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C h a i n D r u g s t o r e D a i l y 3 3 M o n d a y, A p r i l 2 2 , 2 0 1 3 Marketing and New Products for IVC said, "While the brands focus on adver- tising, we invest in market data to identi- fy early trends and worthwhile segments, apply R&D to innovate, and work with our supplier partners to develop exclu- sive ingredients and technologies." It's a strategy that is paying off for IVC and its retail partners. Over the past two years alone, IVC has launched more than $60 million of innovative new prod- ucts in the food, drug, mass and club chan- nels within the United States. These inno- vations include new flavorful delivery systems such as quick dissolves, ingredi- ents with higher bioavailability and items that target specific health niches. "It is very important for retailers to control the destiny of their private brand offerings―leaving this task to branded companies means your store brand gets coach while the brand is given first class," Rosenman explained. Another area critical to store brand success is quality. IVC believes high quality in all phases of development is required to reduce risk and increase cus- tomer loyalty. IVC is set up to deliver on quality through two main competencies: 1) an exemplary manufacturing track IVC (Cont'd. from p. 1) record with FDA and third-party audits, and 2), A unique supply chain. For more than 55 years, IVC has been known to produce supplements to the highest quality standards. There has been continued investment in all U.S. facilities, including a state-of-the-art pharmacy, dis- tribution center and soft gel facility that operates to ultra-high Rx standards. On the raw materials side, IVC is the only U.S. vitamin company with true vertical integration back to key raw materials. Having more direct access to raw materi- als helps in many ways, starting with qual- ity control and supply consistency. One way or another, consumers expect higher value with store brands―through better features, higher quality or lower prices. IVC believes all three are important in order to convert shoppers to a store brand item and retain them as loyal customers. Glenn Davis, EVP and COO explained, "Our supply chain advantage differentiates us because IVC has better control of quality, cost and supply―this translates to added value, for our retail partners and for end users." For more information, visit Meeting Space 306 at the NACDS Annual meeting or go online to www.ivcinc.com. anti-infectives, gastrointestinal, central nervous system, mental health and pain management. Apotex is singularly focused on aggressively expanding its product port- folio in bringing high quality and affordable generic products to market. Apotex's recent acquisition of a trans- dermal drug delivery systems company supports the company growth strategy to expand its innovative technology and drug delivery platforms. New generic products are a critical component of Apotex's growth. Apotex has historically reinvested close to 20 percent of its revenues in research and development. More importantly, Apotex is focused on more than simply developing new generics; but is work- ing actively to develop a broad portfo- lio of Biosimilars. Among generic manufacturers, Apotex stands alone in opposing anti- competitive patent settlements that delay generic competition, both by litigating against them and in advocating against them to the Federal Trade Commission and Congress. Through state-of-the-art manufac- turing facilities around the world, new innovative technology platforms and vertical integration, Apotex brings global presence and capabilities to the generic marketplace. Apotex's mission is to build one of the world's most successful independent pharmaceutical companies in research and development, quality, manufactur- ing, sales and customer service. Apotex recently opened another large volume manufacturing facility in Bangalore, India; in conjunction with its Signet and Etobicoke manufacturing facilities in Canada. These combined Apotex (Cont'd. from p. 1) facilities have exponentially increased Apotex's solid dose volume capacity. In addition, Apotex expanded into a new distribution facility in Indianapolis, increasing its square feet by more than 200 percent in order to meet the demands of its U.S. customers. Apotex Corp. has successfully attained an enviable position among a large number of generic manufacturers by doubling sales and climbing to the number twelfth ranking, according to IMS' moving annual total data from December 2012. Apotex believes all manufacturers have a corporate citizenship responsi- bility to the global community. The company dutifully and demonstrably executes this responsibility through various national initiatives and partner- ships. Apotex provides educational sup- port to pharmacy students through part- nering with NACDS Community Pharmacist Preceptor Program and through a $1 million donation, Apotex supports the NACDS Foundation Pharmacy Partners Scholarship Program. These programs are designed to promote patient care. Apotex part- ners with NCPA to Support Medication Return Program, and as for humanitari- an aid, Apotex continues to donate life- saving medicines to developing coun- tries to alleviate human suffering and save the lives of thousands of people. Apotex is committed to serving the global community by advancing gener- ics and providing high-quality afford- able products. Apotex is moving for- ward, aiming higher. Learn more about Apotex Corp. by visit- ing the company website at www.apotex- corp.com or calling 800-706-5575. Apotex Corp. will be at booth 420 at the NACDS 2013 Annual Meeting. tracking the market for the last 60 years. This decline was due primarily to the patent losses of numerous top selling products including Lipitor, Plavix, Singulair, Lexapro, and Actos―all con- tributing to the highest market share ever for generics ever at 80.7 percent. From 2013 to 2016, another $58 billion will be exposed to generic competition, with approximately 80 percent of that from retail spending. Chains will continue to have opportunities to achieve higher margins with generic dispensing. The specialty pharmaceuticals cate- gory continues to grow rapidly 9.5 per- cent. Even though the volume of special- ty prescriptions is growing for the retail channel, the dollar spending is growing faster in mail, indicating that mail order is gaining ground with the premium- priced specialty products. CDD: What environmental influences can the industry anticipate? DL: Three things come to mind: After 2014-2015, an eventual drought in gener- ic opportunities (particularly in oral solids) will result from an earlier drought in innovation. Reimbursement pressures will continue to increase and the potential liberalization of FDA's policy on Rx to OTC switches could move business to the front of store. CDD: Given these, where are the best opportunities for chain pharmacies? DL: The best opportunities are continu- ing emphasis on generics in the short- term, dispensing 90-day prescriptions via retail versus mail order, promoting wellness and driving traffic to stores through flu shots and other immuniza- tions and taking advantage of the cough, IMS Health (Cont'd. from p. 1) cold, and allergy opportunities. Also, strengthening patient adherence, com- pliance, and persistency as well as more timely use of medicines through Medication Therapy Management is important. Furthermore, increased dis- pensing of specialty products, taking full advantage of opportunities available via Rx to OTC switches and reducing medication errors and the overuse/mis- use of antibiotics are opportunities for pharmacies as well. Above all, chain pharmacies must move to a more consultative approach with patients to improve outcomes, con- sumer loyalty, and eventually, reimburse- ment as active members of the healthcare delivery chain. CDD: What does IMS think chain pharmacies need to consider in order to best evaluate and capitalize on these opportunities? DL: A growth strategy starts with under- standing your performance in context. Knowing that the retail and mail pre- scription sales market grew by only 1.3 percent becomes significant when you also see that most of that growth is driv- en by chains and mass merchandisers, with a 59.6 percent market share. Supermarkets with pharmacies are also growing. Evaluating performance should not be isolated to evaluating year-over- year volume growth; market share growth is a better indicator of true per- formance because it allows you to com- pare your achievements to the rest of the market, not just yourself. Otherwise, opportunities and risks are easily missed. For more information, visit bungalow 20 at the 2013 NACDS Annual Meeting, go online to www.ims health.com, call 610-244-2000, or email dlong@us.imshealth.com. cold shortening products and rounds out the company's Pre-Cold™ offerings. With a mother of four as the CEO and three other mothers on the marketing team, it's not surprising that Matrixx iden- tified this need in the marketplace and determined that Zicam is uniquely posi- tioned to bring the products to market. "In our house, I could set my watch to the interval between the start of a new school year and the first runny nose walking in the door," said M'lou Arnett, CEO of Matrixx and mother of four. "As a mom, the urge to 'fix' is constant, but with the common cold, I just resigned myself to the process, the piles of tissues in the waste basket and the spoonfuls of symptom relievers I'd try to get my child to take. And then we'd just wait. With Zicam Kids, parents don't have to just let the cold take its full course anymore." Available in grape and bubblegum flavored soft chews for children aged 6 to 11, Zicam Kids helps to shorten the dura- tion of a cold. Using the same active ingredients found in Zicam Cold Remedy, but dosed and flavored for kids, Zicam Kids should be started during the Pre-Cold stage, that first sign that a cold is coming. Symptom-relieving products Matrixx Initiatives (Cont'd. from p. 1) can be given, as needed, along with Zicam Kids. Before deciding on the soft chews, Matrixx tested a variety of product forms and flavors. "The decision to offer grape and bubblegum flavored soft chews was an easy one because they were so popu- lar in our testing," Arnett said. Lori Norian, Vice President of Marketing for Matrixx, believes that par- ents may choose the grape flavor for younger children while older children will likely choose the bubble gum flavor. "When my children were younger, I chose the medicine flavors. As they got older, they made their flavor preferences clear!" As the only cold shortening product available for children, Zicam Kids is enjoying strong retail interest and will become the important "shorten" step in the boost-shorten-treat cold management spectrum. Zicam Kids Cold Remedy will be supported along with Zicam Cold Remedy with a robust TV, print, online and in-store program. For more information, contact Ken DeBaene, SVP, Sales at kdebaene@zicam.com or at outdoor meeting space 350 at the NACDS Annual Meeting. Be sure to visit the company website at www.zicam.com.