Like Father, Like Son — Part 2
A Tale of Two Wendlands

By Dave Wendland, with Bob Wendland

Editor’s Note: This column as well as the previous Part 1 which is archived below, originally appeared in Community Pharmacist’s sister publication, HealthCare Distributor. Part 1 focused on the wholesaler-distributor side of the industry. Part 2 focuses on the retail sector.

In this second father-son conversation, we’ll approach the topic of retail pharmacy and offer some opinions about the opportunities, challenges and collaborative possibilities at this final stage of the supply chain — the customer experience.         

Once again I have asked my father, Bob Wendland, to offer his insights and views. As you may recall from the previous issue of HealthCare Distributor, Bob is a 30-year industry veteran and a very well-informed healthcare consumer.

What do you see as the “missing ingredient” in today’s pharmacies?

Dave: Simply put, it’s the ability for pharmacists and their staff to provide effective, one-on-one counseling. Pharmacists are the most accessible, least expensive — and most respected — healthcare professionals, yet they do not have enough time or commensurate reimbursement to worry about building their image as recognized health authorities. The missing ingredient is time. I am 100 percent convinced that, through effective reallocation of paperwork and non-customer-focused tasks, the professional pharmacy staff could take care of each customer’s unique needs — and the overall cost of healthcare would decrease. 

Bob: I could simply say customers are the missing ingredient in today’s pharmacy, and most retail pharmacists would agree. However, I feel the missing link is excitement. Turn up the radio, blow up the balloons, get employees to smile, assist, suggest — and keep a clean and well-stocked pharmacy. 

What do consumers expect from their shopping experience?

Dave: Certainly, there may be numerous correct answers to this question. But from my perspective, consumers want knowledge. This knowledge may come in the form of a prescription or OTC medicine to overcome specific symptoms, or it may come from insights and recommendations to help the consumer feel empowered. I don’t believe that consumers want a broader array of products or rock-bottom prices. They want to feel better, look better or live longer. Plus, even if they are experiencing physical symptoms, they want the shopping experience to be enjoyable.

Bob: Customers shop a pharmacy for three reasons: 1) To feel better; 2) To look better; or 3) To smell better. It is imperative that the clerks and pharmacists never lose sight of the fact that they are specially trained (we hope) and therefore able to assist the customer to their satisfaction. You may not always have the lowest price, but they bought it from you because you offered the best advice.

How can a retail pharmacy effectively balance its Rx and front-of-store?

Dave: I’m looking forward to the day when the great chasm between these two aspects of pharmacy is eliminated. The question should not be “is the prescription area or the front-of-store a more valuable profit center to the retailer?” but instead “what product or combination of products best satisfies a consumer?”

This brings me to a second quandary. When customers come in for a prescription they are considered “patients.” When the same customers purchase something from the front end, they’re  “shoppers.” I would argue that these are the same individuals and should be valued as “consumers.”

Bob: Balance is the name of the game. Inventory — one of your biggest investments — must turn. Remember, you profit on the turnover, not leftover. One good turn deserves another, and another, and another. Keep payroll in line with sales, challenging each department for increased sales and consistent gross margins. Remember the tricks in the mix. Suggestive selling by trained personnel is the key.

In what ways do distributors bring value to retailers?

Dave: Certainly the relationship that distributors have with major suppliers should not be taken for granted. Problem resolution and product launch/warehousing support is one of the inherent advantages distributors bring to retailers. Retailers should also recognize the value of the distributor’s ability to meet their overall product needs and not give in to the temptation to cherry pick specific items simply to save a few pennies. And lastly, distributors can bring value-added services, technology and support to a relationship, not to mention financing.

Bob: Utilize a good distributor by allowing them to become a silent partner. A good distributor can make the difference between success and failure. Inventory control, i.e., automatic replenishment and IT support, can be a great asset to control stocks. Take advantage of clerk training programs, merchandising tips, pricing strategies, and shopper service evaluation, just to name a few. A good distributor can be your silent business partner, providing product, promotions, and personal service. In other words, “shoot for the moon, you may hit a star!”