Some qualities of medical advertising are necessary: strategic depth, conceptual creativity, experienced medical copywriting, excellent design, great chemistry. But other qualities that lots of agencies have–and then try to persuade their clientele are essential–are meaningless and, in fact, may lower the need for the job they deliver. When choosing an associate to help with pharmaceutical advertising, medical device advertising, hospital advertising, or other forms of medical marketing communications, four qualities are especially unimportant.
Many ad agency principals love using a “cool” office. They see it as proof their agency’s creativity. Several clients might even see it this way too.
Go ahead and, an advertisement agency should provide a comfortable and stimulating atmosphere for his or her staff. But a majority of clients know who’s investing in the agency’s ping-pong tables, stocked refrigerator, and also other amenities: the customers are. The cool office is protected 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 at all. Their overhead is low, their people don’t have to commute to function (which alone generally means they are happier-and potentially more productive-in comparison to the average worker), and their clients acquire more for their money: more value, more affordable overhead.
An agency’s biggest expense is its people. But lots of agencies have way too many people. It is important to retain the critical mass necessary to meet clients’ needs. But layers and layers of staff-account supervisors, account executives, account coordinators-not simply improve the costs; they could enhance the confusion.
If they’re lucky, a client 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 from the agency). The other functions–consumer research, media planning, digital programming, print production, and so forth–are usually shared across teams inside an agency. So regardless of whether your agency has 500 workers, you’ll likely work most healtthcare with at most a half dozen. The key is to keep up continuity inside your team. A lot of agencies use a “revolving door,” with personnel frequently coming and going. As being a client, that makes your advertising more pricey-your agency constantly has got to bring new team members up to 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 excellent copywriter is yet another good strategist which is regulatory-savvy. Likewise an effective art director. And the account executive is over a “messenger” ferrying client requests towards the agency and agency requests towards the client-the AE is strategic-minded, tactical-minded, and working in concert together with the creatives as well as with media, research, along with other agency functions to make the most beneficial communication solutions possible.
Choosing an agency for the reason that their rates will be the lowest might be 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 worth it!”
Pinching pennies compromises the standard of your agency’s work. Advertising agencies aren’t cheap–good, experienced talent has to be compensated accordingly. But consider the consequences of your respective decision–compromising on the grade of the branding and marketing of the healthcare services or products compromises its chances for success.