Anda di halaman 1dari 62

A Strategic Management Case Study on

CVS Caremark Corporation

By: Carter Vaillancourt, Megan Land, and Emily


Michaud
UMFK

Company Overview
A brief history of CVS
Existing Mission and
Vision
Existing Strategies
New Mission and Vision

Overview

External Assessment
Industry Analysis
Opportunities and
Threats
EFE Matrix
CPM Matrix

Internal
Assessment
Organizational Structure
Strengths and
Weaknesses
Financial Condition
IFE Matrix

Strategy
Formulation
SWOT Matrix
Space Matrix
Grand Strategy Matrix
Matrix Analysis
QSPM Matrix

Evaluation
Balanced Scorecard
CVS Caremark Update

Implementation
Projected Financials

Strategic Plan for


the Future
Objectives
Strategies

Company Timeline
The CVS name
was used for the
first time in 1964.
That year, they
had 17 retail
locations, and 40
stores only five
years later

1960s

1970
s

By 1974, CVS
had 232 stores
and sales of
$100 million

The chain had


more than 400
stores by 1981.
Sales reached $1
billion in 1985,
partly due to the
pharmacies being
added to many of
CVS's older stores

1980
s

1990
s

In 1994, CVS
started
PharmaCare
Management
Services.
In 1999, CVS
acquired
Soma.com, the first
online pharmacy,
and renamed it
CVS.com

In 2004, CVS
purchased 1,268
Eckerd drug
stores and Eckerd
Health Services,
a PBM/mail-order
pharmacy
business, from J.
C. Penney
20002005

20062010

On November 1, 2006,
CVS announced that it
was entering into a
purchase agreement
with Nashville-based
Caremark Rx Inc., a
pharmacy benefits
manager
On August 12, 2008, CVS
Pharmacy announced
that it would acquire
Longs Drugs for $2.9
billion

CVS Caremark Segments

2010 CVS Caremark Retail Segment Revenue


Break Down

2009

2010

Existing Vision Statement

We strive to
improve the
quality of
human life.

Existing Mission Statement

We provide expert care


and innovative solutions
in pharmacy and health
care that are effective
and easy for our
customers.

Existing Strategies
Use Minute Clinic locations and
Specialty pharmacy division to lower
cost while improving the health of
those we serve
Increase CVS Caremark leadership in
and contribution to the areas of
pharmacy services and healthcare

Proposed Vision Statement

CVS Caremarks vision is


to improve the quality of
life through convenient
and cost efficient
offerings.

Proposed Mission Statement


At CVS Caremark our mission is to provide quality
products and services through our pharmaceuticals and
consumer products (2). We strive to be the number one
provider in the United States (3) by investing not only
in our company (5) and technological advances (4) but
also in the communities in which we serve (8). Whether
our customers are new to this world our are veterans,
(1) we know that our company can provide them with
the newest and most effective products and services,
while promoting the healthy communities in which they
live. Through our valued employees (9), CVS is able to
provide quality services and quality products (7).

External Analysis

Operating Expenses as a % of Revenue

Gross Margin as a % of Revenue

Competitive Analysis

U.S Pharmacies 2010

Rx Same-Store-Sales Trends

Opportunities
1. Universal Health Care and economy recovery, $10 trillion by 2020
2. Imminent introduction of generic brands lowering the cost
3. Over the next five years, roughly $50 billion branded drugs will lose patent
protection
4. With healthcare reform slowly coming into effect, 32 million Americans
previously without coverage will now have some short sort of coverage.
5. People 65 years of age or older fill more than 25 prescriptions annually on
average, 3 times the national average.
6. As baby boomers age, approximately 70 million Americans will turn 65 in
the next 20 years
7. It is estimated that by 2014, 8 out of the top 10 drugs in the U.S. will be
specialty drugs, where expenditures are expected to rise to $100 billion.
8. Medicare part D market is expected to grow 8.5% annually from 2010 to
2020
9. Global pharmaceutical industry is expected to grow, especially Brazil, India,
Russia, and China, which is expected to be the 3 rd largest market in 2011

Threats
1. It is estimated that there could be a dearth of 200,000 healthcare
professionals and 800,000 nurses by 2020
2. Potential government intervention in health care after election in 2012
3. Imminent introduction of generic brands lowering the margin
4. CVS is behind Wal-Mart by nearly $140 billion in market cap.
5. CVS additional competitor Walgreens is behind them by a market cap of
roughly $10 billion.
6. Walgreens increased the number of prescriptions filled in 2010 by 7.5% ,
whereas ours decreased.
7. In the next 5 years, 9 out of the top 10 best-selling drugs in the world
will go off patent, resulting in an expected loss of sales
8. Extensive regulation has increased the time from drug discovery to
approval from 6 years in the 1970s to 13.5 years in the 2000s.
9. Pharmaceutical companies struggle to develop new drugs as R&D costs
become high, on average between $4 billion to $11 billion per drug

CPM

Critical Success factors

CVS

Walmart

Walgreen

Weights Rating Weighted Score Rating Weighted Score Rating Weighted Score
0.0 to 1.0 1 to 4

1 to 4

1 to 4

Advertising

0.08

0.24

0.32

0.16

ProductQuality

0.12

0.36

0.48

0.36

PriceCompetitiveness

0.10

0.20

0.40

0.30

FinanicalPosition

0.10

0.30

0.40

0.30

CustomerLoyalty

0.14

0.42

0.56

0.28

GlobalExpansion

0.11

0.33

0.44

0.22

MarketShare

0.07

0.21

0.28

0.14

OrganizationStructure

0.06

0.18

0.24

0.18

CustomerService

0.08

0.32

0.24

0.24

ProductionCapacity

0.10

0.30

0.40

0.30

EmployeeDedication

0.04

0.16

0.12

0.12

Totals

1.00

3.02

3.88

2.60

Key External Factors

EFE

Opportunities

Weights
0.0 to 1.0

Rating
1 to 4

Universal Health Care and economy recovery, $10 trillion by 2020


Imminent introduction of generic brands lowering the cost
Over the next five years, roughly $50 billion branded drugs will lose patent
protection
With healthcare reform slowly coming into effect, 32 million Americans
previously without coverage will now have some sort of coverage.
People 65 years of age or older fill more than 25 prescriptions annually on
average, 3 times the national average
As baby boomers age, approximately 70 million Americans will turn 65 in the
next 20 years

Weighted Score

0.06
0.07

4
3

0.24
0.21

0.04

0.08

0.04

0.08

0.06

0.12

0.06

0.18

It is estimated that by 2014, 8 out of the top 10 drugs in the U.S. will be
specialty drugs, where expenditures are expected to rise to $100 billion

0.04

0.12

Medicare part D market is expected to grow 8.5% annually from 2010 to 2020

0.05

0.1

0.15
0

0.04

0.12

Potential government intervention in health care after election in 2012


Imminent introduction of generic brands lowering the margin

0.06
0.06

2
2

0.12
0.12

CVS is behind Wal-Mart by nearly $140 billion in market cap


CVS additional competitor Walgreens is behind them by a market cap of
roughly $10 billion
Walgreens increased the number of prescriptions filed in 2010 by 7.5% ,
whereas ours decreased

0.07

0.21

0.07

0.28

0.05

0.1

0.04

0.08

0.05

0.2

0.09

0.36
2.87

Global pharmaceutical industry is expected to grow, especially Brazil, India,


Russia, and China, which is expected to be the 3rd largest market in 2011
Threats
It is estimated that there could be a dearth of 200,000 healthcare
professionals and 800,000 nurses by 2020

In the next 5 years, 9 out of the top 10 best-selling drugs in the world will go
off patent, resulting in an expected loss of sales
Extensive regulation has increased the time from drug discovery to approval
from 6 years in the 1970s to 13.5 years in the 2000s
Pharmaceutical companies struggle to develop new drugs as R&D costs
become high, on average between $4 billion to $11 billion per drug
Totals

0.05

Internal Analysis

Organizational Chart
THOMAS M. RYAN
Chairman of the Board and
Chief Executive Officer

LARRY J.
MERLO
President
and
Chief
Operating
Officer

TROYEN A.
BRENNAN,
M.D.
ExecutiveVice
Presidentand
ChiefMedical
Officer

DAVID M.
DENTON

HELENA B.
FOULKES

PER G.H.
LOFBERG

Executive
ExecutiveVice ExecutiveVice Vice
President
Presidentand
Presidentand
and
Chief
Chief
President
Financial
Marketing
Caremark
Officer
Officer
Pharmacy
Services

JONATHA
N C.
ROBERTS
ExecutiveVice
Presidentand
ChiefOperating
Officer
Caremark
Pharmacy
Services

EVP;
President,
Caremark
Pharmacy
Services

DOUGLA
S A.
SGARRO
Executive
Vice
President
and
ChiefLegal
Officer

LISA G.
BISACCIA
SeniorVice
President
and
Chief
Human
Resources
Officer

EVP
Internal
Operation
s, Real
Estate,
Retail
Field,
Organizati
ons

NANCY R.
CHRISTAL
SeniorVice
President
Investor
Relations

LAIRD K.
DANIELS
SeniorVice
President
Financeand
Controllerand
Chief
Accounting
Officer

CAROL A.
DENALE
SeniorVice
President
and
Corporate
Treasurer

SARA J.
FINLEY
Senior
Vice
President
and
General
Counsel

STUART M.
MCGUIGAN
SeniorVice
Presidentand
Chief
Information
Officer

CVS Worth Analysis


CVS Worth Analysis for 2010 (in
millions)

Shareholder's equity - Goodwill Intangibles


2,281
Net Income * 5

17,12
0

(Stock Price/EPS) * NI

45,72
6
45,82

Income Statement

Balance Sheet

Balance Sheet Continued

CVS Caremark Financial Ratios


Ratio (2010)
Liquidity Ratios
Current
Quick
Leverage Ratios
Debt to total assets
Debt to equity
Long-term debt to equity
Activity Ratios
Fixed Assets Turnover
Total Assets Turnover
Inventory Turnover
Profitability Ratios
Gross Profit Margin %
EBT Margin %
Net Profit Margin %
Return on total assets %
Return on Stockholder's equity %
Price-earnings ratio
Growth Ratios
Sales Growth (5-years)
Net Income Growth (5-years Average)

CVS
1.60
0.63
0.39
0.65
0.23
11.59
1.55
9.01
21.01
5.84
3.55
5.54
9.33
13.35
21.11%
22.85%

Walgreens

Wal-Mart

1.60
0.61

0.87
0.27

0.45
0.82
0.17

0.57
1.34
0.46

6.03
2.57
9.14

4.1
2.39
12.31

28.15
5.00
3.10
8.13
14.53
17.28

25.37
5.41
3.51
8.58
21.08
13.64

9.82%
6.04%

7.23%
6.90%

Strengths
1. CVS is the largest pharmacy health care provider in the U.S with
over 7,100 pharmacies.
2. Gross profit as a percent of net revenues increased 21.0%
3. Operating expenses decreased 1.8% from 2009.
4. Employee base of 202,000 employees
5. CVS is recognized as one of the largest pharmacy benefit
managers (PBMs) in the US. Registering more than four million
customers per day
6. Market cap increased by 5.8% from 44 billion to 47 billion in 2010
7. More than 65% of stores are open around the clock or offer
extended hours
8. Has 560 MinuteClinic locations across 26 states, easing health
care overcrowding from lack of Primary care providers.
9. Generates more than $11 billion in specialty pharmacy revenue
annually

Weaknesses

1. Substantial amount of outstanding debt, 11 million


2. Since March 2009, the Company has been named in a series of
putative collective and class action lawsuits filed in federal courts
3. Pharmacy services segment is showing less revenue than the
retail segment
4. High cost of revenue and operational expenses; 76,156, 14,092
5. Net interest expense increased 1.2% since 2009.
6. Pharmacy network claims processed decreased 12.5% in 2010
due to the expiration of a few large client contracts.
7. Income from continuing operations decreased by 7.2% in 2010
8. Net revenues decreased by $2.3 billion in 2010
9. CVS shares returned 7.9% in 2010, trailing the S&P 500 Index of
12.8% return

Key Internal Factors

IFE

Internal Strengths

CVS is the largest pharmacy health care provider in the U.S


with over 7,100 pharmacies
Gross profit as a percent of net revenues increased 21.0%
Operating expenses decreased 1.8% from 2009
Employee base of 202,000 employees
CVS is recognized as one of the largest pharmacy benefit
managers (PBMs) in the US. Registering more than four million
customers per day
Market cap increased by 5.8% from 44 billion to 47 billion in
2010
More than 65% of stores are open around the clock or offer
extended hours
Has 560 MinuteClinic locations across 26 states, easing health
care overcrowding from lack of Primary care providers
Generates more than $11 billion in specialty pharmacy
revenue annually
Internal Weaknesses

Substantial amount of outstanding debt, 11 million


Since March 2009, the Company has been named in a series
of putative collective and class action lawsuits filed in federal
courts
Pharmacy services segment is showing less revenue than the
retail segment
High cost of revenue and operational expenses; 76,156,
14,092
Net interest expense increased 1.2% since 2009
Pharmacy network claims processed decreased 12.5% in 2010
due to the expiration of a few large client contracts.
Income from continuing operations decreased by 7.2% in 2010
Net revenues decreased by $2.3 billion in 2010
CVS shares returned 7.9% in 2010, trailing the S&P 500 Index
of 12.8% return
Totals

Weights
0.0 to 1.0

Rating
1, 2, 3 or 4
3or4

Weighted Score

0.08
0.06
0.04
0.03

4
4
3
3

0.32
0.24
0.12
0.09

0.05

0.15

0.07

0.28

0.09

0.27

0.07

0.28

0.05

3
1or2

0.15

0.05

0.05

0.04

0.08

0.03

0.03

0.08
0.03

1
2

0.08
0.06

0.04
0.03
0.04

1
1
2

0.04
0.03
0.08

0.03

0.06
2.64

Strategy Formulation

SO
Strength
s
ST

Expand to areas such as Latin


America and Asia. (S4, S6, O2,
O3, O9)

Increase number of Minute Clinics


in areas where there is a large
number of aging population. (S5,
S8, S9, O5, O6, O8)

Opportunitie
s

Offer educational
programs/training to better
prepare our staff to answer
customer questions. (S4, S7, T1)

WOto employees
Offer incentives
based on customers they get to
sign up for loyalty program.
(W6, O4, O5, O6)

Increase number of stores open


24 hours by 20%. (S7, T4, T5, T6)

Expand to states/areas in the


U.S. that we currently do
notoperatein. (W3, W6, W8,
O1, O4)

W
Take advantage
T of the expiring

Threats

patents on drugs by developing


generics through R&D. (W3, W6,
W8, T6, T7, T8, T9)
Increase our food segment to
increase revenue and better
compete
withWalmartandWalgreen. (W3,
W7, W8, T4, T5)

Weaknesse
s

FinancialStrength
1
2
3
4
5
6
7
Industry
Strength
1
2
3
4
5
6
7

ratingis1(worst)to7
(best)
CashFlow
PriceEarningsRatio
EarningsperShare
WorkingCapital
Liquidity
NetIncome
ReturnonAssets

ratingis1(worst)to7
(best)
ProfitPotential
FinancialStability
ResourceUtilization
Productivity,capacityutilization
MarketEntry
GrowthPotential
ExtentLeveraged

Environmental
Stability

Space Matrix

4.0
4.0
5.0
3.0
2.0
5.0
3.0

Conservative

Total

1
2
3
4
5
6
7

RateofInflation
BarrierstoEntertheMarket
CompetitivePressure
PriceElasticity
DemandVariability
PriceRangeofCompetingProducts
EaseofExitfromMarket

1
2
3
4
5
6
7

ratingis-1(best)to-7
(worst)
MarketShare
ProductQuality
CustomerLoyalty
CapacityUtilization
TechnologicallyAdvanced
GlobalExpansion
ProductLifeCycle

IS
Total 29.0
-4.0
-3.0
-2.0
-4.0
-1.0
-4.0
-2.0
ES 20.
Total
0
1.0
1.0
2.0
4.0
3.0
7.0
5.0

F
S

Aggressive

5.0
6.0
5.0
5.0
2.0
4.0
2.0

Competitive
advantage

C
S

-6

-5

-4

-3

-2

-1

1
2
3
4
5

Defensive

E
S
X Coordinate
Y Coordinate

Competitive
0.86
0.86

IS

GSM
Quadrant I
1. Market
development
2. Market
penetration
3. Product
development
4. Forward
integration
5. Backward
integration
6. Horizontal
integration
7. Related
diversification

Rapid Market Growth

Quadrant II

1. Market
development
2. Market
penetration
3. Product
development
4. Horizontal
integration
5. Divestiture
6. Liquidation

Quadrant III
1. Retrenchment
2. Related
diversification
3. Unrelated
diversification
4. Divestiture
5. Liquidation

Quadrant IV
1. Related
diversification
2. Unrelated
diversification
3. Joint ventures

Weak
Competitve
Position

Strong
Competitive
Position

Matrix Analysis
Alternative Strategies

SPACE

GRAND

Forward Integration

Backward Integration

Horizontal Integration

Market Penetration

Market Development

Product Development

Related Diversification

Unrelated Diversification

Retrenchment
Divestiture
Liquidation

IE

BCG

COUNT

Strategic Evaluation
Product Development
Increase number of stores open 24 hours by 20%. (Not Enough Need as
of 2010)
Offer Educational Programs/Trainings to better prepare our staff to
answer customer questions.
(Most questions of customers require answers from a Pharmacist)
Offer incentives to employees based on customers they get to sign up for
loyalty program (Causes customers to be prompted with questions on
their fast and convenient stop at CVS)
Take advantage of the expiring patents on drugs by developing more
Generics ( Already in this market strongly)
Increase our food segment to increase revenue and better compete with
Walmart and Walgreens ( Did not apply to our mission)
Market Development
Expand into areas such as Latin America and Asia. (Country drugs laws
differ)

Increase
number of
MinuteClini
cs by 100
locations

QSPM
Key factors

Opportunities

statesintheU.S.
thatwedonot
have
established
locations

External

Expandto4
other

Weight

AS

TAS

AS

TAS

1 to 4

1 to 4

1.

Universal Health Care and economy recovery, $10 trillion by 2020

0.06

2.

Imminent introduction of generic brands lowering the cost

0.07-

3.

Over the next five years, roughly $50 billion branded drugs will lose patent protection

0.04-

4. With healthcare reform slowly coming into effect, 32 million Americans previously without
coverage will now have some sort of coverage.

0.04

0.16

0.12

5. People 65 years of age or older fill more than 25 prescriptions annually on average, 3 times
the national average

0.06

0.18

0.24

6.

0.06

0.24

0.18

As baby boomers age, approximately 70 million Americans will turn 65 in the next 20 years

0.18

0.18

7. It is estimated that by 2014, 8 out of the top 10 drugs in the U.S. will be specialty drugs,
where expenditures are expected to rise to $100 billion

0.04-

8.

0.05-

0.05-

Medicare part D market is expected to grow 8.5% annually from 2010 to 2020

9. Global pharmaceutical industry is expected to grow, especially Brazil, India, Russia, and
China, which is expected to be the 3 rd largest market in 2011
Threats

0.2

QSPM Continued
Strengths

Increase
number of
MinuteCli
nics by
100
locations

Expandto4
other
statesinthe
U.S.
thatwedonot
have
established
locations

1.

CVS is the largest pharmacy health care provider in the U.S with over 7,100 pharmacies

0.08

0.24

0.32

2.

Gross profit as a percent of net revenues increased 21.0%

0.06

0.18

0.24

3.

Operating expenses decreased 1.8% from 2009

0.04

4.

Employee base of 202,000 employees

0.03

0.12

0.09

5. CVS is recognized as one of the largest pharmacy benefit managers (PBMs) in the US.
Registering more than four million customers per day

0.05

0.2

0.15

6.

Market cap increased by 5.8% from 44 billion to 47 billion in 2010

0.07-

7.

More than 65% of stores are open around the clock or offer extended hours

0.09

0.36

8. Has 560 MinuteClinic locations across 26 states, easing health care overcrowding from lack
of Primary care providers

0.07

0.28 -

9.

0.05-

Generates more than $11 billion in specialty pharmacy revenue annually

Weaknesses

1.Substantial amount of outstanding debt, 11 million

0.05

2. Since March 2009, the Company has been named in a series of putative collective and
class action lawsuits filed in federal courts

0.04-

0.27
-

0.2

0.15

3
-

0.15
-

Strategic Fit

Primary Care Shortage and Rising Demand


The percentage of U.S
medical School graduates
that are choosing
Residency Spots in Family
Medicine has declined 54%
since 1997

Expected shortage
of 45,000 Primary
Care Physicians
(PCP) by 2020
Health Care Reform
expected to add 32
Million newlycovered patients
by 2014

Primary Care Shortage

MinuteClinic Revenue Growth from 2007 to 2010

MinuteClinic User vs. Non User 2010

Lower total Healthcare costs for Person who


used MinuteClinic

2010 MinuteClinic Overview


Largest Retail
Clinic Provider
Health Care/Retail
Leadership
9 Million Visits
since inception
50% of Population
Reports for no
current physician

3 Year Goals

Year 1: Begin Construction


($11,500,000)
Year 2: Open 50 New MinuteClinics
($9,250,000)
Year 3: Open 50 New MinuteClinics
($9,250,000)

Strategic Implementation

Estimated Cost of Additional MinuteClinics

$185,000 Salaries/per location/per year


$75,000 Building (start up cost)
$40,000 Supplies and Equipment
_______________________________________
300,000 per MinuteClinic
*100 Locations
= 30,000,000 Capital Needed

Projected Financial Assumptions

Assumptions
Capital needed
Cash Used
Tax Rate
Stock Price (Dec. 31, 2010 - year
end)
Dividends Paid $.50 per share

30,000,000
30,000,000
35%
33.52
683,500,000

Projected Financials-Income Statement


2009

Projected Income Statement (in millions)


Total Revenue

98,729

2010
96,413

2011

110,874 15% increase

Cost of Revenue

78,349

76,156

% of total
88,379 revenue

Gross Profit

20,380

20,257

22,495

Operating Expenses

13,942

14,092

8% increase, plus $18.5 mil. In


15,238 salaries

6,438

6,165

7,257

5,913

5,629

7,257

Income Before Tax

5,913

5,629

7,257

Income Tax Expense

2,205

2,190

2,540

3,708

3,439

4,720

Selling, General, and Administrative


Operating Income or Loss
Total Other Income/Expense
EBIT
Interest Expense

Minority Interest
Net Income from Continuing Operations

35% tax

Same

Same (possible store

Projected Financials-Balance Sheet (1)


Projected Balance Sheet (in
millions)

2009

2010

2011

ASSETS

Current Assets
Cash/Cash Equivalents
Short-term Investments

1,086
5

1,427

1,397

Decrease by $30 mil. For capital


needed

Same

4% increase

Net Receivables

5,963

5,436

5,653

Inventory

10,343

10,695

11,765 10% increase

144

151

Other Assets
Total Current Assets
Long-term Investments

140
17,537
-

5% increase

17,706 18,970
-

5% increase, plus $11.5 mil. In


supplies/building

Plant, Property, and Equipment

7,923

8,322

8,750

Goodwill

25,680

25,669

26,657 4%increase

Intangible Assets

10,127

9,784

10,273 5% increase

Accum. Amortization

Projected Balance Sheet (2)


LIABILITIES

Current Liabilities

Accounts Payable

6,806

7,096

7,806

10% increase

Current Portion Long-term Debt

5,494

3,974

2,454

same decrease as previous year

Other Current Liabilities

Total Current Liabilities

12,300

11,070

10,260

Long-term Debt

8,756

8,652

8,548

same decrease as previous year

Other Liabilities

1,102

1,058

1,165

10% increase

Deferred Long-term Liability Charges

3,678

3,655

3,630

same decrease as previous year

Minority Interest

Negative Goodwill

Total Liabilities

25,836

24,435

23,603

STOCKHOLDERS' EQUITY
Misc. Stocks Options Warrants

37

34

34

same

Redeemable Preferred Stock

Preferred Stock

Project Financial Ratios


CVS's Projected Ratios
2010 v. 2011
Current Ratio
Quick Ratio
Debt to Total Assets
Debt to Equity
Fixed Asset Turnover
Total Asset Turnover
Inventory Turnover
Gross Profit Margin %
Return on Stockholders' Equity
%

2010
1.60
0.63
0.39
0.65
11.59
1.55
9.01
21.01
9.33

2011
1.85
0.70
0.36
0.57
12.67
1.70
9.42
20.29
11.26

Strategic Evaluation

Balanced Scorecard
Time
Area of
Expectatio
Objectives
Measure or Target
n
Primary Responsibility
Customers

1 Brand
Industry reports/Market Cap. Higher
Health Care/Strategy
Identity
than competitors
Yearly
Marketing Officer
Health Care/Strategy
2 Satisfaction Customer satisfaction surveys
Semi-Annual Marketing Officer
Employees

1 Employee
Chief Human Resources
Moral
Survey
Semi-Annual Officer
2 Service
Training
# of seminars
Yearly
Chief Operations Officer
Operations

1 Patient visits Increase by 1 million each year


Yearly
Chief Operations Officer
Increase MinuteClinic locations by
2 Locations
100
3 Years
Chief Operations Officer
Business
Ethics

1 Ethics
Chief Human Resources
Training
# of ethics training sessions
Yearly
Officer
2 Patient
"Learn about your medicines"Health Care/Strategy
Awareness
medicinal information
Yearly
Marketing Officer

CVS Caremark Update

Current CVS Locations (2013)

Stock Performance

MinuteClinic Current
Locations

Update Facts
In 2012, Email-Pharmacist was used 2,000 times.
CVS Pharmacy filled 1.3 million prescriptions filled
through mail service and 3.7 million retail
prescriptions in 2012
99.998% Dispensing Accuracy in 2012 for mail service
Filled 602,992 prescriptions that were 90-day supplies
Order Refill is the most visited area of their Website
60.4% of Mail Service scripts required no intervention,
39.6% required some time of follow up
In 2011 Tom Ryan ( CEO ) retired, and new CEO was
hired- Larry Merlo

Anda mungkin juga menyukai