Question
To improve the competitiveness of my pharmacy, I consider making a local reform. I have many doubts, and that the premises is 150 m2 and do not know how to dedicate to the public. I would also like to know how I can increase revenue. The truth is I do not know where to start.
(MF Madrid)
Answer
The moment that we spent in the pharmaceutical distribution channel is of drastic changes in its economy and legislation, so that pharmacies must be prepared to adapt to guarantee sustainability. Reforming
pharmacy and modern and competitive it is often the starting point to anticipate this development, but for the investment involved, it is a strategic decision that should be weighed carefully.
Where to start is the key. It must devise a plan before, containing the following:
1. Study the situation of the pharmacy, which includes, externally, the evolution of the area, type of clients, their current number and the possible attraction of the public not directly connected to the pharmacy by proximity and the values \u200b\u200bof competition; internally, you must include the development of sales, fees for each class and the staff (fundamental, Nor will a drug be very "commercial" with a staff unable to make active sales).
2. This study will have an appraisal of the reality of business, together with its own will help you position the pharmacy (positioning means defining the values \u200b\u200bthat a company or product is different and is known by the public).
3. With the above information, it should be perhaps the most difficult but most important:
a) Raising sales quantitative targets.
b) Propose strategies to achieve them: time, categories in which it specializes, staffing and profile, value added services and the effective range.
c) Make an initial operating account to evaluate the profitability of investments.
4. Make a retroplanning reform that includes critical dates to keep in mind.
5. From here and with clear ideas, please contact the specialized companies that implemented the reform (think that there are suppliers that include all trades): the architect, if necessary, the furniture company, civil works, the decorating company and graphic company.
6. If external funding is needed, with the first budgets and goals and strategies, make a file that allows the lender to see that has a solid business plan which can trust.
7. Finally, think that once you have the vehicle (the pharmacy), throwing fuel is needed, so a good business management and marketing will allow you to communicate quickly and effectively the values \u200b\u200bof your new pharmacy.
The evolution of a pharmacy after reform depends on the quality of previous studies that help define the optimal strategy and planning. Normally, after a reform is achieved sales growth of around 15-20%, but well-structured reform can sometimes triple the sales.
KEY
● Analyze the environment customers and the values \u200b\u200bof the current pharmacy.
● Set the positioning for these tests and our own interest, we want the pharmacy. ● Consider
objectives in order to gauge the future pharmacy (billing, scheduling, personnel selection, expertise, services).
● Make a reform program that addresses the key dates that must be decided or finish each process.
● Appropriate selection of different suppliers who will build the reform bill (work, furniture, design, marketing).
● Control of the program.
Luis de la Fuente
Socio director de Mediformplus
luis.delafuente@mediformplus.com
www.mediformplus.com
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