth, conceptual creativity, experienced medical copywriting, excellent design, great chemistry. But other qualities that a great many agencies have–and try to persuade their customers are essential–are meaningless and, the truth is, may lower value of the task they deliver. When selecting somebody to aid with pharmaceutical advertising, medical device advertising, hospital advertising, or another sorts of medical marketing communications, four qualities are particularly unimportant.
Many ad agency principals love having a “cool” office. They see it as evidence of their agency’s creativity. A few clients might even look at it doing this too.
Go ahead and, an ad agency must provide a cushy and stimulating atmosphere with regard to their staff. But the majority clients know who’s investing in the agency’s ping-pong tables, stocked refrigerator, and other amenities: the customers are. The cool office is covered inside the agency fees.
Don’t get hung high on the “edifice complex”–many outstanding agencies have very modest offices. Some excellent “virtual” agencies have no office at all. Their overhead is low, their people don’t ought to commute to operate (and therefore alone generally means they are happier-and potentially more productive-compared to average worker), in addition to their clients have more for money: more value, cheaper overhead.
An agency’s biggest expense is its people. But too many agencies have way a lot of people. It is recommended to maintain the critical mass needed to meet clients’ needs. But layers and layers of staff-account supervisors, account executives, account coordinators-not merely enhance the costs; they are able to increase 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 jobs from the agency). Other functions–researching the market, media planning, digital programming, print production, etc–are frequently shared across teams within an agency. So even if your agency has 500 staff members, you’ll likely work most healtthcare with a maximum of a half dozen. The key is to keep up continuity in your team. A lot of agencies have a “revolving door,” with personnel frequently coming and going. As a client, which enables your advertising higher priced-your agency constantly has got to bring new team members as much as speed.
Mad Menis swell, but it’s a period of time piece. The existing-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, an effective copywriter can be another good strategist which is regulatory-savvy. Likewise an excellent art director. And the account executive is more than a “messenger” ferrying client requests to the agency and agency requests to the client-the AE is strategic-minded, tactical-minded, and operating in concert with all the creatives along with with media, research, and also other agency functions to make the most efficient communication solutions possible.
Choosing an agency simply because their rates are the lowest might be a costly mistake. Instead, require references. Then ask the references concerning the agency’s cost structure as well as the value they deliver–satisfied clients are likely to 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 has to be compensated accordingly. But consider the consequences of the decision–compromising on the quality of the branding and marketing of your respective healthcare goods and services compromises its chances for achievement.