PRI Healthcare Solutions had a rough year in 2017, with revenue declining from $16.8 million to $13.2 million. But the late-2017 and early-2018 addition of five new clients and a renewed focus on its med-ed and digital capabilities has the agency optimistic about a significant rebound in 2018, SVP and GM Tammy Chernin reports.

The five wins, she believes, stemmed from PRI’s new hybrid agency model and novel healthcare provider engagement strategy, known internally as the four Cs: content, creative, channels, and clinicians.

“Our four Cs approach is now a part of all of our business pitches — with a fifth C added, which is the client,” Chernin explains. “We pride ourselves on working as an extension of our client’s team, aligning our processes and procedures to meet their needs.”

PRI declined to identify the five clients that were recently added. The agency is known to work with Teva Pharmaceutical Industries, Sanofi Pasteur, Pharming Group, Melinta Therapeutics, and Janssen. [Both MM&M and PRI are owned by Haymarket Media. The two entities operate independently and do not share an office, resources, or personnel.]

Asked about recent successes, Chernin points to PRI’s launch of a new antibiotic into hospitals, its hosting of more than 10,000 U.S.-based HCPs at its promotional symposia, and a client partnership to launch the Adolescent Immunization Initiative.

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As for the 2017 revenue drop, she called it a “perfect storm.” Chernin noted two clients faced considerable budget cuts and another parted with PRI due to what she describes as “competitive pricing pressure.”

And like many other agencies, PRI experienced its share of staffing challenges.

“As the hybrid agency, we don’t follow the traditional playbook, which is something our team members and clients absolutely love about PRI,” she explains. “Finding the right employees in account management and scientific services is not always easy.”

In response, PRI implemented a new onboarding process to help newcomers get up to speed. The approach relies “on the full team taking responsibility for new hires, not just its direct manager,” Chernin adds.

PRI’s strong start in 2018 has been built in part off the agency’s promotional medical education capabilities, which Chernin believes rank among its strongest selling points. “We focus on the clinical narrative, telling that compelling story and translating scientific advances for everyday clinical practice,” she explains.

In the months ahead, PRI plans to deepen its digital expertise, with a shorter-term focus on bolstering its video capabilities.