The COVID-19 pandemic triggered a seismic shift across healthcare communications – from being able to select agencies from a broader pool, to the speed of decision making, to putting new ways of pitching into practice. It was fantastic to see how industry-wide changes were implemented at speed to ensure excellence and continuity in the vital work we all do.
We saw many client companies quite rightly holding tightly to the people and agencies they already knew and trusted, wanting both to benefit from the strength of their existing relationship and to ensure that trusted partners survived the financial challenges of the pandemic.
But we also saw a real shift in clients actively looking for new and different approaches to accelerate new thinking, adopt innovative techniques and rapidly advance virtual ways of working as the healthcomms landscape rapidly changed.
One big, positive change was the need to flex the pitching process, which rapidly changed from being in-person to virtual. This “pitch switch” meant business could continue but also enabled clients to consider agencies that they perhaps may not have done before, especially those with different approaches.
A very bright spotlight was clearly directed on the system of competitive pitching, something which I feel is outdated for modern ways of working. And I think we all saw very clearly that there is a different – and better – way to do this.
Why the balance needs redressing
The HCA has already published its pitching code of conduct and the PRCA has also recently announced its plans for a new charter. These are vital steps in the right direction of formalising new ways of working. We now need support and engagement from everyone across the industry to drive it forward and embed these positive changes permanently.
I’ve been calling for a rethink of the pitching process for years. I’ve always felt it is a costly and unnecessary “beauty parade” – a procurement-led “race to the bottom”. It commoditises a service which makes sense when economies of scale exist in a business for buying lab equipment, for example.
But to me it makes no sense that the same people are driving the purchasing of consultancy services. When looking for the specialist knowledge and expertise required from an agency partner with the best talent to deliver highly impactful PR and comms work, different measures are needed than cost alone. The creativity and chemistry required to deliver excellent comms campaigns can’t be boiled down to pounds and pence.
I think the PR and comms leads within companies need to take charge of the pitching process. They are the ones who know what they need and who they can – and want to – work with to achieve the best possible communications outputs for the business. But they need to be able to make that choice objectively, not by box ticking to meet a certain criteria or price bracket.
A costly process for all
Generating new business is vital for all agencies. But I wonder at what cost? Recent research from the PM Society found that almost half of agencies spend over £25,000 in internal agency time on a £200,000 pitch. When agencies were asked what they had spent on a single pitch, the figures ranged from £28,000 to £85,000, with an average of £43,500. Whatever the exact cost, what’s clear is that pitches are incredibly time and cost intensive for both agencies and clients. And that cost is a huge wasted investment when pitches are lost.
But there are also a wider costs, including the indirect impact pitches have on existing clients. Research from the PRCA found that 40 per cent of the agency staff questioned said that existing clients are “frequently neglected” because of the pitching process, with 30 per cent saying it has got “out of hand, and is a problem for their agency”.
New business generation should never be to the detriment of existing clients.
How can we reach the perfect pitch?
Our model at The Difference Collective means pitching is prohibitive. However, we also have an agility that the traditional agency model just doesn’t have which allows us to demonstrate our capabilities in other ways. That’s why we know there are better, more creative ways for agencies to showcase their capabilities, credentials, calibre and chemistry: the critical ingredients for a highly collaborative and effective agency-client partnership.
One concept I have seen working brilliantly is in my role as a judge at the Pharma Times Communications Awards. Healthcare comms teams took part in a “locked room challenge” where, without preparation or wifi access and in just two hours, they were asked to create a proposal to meet a fictional but realistic brief. The talent they unleashed was extraordinary and they all showcased exceptional resourcefulness and creativity in the ingenious, informed and substantial proposals they put forward. Could this be the efficient and focused pitching process of the future?
Or do we look at how we do things at The Difference Collective? We understand that clients need to evaluate us objectively against other agencies, particularly when it is high-budget work.
We use a multitude of ways to showcase our capabilities which have also proved particularly successful including holding virtual brainstorms to explore a prospective client’s business or communications challenge. These give them the opportunity to experience the thinking, creativity and capability of the team they would be working with – not just the account team leading the pitch – while limiting the amount of time and money invested on both sides.
I’m passionate about helping champion a better and different approach to pitching that helps clients find the right partner, in the right way. The pandemic has shown us how it can work in practice. Now I hope we can build on this momentum with a galvanised industry so we don’t let go of this important change which has genuine benefits for us all.
Get in touch if you’d like to share your views or discuss how we can help your organisation understand our capabilities outside of the traditional pitching process
Angie Wiles, Founder of The Difference Collective, has worked in healthcare communications for over 30 years, ultimately building one of the most successful UK healthcare consultancies. Throughout her career, she has constantly looked to do things differently and make a difference to the healthcare communications industry.
