Some qualities of hospital advertising are essential: strategic depth, conceptual creativity, experienced medical copywriting, excellent design, great chemistry. But other qualities that numerous agencies have–and strive to persuade their customers are important–are meaningless and, in reality, may lower the value of the work they deliver. In choosing someone to help you with pharmaceutical advertising, medical device advertising, hospital advertising, or some other sorts of medical marketing communications, four qualities are especially unimportant.
Many ad agency principals love developing a “cool” office. They look at it as proof of their agency’s creativity. Several clients may even view it that way too.
By all means, an ad agency must provide a comfy and stimulating atmosphere for staff. But most clients know who’s spending money on the agency’s ping-pong tables, stocked refrigerator, along with other amenities: the customers are. The cool office is covered from the agency fees.
Don’t get hung high on the “edifice complex”–many outstanding agencies have very modest offices. Some excellent “virtual” agencies have zero office at all. Their overhead is low, their people don’t ought to commute to function (which alone generally causes them to be happier-and potentially more productive-compared to the average worker), along with their clients acquire more with regard to their money: more value, more affordable overhead.
An agency’s biggest expense is its people. But lots of agencies have way a lot of people. It is recommended to keep up with the critical mass required to meet clients’ needs. But layers and layers of staff-account supervisors, account executives, account coordinators-not simply add to the costs; they are able to increase the confusion.
If they’re lucky, a customer will continue to 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 respective jobs through the agency). Other functions–market research, media planning, digital programming, print production, and the like–are frequently shared across teams inside an agency. So even though your agency has 500 employees, you’ll likely work most healtthcare with a maximum of one half dozen. The key is to maintain continuity in your team. Lots of agencies use a “revolving door,” with personnel frequently coming and going. Like a client, that creates your advertising higher priced-your agency constantly needs to bring new associates as much as speed.
Mad Menis swell, but it’s a period piece. The previous-fashioned agency structure–account service in one department distinct from (and usually at odds with) the creatives in another department–is archaic.
In today’s environment, an effective copywriter is yet another good strategist and it is regulatory-savvy. Likewise a great art director. As well as the account executive is greater than a “messenger” ferrying client requests for the agency and agency requests to the client-the AE is strategic-minded, tactical-minded, and operating in concert using the creatives and also with media, research, and other agency functions to produce the most effective communication solutions possible.
Choosing an agency for the reason that their rates are the lowest could be a costly mistake. Instead, demand references. Then ask the references about the agency’s cost structure and the value they deliver–satisfied clients are likely to say, “They’re not cheap, but they’re worth it!”
Pinching pennies compromises the standard of your agency’s work. Advertising agencies aren’t cheap–good, experienced talent needs to be compensated accordingly. But think about 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 success.