Issue link: http://osercommunicationsgroup.uberflip.com/i/562622
C h a i n D r u g s t o r e D a i l y S u n d a y, A u g u s t 2 3 , 2 0 1 5 8 4 From sales, to pricing, to customer serv- ice, everyone is pulling in the same direc- tion. We know we have to earn our cus- tomers' business every day and in every way. So if it means developing a cus- tomized program for a particular partner, or staying late on a holiday weekend to make sure all our orders are shipped, it's really just part of the culture here at Camber. CDD: Is this commitment reflected in Camber's current results and future plans? KO: Yes, definitely. Based on the latest IMS data, Camber is number 14 overall among generic companies in dispensed prescriptions and No. 1 in percentage growth with an 18.9 percent increase for 2014. We are very proud of these accomplishments but we're not the type of company to rest on our laurels. We are investing in the staff and infrastruc- ture necessary to take Camber to the next level. CDD: Tell our readers about your parent company, Hetero Drugs. KO: As the Chairman of Hetero, Dr. B.P.S Reddy likes to say, 'We are in the life saving business.' Hetero's business model is based on providing affordable, lifesaving medications to as many people as possible. An example of that is their dedication to improve the quality of life for HIV patients worldwide. In addition to being a member of PEPFAR (Presidents Emergency Plan for AIDS Camber (Cont'd. from p. 1) Relief), Hetero and Camber currently provide anti-retroviral medications to some 3.5 million patients in 140 coun- tries. Hetero is also one of the largest API manufacturers in the world, which gives Camber a distinct advantage when it comes to maintaining the integrity of our supply chain. CDD: What does the Camber pipeline look like? KO: For the balance of 2015 we are con- tinuing an aggressive new product launch schedule. We have already introduced seven new products since January, (Valsartan, Zolmitriptan, Pantoprazole, Rizatriptan, Sildenafil, Famciclovir and Aripiprazole) and we have 20 or so more in the pipeline including several major new launches. CDD: Is Camber entering the OTC mar- ketplace? KO: Yes. We recently launched Camber Consumer Care, which will focus on the pain, allergy, sleep and cough/cold cate- gories. We believe our current success, great reputation and strong existing customer relationships will give us a good opportunity to break into and thrive in the competitive OTC market- place. At the end of the day it is our quality products, commitment to teamwork and passion for the business that will drive Camber's continued growth. Visit Camber at booth #1715. For more information, visit www.camber pharma.com or call 732.529.0430. KS: More than ever, our industry recog- nizes that changing behaviors is critical to our business success. In order to pro- mote positive behavior change, we spend millions of dollars providing patients with information about their medicine. And still, as many as 30 percent of patients with chronic conditions don't even fill their first prescription. Of those who do, as many as 30 percent fall off within 30 days, while up to 60 percent fall off within 180 days. Nearly $300 bil- lion is lost every year in avoidable med- ical spending. We need to help people change their behavior for the long run – to not only start, but to stay on their medication. This requires a greater understanding of the complex set of motivational and environ- mental forces that affect patients' ability to maintain positive, healthy behavior. CDD: What is the best methodology to actually understand what motivates human behavior? KS: Important insight comes from get- ting to know people in their environment. Surveys or questionnaires fall short in providing this level of contextual under- standing of behavior. That's where ethnography can add value. We recently completed a longitudi- nal ethnography study that followed 30 families for two years. We observed how the realities of day-to-day life collide with efforts to manage health and illness. Combined with expertise in the behav- ioral sciences, these deep insights allow us to create strategies that better reduce Adheris Health (Cont'd. from p. 1) common barriers that make healthy behavior change difficult within the con- text of real life. CDD: Is there one thing from this study that stands out? KS: We saw firsthand how inundated patients are with health messages. Doctors, insurance companies, pharma companies and employers are all telling them how to behave. Often, these mes- sages are in conflict. For example, nearly all struggled, at one time or another, to reconcile physicians' treat- ment recommendations with what treatment was actually covered under their insurance plans. Patients are left feeling frustrated and alone as they try to make sense of these important health decisions. CDD: How can we help patients sustain positive behavior change? KS: Life is messy. We have to accept that and create programs that support patients within that context. Patients aren't going to drop everything to come to us. We need to meet them wherever they are. Instead of more noise, let's deliver coor- dinated, connected messages that empower patients to make changes they know will pay off. At Adheris Health, we understand how important leveraging behavioral insights is to developing solutions that can help improve not only patient success but brand success. For more information, visit booth #1031 at the NACDS Total Store Expo or visit www.adherishealth.com. Even in the company's infancy, we were flexible and created value for customers in a variety of ways. We've grown and evolved alongside our suppliers, cus- tomers and the healthcare environment for more than 60 years. Staying true to those roots, H. D. Smith is still developing and expanding its offerings to meet the demands of the healthcare industry. Several years ago, H. D. Smith affirmed our mission to be the preferred, customer-focused, national sup- plier of healthcare products and business solutions, improving the quality, safety and cost of patient care, while maintaining the highest level of honesty and integrity. This focus has resulted in the evolution of the H. D. Smith offerings, stronger perform- ance and a structure that ensures value. Sustainable success and growth requires continued focus on our existing businesses, while having a clear vision of the future and an unwavering commit- ment to secure our competitive standing tomorrow. We have demonstrated time and again that size alone is not the defin- ing factor for success – creating value and ensuring an extraordinary customer expe- rience are our competitive advantages. Today, the company's focus is expanding from primarily wholesale dis- tribution to diversification through man- ufacturer support offerings and direct patient contact. While distribution is our H. D. Smith (Cont'd. from p. 1) core, the company has evolved to become a provider of products, services, solutions and actionable insights. Through creativity, flexibility and agility, our customers and suppliers alike recognize the benefit of working with a partner engaged in improving the indus- try. With part of our mission to reduce healthcare costs, H. D. Smith is building alliances with healthcare innovators to reduce the barriers that prevent patients from obtaining medicines. At Triplefin, we do this through prior authorizations, electronic benefit verifications, patient assistance programs and other programs within the hub, connecting products, physicians, pharmacies, payers and patients to maximize outcomes while controlling costs. Partners of H. D. Smith know they have access to high levels of leadership in the company and we appreciate having the same relationship with our partners. Pharmacies take pride in providing an extraordinary customer service to the patients they help. H. D. Smith strives to offer the same experience to its customers. To realize the company's mission and implement additional ventures, a new leadership structure was put in place to support the coming business transfor- mation – ensuring the company's talent is aligned with our aspiration for profitable growth and expansion. Visit H. D. Smith at booth #1508. Poll revealed that 46 percent of respon- dents got so frustrated with their wait at a pharmacy or drugstore checkout that at least once they abandoned the line and left the store without making any pur- chase. Ironically, that same poll discovered that consumers expect to wait up to 8.6 minutes at a drug store – longer than any other shopping trip. (They expect to wait 6.2 minutes at department stores, 5.7 minutes at specialty clothing stores and 3.3 minutes at convenience stores.) Consumers anticipate lengthier wait times with drugstores because of the time it takes to fill prescriptions. Keep in mind, the poll didn't say they like to wait 8.6 minutes at your pharmacy – just that they expect to. Those consumer expectations are where the science of queuing theory and buyer psychology intersect. (And here's where it matters to you.) There are any number of studies available on the effect of wait times on consumers' purchasing habits. If you work for a large drugstore chain, you probably have internal market research available that reveals your average in- store customer wait times and subsequent cart abandonment. In reality, you don't need to know how long your customers expect to wait, nor how many will leave a long line. What you need to embrace is how many minutes you have until they begin to get agitated and begin rethinking Source Communications (Cont'd. from p. 1) their purchase. That's the actionable insight to address. According to Paco Underhill, the guru of retail, and the author of "Why We Buy: The Science of Shopping," three minutes is your magic number. If a shopper waits any longer than three minutes to check out, they get frustrated and perceive the wait to be longer than it actually is. So in the time it takes you to read this article, you can have customers leav- ing your store empty handed and aggra- vated by a long checkout wait. One of the ways you can reduce wait times while boosting your employee pro- ductivity is with Modular Pole Systems by Source Communications. These cus- tomized metal poles streamline all of your checkout hardware, like keyboards, touch screens, printers, etc. Your employ- ees can function more efficiently, which speeds your checkout lines and boosts employee morale. The trend in drug store and pharma- cies today is heavy investments into the customer experience, and that experience starts when they enter your parking lot and ends when they drive away. One of the most important ways to deliver value for their shopping investment is to make sure that you make their transition from gathering their items to paying for them, smooth – and most importantly, less than three minutes. Visit Source Communications at booth #156.