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Aster Retail (AR) is the retail pharmacy division of the Aster Dr Moopen's Healthcare (ADMH) Group. The group delivers healthcare services across the Middle East, India and the Far East, with a portfolio of hospitals, clinics, diagnostic centres and retail pharmacies. AR, under the leadership of Chief Executive Officer (CEO) Jobilal Vavachan, is well known for its people-centric approach, unique culture and innovative human resource (HR) practices. AR has won multiple awards for HR practices, service quality and business performance. In a recent corporate restructuring (2018), “Aster Primary Care” was carved out by combining the group's Clinics and Retail businesses. This case discusses the evolution of AR's HR journey and the challenges associated with integrating culturally diverse businesses without compromising the values of ADMH and its promise, “We'll Treat You Well.”

The purpose of this paper is to investigate the effect of atmospheric cues encountered in the complex retail environment of pharmacies and, in addition, to test the boundary conditions for the formation of experience-rich emotions. Following this rationale, the research succeeds to partially explain patronage decisions and behavior in pharmacies.

A quantitative methodology was used, using a structured questionnaire. Data were collected using a multistage sampling approach of days of the week and times of each day, seeking responses from customers exiting three, aesthetically diverse types of pharmacies in the wider area of Athens, Greece. Structural equation modeling techniques were used to test the measurement using SmartPLS3 statistical software.

The results primarily confirm the multidimensionality and complexity of atmospherics in pharmacies and the consequent effect on customers’ emotional state. Emotions, amplified by repeat visitation, have both a direct and a mediated effect on customer loyalty while emotional attachment acts as the mediator.

The recent elevation of pharmacies from a mere convenient shopping destination of mostly emergency goods to a shopping alternative for a wide variety of well-being goods and services, necessitates the shift of focus of research from the technical expertise of the pharmacist to the enabling dimensions of the retailing environment. The paper answers this need and test the boundary conditions for the development of experience-rich emotions in retailing. The proposed model indicates the significant impact of atmospherics in customer decision-making even in the complex setting of pharmacies.

Despite their essential role as providers of emergency medication, expert advice and specialist healthcare services UK community pharmacies are coming under increasing competitive pressure. Deregulation measures and heightened competition from supermarkets and multiples have led to increases in market concentration and forced many independents into closure. This paper aims to explore the potential of retail branding as a tool for independent pharmacists who wish to complement their role as therapeutic experts with a strong retail proposition and enhance their competitive positioning.

Based on a qualitative study using key informant interviews with independent pharmacists in the Greater Manchester area, this paper takes a grounded theory approach. NVivo qualitative analysis software was applied to develop theoretical categories, explore themes and offer a starting point for theory building.

The UK pharmacy market is polarized into the highly branded large scale multiples and an independent sector which still fails to make full use of the opportunities for retail marketing support available. A SWOT analysis for the community pharmacy sector illustrates pharmacists' key strengths as healthcare professionals and therapeutic expert advisors. However, often this is complemented by an inward looking, reactive and short‐termist approach. Overall respondents fail to embrace the opportunities marketing and retail branding might offer on the retail side fully, to the detriment of overall business success.

The paper is based on a small scale qualitative study. Whilst the sample was carefully selected to be a fair representation of the different types of small retail pharmacies found in the Greater Manchester area, and within this context ecological validity is thought to be high, care must be taken with wider generalisations.

Possibilities of complementing pharmacists' professional ethos as therapeutic experts with lessons from the retail marketing and branding literature with the aim of achieving image congruence and business success are explored.

A contribution is made to the understanding of the UK retail pharmacy sector, as well as the complex interaction between professional healthcare provision and retail marketing in relation to the self‐concept and business practice of independent pharmacists.

Objective – To examine whether local area pharmacy market structure influences contract terms between prescription drug plans (PDPs) and pharmacies under Part D.

Data – Data were collected and compiled from four sources: a national mail survey to independent pharmacies, National Council for Prescription Drug Programs (NCPDP) Pharmacy database, 2000 U.S. Census data, and 2006 Economic Census data.

Results – Reimbursements varied substantially across pharmacies. Reimbursement for 20mg Lipitor (30 tablets) ranged from $62.40 to $154.80, and for 10mg Lisinopril (30 tablets), it ranged from $1.05 to $18. For brand-name drug Lipitor, local area pharmacy ownership concentration had a consistent positive effect on pharmacy bargaining power across model specifications (estimates between 0.084 and 0.097), while local area per capita income had a consistent negative effect on pharmacy bargaining power across specifications(−0.149 to −0.153). Few statistically significant relationships were found for generic drug Lisinopril.

Conclusion – Significant variation exists in PDP reimbursement and pharmacy bargaining power with PDPs. Pharmacy bargaining power is negatively related to the competition level and the income level in the area. These relationships are stronger for brand name than for generics. As contract offers tend to be non-negotiable, variation in reimbursements and pharmacy bargaining power reflect differences in initial insurer contract offerings. Such observations fit Rubinstein's subgame perfect equilibrium model.

Implication – Our results suggest pharmacies at the most risk of closing due to low reimbursements are in areas with many competing pharmacies. This implies that closures related to Part D changes will have limited effect on Medicare beneficiaries’ access to pharmacies.

The purpose of this study is to understand how Amazon’s threat may impact the Pharmacy Industry as a whole and whether traditional drugstore chains such as consumer value stores (CVS) Pharmacy will need to re-think their business strategy, especially in the digital space, to account for potential disruption.

This is a hypothetical case study used as a teaching exercise to guide the learner through a decision-making process. The case starts by presenting a disruption in the retail pharmacy business that the main character must navigate by using real-world data and insights, provided in the case, to formulate a recommendation.

In an extremely competitive and consolidated pharmacy market, Amazon has the potential to change the business entirely. CVS Health will potentially face strong headwinds from Amazon’s PillPack and a downward trend in prescription sales. Regardless of the new competition, CVS Health continues to be innovative in the space. Instead of being a one-trick pony, CVS has encompassed the mentality of becoming a one-stop-shop by expanding into areas such as specialty pharmacy, health clinics, pharmacy benefits management and innovative digital capabilities.

This paper provides the reader with existing and known information about the evolving retail pharmacy business and allows the reader to interpret the new information to make their own decision on how a digital business strategy team can account for potential disruption.

With expenditures totaling $227 billion in 2007, prescription drug purchases are a growing portion of the total medical expenditure, and as this industry continues to grow, prescription drugs will continue to be a critical part of the larger health care industry. This chapter presents a survey on the economics of the US pharmaceutical industry, with a focus on the role of R&D and marketing, the determinants (and complications) of prescription drug pricing, and various aspects of consumer behavior specific to this industry, such as prescription drug regulation, the patient's interaction with the physician, and insurance coverage. This chapter also provides background in areas not often considered in the economics literature, such as the role of pharmacy benefit managers in prescription drug prices and the differentiation between alternative measures of prescription drug prices.

Scholarship in the entrepreneurship and marketing literatures has helped advance thinking about how health care organizations create value for companies and consumers. However, there is an ongoing need for empirical research; hence, the purpose of this paper is to examine how entrepreneurial orientation and customer orientation influence healthcare (retail pharmacy) industry performance.

Using a sample of the US retail pharmacies, the study applies partial least squares structural equation modeling to identify the direct and indirect effects of the entrepreneurial orientation constructs on company performance. The study also includes importance–performance analyses to prioritize for managers which orientations, dimensions and respective manifest items merit the most critical attention as contributors to pharmacy performance.

We find that the entrepreneurial orientation has a significant impact on customer orientation and company effectiveness. We also find that three dimensions – innovation, risk-taking, and proactiveness – exhibit stronger importance and performance than autonomy and competitive aggressiveness.

While the present study employs data from firms of various sizes, it is limited to firms in the pharmacy industry. Although this study included established EO measures, one of the risk taking items was dropped from the final analysis. In certain research contexts, this result may or may not be consequential. Finally, this study employed nonfinancial measures for measuring performance. Using such measures is not uncommon and can offer insightful linkages to long-term organizational strategies in ways not afforded by conventional financial measures (Ittner and Larcker 2000); however, future research should, if possible, aim to capture financial and nonfinancial data.

In the dynamic healthcare environment, entrepreneurial pharmacies that have the ability to innovate, take risks and be proactive can provide superior customer orientation and hence better performance.

Health care industry in general and pharmacies in particular have to be entrepreneurial to meet customer needs and hence the wellbeing of the society With the aging population and growth of complex diseases, pharmacies can provide better access to care delivery if they have entrepreneurial orientation.

In this study, partial least square modeling technique along with importance performance analysis was adopted for first time in this literature to identify key factors that contribute to EO. The findings will aid pharmacy managers to focus their initiatives on the three key dimensions to succeed in their retail pharmacy business.

Located as intermediaries between patients/customers and national health systems, community pharmacies have to negotiate increasing government demands for free advice, pressure on their earnings and an increasingly deregulated market. A comparative assessment of the German and UK markets highlights the tensions pharmacists face as healthcare providers and retailers, assessing the ways in which each group copes with growing competitive challenges. Based on a grounded theory study of community pharmacies in Berlin/Brandenburg and the Greater Manchester area the role of pharmacies within their local neighbourhoods is discussed and the potential for the transfer of marketing intelligence between the two countries evaluated.

The purpose of this paper is to evaluate the performance of 46 pharmacy retail stores and to analyze the impact of non‐discretionary variables on the efficiency of the stores through dividing the decision making units (DMUs) into different categories.

Basic CCR model is being used to evaluate the efficiency of each store. First, the DMUs are divided into three different categories namely severe, normal and advantageous depending upon the extent of competition that they are facing. Second, basic CCR, Phases I and II models are applied to evaluate efficiency, reference set and projections of DMUs within the categories. Lastly, all DMUs are evaluated together using the same models.

For situations that are not under the direct control of the management, DEA with categorical DMUs is an appropriate approach for efficiency evaluation because through this approach one can do justice to each store which is a part of the study.

Inclusion of people factor such as customer satisfaction or employee satisfaction can lead to a better analysis and therefore, to a better practical approach.

This study provides a framework for performance evaluation when both discretionary and non‐discretionary variables are to be taken into consideration.

The purpose of this study is to investigate the customer's perception of service quality within the context of the pharmaceutical supply chain, and look specifically at the supplier/customer relationship.

The research in question focuses on the trading relationship between a pharmaceutical wholesaler and its pharmacy customers. Existing literature shows that quality of the overall service is determined by the customer's perceptions of that service; therefore it is important that the supplier measures the customer's perception of service quality and understands what factors influence that perception and build this into their service delivery. The data were collected via a series of qualitative semi‐structured interviews with hospital and retail pharmacies located in the North West of England.

The findings show that pharmacy customers have a range of vitally important to less important criteria associated with good service quality and that pharmaceutical wholesalers as suppliers should aim to excel at the vital and important issues and meet those of lesser importance to satisfy customers expectations of service quality.

This reinforces the importance of measuring customer expectations and incorporating outputs into service design to ensure a customer focus to the service provided. Further consideration should be given to adopting the SERVQUAL tool in conducting future research and analysis.

Suppliers should be aware that there are vital activities that customers expect to have performed/delivered and that they need to know what these are and excel at these, whilst managing less important criteria effectively.

This paper provides an insight into the customer‐supplier relationship within the pharmaceutical supply chain in the NHS, which will be of benefit to practitioners and academics in this field.