M&F fills prescription for Warner-Lambert

Warner-Lambert Consumer Healthcare, one of the leading players in the OTC market, has dropped three of its four roster agencies - Grayling, Shire Hall and Infopress - and handed the combined pounds 1 million brief for its entire brand portfolio to the fourth, Munro and Forster.

Warner-Lambert Consumer Healthcare, one of the leading players in

the OTC market, has dropped three of its four roster agencies -

Grayling, Shire Hall and Infopress - and handed the combined pounds 1

million brief for its entire brand portfolio to the fourth, Munro and

Forster.



Warner-Lambert’s decision to concentrate its PR activity in one agency

is the long-term result of a marketing deal with Glaxo in 1993 and a

merger with Wellcome in 1994 through which Warner-Lambert inherited a

raft of incumbent agencies.



With the Glaxo Wellcome merger at the end of 1995, the brand support was

divided between four roster agencies.



Appointed in 1993, Munro and Forster previously handled Zovirax Cold

Sore Cream and Zantac 75 - two of the most successful switches from

prescription only medicine to pharmacy status. Budgets and fee levels

for the agency’s expanded brief are still under discussion, but the

account is thought to carry a pounds 1 million budget with fees in

excess of pounds 400,000.



Grayling previously handled many of Warner-Lambert’s established OTC

products including Benylin, as well as Listerine, Remegel plus the

Anusol + HC Pom to P switch. Warner-Lambert’s children and baby brand

portfolio was handled by Infopress, and its hayfever remedy Beconase by

Shire Hall.



All four roster agencies were invited to repitch in February. The

handover will be completed by July.



Monro and Forster director Julie Flexen will oversee three teams

handling Warner-Lambert’s cough cold and hayfever remedies; its oral

hygiene products plus Remegel and Calpol as well continuing work on

Zovirax and Zantac 75.



Warner-Lambert group product manager Lesley McCaig said: ’Due to a

number of joint ventures and acquisitions we had increased our roster to

four without the opportunity to review the best way of handling our PR.

We weren’t unhappy with any of the agencies but we felt that the best

way forward was to concentrate our efforts.’



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