Cvs pharmacy health barbra marketing

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CVS expanded its footprint by 20 percent by acquiring nearly pharmacies from Target. In total it operates more than such clinics across 33 states which is three times more than its nearest competitor. In this way, CVS has managed an enormous size that helps it are to the needs of millions of patients every year. Price : Affordability and access are an important focus at CVS.

The rising drug prices are a major part of the healthcare crisis in US and create big burdens over the patents. CVS Caremark provides a large array of cost management solutions that have worked to reduce the client costs. There are several challenges to reducing prices for the patients. However, CVS is focussed at delivering quality care at affordable costs and its size and scale are important facilitators on its path to better care for everyone.

Promotion : CVS has a large footprint throughout US and that works to a great extent to promote and market its brand. Price is also an important element in the marketing mix of CVS which enables fast growth and popularity.

Apart from these things CVS also promotes its brand using other methods. To further establish itself as a brand devoted to healthcare, it removed the tobacco products from its stores.

This has helped it improve its image as a brand that cares for its clients and their health and manage a clean image of an accountable healthcare brand. It also uses its own website and social media to promote its brand. People : CVS employs around , people across the 50 states. The brand employs retail pharmacists and Pharmacy technicians through its CVS pharmacy stores.

In total it employs pharmacists and clinicians. Apart from that it also employs 3, nurse practitioners and physician assistants. There are more than rare disease nurses too employed by CVS. Physical evidence : Services are physically intangible. However, still they have physical evidences attached to them like bills, prescriptions etc. It also includes the physical environment in which the services are delivered. CVS has extensive presence throughout US.

Its pharmacies are located in locations and it employs more than K through its 50 states. Process : Process in the 7Ps implies the process through which the services are delivered by a service brand. The physical checkup, monitoring and counselling of the clients and patients by the physicians and nurses is a part of the care process that CVS has managed. The nurse practitioners and physicians employed by the minute clinics diagnose and treat minor health conditions, perform health screenings, monitor chronic conditions and deliver vaccinations.

After having acquired Omnicare, it also provides Long Term Care operations that include distribution of pharmaceuticals, related pharmacy consulting and other ancillary services to chronic care facilities and other care settings. To understand the marketing and branding strategy of CVS you must first understand its purpose. The purpose of CVS is to help people on their path to better health. Its branding strategy has played a central role in its marketing and growth.

It has established itself as a people and health friendly brand. The focus has remained on two main things — quality and value. The brand has kept growing through mergers and acquisitions. CVS health brand was introduced in with the intent to create a more customer friendly image. We recognize that healthcare delivery is rapidly changing, and we've built a company positioned to play an important role in solving the cost, quality and access issues for patients, payers and providers.

Do you see any of your competitors emulating the shift that CVS has made as a brand? I think when you look at our competitors, they'll talk a lot about beauty and health in the front of store.

You've got Walgreens, and they're trying to—they'd be silly not to look at what we're doing, which I'm sure they do every day and evaluate if they should do aspects of that. But at the moment, they've decided to see if they can do something [with] Rite Aid, which takes a lot of attention and capital. That's a different strategy than we've had, which is to connect to all of these different pieces of the healthcare landscape. So I haven't seen it yet. Could it happen? Things change all the time.

Does it worry you that your competitors aren't trying to emulate CVS' new brand strategy? I think what worries us is about delivering what's right for people every day in a way that creates economic value for the business. Given that a portion of CVS' business is retail and the brand cut tobacco sales, where do you draw the line with unhealthy product sales? For example, will you stop selling products with lots of sugar?

You know, that's something we evaluate all the time. We have been putting more healthy food in the stores, but I think the thing that is interesting about tobacco is it's the thing that there is no degree of moderation that is good—there's nothing good about it. And that's what made that a pretty clear one. We have a lot of stores, and we're pushing on lots of other healthier products.

And we'll continue to do that and evolve the business. I don't know if I see one at the moment that we're going to make a big statement about. It's partly because of the uniqueness of our business we have targets that kind of cross the spectrum.

They can be older; they can be younger. We have a pretty good sense of who we want to connect with and with which sorts of offerings, and then we tailor the communications to them and the products to them. So you're not necessarily a brand that's going to say, "We need to win over the millennial. Listen, 18 to 34 is a very important group, certainly for the front of our store. And I think if you look at the millennials from the point of view of the zeitgeist and you think about solving for them, you end up solving for a lot of people.

So I think that's really important. But they're not the only group. Can you tell me a bit about those agency relationships now? But what we've done and what we're working on, together with our agency partners, is how to actually reengineer the way campaigns are getting constructed and delivered.

We're starting from the very beginning with what is the context that's in the moment, and what's the content that we're going to have to fit in that—which is different than a lot of the marketing that's being developed. At the core, the problem still starts generally with "What's the big creative idea? I think the question is, how are you helping people in a really easy-to-understand, helpful and modern way? Healthcare is very personal and I think you've got to connect with the right people and have the right discussion with them.

This story first appeared in the March 28 issue of Adweek magazine. Click here to subscribe. By Kristina Monllos March 28,