Special Reports Archive

One supermarket operator is literally driving customers to its pharmacies.

Customers at Royal Ahold’s Giant-Landover stores can earn one Gas Rewards point for every dollar spent on purchases in Giant pharmacies in Maryland, most of Virginia, Delaware and Washington, D.C. With the program, for example, a $20 pharmaceutical co-pay earns 20 points and a $50 pharmacy purchase earns 50 points. For every 100 Gas Rewards points earned, shoppers save 10 cents off every gallon of gas bought at Giant and participating Shell gas stations.



As the costs of primary care march steadily higher and patients endure ever-longer wait times to see a family physician, the need for accessible, cost-effective patient care alternatives has become both obvious and urgent. 


Enter Walgreens. Armed with new, time-saving 
pharmacy automation tools, a growing offsite-dispensing capability and an array of new adherence and disease-management services, the company heavily is promoting its pharmacists and in-store clinicians as the most cost-effective front-line resource for community-based patient care.


There’s a reason Walgreens’ leaders are pushing so hard to upgrade communications capabilities and reach consumers through every channel, from stores and drive-through pharmacies to social media and smart phones. “Multichannel shoppers are three times more valuable to a retailer than a single-channel shopper,” president and CEO Greg Wasson said in January.


Though efforts to repeal the Patient Protection and Affordable Care Act via the court system remain under way — with recent victories for opponents in Virginia and Florida — the attempt to repeal the healthcare-reform bill in Congress failed, thus leaving the bill and, most importantly, the regulatory approval pathway for follow-on biologics intact.


The CCR foundation has been laid. Now comes the next phase in Walgreens’ campaign to “enhance the customer experience.”


Customer Centric Retailing is rolling across the chain’s coast-to-coast store network like a tide. The effort — aimed at aligning Walgreens’ mix with what its customers really want from the stores; eliminating hundreds of redundant, slow-turning SKUs; and boosting front-end productivity — already has transformed more than 2,100 Walgreens stores. Another 3,400 are up for renovation by the end of this year.

With pharmaceutical and healthcare expenditures on the rise, a primary care shortage at hand and an expected upswing in patients diagnosed with chronic diseases, there’s no denying that the marketplace is in the midst of an evolution. Despite the challenges, Walgreens’ health-and-wellness division has positioned itself for such changes and, according to headquarter executives, has a winning strategy in place — broadening and deepening its payer relationships.


A whole slew of drugs will lose patent protection this year, opening up opportunities for generic drug makers to market their own versions. Most notable among these is Pfizer’s cholesterol-
lowering drug Lipitor (atorvastatin), the world’s top-selling drug, with U.S. sales of $7 billion during the 12 months ended September 2010, according to IMS Health.




Talk about a bold retail vision. Walgreens president and CEO Greg Wasson said the nation’s top pharmacy retailer wants nothing less than to “own well.”