G o i n g G l o b a l and the full potential of Frohlich's vision of a global network was fulfilled as Medicus Intercon. The expansion of Medicus Intercon in the 1980s was a remarkable example of how an agency network could be built. "We looked at the consumer agency C R E A T I X (i A X E W I M A C E f 0 R W 0 R L 0 W I I) E II E A I. T II C A R E C 0 MMI XICAT IONS MEDICUS IM H O M \usiral: • Canada • hanu • (itrm.i. • llonj Kun» • I • Japan • Philippines • Sni-apuiv • Spate • i iiiittJ Kingdom • t ailed Siaics Global imaging with a local presence model/' said Lesser. "We in pharma were going to have to mimic them to grow." This included expanding not only geographically, but also by buying other agencies to diversify into other communications disciplines. Between 1980 and 1995, Medicus Intercon grew to become the largest global healthcare communications agency, largely through 72 different transactions that included start-ups, close-downs, acquisitions and mergers. While Bill Frohlich would be credited with pioneering the expansion of the US pharmaceutical communications industry footprint abroad, another agency would soon establish a truly global network. Sudler & Hennessey Chart a Different Course In the mid 1960s Arthur Sudler and Matthew Hennessey experimented with international business. Their agency, Sudler & Hennessey, by now one of the leading agencies in the United States, had been doing international work for many of its US-based healthcare 73
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