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Strategic planning of walgreens
Strategic planning of walgreens
Strategic planning of walgreens
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Walgreens sold Walgreens Infusion Services business that provides non-hospital infusion services. They also sold their majority stake in its Take Care Employer Solutions (TCES) subsidiary. Walgreens and Alliance Boots in 2013 partnered with pharmaceutical wholesaler AmerisourceBergen to buy branded and generic prescription drugs from the supplier for the next 10 years. They also acquired the right to purchase a minority stake in AmerisourceBergen thus giving them supply chain opportunities (Christian, 2015). With the rising in healthcare expenditure, it will provide a greater opportunity for Walgreens to continue to generate revenue. Healthcare expenditure in the US is expected to rise 6.1% according to the US government Center for Medicare and Medicaid Services (CMS). It is predicted that, National Health expenditure increases, Gross Domestic Product (GDP) is expected to reach 19.9% in 2022 from 17.9 % in 2011. According to the Congress budget office, if healthcare spending continues at this pace, cost will increase from the current 16% of GDP to 25% in 2025 (Walgreen Co., 2014). …show more content…
Walgreens recently announce it’s intention to purchase Rite Aid, which is ranked number three behind CVS Caremark. Currently, CVS Health has 58% of the market, while Walgreens and Rite Aide have 31% and 10.3% respectively. If this acquisition goes through, Walgreens will have a combined entity worth $130 billion in annual sales. They will have 13,000 stores and will hold 41.3% of the pharmacy market share. This will consolidate the pharma retail industry with only two huge retail chains, thereby turning the US drugstore market into a duopoly. (Bells,
This paper draws on primary source information provided by 2014 Walgreens Annual Report, 2013-2014 Alliance Boots Annual Report, 2014 CVS Annual Report, and published prescription reimbursement rates of England, France, and Germany. Additionally there is secondary source material. As the first firm to ever state that their firm’s definition is that they are the first global pharmacy-led, health, and wellbeing Corporation, the literature review on the subject is not even present. Thus this literature review is of the inputs that comprise how can Walgreens Boots Alliance make the global healthcare delivery model profitable?
The success of Wal-Mart is so great, that many people believe that Wal-Mart is becoming a monopsony . Suppliers are forced to deal with Wal-Mart because of the large percentage of sales at Wal-Mart cash registers. As such, Wal-Mart also has the ability to dictate prices of the goods it receives from the suppliers. Every day, more and more retail stores close their doors for good because Wal-Mart controls such a huge margin of the retail sector.
Earlier on this paper, the industry five forces analysis has been discussed generally. In this part, the paper analyzes Walgreens ' actions based on industry five forces model and suggests the next actions that Walgreens would rather do to maintain and improve its power in each five areas. This section will go into each force of five forces model in the order of priority, including bargaining power of buyers, the threat of substitutes, the degree of rivalry within the industry, the threat of new entrants, and bargaining power of suppliers.
With the Walgreen's proposed acquisition of Rite Aid, we posed 3 questions to our members. Here are the questions and the results:
In order to sustain the market share in this highly competitive industry, the pharmacies have to establish and maintain strong working relationships with PBMs that have power to divest particular clients from a pharmacy by denying reimbursement privileges to their customers. Buyer Power Strong It is not hard to obtain the same drugs from different sources, so the customer loyalty is virtually non-existent and the pharmacies have to try extremely hard to sustain their consumer base. Threats of substitutes Weak There are very few alternatives to drugs. Alternatives are practically limited to traditional medicine.
Walgreens was founded in 1901 measuring 50 feet by 20 feet by Charles R. Walgreen, Sr.. Mr. Walgreen was born near Galesburg, Illinois and his family later relocated to Dixon, Illinois at town about 60 miles north of his birthplace. Mr. Walgreens’ father was a farmer who turned into a businessperson and saw a great potential of the Rock River Valley (Walgreen, n.d., p.1). At age 16, Charles Walgreen had his first experience working in a drug store. He didn’t always have pleasurable experiences but it was a job with pay. He had an accident at a shoe factory that cut off his left middle finger from the top joint. This injury also stops him from playing any sports at school. After a year and a half with the drug store, Mr. Walgreen left to pursue something bigger in the big city-Chicago.
Since 1901, Walgreens has had a strong passion for customer service. The founder, Charles Walgreens, goal was to create a drugstore that was like no other. He said that for as many drugstores as he had worked at, he had never worked for one that had a focus for good customer service and low prices. Walgreens has grown by leaps and bounds since 1901 and is now recognized as the leader in the market with over 7000 stores. Charles Walgreen had an eye for good managers. He said he was able to pick people that he knew were smarter than him so to promote them and make them the heads of his drugstores. As a store manager, not only is it your job to run a store which includes ordering, customer care, and inventory control, but also it is your job to manage the staff. As a part of managing staff, it is their responsibility to hire, train and develop, and terminate if need be. While there are many jobs to choose from when it comes to HR and employee staffing, I choose this one because it is by far to me the most intense.
Rite Aid Corp. operates in the highly competitive retail drugstore industry. “In the sale of prescription drugs, they compete with, among others, retail drugstore chains, independently owned drugstores, mass merchandisers, supermarkets, discount stores, and mail order pharmacies.
The United States is projected to spend nearly 20 percent of the Gross Domestic Product on healthcare by 2020.According to a Mckinsey study $447 billion of the 1.7 trillion the U.S. spent on healthcare in 2003 was in excess of what it should have spent based on its wealth. A 1 % increase in the rate of health-spending results in an increase of about $2 trillion in spending on health over the next 10 years.
Wal-Mart’s competitive environment is quite unique. Although Wal-Mart’s primary competition comes from general merchandise retailers, warehouse clubs and supermarket retailers also present competitive pressure. The discount retail industry is substantial in size and is constantly experiencing growth and change. The top competitors compete both nationally and internationally. There is extensive competition on pricing, location, store size, layout and environment, merchandise mix, technology and innovation, and overall image. The market is definitely characterized by economies of scale. Top retailers vertically integrate many functions, such as purchasing, manufacturing, advertising, and shipping. Large scale functions such as these give the top competitors a significant cost advantage over small-scale competition.
In order to make ones’ health care coverage more affordable, the nation needs to address the continually increasing medical care costs. Approximately more than one-sixth of the United States economy is devoted to health care spending, such as: soaring prices for medical services, costly prescription drugs, newly advanced medical technology, and even unhealthy lifestyles. Our system is spending approximately $2.7 trillion annually on health care. According to experts, it is estimated that approximately 20%-30% of that spending (approx. $800 billion a year) appears to go towards wasteful, redundant, or even inefficient care.
There are three issues when it comes to the health care cost rising. The first is the rising cost in prescription drugs. The second area of rising cost is the increased technologies when it comes to the medical industry. The third problem is the aging population. Prescription drugs are the area of the fastest growing health care expense, and it is projected to grow at 20 to 30 percent each year over the next several years. There are many newer, more expensive drugs on the market, and the use of these prescriptions is exploding. In addition, with so much television advertising, many consumers ask their doctors for expensive, brand name drugs when there may actually be a generic drug that works just as well.
Maris, D. (2012) ‘What’s Really Driving the Pharma M&A Frenzy’, Forbes, 27 April [Online]. Available at: http://www.forbes.com/sites/davidmaris/2012/04/27/pharma-feeding-frenzy/ (Accessed at: 15 December 2013)
The original case was about Chiron, a biotechnology company, in the United States. Chiron was acquired in 2006 by Novartis, a Swedish company formed by the merger of Ciba-Geigy and Sandoz Laborites. Since Chiron itself no longer exists, we have focused our case around Novartis as of 2013. Novartis specializes in diagnostic services, generic and name brand medications, ophthalmological tools, as well as a small segment in pet health. The business prides itself in producing the latest drugs, hiring the best talent, and being a global leader in the pharmaceutical industry. Over the years the company has survived by focusing on its internal development in addition to a series of mergers, acquisitions, and corporate restructurings. Being a pharmaceutical company, the entire population is impacted: patients, physicians, employees, hospitals, and investors are some of the most important stakeholders.
Drugstore According to Levy, Weitz and Grewal (2014), drugstore are specialty store that concentrate on health and beauty care (HBC) product. Drugstore face competition from pharmacies in discount stores and from pressure to reduce health care costs. In response, major drugstore chains are offering a wider merchandise, including more frequently purchased food items, as well as new services, such as the convenience of drive through windows for picking up prescriptions, in-store medical clinics, and even makeovers and spa treatments (Katherine Rosman, 2010). Prescription pharmaceuticals often represent almost 65 percent of drugstore sales (Walgreen’s, 2011).