CommonHealth

A new world order

Matt Giegerich, President and chief executive officer

Report by Matt Giegerich (above)
President and chief executive officer

The principals of CommonHealth are not only acutely aware of the ‘new commercial model’ being adopted by a growing number of pharmaceutical clients in an increasingly volatile marketplace, they have been preparing for the shift for years. In the midst of this complex new world order, the CommonHealth team is confident no communications company is better positioned to help brands thrive.

For years, CommonHealth has deliberately focused on offering a fully-aligned arsenal of offerings: building deep expertise with each new audience, marketing discipline and channel – not as separate services, but as integral parts of an increasingly complex whole. This more co-ordinated, systemic view of the marketplace and the role of communications directly addresses clients’ needs for a new, more effective and efficient commercial model.

Growth in a down market

In 2008, when many healthcare communications companies were flat at best, CommonHealth boasted growth and expansion on multiple fronts. This begs the question: why has CommonHealth been so successful where others with like offerings have tried and failed?

The management team attests while other agencies claim like skills and resources, CommonHealth has proven it can orchestrate those resources on a brand’s behalf due to its long-standing creative and collaborative culture borne from an organically grown – not acquired – grouping of departments and services; a fully-aligned leadership team and a suite of connective tools, technologies and processes that enable total brand coordination.

Work with current clients supports this claim, with nearly 90% of CommonHealth’s largest brand assignments employing two or more service areas, and rapid growth in both interactive and managed markets disciplines. New account wins also reflect this trend towards more fully co-ordinated brand assignments, including CommonHealth’s vital role in the recent consolidation of J&J’s pharmaceutical brands within WPP.

Unlike most agencies of its size, CommonHealth and its units operate as one unified firm. The executive team, comprising one to two people from each business unit or service offering, meets every month to ensure the standing order of the day – creative excellence and a seamless integration of services – is met with each client, each brand.

Some of CommonHealth’s most noteworthy accomplishments in 2008:

CommonHealth was named No.1 Healthcare Advertising Agency for the second year in a row by Advertising Age.

All of CommonHealth’s agencies of record were named to the Top 60 agencies by trade publication MM&M; CommonHealth represented close to 10% of the top agencies in the industry.

CommonHealth received more awards – 200 in total – than in any previous years.

Ideally positioned

In 2009, CommonHealth has plans to further expand its managed-care marketing services with the formation of a new group, sister to CommonHealth’s Solara team.

CommonHealth will continue its collaborative work with cross-Group Team Chemistry and the J&J assignments stemming from that partnership.

To address global needs, the organization will continue with ongoing plans to expand its international reach into the Asian and Latin American marketplaces.

CommonHealth is already aligned in such a way that virtually all clients’ communications needs can be met with the group’s well-established, integrated communications model. With digital technologies at the core of all they do, CommonHealth has the ability to quickly address both branded and unbranded, educational and promotional, global and local needs with scientifically-significant, emotionally-engaging, value-enhancing communications. With the many CommonHealth specialty teams working fluidly together on behalf of a brand, multi-channel brand ecosystems are now a reality – and a real answer to the industry’s call for a new commercial model.