the challenge

This leading US pharmacy chain had a history of growing their store presence fast: one new store every 16 hours in fact. But amongst this focus on physical expansion the business had lost their commercial edge and focus, becoming siloed and lethargic. 
 
They were now under threat from all angles. Competitors were innovating fast and encroaching on their market share. The convenience factor, which had always been their competitive advantage, was not enough. The retailer needed to address their culture, capabilities, processes and structure to become a truly customer-centric business and thrive. 

the results  

We delivered an overall return of over $1bn.  

• We saw increases in both retail and pharmacy sales as well as lower staff turnover, reduction of waste and improved customer satisfaction stores.  

• Overall RoI has been calculated as 29:1.  

• The programme has also created a collaborative climate of continuous improvement and embedded the right skills to help the business be agile in a changing market well into the future.  

• The entire culture of this centuries-old business has changed with an unleashing of energy and creativity. 

the process 

It all started with a 10-day scoping visit, running culture diagnostics, workshops and focus interviews to really get to the nub of the organisational challenges. Staff engagement and customer service standards were on the decline, and store managers were overwhelmed by the “noise” and uncontrolled level of initiatives coming from head office. 
 
Over a five-year transformation programme, we pulled in expertise from across our service offerings. 

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