Some qualities of healthcare advertising agency are necessary: strategic depth, conceptual creativity, experienced medical copywriting, excellent design, great chemistry. But other qualities that numerous agencies have–and attempt to persuade the clientele are crucial–are meaningless and, in reality, may lower the value of the project they deliver. When picking somebody to assist 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. A few clients might even see it like that too.
By all means, an advertisement agency must provide a comfy and stimulating atmosphere for his or her staff. But most clients know who’s purchasing the agency’s ping-pong tables, stocked refrigerator, and other amenities: the customers are. The cool office is included from the agency fees.
Don’t get hung on the “edifice complex”–many outstanding agencies have very modest offices. Some excellent “virtual” agencies have zero office in any way. Their overhead is low, their people don’t have to commute to operate (and this alone generally makes them happier-and potentially more productive-compared to the average worker), along with their clients acquire more for their money: more value, less costly overhead.
An agency’s biggest expense is its people. But lots of agencies have way too many people. It is very important keep the critical mass necessary 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 customer 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 your own jobs through the agency). Another functions–consumer research, media planning, digital programming, print production, and so on–are often shared across teams in an agency. So even if your agency has 500 employees, you’ll likely work most healtthcare with not more than one half dozen. The bottom line is to maintain continuity within your team. A lot of agencies possess a “revolving door,” with personnel frequently coming and going. As a client, that makes your advertising more costly-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. 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, an effective copywriter is another good strategist and is regulatory-savvy. Likewise an excellent art director. Along with the account executive is greater than a “messenger” ferrying client requests for the agency and agency requests towards the client-the AE is strategic-minded, tactical-minded, and operating in concert together with the creatives in addition to with media, research, and also other agency functions to make the most beneficial communication solutions possible.
Choosing an agency for the reason that their rates would be the lowest could be 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 are likely to say, “They’re not cheap, but they’re worth every penny!”
Pinching pennies compromises the caliber of your agency’s work. Advertising agencies aren’t cheap–good, experienced talent has to be compensated accordingly. But look at the consequences of the decision–compromising on the quality of the branding and marketing of the healthcare product or service compromises its chances for fulfillment.