business plan industrie pharmaceutique

Besoin d'un modèle de Business plan pour votre activité dans l'industrie pharmaceutique ?

Chez Supernova, nous vous proposons de créer votre business plan pas à pas grâce à une application simple, rapide et intuitive. Pour être remarquable, osez vous démarquer !

Il existe beaucoup de solutions, mais elles ne sont pas toujours adaptées...

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Les modèles sont souvent des cadres qu’on essaye d’imposer à tout le monde, alors que chaque projet d’entreprise est unique. Du coup, on se retrouve à compléter des sections dont on a pas toujours besoin et à faire des calculs qui ne nous correspondent pas. Aussi, on passe beaucoup de temps dessus alors qu’on aurait d’autres choses à faire.

On ouvre un document Word et/ou Excel censé nous aider à calculer notre rentabilité, à créer nos états financiers, notre business plan… et on se retrouve avec une usine à gaz inexploitable. On ne sait pas à quoi correspond chaque chiffre, le document ne correspond pas à notre projet et on ne comprend pas comment le présenter.

Viennent alors les outils du monde de la finance, souvent très chargés en fonctionnalités et pas toujours adaptés à la création de business plan. Logiciels souvent incompris et onéreux du fait de leurs multiples activités, ils proposent des fonctions de facturation tout comme de comptabilité, et sont pour nous totalement surdimensionnés.

C’est pour cela que nous avons crée SUPERNOVA

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Simulateur de rentabilité, scoring de votre projet, modèles et données intelligentes, exports financiers et business plan.

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Vous souhaitez créer une entreprise dans l’industrie pharmaceutique .

Après une formation en pharmacie industrielle et quelques années au sein d’un laboratoire ou d’une entreprise dans le domaine de la santé, vous envisagez de créer votre propre société. Vous savez donc qu’un business plan solide et cohérent est indispensable pour réussir dans le secteur de l’industrie pharmaceutique.

Ce document a pour vocation de servir de fil conducteur dans le développement de votre entreprise. Cet outil doit tout prévoir : création de votre société, acquisition d’un laboratoire, définition des produits et des services, financement de la recherche et de l’innovation, développement de nouvelles solutions, gestion comptable et juridique…

Votre business plan s’avère fondamental pour convaincre les investisseurs de vous suivre dans votre projet. Alors plutôt que de choisir un modèle vierge et non pertinent pour votre marché, préférez le service en ligne de Supernova : un business plan 100 % personnalisé pour les pharmacies et les entreprises pharmaceutiques.

Que doit contenir un bon business plan d’entreprise dans l’industrie pharmaceutique ?

Pour vous aider à concevoir un modèle de projections financières solide pour votre projet d’entreprise, nous vous détaillons ici nos bonnes pratiques pour élaborer un plan de développement qui vous sera vraiment utile.

Parce que vous avez besoin de convaincre vos partenaires (BPI France, pharmacies, entreprises de la pharma-tech…), le banquier, les investisseurs et d’avoir une vision claire de vos objectifs, prenez le temps de lire attentivement la méthode inédite Supernova : les prévisions financières avant la création du business plan.

Parce que votre pitch, l’explication de votre étude de marché, toute cette partie qui concerne votre idée d’entreprise dans l’industrie pharmaceutique est ce qui vient après l’aspect concret. À savoir :

• Qu’est-ce que je vends   ?   Production de médicaments ? Innovation dans le secteur de la santé ? Solutions pharmaceutiques alternatives ?
• A qui   ?   Des pharmacies ? Des laboratoires ? Des entreprises de la pharma-tech ? Des organismes publics ?
• Combien   ?   Quel tarif appliquer sur les produits et les services ? Quels coûts de production et marges prévoir sur lessolutions ?
• En quelles quantités   ?   Combien d’employés recruter ? Quelle surface pour les bureaux et le laboratoire ? Combien de contrats de vente signer ?
• Combien ça me coûte   ?   Acquisition des locaux, normes de sécurité et d’hygiène, entretien du site, gestion comptable et juridique, marketing, innovation et développement…

En d’autres termes : testez par les chiffres votre idée d’entreprise dans le secteur pharmaceutique, avant de vouloir la mettre en forme et de la présenter dans votre business plan.

Contrairement à d’autres méthodes, chez Supernova, nous recommandons de commencer par les prévisions financières qui vous permettent d’avoir une vision claire et palpable de votre projet dans le domaine de la santé. Cette analyse préliminaire vous renseigne immédiatement sur la viabilité de votre entreprise. Vous y parlerez plan de financement, bilan, compte de résultat. C’est cela qui vous apportera toute la matière nécessaire pour pouvoir détailler ensuite votre business plan sur la partie rédactionnelle.

Pour créer la partie délicate de l’analyse prévisionnelle et financière, nous vous recommandons une approche lucide. Distinguez nettement tout ce qui est incertain (votre chiffre d’affaires et tout ce qui le compose) de ce qui est certain (vos dépenses, investissements, salaires, coûts unitaires, etc.)

Cela vous permettra de vérifier en un coup d’œil le CA minimum que vous allez devoir effectuer et celui qui vous permettra de commencer à bien vivre de votre activité.

À Supernova, on aime les projets des grands acteurs de l’industrie pharmaceutique (GSK, Pfizer, Servier…) et des startups innovantes dans le secteur en France. Mais on est raisonnable : on vous conseille d’être le plus pessimiste possible, prudent et pragmatique avant la rédaction de votre business plan. Nous croyons en vous et en votre business model, mais mieux vaut sous-évaluer de 10 % vos prix et surévaluer vos coûts de 20 % pour n’avoir que de bonnes surprises.

Certains équipements pour votre projet ne sont pas immédiatement nécessaires ou vous allez pouvoir vous les offrir dans une version plus abordable. Ne prévoyez donc pas les meilleurs équipements, juste ceux dont vous avez besoin !

Plus en détail, votre business model pour votre projet va demander :

De lister les produits ou services que vous vendez (médicaments, produits innovants…), avec le prix unitaire (en coûts directs) tout en parlant hors taxes (toujours !).

De lister vos dépenses liées au lancement et frais récurrents (c’est ce qu’on appelle les dépenses fixes) comme le loyer, les frais bancaires, etc. Listez vos investissements, vos salaires, les apports faits par les investisseurs (vous, par exemple !), sans oublier les emprunts.

Prenez votre temps et assurez-vous de ne rien oublier avant la rédaction de votre business plan ! Vous allez utiliser tout cela pour calculer un seuil de rentabilité sur lequel vous baserez toute votre activité. D’où l’intérêt d’être pessimiste dans ses coûts/frais et ses gains/ventes. Lorsque l’on est en pleine création d’entreprise, il ne faut pas se laisser (trop) griser par l’excitation de l’idée.

Seuls les chiffres sont fiables et vous permettront de bâtir une vraie stratégie d’entreprise pour monter votre projet !

Maintenant que vos projections financières sont bien calibrées et dans votre tête, vous allez facilement pouvoir détailler votre business plan. Vous savez déjà combien vous devez générer de chiffre d’affaires pour couvrir vos dépenses et vous verser un salaire.

Vous avez besoin de présenter votre projet d’entreprise pour convaincre les futurs investisseurs et partenaires.

Que cela soit pour créer un business plan pour votre nouveau projet ou pour le rachat d’une société déjà sur le marché, votre modèle va être le suivant :

6 parties détaillant le projet, synthétisant puis entrant dans le détail de l’étude de marché, des opérations et stratégies au cours de la 1re année, les équipes et toute la partie concrète des chiffres.

Votre plan financier s’insérera au cours des six parties que nous vous détaillons ici :

• Page de garde avec   : Nom de la société pour votre projet. Pitch de présentation du projet d’entreprise.
• La synthèse qui résume le besoin auquel vous allez répondre avec votre idée, la solution que vous allez apporter, la cible et les chiffres clés (CA, croissance moyenne, taux de profit, etc.)
• Le marché qui détaillera toute l’étude du marché (vos clients potentiels, vos concurrents) et surtout qui explique pourquoi vous et pas un autre.
• Les opérations , à savoir tout ce que vous avez déjà mis en œuvre et comptez faire. Toute votre stratégie d’entreprise, marketing ou administratif et toutes les prévisions financières de la 1re année.
• Vous présenterez ensuite l’équipe avec le ou les fondateurs, leur rôle et bien entendu les éventuels collaborateurs avec compétences et missions.
• Enfin les finances où vous dresserez le compte de résultat prévisionnel, les indicateurs prévisionnels (croissance, vos besoins en fonds de roulement, etc.), le bilan prévisionnel pour déterminer si votre affaire est durable et enfin le plan de trésorerie avec son plan de financement et les mouvements bancaires.

Comme vous le voyez, c’est beaucoup plus simple de remplir son business plan si on en sait plus que « je vais monter un nouveau projet dans le domaine de l’innovation en pharmacie » ! Avec les chiffres bien en tête, vous pourrez plus facilement remplir les éléments clés de votre business plan.

Attention cependant à la tentation du modèle de business plan, encore une fois : votre projet est unique et vous prenez le risque d’avoir des modèles qui oublient des éléments clés de votre secteur d’activité.

Supernova vous propose justement une solution de business plan intelligente qui pré-remplit les tableaux nécessaires à votre projet avec des données fiables qui ne concernent QUE votre activité.

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Pharmacy Business Plan PDF Example

• March 19, 2024
• Business Plan

Creating a comprehensive business plan is crucial for launching and running a successful pharmacy. This plan serves as your roadmap, detailing your vision, operational strategies, and financial plan. It helps establish your pharmacy’s identity, navigate the competitive market, and secure funding for growth.

This article not only breaks down the critical components of a pharmacy business plan, but also provides an example of a business plan to help you craft your own.

Whether you’re an experienced entrepreneur or new to the healthcare industry, this guide, complete with a business plan example, lays the groundwork for turning your pharmacy concept into reality. Let’s dive in!

Our pharmacy business plan is constructed to encompass all critical facets required for a robust strategy. It details the pharmacy’s operational processes, marketing approaches, market conditions, competitive landscape, management hierarchy, and financial predictions.

• Executive Summary : Provides a concise overview of the Pharmacy’s business concept, market analysis , management team, and financial strategy, setting the stage for the detailed plan.
• Pharmacy & Location: Details the pharmacy’s layout, amenities, and the strategic significance of its location to attract customers.
• Services & Pricing: Lists the pharmaceutical services and products available, including pricing strategy and how it caters to the target market .
• Key Stats: Shares important statistics on the pharmacy industry, highlighting the market size and growth trends.
• Key Trends: Discusses current trends affecting the pharmaceutical industry and how the Pharmacy aligns with these trends.
• Key Competitors : Evaluates main competitors in the vicinity, showcasing the Pharmacy’s unique advantages.
• SWOT: Strengths, weaknesses, opportunities, and threats analysis tailored to the Pharmacy.
• Marketing Plan : Outlines strategies for marketing, customer engagement, and loyalty building.
• Timeline : Key milestones and objectives from the Pharmacy’s startup phase through its first year of operation.
• Management: Information about the management team, their expertise, and their roles in the Pharmacy.
• Financial Plan: Projects the Pharmacy’s financial performance over the next five years, including revenue, profit margins, and significant expenses.

Pharmacy Business Plan

Fully editable 30+ slides Powerpoint presentation business plan template.

Download an expert-built 30+ slides Powerpoint business plan template

Executive Summary

The Executive Summary introduces your pharmacy’s business plan, providing a concise overview of your pharmacy and its offerings. It should detail your market positioning, the range of pharmaceutical products and health services you offer, its location, size, and an outline of day-to-day operations.

This section should also explore how your pharmacy will integrate into the local market, including the number of direct competitors within the area, identifying who they are, along with your pharmacy’s unique selling points that differentiate it from these competitors.

Furthermore, you should include information about the management and co-founding team, detailing their roles and contributions to the pharmacy’s success. Additionally, a summary of your financial projections, including revenue and profits over the next five years, should be presented here to provide a clear picture of your pharmacy’s financial plan.

Make sure to cover here _ Business Overview _ Market Overview _ Management Team _ Financial Plan

Dive deeper into Executive Summary

Business Overview

For a Pharmacy, the Business Overview section can be concisely divided into 2 main aspects:

Pharmacy & Location

Briefly describe the pharmacy’s physical setup, focusing on its layout, ease of navigation, and the welcoming atmosphere for customers. Mention the pharmacy’s location, highlighting its accessibility and convenience to customers, such as proximity to medical centers, residential areas, or ease of parking. Explain why this location is strategically chosen to attract your target customer base.

Products & Pricing

Detail the range of products and services offered, from prescription medications and over-the-counter drugs to health supplements and wellness products. Include any specialized services such as pharmaceutical consultations, immunizations, health screenings, or medication management programs. Outline your pricing strategy, ensuring it is competitive yet reflects the quality and value of the products and services offered. Highlight any discount programs, insurance collaborations, or loyalty schemes that provide added value to your customers, encouraging repeat visits and customer loyalty.

Make sure to cover here _ Pharmacy & Location _ Products & Prices

Market Overview

Industry size & growth.

In the Market Overview of your pharmacy business plan, start by examining the size of the pharmaceutical industry and its growth potential. This analysis is crucial for understanding the market’s scope and identifying expansion opportunities.

Key Market Trends

Proceed to discuss recent market trends , such as the increasing consumer interest in health and wellness products, the growth in demand for prescription and over-the-counter medications, and the expansion of pharmacy services like immunizations and health screenings. For example, highlight the demand for pharmacies that offer comprehensive health management solutions and personalized medication consultations, alongside the rising popularity of digital health services and telepharmacy.

Key Competitors

Then, consider the competitive landscape, which includes a range of pharmacies from large chains to local independents, as well as online pharmacies and health tech startups. For example, emphasize what makes your pharmacy distinctive, whether it’s through superior customer service, a wide range of health and wellness products, or specialization in certain medical areas. This section will help articulate the demand for pharmacy services, the competitive environment, and how your pharmacy is positioned to thrive within this dynamic market.

Make sure to cover here _ Industry size & growth _ Key competitors _ Key market trends

Dive deeper into Key competitors

First, conduct a SWOT analysis for the pharmacy , highlighting Strengths (such as a comprehensive range of health products and services, knowledgeable pharmacists), Weaknesses (including potential inventory management issues or strong competition from large chains), Opportunities (for example, an increasing focus on healthcare and preventive measures in the community), and Threats (such as regulatory changes or online pharmacies cutting into market share).

Marketing Plan

Next, develop a marketing strategy that outlines how to attract and retain customers through targeted health and wellness campaigns, promotional discounts on wellness products, an engaging online presence that includes health tips and advice, and involvement in community health events.

Finally, create a detailed timeline that outlines critical milestones for the pharmacy’s opening, marketing initiatives, customer base growth, and potential service expansion objectives, ensuring the business progresses with clear direction and purpose.

Make sure to cover here _ SWOT _ Marketing Plan _ Timeline

Dive deeper into SWOT

Dive deeper into Marketing Plan

The Management section focuses on the pharmacy’s management and their direct roles in daily operations and strategic direction. This part is crucial for understanding who is responsible for making key decisions and driving the pharmacy toward its financial and operational goals.

For your pharmacy business plan, list the core team members, their specific responsibilities, and how their expertise supports the business.

Financial Plan

The Financial Plan section is a comprehensive analysis of your financial projections for revenue, expenses, and profitability. It lays out your pharmacy’s approach to securing funding, managing cash flow, and achieving breakeven.

This section typically includes detailed forecasts for the first 5 years of operation, highlighting expected revenue, operating costs and capital expenditures.

For your pharmacy business plan, provide a snapshot of your financial statement (profit and loss, balance sheet, cash flow statement), as well as your key assumptions (e.g. number of customers and prices, expenses, etc.).

Make sure to cover here _ Profit and Loss _ Cash Flow Statement _ Balance Sheet _ Use of Funds

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Pharmacy Business Plan

Many pharmacists dream of opening their pharmacies. But more often than not, the collection of funds and resources becomes an overwhelming and off-putting process.

But it doesn’t need to be. A pharmacy business plan can help you at every step of setting up your pharmacy business.

If you are planning to start a new pharmacy business, the first thing you will need is a business plan. Use our sample Pharmacy Business Plan created using Upmetrics business plan software to start writing your business plan in no time.

Before you start writing a business plan, spend as much time as you can reading through some samples of medical and health-related business plans .

Industry Overview

The pharmaceutical industry stood at a market value of 1.27 trillion dollars in 2020 and has shown remarkable growth in the past two decades.

The advancement of research and development in the medical field has played a significant role in the growth of the pharmaceutical industry. Also, better production and distribution have changed the way people get medicines.

From online pharmacies to home deliveries, the face of the pharmacy industry has changed and become more convenient.

Also, with the growth of access to information, it has become more competitive too. But if done the right way, the pharmacy business is an extremely profitable one as well.

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Things to Consider Before Writing a Pharmacy Store Business Plan

Check your legal requirements.

A pharmacy business requires a fair amount of licenses and permits. It is good to have a checklist of all the required licenses and to see if you have to get any of them.

Research what permits your state requires as well as the ones mandatory for everyone. It helps you stay on the good side of the law.

Pick a good location

A pharmacy setup requires a fixed minimum area. Also, a pharmacy that is easily accessible is more likely to succeed than one which is unreachable during emergencies. Hence, picking a good location is important .

Also, you can pick between starting a physical store or going online. Both business structures would have their pros and cons. You should pick the one that is the best for you.

Have a proper storage facility

Different medicines and formulas have different storage requirements. You’ll keep most of them in cool and dry places though. Bad storage can cost a pharmacy business dearly, even if you do everything else right.

Hence, it is important to have a good and ideal storage facility before you get started.

Check if your staff has the proper technical knowledge

You need technical knowledge and attention to detail to fare well as a pharmacist and so does your staff. As dealing with medicines is quite a critical job and can have consequences if not done right, it is important to find staff who know what they are doing and are well-trained and up to the job.

After you figure out some of the technical requirements, it is essential to figure out the business side of running a pharmacy. Planning, in the beginning, can save you from a lot of trouble later on.

Chalking Out Your Business Plan

A business plan helps you stay prepared for challenges, make better decisions, and formulate better business strategies. A pharmacy business takes a fair amount of legal procedures and competitive strategies, a pharmacy business plan can help you with that.

Reading some sample business plans will give you a good idea of what you’re aiming for. Also, it will show you the different sections that different entrepreneurs include and the language they use to write about themselves and their business plans.

We have created this sample pharmacy business plan for you to get a good idea about how perfect a pharmacy business plan should look and what details you will need to include in your stunning business plan.

Pharmacy Business Plan Outline

This is the standard business plan outline which will cover all important sections that you should include in your business plan.

• Keys to Success
• Business Ownership
• Summary Chart
• Business Model Description
• Mail order customers
• Walk-in customers
• Target Market Analysis
• Target Market Segment Strategy
• Competitive Edge
• Marketing Strategy
• Sales Forecast
• Development Requirements
• Personnel Plan
• Important Assumptions
• Break-even Analysis
• Projected Profit and Loss
• Projected Cash Flow
• Balance Sheet

Let’s understand how you can write each section of the pharmacy business plan.

1. Executive Summary

The executive summary section forms the first page of your business plan. It summarises all that your business stands for.

The executive summary section consists of the following subsegments:

• Objectives : This segment consists of the reason you started your business in the first place. What is your idea behind it and what problem do you plan on solving with it?
• Mission : Your mission statement should reflect how your pharmacy business can help people, apart from providing them with medicines. It reflects how your idea can deal with a problem more optimally.
• Financial Summary : This section would consist of the funding requirements of your business, and how the said funds would be put to use. It serves the main purpose of the executive summary, which is to get your business funded.

As a pharmacy business, your executive summary would consist of the type and size of your pharmacy business, your team, your qualifications and licenses, and a summary of your financial plan.

2. Products and Services

This section consists of a description of all the products and services your pharmacy offers.

For example, apart from your general products, this section can also consist of services your pharmacy offers like home delivery of medicines, subscription packages, online orders, etc.

3. Market Analysis

Market analysis helps you understand what you are getting yourself into. It also helps you make sense of all the research you have done and how you can put it to use for your business.

It consists of the following subsegments:

• Market Segmentation : Through market segmentation, you separate your target audience from the rest of the market based on their age, gender, income, occupation, medical conditions, etc.
• Market Positioning : In this segment, you can add an analysis of where you stand in the current market. And what would be the best marketing strategy for you as per your position?
• Target Market Analysis : In this section, you’ll write down an analysis of your target market, and their tastes and preferences.

As a pharmacy business, you can list down the type of pharmacy you own, your target customer base, the kind of services they like, the location they’ll prefer, and how they buy their medical supplies.

4. Strategy And Implementation

After you carry out market analysis, the next step would be to create a marketing strategy based on the same. This section helps you promote your business to your target audience.

This section consists of the following subsegments:

• Competitive Edge : Include your competitive advantage in this section. Include how your product is better than your competitor’s and how you’ll use that to your advantage.
• Marketing Strategy : Your marketing strategy should speak to your target audience. Your campaign should show your customers how your business solves a pressing problem.
• Sales Strategy : A sales strategy should be formulated after surveying what works best for your specific industry.

As a pharmacy business, you can center your marketing around safe products, better service, and availability. According to various surveys, KAM, clinical sales force, and service rep model are three of the most successful strategies for pharmacies.

5. Web Plan

With everything going online, a website strategy is of utmost importance. With online pharmacies like mail, my prescriptions, and Amazon pharmacy coming up, having an online presence is crucial to being seen by your consumers.

Moreover, an eCommerce website can also serve as a good alternative if you don’t want to go through the hassle of owning a physical store.

Nonetheless, building your online presence can help you in getting noticed. It is also a good method of promoting your brand idea.

6. Financial Plan

This section would consist of everything about your company’s finances. From your financial history to your projected profits, your financial plan would cover it all.

A good financial plan helps your business survive and thrive.

This segment consists of the following subsegments:

• Financial Resources : This segment would consist of the investment you can put in your business, as well as other resources for meeting your funding requirements.
• Funding Requirements : This would consist of the funding requirements to set up your pharmacy and keep it going.
• Projected Cash Flow and Profits : This section would consist of your business’s expected cash flow and profits in the long term.

Download a sample pharmacy business plan

Need help writing your business plan from scratch? Here you go;  download our free pharmacy business plan pdf  to start.

It’s a modern business plan template specifically designed for your pharmacy business. Use the example business plan as a guide for writing your own.

The Quickest Way to turn a Business Idea into a Business Plan

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Pharmacy Business Plan Summary

In conclusion, though a pharmacy business might take a lot of work, you can make running your business a lot easier and smoother with a business plan.

A business plan helps you stay organized and updated as per market trends and changing environment of the industry.

After getting started with Upmetrics , you can copy this sample pharmacy business plan template into your business plan and modify the required information and download your pharmacy business plan pdf or doc file.

It’s the fastest and easiest way to start writing your business plan.

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Upmetrics Team

Upmetrics is the #1 business planning software that helps entrepreneurs and business owners create investment-ready business plans using AI. We regularly share business planning insights on our blog. Check out the Upmetrics blog for such interesting reads. Read more

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Pharmacy Business Plan

Identify and study the market needs for pharmaceuticals.

• 1 Hospitals and clinics
• 2 Individual consumers
• 3 Long-term care facilities
• 4 Healthcare organizations
• 5 Pharmaceutical wholesalers
• 1 Strong competition
• 2 Changing regulations
• 3 Limited access to medication
• 4 Lack of awareness
• 5 Logistics challenges

Research on the regulatory requirements for setting up a pharmacy business

• 1 Complex licensing process
• 2 Cost of obtaining permits
• 3 Stringent security measures
• 4 Regular inspections and audits
• 5 Maintaining accurate recordkeeping

Prepare a business model and revenue plan

• 1 Prescription medications
• 2 Over-the-counter medications
• 3 Healthcare products and supplements
• 4 Consultations and services
• 5 Compounding medications

Create a detailed marketing and sales strategy

• 1 Digital marketing (website, social media)
• 2 Print advertisements
• 3 Radio and television ads
• 4 Direct mail campaigns
• 5 Partnerships with healthcare providers
• 1 Brochures
• 4 Business cards
• 5 Digital advertisements

Draft a detailed organizational structure

• 1 Pharmacist
• 2 Pharmacy technician
• 3 Front-end staff
• 4 Inventory manager
• 5 Marketing manager
• 1 Communication gaps
• 2 Staff turnover
• 3 Employee conflicts
• 4 Performance management
• 5 Training and development

Approval: Organizational Structure

• Draft a detailed organizational structure Will be submitted

Develop a business operation plan

• 1 Ordering and receiving medication
• 2 Storing and organizing inventory
• 3 Monitoring and restocking inventory
• 4 Managing expiration dates
• 5 Implementing quality control measures
• 1 Inventory shortages
• 2 Medication errors
• 3 Supply chain disruptions
• 4 Unforeseen emergencies
• 5 Staff scheduling conflicts

Research and decide on an ideal location

• 1 High rental costs
• 2 Limited availability of commercial spaces
• 3 Zoning restrictions
• 4 Competition from existing pharmacies
• 5 Accessibility issues for customers

Estimate initial setup and ongoing operating costs

• 1 Negotiating bulk purchase discounts
• 2 Energy-efficient lighting and appliances
• 3 Automation of manual processes
• 4 Staff cross-training for multi-functional roles
• 5 Optimizing inventory management

Identify potential sources for investment

• 1 Business plan
• 2 Financial projections
• 3 Market analysis
• 4 Legal and regulatory compliance documentation
• 5 Track record of the management team
• 1 Limited access to capital
• 2 Competitive investment landscape
• 3 Uncertainty in the healthcare market
• 4 Regulatory changes impacting investment decisions
• 5 Market saturation in the pharmacy industry

Approval: Investment Sources

• Identify potential sources for investment Will be submitted

Create a detailed risk management plan

• 1 Limited resources for risk mitigation
• 2 Complex regulatory requirements
• 3 Resistance to change from staff or stakeholders
• 4 Inadequate risk monitoring and reporting systems
• 5 Emerging risks in the healthcare industry

Draft a proposal for partnership with pharmaceutical suppliers

• 1 Price fluctuations in the pharmaceutical market
• 2 Dependence on a single supplier
• 3 Quality control issues
• 4 Supply chain disruptions
• 5 Maintaining competitive pricing for customers

Approval: Pharmaceutical Suppliers Proposal

• Draft a proposal for partnership with pharmaceutical suppliers Will be submitted

Develop a training plan for employees

• 1 Limited resources for training programs
• 2 High staff turnover impacting training effectiveness
• 3 Keeping up with changing regulations and industry standards
• 4 Practical application of training concepts
• 5 Staff resistance to training initiatives

Create a customer service and retention strategy

• 1 In-person interactions
• 4 Website chat support
• 5 Social media platforms
• 1 Long wait times
• 2 Communication barriers with non-native language speakers
• 3 Patient confidentiality concerns
• 4 Managing customer complaints and queries
• 5 Ensuring accurate medication information

Plan for the pharmacy layout

• 1 Accessibility for customers with disabilities
• 2 Space constraints
• 3 Ergonomic design for staff
• 4 Compliance with building codes
• 5 Effective utilization of retail space

Develop a digital strategy including e-prescriptions, home delivery, etc

• 1 E-prescriptions
• 2 Online ordering
• 3 Home delivery
• 4 Mobile app for medication reminders
• 5 Virtual consultations
• 1 Technological infrastructure requirements
• 2 Integration with existing systems
• 3 Training staff on digital platforms
• 4 Protecting customer information from cyber threats
• 5 Managing customer expectations and feedback

Outline a plan for future growth and expansion

• 1 Competitive landscape in new markets
• 2 Acquiring adequate funding for expansion
• 3 Managing increased operational complexities
• 4 Adapting to changing industry regulations
• 5 Maintaining consistent quality across multiple locations

Create a final draft of pharmacy business plan

• 1 Executive summary
• 2 Company overview
• 4 Marketing and sales strategies
• 5 Organizational structure
• 6 Operational plan
• 7 Financial projections
• 8 Risk management plan
• 9 Partnership and supplier strategies
• 10 Training and development plans
• 11 Customer service and retention strategies
• 12 Digital strategy
• 13 Growth and expansion plan

Email Subject: Final Draft of Pharmacy Business Plan

Approval: Pharmacy Business Plan

• Create a final draft of pharmacy business plan Will be submitted

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Building effective business development in pharma.

By  Mark Lubkeman ,  André Kronimus , and  Filip Hansen

At a time of rapidly evolving scientific breakthroughs and, coincidentally, of the expiration of many blockbuster drug patents, the key to innovation and revenue growth is pharmaceutical business development. While some innovation and new revenue can come from internal pipelines and assets, business development teams are under intense pressure at most companies to supplement internal efforts with external licensing agreements and M&A. Unfortunately, those teams are frequently unable to deliver the transactions needed for innovation and growth.

Often a major reason for this shortfall is that executive team members are not fully aligned on the role of business development in achieving the company’s strategic priorities. They may agree in theory that business development should pursue partnerships, ecosystems, and collaborations, but that consensus falls apart when it comes to making decisions about specific deals.

We have identified six success factors that enable more rapid and effective decision making, which, in turn, will lead to substantially enhanced business development performance.

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Biopharma m&a and licensing remain strong.

Biopharma M&A deal value more than doubled between 2017 and 2019, from $138 billion to $336 billion, and valuations reached all-time highs. Most of those deals involved midsized biotech companies, for which the average premium paid was close to 70%, with an average EV/sales multiple of nearly 8x. All in all, close to 60% of new therapeutic drugs in the last five years have been externally sourced.

The COVID-19 pandemic slowed biopharma M&A activity in 2020, especially in the first half of the year. But since the core drivers of deals remain intact—scientific breakthroughs, expiring patents, and an increasing focus on key therapeutic areas or on modalities such as cell and gene therapy—deal activity will continue to rebound. A recent example is AstraZeneca’s acquisition in late December of Alexion for $39 billion.

Moreover, biopharma companies can finance transactions cheaply with today’s very low interest rates. They also have significant financial resources to pursue business development. BCG’s ValueScience team estimates that the top 20 biopharma companies have more than $700 billion in cash, short-term investments, and additional debt capacity. But as a result, many companies are pursuing the same assets, driving up valuations and the risk of overpaying.

Six Success Factors for Pharma Business Development While we focus here on M&A, the six success factors we have identified will enable business development teams to create value through both M&A and licensing. (See Exhibit 1.)

1. Prioritize what business development needs to accomplish for the company. Executive team members often have differing views about how to prioritize business units, technology areas, and technology platforms and what types of deals to pursue (early- versus late-stage R&D deals, for example, or transformative versus tuck-in acquisitions). To ensure alignment, it’s critical that team members agree on how and where they want to create value. Will they use business development to generate near-term revenues or to build the pipeline for future innovation? Will they seek to maximize the core, expand into adjacent markets, or explore new frontiers? (See Exhibit 2.)

As part of this prioritization process, the executive team needs to regularly review and agree on how much revenue growth the current internal portfolio or pipeline will deliver. Only then can it determine the revenue gaps that business development needs to address in which specific therapeutic areas or modalities—and with what urgency. It’s astonishing how often management teams are misaligned on this simple setting of objectives, which often results in business development teams wasting time assessing opportunities that are fundamentally unattractive to the executive team and will never get approved. To avoid such situations, the team should ask itself two key questions about every transaction early on: What revenue gap will the transaction fill? And who on the executive committee will champion the transaction from start to finish? By forcing these decisions early, the team can avoid a lot of wasted time.

2. Build relationships with prospective targets. Executive teams should commit to building relationships with potential partners or acquisition targets for two or three years. Proactive sourcing, screening, and relationship building are far better for deal execution than simply showing up at the target’s headquarters with a banker and an offer. An established relationship will give a prospective buyer an edge over other bidders, perhaps even preempting the bidding process altogether. Such relationships can also accelerate due diligence.

Active engagement with potential targets over several years also gives companies a better grasp of the range of potential deals available. It might, for example, make a pharmaceutical company more likely to take small equity stakes in a number of promising biotechs, perhaps supporting Phase 1 trials with its own clinical and regulatory expertise.

3. Agree on how to assess value. Depending on one’s assumptions when valuing a target, the same transaction may seem spectacularly attractive or exceptionally unattractive. So teams need to agree about how they will value all aspects of each deal and then apply that valuation with discipline. Too often, companies end up redoing their analysis and engaging in repetitive decision making because they haven’t agreed on valuation approaches or metrics from the start.

One common valuation pitfall is to focus only on core asset value, that is, the value of the cash flow generated by current and future products in the market. Valuation models need a wider lens, encompassing multiple dimensions of value, including the following:

• Synergies. What is the value of cost, revenue, and capability synergies across the value chain—for example, in R&D, manufacturing, and sales?
• Platform Value. What is the value of the future products a technology platform might make possible?
• Strategic Value. What is the value of preempting a competitor from acquiring an asset, gaining access to a large proprietary data set, or being recognized as a leader in an emerging field?

Because these advantages are less tangible than core assets, large swings in valuation are possible depending on the underlying assumptions. We have found that companies with a clearly defined and endorsed valuation approach are able to use a common “language” in their deliberations, leading to better, faster decision making. These advantages are amplified when the company is highly transparent about the underlying assumptions and entertains a range of scenarios and associated probabilities.

4. Define integration issues early. Executive and business development teams are frequently so focused on due diligence and valuation that they don’t consider the integration process until after a term sheet has been signed. Integration issues should be considered at the outset, when assessing the deal’s attractiveness and viability, and in parallel with due diligence. Teams should ask such questions as: Will the acquired company be a distinct entity or be integrated into the acquiring company? What governance will be applied to the acquired assets? How will cost synergies factor into the valuation?

Knowing the answers to these questions early on is critical to realizing the full potential of the transaction. Our research shows that successful integration can drive 8% to 10% more value compared with the average transaction. Planning for that success right from the start is essential.

5. Enable agile business development teaming and governance. Even when a company has a clear vision for the transaction, it still needs an agile process and governance to execute the deal quickly and effectively. But because the business development process is highly cross-functional (and often involves many junior-level people), it can be unclear who has the authority to make decisions and who will provide the necessary analytical resources. In addition, preexisting governance committees (such as executive committees) often meet too infrequently to keep up with the fast pace of business development decision making.

To address these challenges, we recommend three best practices:

• Designate resources. Within each function, several senior staff members with business development experience and authority should be on call. This will help build continuity and organizational learning.
• Establish clear processes and responsibilities. All members of a business development project team should be aligned on processes, deliverables, and timelines. That should include who is responsible for what and who has what decision rights. For example, who in R&D will calculate the probability of success of a specific asset under review?
• Create nimble governance. A few members of key governance committees should meet more frequently than the entire group (perhaps even on a weekly basis, depending on deal volume) and have the authority to mobilize the entire committee within 24 or 48 hours if there’s an urgent issue to be addressed.

6. Design an organizational structure suited to strategic priorities. Because companies have different revenue gaps and objectives and use business development in different ways, there is no single “right” organizational structure. One company might focus on early-stage and another on late-stage acquisitions. One company might be looking for deals to strengthen the core business, another to build up new therapeutic areas. A company’s business development organization must be suited to its strategic purpose, whatever that may be. There are three main approaches (with various permutations) to consider:

• Centralize business development in one group. A central function maximizes scale, alignment of activities, and resource prioritization. This setup works well for companies looking to make relatively few late-stage or transformative acquisitions.
• Separate R&D and commercial transactions. Assessing an early-stage R&D acquisition requires a different mix of expertise than assessing a late-stage, commercial acquisition. When a company intends to pursue both types of transactions, it’s best to keep at least some of these due diligence activities separate. But such companies can still centralize certain functions—valuation modeling, for example—in order to maximize scale.
• Separate by business lines or therapeutic areas. It can be sensible to separate business development activities by business lines or therapeutic areas at different levels of maturity. This arrangement works well if a company has a mature business area looking for transformative deals and a smaller business unit looking for technology platform acquisitions. Here again, certain aspects of the business development process, such as valuation modeling, can be centralized for scale and efficiency.

Current market conditions present unique opportunities to tap into external innovation and drive revenue growth, but the inherently complex and cross-functional nature of business development makes it difficult for many pharmaceutical companies to execute effectively. As a result, these companies are not winning the transactions necessary for future success. We believe that the six success factors described above can significantly improve business development capabilities and are worth serious consideration by management teams.

Managing Director & Senior Partner

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Our diverse, global teams bring deep industry and functional expertise and a range of perspectives that question the status quo and spark change. BCG delivers solutions through leading-edge management consulting, technology and design, and corporate and digital ventures. We work in a uniquely collaborative model across the firm and throughout all levels of the client organization, fueled by the goal of helping our clients thrive and enabling them to make the world a better place.

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Pharmacy Business Plan

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The Discount Pharmacy

Executive summary executive summary is a brief introduction to your business plan. it describes your business, the problem that it solves, your target market, and financial highlights.">, opportunity.

People need to be able to buy prescriptions at reduced prices. We make that possible by carefully maintaining efficiencies in our operations. So we can target a specific segment of the market – those customers who pay for their prescription medications themselves. They are poor, they are sick, they deserve the same care as those who can afford healthcare and full price prescriptions. 

The Discount Pharmacy’s mission is to provide our customers with the best prices for their prescription medications. Our convenience and services will exceed the expectations of our customers.

The Discount Pharmacy’s target market consists of two different groups, local customers or walk-ins, and mail order customers.

Competition

Competition takes many different forms in the pharmacy industry. They are: chain pharmacies, local pharmacies, mail in pharmacies, canadian pharmacies. 

The Discount Pharmacy’s we have superior pricing. To do that we must maintain our position as the low cost provider by painstakingly ensuring that costs are kept low through operating efficiencies.

Expectations

Costs will be minimized by maintaining only one pharmacist and filling the void with pharmaceutical techs. We expect to reach profitability by our third year and will generate substantial sales by year three

Financial Highlights by Year

Financing needed.

We will need $115,000 to start, we will be able to pay the investment back at the end of year 4

Problem & Solution

Problem worth solving.

People need to be able to buy prescriptions at accessible prices. We make that possible by carefully maintaining efficiencies in our operations. So we can target a specific segment of the market – those customers who pay for their prescription medications themselves. They are poor, they are sick, they deserve the same care as those who can afford healthcare and full price prescriptions. 

Our Solution

The Discount Pharmacy’s main goal is to provide prescription medications for our customers at the lowest prices on the market. We will be able to sell prescriptions at reduced prices by carefully maintaining efficiencies in our operations and by targeting a specific segment of the market – those customers who pay for their prescription medications themselves. By focusing on this segment it gives us additional efficiencies – we avoid disruptions in cash flow often associated with insurance payments and we can eliminate unnecessary services for the type of knowledgeable, repeat customer taking maintenance-type medication.

The Discount Pharmacy will operate from one store that will serve both mail order customers and those who visit in person. We will thrive by employing friendly and knowledgeable personnel, which, along with our great prices, will drive the repeat business that we will rely upon. We only expect that as the price of medication continues to skyrocket, The Discount Pharmacy will appeal more and more to the customer’s sense of value and convenience.

Target Market

Market size & segments.

The Discount Pharmacy will seek to attract two different groups of customers and will thus have two strategies to attract them.

We anticipate that by far our largest group of customers will be those who order through the mail. These customers will be targeted through an advertising campaign in magazines and newsletters that have an older (>55) audience who regularly need medication and are aware in advance of their needs. For example, one of the main advertising vehicles will be the A.A.R.P monthly newsletter.

Walk-in customers will be targeted through advertisements in the local paper, "The Oregonian."  Ads will raise awareness for the The Discount Pharmacy and our low prices.

Current Alternatives

Competition takes many different forms in the pharmacy industry.

• Chain pharmacies.  These are state or national chains such as Rite-Aid.  The advantage to these chains are better prices through economies of scale, as well as personalized service.  The personalized service takes the form of the chain having a record of your medication purchases as well as any allergies that you have disclosed to them.
• Local pharmacies.   These are the pharmacies where you typically know the pharmacist and they know your medical history.  This option is high in personalized service and convenience, and high in price.
• Mail order and Internet pharmacies.  These are similar to The Discount Pharmacy.
• Canadian pharmacies.  These pharmacies are located in Canada where the cost of drugs is lower than in the U.S.  These pharmacies can be accessed through mail order, the Internet, or via travel.  Recently there has been the trend for trips arranged for senior citizens in Northern States to travel up to Canada for the day to pick up their medicines.

Our Advantages

The Discount Pharmacy’s competitive edge is superior pricing. To do that we must maintain our position as the low cost provider by painstakingly ensuring that costs are kept low through operating efficiencies.

We will be able to do that by eliminating some of the services traditionally offered by pharmacies. For example, we will employ only one pharmacist and use pharmaceutical technicians to fill the void. As long as a pharmacist is on site during the hours of operation, we can use the pharmaceutical techs for all other capacities where other pharmacies use pharmacists. Other efficiencies are created by having only a small store front and conducting most of our business through mail order.

Finally, The Discount Pharmacy is not designed to hold the patient’s hand during their purchase. We expect that the vast majority of our customers will already be informed of how to take the medication, and any side effects or drug interactions that should be avoided. We will simply provide each patient with a print out of all the relevant information for consumption of the medication.

Keys to Success

The keys to success are:

• Satisfy our customers so they will return again and again
• Maintain low overhead and operating costs
• Provide better prices than all our competitors

Marketing & Sales

Marketing plan.

The marketing strategy will be based on social media, mainly Facebook and Twitter, offering useful information and opinion while quietly appealing to the customer’s sense of value. The marketing campaign’s goal will to be increase awareness of The Discount Pharmacy with their target market.

The sales strategy will be based on generating long-term relationships with customers. To facilitate that, we will provide medications at superior prices, have medicines in stock for both quick shipment and store front pick up, and provide superior customer service. All sales agents will be trained to provide friendly, knowledgeable customer service. By keeping to these simple, yet effective, business practices, we expect that our customers will make The Discount Pharmacy their exclusive source for medications. For some, medications are an integral part of their lives, so establishing long-term relationships will ensure a large, loyal customer base

Milestones & Metrics

Milestones table, key metrics.

Our key metrics are: 

• The # of customers that walk in to the pharmacy 
• The # of customers that choose to mail in 
• The # of reviews saying that people could go to our pharmacy 
• Facebook page views, Twitter retweets  and website shares 
• Total customer traffic on the website 
• Total customer traffic in and out of the store 

Ownership & Structure

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Management Team

John Reeleaf has experience working with a major drug manufacturer, Eli Lilly, as a drug representative. He was able to see first hand the profitability associated with the prescription drug industry, as well as the inefficiencies with which most companies are plagued.

John graduated with an MBA from the University of Oregon’s innovative entrepreneurship program. While there he was awarded a $50,000 no interest loan through a business plan competition. That seed money will be parlayed, along with some other investments, into start up expenses for The Discount Pharmacy. John received an undergraduate degree in chemistry from the University of Oregon.

Personnel Table

Financial plan investor-ready personnel plan .">, key assumptions.

Key assumptions: 

Of course our main assumption is legality. Regulations affecting our business can change very fast. 

People appreciate:

• The mail in order option for their convenience 
• Prescription at affordable prices 

Revenue by Month

Expenses by month, net profit (or loss) by year, use of funds.

The Discount Pharmacy will incur the following start-up equipment costs:

• Office equipment including chairs, file cabinets, and desks.
• Front counter, storage bins, cash register.
• Three computer terminals.
• Main computer server with a laser printer, and back-up system.
• Software: Microsoft Office, QuickBooks Pro, drug interaction software, Physician Desk Reference software detailing side effects and other information pertinent to the customer.
• Assorted bottles, boxes, envelopes, etc. for dispensing and shipment.
• Scales for shipping.
• Telecom system.
• Storefront build-out.
• Start-up inventory.
• Rent, utilities, insurance.

Please note that these items will be used for more than one year and will therefore be labeled long-term assets, depreciated using G.A.A.P. approved straight-line depreciation.

Startup expenses – $24,100 listed as net earnings in dec 2017 

Start-up Expenses

Legal $1,000

Rent $2,000

Utilities  $400

Telecom System $400

Insurance $300

Storefront Build-out $15,000

Expensed Equipment $4,000

Website development $1,000

TOTAL START-UP EXPENSES $24,100

Sources of Funds

Planned Investment

Seed Funding $50,000

John $51,000

Friends and Family $82,100 

Projected Profit & Loss

Projected balance sheet, projected cash flow statement.

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Pharmacy Business Plan Template

Pharmacy industry analysis.

In your industry analysis, you need to provide an overview of the pharmacy business.

While this may seem unnecessary, it serves multiple purposes.

First, researching the pharmacy industry educates you. It helps you understand the market in which you are operating.

Secondly, market research can improve your strategy particularly if your research identifies market trends. For example, if there was a trend towards online / app-based service, it would be helpful to ensure your plan calls for an ample technology budget.

The third reason for market research is to prove to readers that you are an expert in your industry. By conducting the research and presenting it in your plan, you achieve just that.

The following questions should be answered in the industry analysis section of your pharmacy business plan:

• How big is the pharmacy business (in dollars)?
• Is the market declining or increasing?
• Who are the key competitors in the market?
• Who are the key suppliers in the market?
• What trends are affecting the industry?
• What is the industry’s growth forecast over the next 5 – 10 years?
• What is the relevant market size? That is, how big is the potential market for your pharmacy. You can extrapolate such a figure by assessing the size of the market in the entire country and then applying that figure to your local population.

PHARMACY BUSINESS PLAN OUTLINE

• Pharmacy Business Plan Home
• 1. Executive Summary
• 2. Company Overview
• 3. Industry Analysis
• 4. Customer Analysis
• 5. Competitive Analysis
• 6. Marketing Plan
• 7. Operations Plan
• 8. Management Team
• 9. Financial Plan
• 10. Appendix
• Pharmacy Business Plan Summary

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Emerging from disruption: The future of pharma operations strategy

In the past, many pharmaceutical companies (pharmacos) deprioritized operations strategy in the face of competing business pressures. This is now changing. Factors such as the COVID-19 pandemic, inflation, geopolitics, new therapeutic modalities, and new ways of working make it vital for pharmacos to carefully reconsider their long-term choices in sourcing, manufacturing, and supply chain.

Now is exactly the right time for this renewed emphasis on operations strategy, as pharmacos emerge from two years of intense firefighting. Succeeding in pharma under these new and challenging conditions will require succeeding in operations.

The focus for operational leaders may need to shift from the prevailing emphasis on continuous improvement—including cost savings, quality assurance, and constant readiness to deliver—to longer-term external challenges. These include high inflation and an increase in complexity and risk, as well as the compounding effects these forces have on each other.

Pharma operations leaders now have an opportunity to deliver even greater value to their organizations by achieving this shift in focus, but they must act quickly to keep abreast of the challenges confronting the industry. The effort will require enormous mobilization and thoughtful prioritization. This task will fall to leadership; only the CEO and head of operations are in the right positions to make it happen.

This article explores the challenges facing pharma leaders and the steps they can take to develop a more strategic, long-term, and integrated approach to operations strategy. It presents questions leaders can ask as they design the solutions needed to make sure operations can protect enterprise continuity while still delivering to patients.

A perfect storm of external challenges

The pharma industry is facing a multitude of challenging trends (Exhibit 1). Global demand is growing rapidly, and the unprecedented need for COVID-19 vaccines and therapeutics has put additional pressure on the industry. The industry’s ability to find innovative solutions to deliver COVID-19 vaccines while still meeting overall demand is a remarkable achievement, but rising global demand is still a significant challenge for the industry in the long term.

The product landscape also is changing swiftly. New modalities, such as cell and gene therapy and mRNA vaccine technology, have increased from 11 to 21 percent of the drug development pipeline—the fastest growth ever seen in the sector. This change is likely to bring more fragmentation of technology, new supply chains, and unique product life cycles.

In addition to these industry-specific trends, pharma has also been affected by broader global trends, such as supply chain pressures. While the pharma industry is considered somewhat protected by its high inventory levels and long-standing dual sourcing, over a given ten-year period, the likelihood of supply chain disruptions still represents a potential loss of 25 percent of EBITA . Inflation has risen in recent months to levels not seen for decades, leading to increasing costs for labor, raw materials, and transportation. This is over and above the persistent price pressures pharma is already facing, particularly in generics. Since pharma customers are not expected to fully absorb these cost increases, profit margins are under pressure.

Meanwhile, increased state interventions and protectionist trade policies are creating new pressures on manufacturing networks and could drive increased regionalization. This would be a capital-intensive exercise: to regionalize just 10 percent of current vaccine trade in one particular geographical region, governments would need to invest an estimated $100 million.

Would you like to learn more about our Operations Practice ?

The pharma industry is also facing talent shortages linked to wider labor market trends, including the 20 percent increase in demand for STEM-related roles across the life sciences industry in the United States. The current pool of pharma digital talent is at least 14 percent lower than demand, and many companies are finding it challenging to recruit technical talent. Compounding this challenge is the rise of remote working, which has increased employee expectations for flexibility. In response, nearly all pharmacos are experimenting with hybrid working models.

A few major trends point to an industry tailwind; one of them is the advancement of digital and analytics tools. Digital tools, robots, and sensors are becoming cheaper and easier to access, and they can be used to capture all manner of raw data. In addition, edge computing and cloud analytics are providing real-time optimization and transparency. Pharmacos are working to leverage the power of data to become more agile and resilient. However, to date, no pharmaco has emerged as a true global leader in this field.

The pharma industry is facing a multitude of industry-specific and global trends. But a few major trends point to an industry tailwind; one of them is the advancement of digital and analytics tools.

Each of these global trends represents significant challenges in and of itself, and the trends may be compounded and strengthened through their interactions. This compounding effect can add to the complexity of evaluating an effective strategic response.

Major implications for pharma

These global trends have six major implications for pharmacos: rising operational complexity, increasing risk, shifting capability requirements, higher capital expenditure requirements, variable-cost increases, and opportunities for savings (Exhibit 2).

Operations leaders may need to become comfortable navigating a more complex ecosystem as they respond to increased operational complexity. Risks may increase due to rising environmental, social, and governance (ESG) expectations and skills gaps, while new modalities and digital acceleration will also likely lead to a shift in capability requirements. This could necessitate reskilling and upskilling of staff, as well as a renewed focus on recruiting from outside of the pharma industry.

From a cost perspective, the pharma industry may see significantly increased capital expenditure requirements related to the construction of new sites and new digital infrastructure. Increases are also likely in variable costs in areas such as raw materials, transportation, and employee attrition, reskilling, and salaries.

Future of pharma operations

Pharma companies are experiencing a wave of innovations – from new treatment modalities, to smart machines, advanced analytics, and digital connectivity.

Although these implications are challenging, they may represent possible opportunities for savings in several areas. For example, ESG commitments on waste reduction could reduce costs, as could successful digital implementation. However, the challenge lies in monetizing these cost savings, given that the industry has long created value largely through revenue expansion rather than through cost savings.

Rising to the challenge: Actions to deliver value

To respond to these challenges, pharmaco leaders may now need to emphasize the importance of their operations strategy. They should consider taking a longer-term view and scaling activity across four key themes: network strategy and resilience, digital, operating model, and talent.

Expand focus on longer-term, transformative solutions

Operations leaders can address these challenges through several short-term and long-term responses. For example, problems associated with a more unpredictable supply chain could be addressed with a short-term approach of increasing inventory or a long-term initiative to establish an end-to-end supply chain digital nerve center.

Short-term levers can be an important part of the total response but are insufficient to fully mitigate the challenges facing the industry. To respond effectively, companies may need to accelerate new ways of working and embrace long-term thinking. This will require concrete action with a focus on making sure that strategies are put in place to weather the long-term headwinds the industry is facing.

Accelerate and scale responses across four strategic domains

To identify the actions that pharmacos could take, it may help to group these in terms of four strategic domains: network and resilience, digital strategy, operating model and ecosystem, and talent strategy (Exhibit 3). While these themes are likely to be familiar to any business leader, they now require a substantial shift in mindset. Acting on them also calls for a large investment of resources.

• Plan for and manage future resilience and reliability needs . Recent supply chain disruptions have pushed supply chain resilience up corporate agendas. Companies have been forced into reactive modes that employ short-term levers like building inventory. However, companies could better position themselves by solving multiple variables and building resilience into their operations strategy through longer-term actions like network design and dual sourcing.
• Scale end-to-end adoption of digital and automation . Digital has proven itself highly valuable to pharma operations. However, many companies struggle to move from targeted, single use cases to a fully scaled suite of solutions. And while the adoption of full-scale digital solutions can require heavy investment—around $50 million to $100 million per year for two to three years—the rewards can include significant cost savings, improved quality, and increased resilience, as well as greater employee effectiveness. Companies that truly scale and implement digital can better protect themselves from the pressures of the forces increasing costs for the industry. More and more companies are moving toward network-wide and end-to-end digitization; to date, the World Economic Forum has recognized 103 as “lighthouses,” based on their advanced application of digital technologies . Johnson & Johnson, for example, has successfully launched multiple Industry 4.0 lighthouses, including some focused on end-to-end patient connectivity and order fulfillment.
• Expand adoption of end-to-end partner ecosystems . Companies could also consider changing their operating model from a traditional hub configuration around originators to an end-to-end ecosystem of true strategic partners. More than 50 percent of companies already expect to intensify their collaboration models with other industry players through, for example, service agreements, joint ventures, or eco­systems. Some are already in motion; examples include Pfizer and BioNTech, which have already established a strategic partnership in mRNA technology discovery, and AstraZeneca and Huma, which are collaborating to scale innovation for digital health. These partnerships are indicative of increasing collaborations throughout the industry across functions.

Automation, centralization, and new job requirements may affect nearly 90 percent of today’s workforce, and to deal with this challenge, companies could adopt effective long-term strategies. Retaining talent is challenging in the present environment, with the share of workers planning to leave their jobs in the next three to six months standing at 40 percent since 2021 . 1 Aaron De Smet, Bonnie Dowling, Bryan Hancock, and Bill Schaninger, “ The Great Attrition is making hiring harder. Are you searching the right talent pool? ” July 13, 2022. Strategies for talent retention should therefore be broad and focus on more than just salary.

A viable long-term solution to talent shortages may need to involve more than increasing wages to attract people. To solve structural talent gaps, companies could ensure long-term reskilling and upskilling of the existing workforce. For example, Roche runs an operations rotational program to attract top talent with bachelor’s and master’s degrees, and early in the COVID-19 pandemic, Novartis launched a “choice with responsibility” policy to improve overall employee experience.

Successfully developing a robust operations strategy is complex and requires dedicated resources with the ability to focus on the medium to long term. This means the C-suite will need to prioritize efforts and provide adequate resourcing. Only the CEO and head of operations can set the appropriate direction for their organization, steer their company’s effort, gather the right skills and teams, and manage complex interdependencies and resource-intensive interventions.

Are companies doing enough?

As COOs look to emerge from the disruption of the past two years, reflecting on several questions could help them evaluate their organizations’ level of preparedness to respond to the trends affecting the industry. The process could provide foundational answers to inform a renewed operations strategy.

• Have you projected the impact of today’s current trends on your business?
• Do you have a focused, skilled, and scaled operations strategy team that identifies, prioritizes, and deploys initiatives across different horizons?
• Are your resilience measures proactive and dynamic, and are they being built on talent and digital capabilities to achieve greater agility and reliability?
• Have you experienced greater access to innovation and flexibility as a result of expanding your services and strategic partnerships?
• Has your digital strategy created benefits across your network and transformed your operation from digitally enabled to digitally driven?
• Have you achieved ESG improvements, and do you have a broad, long-term road map for ESG commitments (beyond net zero)?
• Has your operating model been agile enough to adapt to rapidly changing operations requirements, such as new modalities and potential disruptions?
• Have you successfully transformed your operations workforce and comprehensively improved the employee experience?
• Do you have an established governance process that incorporates past lessons into future strategy?

Although the pharma industry has performed a remarkable feat in delivering COVID-19 vaccines while also meeting growing demand, current trends create a challenging environment for pharma­ceutical companies. Companies face greater costs, complexity, and risk.

Now is the time to rethink operational strategy to respond to these trends and remain competitive. Such change may have associated challenges and will require bold and innovative leadership. But if companies successfully implement new strategies, they could position themselves to take advantage of the industry’s remarkable growth.

Hillary Dukart is an associate partner in McKinsey’s Denver office, Laurie Lanoue is a partner in the Montreal office, Mariel Rezende is a consultant in the Miami office, and Paul Rutten is a partner in the Amsterdam office.

The authors wish to thank Joe Hughes and Jean-Baptiste Pelletier for their contributions to this article.

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Le business plan d'une pharmacie

Nos experts ont réalisé un un pack complet pour une pharmacie , modifiable.

Le secteur pharmaceutique français connaît un pic de croissance influencé par la crise du coronavirus. En France, on recense environ 21 000 pharmacies dans l'Hexagone, ce qui le place au second rang des pays de l'Europe en nombre d'officines.

Ouvrir une pharmacie représente une idée d'entreprise qui donne envie à de nombreux entrepreneurs.

Cependant, avant de démarrer un projet entrepreneurial, il est conseillé d'élaborer un business plan digne de ce nom.

Un tel document offre la possibilité d'établir la stratégie de développement de votre pharmacie en menant une réflexion approfondie, par exemple, quant aux investissements de départ, à l'offre des concurrents, aux lignes du compte de résultat, aux tendances du secteur ou encore aux futurs bénéfices de votre officine.

De même, le business plan de votre pharmacie constitue un outil sérieux dans le contexte d'un financement auprès d'une banque.

Que comprend le business plan d'une pharmacie ? Quelles sont les étapes à respecter ? Comment calculer le chiffre d'affaires de votre pharmacie ? Quels sont les ratios financiers à présenter dans un business plan ? Peut-on estimer le seuil de rentabilité d'une pharmacie ?

Ces questions sont fréquentes. Nous y répondons maintenant.

Enfin, nous tenons à vous faire savoir que nos analystes étudient et observent de près ce marché. Des informations sont rassemblées et étudiées, puis synthétisées. Pour bénéficier des avantages de ces recherches, téléchargez le pack complet pour ouvrir une pharmacie (business plan, étude de marché, prévisionnel financier et executive summary).

L'écriture du business plan d’une pharmacie

Faut-il établir un business plan pour ouvrir une pharmacie .

La rédaction d'un business plan pour votre pharmacie offre la possibilité de : - synthétiser les chiffres et données concernant le marché de la pharmacie - étudier les habitudes de consommation en rapport avec le secteur pharmaceutique - identifier les facteurs de réussite d'une pharmacie - cerner vos futurs clients, tout comme leurs préférences - décider d'une proposition de valeur convaincante pour votre projet - synthétiser les pharmacies concurrentes, tout comme leurs forces et faiblesses - mettre en lumière des avantages concurrentiels qui permettront à votre pharmacie de se distinguer - expliciter, via le Business Model Canvas, le modèle économique de votre projet - mettre sur pied une stratégie de développement (en identifiant chaque étape) - identifier les événements qui peuvent poser problème à votre pharmacie - faire comprendre à une banque que ce projet d'entreprise bénéficie d'un vrai potentiel de rentabilité

Nos analystes ont veillé à mettre sur pied un bon business plan pour une pharmacie , qui répond à tous ces objectifs.

Quelles sont les parties à inclure dans le business plan d'une pharmacie ?

Un business plan regroupe un lot significatif d'éléments, de variables et d'études.

Cependant, il est impératif de bien tous les structurer afin d'obtenir un business plan propre et carré.

C'est ce que nous avons fait dans notre business plan pour une pharmacie , qui se structure en 5 parties qui se suivent.

La partie qui ouvre le business plan correspond à l' “Opportunité de Marché” . Dans cette partie, nos experts vont présenter des chiffres qui caractérisent le marché de la pharmacie. Ces éléments sont généralement les plus récents.

Cette partie vous donne l'opportunité de synthétiser les récentes innovations qu'on observe sur le secteur pharmaceutique (par exemple : la digitalisation des pharmacies, le marketing digital, la télémédecine, le miroir connecté, ou encore le pilulier connecté).

Enfin, on identifie les variables qui permettent à une pharmacie d'engranger des bénéfices.

Après cela, il y a une partie qui fait référence à la “Présentation de l'Entreprise” . Elle a pour rôle d'introduire votre pharmacie (Où se trouve la pharmacie ? Proposerez-vous également des produits de parapharmacie ? pour la petite enfance (laits maternisés entre autres) ? Réalise-t-elle des tests et diagnostics rapides sur place (vaccination, prise de tension artérielle, tests sérologiques, glycémie, etc.) ? Etc.).

Cette partie présente aussi la proposition de valeur de votre pharmacie. Elle se conclut par la présentation du porteur de projet (la personne en charge de ce projet d'entreprise).

Puis, vient la partie qu'on appelle “Étude de Marché” et qui va donner l'opportunité de présenter les différents profils de clients pour votre officine.

On y présente également les pharmacies concurrentes via une étude compétitive. Cette partie contient notamment une SWOT, qui est l'outil pour étudier les forces et faiblesses de votre projet, tout en faisant état des opportunités et menaces potentielles.

Après cela, nous passons à la partie “Stratégie” , qui va nous permettre de détailler un plan marketing avec toutes les actions qui permettront à votre pharmacie d'être en capacité de générer des bénéfices.

On y décrit, parmi d'autres éléments, une stratégie commerciale et marketing qui donnera lieu à un état de rentabilité.

Enfin, le business plan se termine par une partie qui traite des “Finances” , dans laquelle on va présenter un plan financier complet de votre pharmacie.

Comment faire l'Executive Summary d'une pharmacie ?

Afin de réussir l'Executive Summary (aussi appelé "résumé exécutif") de votre pharmacie, il faut respecter certains critères.

Avant toute chose, votre Executive Summary devra être plutôt court. Ne rédigez pas plus de 1 500 mots. Dans les faits, il est l'introduction du business plan de votre pharmacie.

En plus de cela, il se doit d'être pédagogique, c'est-à-dire permettre de comprendre que votre pharmacie est bel et bien un projet sérieux.

Méfiez-vous des fautes de grammaire et mentionnez les atouts de votre projet d'entreprise (par exemple : présente une devanture soignée et bien entretenue, affiche de bons avis sur les sites de référencement, collabore avec des professionnels de la santé ou encore propose un service de "Click-and-Collect").

Votre Executive Summary doit suivre une structure précise. Vous pouvez reprendre celle de notre business plan pour une pharmacie , décrite plus haut.

Comment rédiger l'étude de marché pour une pharmacie ?

Une bonne étude de marché pour votre pharmacie est un document permettant de comprendre les facteurs entourant votre projet d'entreprise, comme le comportement du marché, les dernières innovations et tendances ainsi que les données de l'étude concurrentielle.

Chaque projet commercial devrait débuter par une rigoureuse étude de marché.

Comment la construire ? Nous conseillons de lister une certaine quantité d'éléments.

Voici les éléments qu'on inclut dans la partie intitulée "Étude de Marché" du business plan adapté à une pharmacie : - des chiffres des mois derniers concernant le marché de la pharmacie - les récentes tendances qu'on observe sur le secteur pharmaceutique - les segments de clientèle de votre officine - l'analyse concurrentielle - les avantages concurrentiels - l'analyse SWOT d'une pharmacie

Les éléments fondamentaux d'un business plan pour une pharmacie

Comment définir le modèle économique d'une pharmacie .

Le business model, ou modèle économique, d’une pharmacie est la vente de médicaments ainsi que des produits non médicamenteux comme certains produits cosmétiques ou des soins pour bébé.

Les pharmacies sont tenues par des professionnels inscrits à l’ordre des pharmaciens. Ces derniers sont les seuls en mesure de traiter les ordonnances délivrées par les médecins. Ils n’hésitent pas également à donner aux clients ou patients des conseils en rapport avec la santé (nourriture, hygiène de vie, traitements, etc.).

Certaines pharmacies développent un service en ligne où le visiteur peut commander divers médicaments sans ordonnance ainsi que différents produits parapharmaceutiques. Une pharmacie peut également mettre en place un service de click-and-collect pour limiter les files d’attente.

Généralement, à l'intérieur d'un business plan, on détaille le modèle économique de son projet d'entreprise en utilisant un Business Model Canvas.

Ce canevas donne l'occasion de rapidement comprendre les points majeurs de votre pharmacie, notamment la politique de distribution, le modèle de pricing, les différents partenaires, etc.

Notre business plan conçu pour une pharmacie contient bien un Business Model Canvas (rédigé et modifiable) complété pour cette activité.

Comment présenter les segments de marché d'une pharmacie ?

Segmenter son marché c'est la démarche qui consiste à séparer une base de potentiels clients en groupes homogènes.

Dans votre situation, il conviendra de segmenter les individus susceptibles d'acheter des produits pharmaceutiques dans votre pharmacie.

Pourquoi segmenter ? Cet exercice permet de structurer la présentation de votre clientèle dans votre business plan. Une fois votre entreprise créée, une telle initiative vous aidera à mener des actions marketing avec plus de force (en divisant l'offre et les messages de votre pharmacie selon les différents segments, par exemple).

Des exemples de segments de marché pour votre pharmacie sont les personnes atteintes de maladies chroniques, celles à la recherche de produits de beauté pharmaceutiques ou encore les individus qui préfèrent l'achat en ligne (si je crée une pharmacie en ligne).

Dans le business plan conçu pour une pharmacie , vous pourrez trouver une étude en détails des segments de marché complétée pour ce type d'activité.

Comment l'étude concurrentielle d'une pharmacie ?

Vous ne serez pas tout seul sur le secteur pharmaceutique. Il y a aussi les établissements concurrents sur le marché pour ne citer que les pharmacies de la région, les parapharmacies, sans oublier les centres hospitaliers qui disposent de leur propre pharmacie.

Votre plan d'affaires devra exposer une analyse de ces concurrents. Il faut détailler leurs caractéristiques observables, ainsi que leurs points forts et leurs lacunes.

Détaillez spécifiquement leurs points faibles (par exemple : des ruptures de stock fréquentes, des horaires d'ouverture restreints, des pharmaciens peu attentifs, un emplacement peu visible ou encore l'absence d'un service de Click-and-Collect).

Pourquoi se concentrer sur ces points ? Car ces éléments génèrent très probablement un manque de satisfaction parmi les clients de ces pharmacies. Tirez profit de ce sentiment en construisant des avantages concurrentiels pour votre officine.

Un avantage compétitif représente tout ce qui aide votre pharmacie à dépasser les concurrents du marché.

Ci-après, quelques exemples d'avantages concurrentiels qu'on peut développer pour une pharmacie : - se situe à proximité de structures médicales ou de professionnels de la santé - emploie un personnel accueillant et attentif - présente les produits de manière organisée et agréable - reste ouverte 24h/24 et 7j/7 - gère correctement son stock (pour éviter les ruptures de stock) - dispose d'une pharmacie en ligne, avec un service de livraison - etc.

Téléchargez notre business plan pour une pharmacie afin d'obtenir une analyse de la concurrence rédigée ainsi que la présentation des avantages concurrentiels complétée pour ce secteur.

Comment écrire la SWOT d'une pharmacie ?

L'analyse SWOT constitue un outil stratégique qui est essentiel pour synthétiser les forces mais aussi les faiblesses d'un projet d'entreprise, par exemple votre pharmacie.

Par ailleurs, elle va nous être utile pour bien comprendre les opportunités, tout comme les menaces environnantes.

Une analyse SWOT correctement réalisée pour votre pharmacie doit être synthétique et pertinente. Elle représente un exercice périlleux pour les novices qui construisent parfois des analyses SWOT déstructurées, qui manquent de pertinence et sont difficilement lisibles.

Ce n'est pas souhaitable, car, à l'instar du Business Model Canvas, elle a la vertu d'être un outil de synthèse démontrant un nombre important d'informations essentielles concernant votre officine rapidement.

Afin d'avoir une matrice SWOT complète, rédigée et modifiable, téléchargez notre business plan pour une pharmacie .

Comment rédiger la stratégie marketing de sa pharmacie ?

À l'intérieur du business plan de votre pharmacie, il faut exposer un plan durable afin de garantir la croissance à long terme de votre projet d'entreprise.

La stratégie marketing synthétise la totalité des actions effectuées pour que de plus en plus de clients soient susceptibles d'acheter des produits pharmaceutiques dans votre pharmacie.

Par exemple, il y a la vente en ligne de vos produits. Cela nécessite d'abord la mise en place d'un site vitrine professionnel pour votre pharmacie. Ce dernier aidera vos clients à vous trouver sur le web et à les rediriger vers le catalogue en ligne de votre pharmacie ou encore à se rendre directement dans votre établissement. Pour la vente en ligne, il faut donner le choix aux clients de choisir entre le click-and-collect ou la livraison.

Pour avoir de la visibilité en ligne, il est recommandé de tenir un blog. Dans ce dernier, vous pouvez exploiter divers thèmes, allant de la santé aux utilisations de certains produits Il faut aussi investir en vue d'optimiser la qualité de votre référencement (le SEO) et, en particulier, sur certains mots-clés pour que votre pharmacie soit le premier dans les nombreux résultats de Google.

Afin de vous assurer de positionner son site en haut des résultats sur le moteur de recherche, vous pouvez également investir dans ce qu'on appelle le référencement payant, au moyen de Google Ads.

Votre pharmacie devra aussi maintenir un certain dynamisme sur tous les réseaux sociaux, notamment Facebook. La régie publicitaire Facebook Ads intègre un système pour faire connaître votre pharmacie et son offre à des utilisateurs ciblés. C'est une stratégie efficace pour obtenir de nouveaux clients.

Pour une pharmacie, publier des contenus vidéo est également une stratégie recommandable. Dans des séquences vidéo, vous pouvez explorer les conseils comme comment bander un bras, comment préparer des infusions ou encore les premiers soins pour différentes situations d'urgence.

L'ensemble des actions de publicité concernant votre officine ne se fait pas seulement en ligne. Nous pouvons considérer également des éléments "physiques".

Vous pouvez par exemple faire produire des flyers pour votre pharmacie.

Enfin, il vous est possible de donner lieu à des partenariats divers avec des entreprises (notamment celles qui s'adressent à la même audience) qui seront utiles pour asseoir votre visibilité.

Il existe un nombre important de stratégies et de ressources marketing pour la croissance de votre pharmacie. Vous les découvrirez dans le business plan pour une pharmacie .

La partie financière du business plan pour une pharmacie

Un business plan digne de ce nom inclura une démonstration financière comprenant de nombreux tableaux et indicateurs.

Il faudra, par exemple, étudier le futur revenu généré par votre pharmacie.

Il est nécessaire que ces estimations soient proches de ce que vous allez générer. Le prévisionnel financier pour une pharmacie comprend un système guidé qui permet d'avoir des prévisions correctes. Dans ce prévisionnel, les prix des médicaments de sa pharmacie sont modifiables, ce qui permet d'essayer différentes hypothèses.

Par ailleurs, il faut mettre sur pied un budget prévisionnel pour votre pharmacie. Ce budget inclut l'ensemble des dépenses de départ et aussi leur montant.

L'étude des lignes de rentabilité constitue aussi une partie significative du business plan de votre officine. Cette étude nous aide à bien anticiper le revenu qu'il faudra avoir pour dépasser le seuil de rentabilité. L'étude de rentabilité permet d'avoir aussi quelques données utiles quant aux futurs bénéfices que vous pouvez, potentiellement, obtenir avec l'exploitation de votre pharmacie.

Il faudra également analyser les charges courantes de votre activité d'officine.

À titre d'exemple, il y a la rotation du stock de médicaments et de produits pharmaceutiques, le coût de l'entretien de l'officine, les salaires des pharmaciens et préparateurs en pharmacie ou encore le paiement des redevances de franchise.

Enfin, la qualité financière de votre projet peut aussi être étudiée grâce au tableau des soldes intermédiaires de gestion, à l'analyse du BFR ainsi que les graphiques utiles.

Ces points financiers sont consultables dans notre modèle financier pour une pharmacie .

• le choix d'une sélection entraîne une actualisation complète de la page

Comment créer un business plan de pharmacie gratuit en PDF avec Angel

Découvrez comment établir un business plan solide pour votre pharmacie

Introduction au business plan de pharmacie

La création d'un business plan pour une pharmacie est une étape essentielle pour tout pharmacien ou entrepreneur souhaitant ouvrir une nouvelle pharmacie ou développer une pharmacie existante. Ce document détaillé permet de présenter la vision de l'entreprise, les objectifs stratégiques, les stratégies de marketing et les prévisions financières. Il est également crucial pour obtenir un financement, attirer des investisseurs et établir des partenariats commerciaux.

Le business plan de pharmacie doit non seulement mettre en lumière les services offerts, tels que la distribution de médicaments, la consultation pharmaceutique et la vente de produits de santé, mais aussi démontrer une compréhension approfondie du marché pharmaceutique, des tendances de consommation et de la concurrence locale. En utilisant l'outil en ligne gratuit Angel, les pharmaciens peuvent créer un business plan professionnel, complet et facilement accessible en format PDF, pour guider le développement et la croissance de leur pharmacie.

Éléments clés à inclure dans un business plan de pharmacie

Un business plan de pharmacie doit aborder plusieurs éléments clés pour assurer sa pertinence et son efficacité. Voici quelques-uns des aspects essentiels à inclure :

• Présentation de l'entreprise : Une description détaillée de l'entreprise, de son histoire, de sa mission et de sa vision, ainsi que de ses objectifs à court et long terme.
• Étude de marché : Une analyse approfondie du marché pharmaceutique local, y compris les données démographiques des clients, les tendances de consommation, les habitudes d'achat et la concurrence. Il est également important d'examiner les réglementations pharmaceutiques et les politiques de remboursement.
• Services pharmaceutiques : Une description détaillée des services offerts, tels que la distribution de médicaments, les conseils en santé, les produits de santé naturels, les services de vaccination, etc.
• Stratégie de marketing : Un plan détaillé pour promouvoir la pharmacie, attirer de nouveaux clients, fidéliser la clientèle existante et se démarquer de la concurrence.
• Prévisions financières : Des projections financières précises, comprenant les coûts de démarrage, les coûts opérationnels, les revenus attendus, les marges bénéficiaires et les prévisions de croissance.
• Technologies et outils : L'intégration de technologies pharmaceutiques modernes, comme les systèmes de gestion de pharmacie, les services en ligne, les applications mobiles, et la façon dont ils contribuent à l'amélioration des opérations et de l'expérience client.

En utilisant Angel, les pharmaciens peuvent facilement créer un business plan de pharmacie complet et professionnel, offrant une vision claire de leur entreprise et de ses opportunités de croissance.

Analyse de marché pour une pharmacie

L'analyse de marché pour une pharmacie est une étape cruciale dans la création d'un business plan. Cette analyse doit comprendre une compréhension approfondie du marché pharmaceutique local, y compris les données démographiques des clients, les tendances de consommation, les habitudes d'achat et la concurrence. Il est également important d'examiner les réglementations pharmaceutiques et les politiques de remboursement. En utilisant des données démographiques, les pharmaciens peuvent mieux cerner les attentes et les besoins spécifiques de leur clientèle, ce qui est essentiel pour développer des services personnalisés et ciblés.

En plus des données démographiques, il est essentiel d'examiner les tendances actuelles et émergentes dans l'industrie pharmaceutique. Cela inclut non seulement les changements dans les comportements des consommateurs, comme l'augmentation de la demande pour des produits de santé naturels ou des services de vaccination, mais aussi l'évolution des réglementations et des politiques de remboursement qui pourraient avoir un impact sur les opérations et les revenus de la pharmacie.

Une partie cruciale de l'analyse de marché est l'analyse concurrentielle. Examiner les offres et les stratégies des autres pharmacies dans la région est indispensable pour identifier les lacunes du marché. En étudiant les points forts et faibles des concurrents, les pharmaciens peuvent déterminer des opportunités uniques pour leur entreprise. Par exemple, s'il y a un manque de pharmacies offrant des services de vaccination ou des consultations en santé, il pourrait y avoir une opportunité de se démarquer en offrant ces services.

Enfin, l'intégration d'une analyse SWOT (Strengths, Weaknesses, Opportunities, Threats) dans l'analyse de marché est essentielle. Cette analyse doit être spécifique à la pharmacie et couvrir des aspects tels que la qualité des services, le réseau de fournisseurs, l'expérience dans le domaine, ainsi que les défis potentiels comme les fluctuations saisonnières de la demande ou les nouvelles réglementations. L'analyse SWOT aidera à construire des stratégies robustes pour capitaliser sur les forces, atténuer les faiblesses, exploiter les opportunités de marché et anticiper les menaces potentielles.

Stratégie marketing pour une pharmacie

La stratégie marketing pour une pharmacie est essentielle pour attirer de nouveaux clients, fidéliser la clientèle existante et se démarquer de la concurrence. Cette stratégie doit comprendre un plan détaillé pour promouvoir la pharmacie, mettre en valeur ses services et produits, et renforcer sa réputation auprès des clients. En utilisant des outils en ligne comme Angel, les pharmaciens peuvent développer une stratégie marketing complète et efficace pour leur pharmacie.

Les pharmaciens doivent commencer par une analyse approfondie de leur public cible. Cela inclut la compréhension des besoins de santé spécifiques de la clientèle, les préférences en matière de services pharmaceutiques, et les canaux de communication les plus efficaces pour atteindre ces clients. En utilisant ces informations, les pharmaciens peuvent développer des campagnes de marketing ciblées et des promotions adaptées aux besoins de leur public cible.

La stratégie marketing doit également inclure des initiatives pour renforcer la visibilité de la pharmacie, telles que la création d'une présence en ligne avec un site web professionnel, des profils sur les réseaux sociaux et des campagnes publicitaires ciblées. En outre, la promotion de services spécifiques, tels que des programmes de fidélité, des consultations en santé ou des services de vaccination, peut aider à différencier la pharmacie de ses concurrents.

Enfin, la stratégie marketing doit intégrer des mécanismes de suivi et d'évaluation pour mesurer l'efficacité des initiatives marketing mises en place. Cela peut inclure l'analyse des taux de conversion, la satisfaction client, et les retombées de campagnes publicitaires. En utilisant ces données, les pharmaciens peuvent ajuster leur stratégie marketing pour maximiser l'impact et la rentabilité de leurs efforts promotionnels.

Prévisions financières pour une pharmacie

L'élaboration de prévisions financières détaillées est cruciale pour un business plan de pharmacie. Ces prévisions doivent couvrir plusieurs aspects financiers clés pour offrir une image complète de la santé financière prévue de la pharmacie.

• Coûts de démarrage : Il est essentiel de détailler tous les coûts initiaux nécessaires pour lancer la pharmacie. Cela peut inclure l'achat de médicaments, les frais de marketing, les coûts de licence, et les dépenses liées à la création du site web de la pharmacie ou à l'aménagement de l'espace physique.
• Coûts opérationnels : Fournissez une analyse des coûts réguliers que vous prévoyez d'engager. Ces coûts peuvent inclure les salaires du personnel, les coûts de location de l'espace de la pharmacie, les frais de publicité, et les coûts de maintenance du site web et de l'équipement.
• Revenus attendus : Projetez vos revenus en fonction de différents scénarios, tels que la fréquentation prévue de la pharmacie, les ventes de produits de santé, les services de vaccination, et les revenus supplémentaires provenant de services de consultation pharmaceutique.
• Marges bénéficiaires : Calculez vos marges bénéficiaires en tenant compte des coûts directs et indirects. Cette analyse aidera à déterminer les tarifs de vos services pharmaceutiques pour garantir la rentabilité.

En outre, l'utilisation d'outils en ligne comme Angel peut grandement faciliter la création de ces prévisions. Ces outils offrent souvent des fonctionnalités telles que des modèles financiers préconçus qui peuvent être personnalisés en fonction de votre business plan spécifique, des tableaux de bord interactifs pour une visualisation claire et compréhensible de vos données financières, et des conseils d'experts-comptables pour assurer l'exactitude et la pertinence de vos prévisions financières.

Modèle économique pour une pharmacie

Le modèle économique d'une pharmacie doit détailler la manière dont l'entreprise crée, délivre et capture de la valeur. Il est essentiel de mettre en évidence les principaux aspects du modèle économique pour garantir la viabilité et la rentabilité de la pharmacie.

Le modèle économique d'une pharmacie peut inclure les éléments suivants :

• Sources de revenus : Décrivez clairement les différentes sources de revenus de la pharmacie, telles que la vente de médicaments sur ordonnance, la vente de produits de santé en vente libre, les services de vaccination, les consultations pharmaceutiques, et d'autres services complémentaires.
• Structure des coûts : Analysez en détail les différents coûts associés à la gestion de la pharmacie, y compris les coûts d'approvisionnement en médicaments, les coûts de personnel, les coûts d'exploitation de l'espace physique, les coûts de marketing, et les coûts liés aux technologies et outils pharmaceutiques modernes.
• Proposition de valeur : Mettez en évidence ce qui distingue votre pharmacie de la concurrence. Cela peut inclure la qualité du service à la clientèle, l'accessibilité, la gamme de produits offerts, les services complémentaires, et toute autre valeur ajoutée que la pharmacie apporte à ses clients.
• Relations clients : Décrivez comment la pharmacie interagit avec ses clients, comment elle construit la fidélité de la clientèle, et comment elle maintient des relations durables avec ses clients.

En utilisant des outils en ligne comme Angel, les pharmaciens peuvent modéliser économiquement leur pharmacie de manière détaillée et visuelle, en intégrant des éléments tels que des graphiques interactifs pour illustrer les sources de revenus et les coûts, des modèles financiers personnalisables, et des conseils d'experts pour optimiser leur modèle économique.

Téléchargement du business plan de pharmacie en PDF et Excel

L'accessibilité et la flexibilité sont des aspects clés d'un business plan efficace. Une fois votre business plan de pharmacie finalisé, vous avez la possibilité de le télécharger en formats PDF et Excel avec Angel. Le format PDF est idéal pour une présentation professionnelle à des investisseurs, des prêteurs et des partenaires. Il offre un aperçu clair et concis de votre plan, parfait pour les réunions et les propositions. D'autre part, le format Excel est extrêmement utile pour une gestion dynamique de votre plan. Il vous permet de faire des ajustements en temps réel, tels que la modification des prévisions financières, la mise à jour des coûts ou l'ajout de nouvelles stratégies marketing, ce qui est essentiel à mesure que votre pharmacie évolue.

Outils pour lancer votre pharmacie avec succès

Le lancement d'une pharmacie nécessite une planification et une organisation méticuleuses. Angel vous accompagne au-delà de la simple création d'un business plan. Notre outil offre la possibilité de construire une liste de tâches détaillée, d'établir des échéances et de suivre vos progrès. Cela inclut l'aide à la définition d'objectifs à court et long terme, le développement de stratégies de marketing ciblées, et la mise en place d'une structure financière solide. De plus, Angel propose des conseils et des ressources pour naviguer dans les aspects juridiques et administratifs du lancement de l'entreprise, assurant ainsi que vous êtes bien préparé pour chaque étape du processus.

À vos marques, prêts, planifiez !

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Pharmaceutical Distribution Business Plan [Sample Template]

By: Author Tony Martins Ajaero

Home » Business ideas » Healthcare and Medical » Pharmacy

Are you about starting a pharmaceutical distribution business? If YES, here is a complete sample pharmaceutical distribution business plan template & feasibility report you can use for FREE .

Okay, so we have considered all the requirements for starting a pharmaceutical distribution business. We also took it further by analyzing and drafting a sample pharmaceutical distribution marketing plan template backed up by actionable guerrilla marketing ideas for pharmaceutical distribution businesses. So let’s proceed to the business planning section.

The pharmaceutical distribution companies can be referred to as companies that stand in the gap between drug manufacturing companies and retailing pharmacies as well as end users. This is an industry that is recession proof and so any enterprising entrepreneur can go into this business.

To however start this kind of business, one would require knowledge of drugs and how distribution in this industry works.

One thing that must be done before starting this kind of business is to hire a business consultant who understands the industry and has knowledge on this kind of business and who would look into the business concept and determine if the business would survive and make profit as it should.

Another thing that would be required when starting this business is a comprehensive business plan. Writing a business plan is vital especially if you intend to approach an investor or a financial institution for a loan.

Writing a comprehensive business plan might be a bit intimidating; however there are options available for any serious entrepreneur, which is either hiring a business plan writer to write a business plan or going online to source for free templates. Below is one of such templates, a sample pharmaceutical distribution business plan;

A Sample Pharmaceutical Distribution Business Plan Template

1. industry overview.

This is an industry that covers the wholesale of pharmaceuticals as well as medical goods. These drugs or medical goods are distributed to specialist retailers, hospitals, retail pharmacies, doctors, as well as specialist medical practitioners.

The pharmaceutical distribution industry generates revenue of over $30 billion and has a growth that has been tagged at 0.6% from 2012 to 2017. The industry is one that has more than 2,300 businesses employing nearly 67,000 people.

The industry is one that has undergone a great number of changes within the past five years with most of the players in the industry facing challenges; which is because most of those in the industry have moved away from the traditional wholesale model.

The changes that have occurred in the industry has been due to the fact that there are structural changes occurring as external players like the supermarket has entered into the provision of pharmaceutical services. Most of the changes in this industry came in during 2005, which was as a result of partial deregulation in the community pharmacies that came into effect in that year.

There has been progress in the industry over the last decade especially with the introduction of improved technologies and developed infrastructures. Globally in 2014, the industry was worth $1 trillion; which was an increase from 2013, where the industry was valued at $980.1 billion. The United States and Canada contributed 41% of sales in the industry.

In this industry, smaller pharmaceutical companies pose no direct threat to larger pharmaceutical distribution companies. This is because smaller companies eventually sell to larger pharmaceutical distribution companies years along the line.

The industry is stiff with competition as there is a strong competition amongst high-level workers and leading researchers.

2. Executive Summary

Dove Pharmaceutical Distribution Company is a standard drug distribution company based here in Louisville – Kentucky, USA that will serve our target market which constitutes smaller retail pharmacies as well as healthcare professionals. We are in business to offer generic and branded drugs to our customers here.

Our vision is to ensure that we are the preferred pharmaceutical distribution company in Louisville – Kentucky through our supply of quality drugs as well as offering the best prices for these drugs to our customers. Our aim is also to be the leading brand in the industry by the year 2022.

Our distribution channel is of the best standard practice and we have closed all loopholes that will not allow for a loose system of distribution. Our storage area is well ventilated and secured which means that our drugs are kept in a well ventilated area and free of dust and dirt.

We have deployed structures and plans in all our distribution processes in order to ensure that we remain abreast of all technological developments in the industry; this will ensure that we are able to give our customers our very best when it comes to serving them.

We are committed to bringing in competent and professional employees who have the knowledge and expertise necessary to bring our company to its desired level. We intend to ensure that our employees undergo training that will make them become more productive and also enhance their skill set.

Our employees will be well paid in comparison to other employees in similar start-ups such as ours in the industry. Asides from being well paid, our employees will undergo continuous assessment in order to ensure that those who perform well are well promoted or given incentives.

We intend to ensure that we offer our customers excellent service, the best in the industry. Our customer care executives have been well trained and are updated as regards the trends in the industry in order to better serve our customers.

Finally, our owner, Steve Bannon who is an entrepreneur has an MBA degree from Harvard and Victor Trump has been a sales representative for major drug manufacturers in and around Kentucky. Both men have over 30 years of experience and have the professional experience to ensure that the company gets to its desired level.

3. Our Products and Services

Our aim at Dove Pharmaceutical Distribution Company is to be able to supply both branded and generic drugs and other medical accessories to all our customers here in Louisville – Kentucky and in locations around the state as well.

We are also established to make profit and in order to ensure that we generate enough revenue to make profit; we intend to create multiple sources of income, by offering other services as well as creating a franchise for those who intend to use our drug distribution model when starting up rather than start from the scratch.

All our sources of income will be under all the legal and permissible laws of the united states of America. Therefore, some of the products and services which we intend to offer our customers are;

• Sale of branded and generic drugs in wholesale to chain pharmacies, local pharmacies and internet pharmacies
• Sale of medical related equipment
• Advisory services

4. Our Mission and Vision Statement

• Our vision is to be the preferred pharmaceutical distribution company in Louisville – Kentucky through our supply of quality drugs as well as offering the best prices for these drugs to our customers. We also hope to be a leading brand in the industry by the year 2022.
• In order to achieve our vision, we intend to ensure that we liaise with only trusted pharmaceutical companies as well as with doctors and other healthcare professionals in order to ensure that we source for as well as supply quality drugs to our customers.

Our Business Structure

Having a strong business structure is very important for any business that intends to be able to run smoothly with as less hitches as possible, because a sound business structure embodies the corporate values of the organization. This is why we are taking our business structure very seriously here at Dove Pharmaceutical Distribution Company and intend to build one that would take our business to where we intend it to be.

We intend to employ competent and professional employees into our pharmaceutical drug distribution company, especially those that understand the industry and have the right knowledge on how to ensure that we attain our desired goals and objectives as a business. We would continually ensure that our employees are well-trained so that this could enhance their skills and improve productivity for our business.

We would also ensure that these employees understand our corporate values as a business and are committed to our vision. Furthermore, we intend to ensure that the employees are well paid and given a welfare package that is the best across similar start-ups such as ours in the industry.

Therefore, the business structure which we intend building at Dove Pharmaceuticals Distribution Company is;

Chief Executive Officer

• Human Resources and Admin Manager

Purchasing Manager

Inventory Manager

Accountant/Cashier

Customer Service Executive

Marketing and Sales Executives

Truck Driver

Security Guard

5. Job Roles and Responsibilities

• Makes strategic decisions on behalf of the company
• Reviews strategies made for the company and ensure that ineffective policies are tweaked
• Negotiates with high level clients on behalf of the company

Human Resources Manager

• Ensures that the right employees are sourced for and hired on behalf of the company
• Conducts orientation training and induction for new staff
• In charge of staff welfare packages and assessment trainings
• Sources for reliable drug vendors and manufacturers on behalf of the company
• Prepares and reviews contract documents for these vendors and drug manufacturers
• Ensures that the correct drugs are sourced on behalf of the company
• In charge of ensuring that the correct stock is recorded on behalf of the company
• Monitors the drugs taken out of the company
• Ensures that depleted stock are replenished as soon as possible
• Prepares all financial information and statements on behalf of the company
• Ensures that correct tax document and information are submitted to the tax authorities
•  Drafts the budgets on behalf of the company
• In charge of answering inquiries and helping clients with orders on behalf of the company
• Ensures that complaints from clients are promptly resolved
• Keeps an accurate database of customers on behalf of the company
• Conducts marketing survey that will ensure that we gain new markets
• Conducts direct marketing on behalf of the company
• Ensures that the premises are kept clean at all times
• Carries out thorough cleaning of the drug storage area to keep it clean from dust
• Ensures that dwindling cleaning supplies are re-stocked as at when due
• Ensures that products are driven to accurate destinations in a timely manner
• Inspects the on-loading and off-loading of drugs to and from the delivery truck
• Carries out light maintenance repairs on the trucks
• Ensures that the premises are secured and safe especially after business hours
• Monitors the surveillance camera to check incoming and outgoing products and personnel
• Reviews security procedures and ensure that they are continually updated

6. SWOT Analysis

In order to ensure that we build a standard pharmaceutical distribution company here in Louisville – Kentucky, we hired a reputable business consultant to look at our business concept and know if we are able to survive in this business environment and how we would be able to fare against our competitors in the industry.

The business consultant took a look at our strengths, weaknesses, opportunities and threats that we were likely to face here in Louisville – Kentucky as well as in the whole of the United States of America as a whole.

Below is the result that was gotten from the critically conducted SWOT Analysis on behalf of Dove Pharmaceuticals Distribution Company;

Our strength lies in the fact that we would be offering quality branded and generic drugs to our customers in order to keep up with our brand image. We also are located in a strategic location here in Louisville – Kentucky and have a competitive advantage over our competitors.

Also, we have hired several competent and professional employees to ensure that we are able to attain our desired goals and objectives.

Also, asides from offering quality drugs to our customers, we also will offer several other services to our various customers. Finally, the owners of our company have the expertise and knowledge required to ensure that we attain our goals and objectives.

There are stringent regulations for this industry as players have to abide by a huge number of regulations put forth by the government. There are also enough competitive players in the industry that we will have to compete with which might weaken our position in our location.

• Opportunities

Most of the people who use more drugs are newborn babies and the baby boomers asides those who are sick and there are increasing number of baby boomers in existence which means that there will always be a demand for drugs. Also, the increase in medical insurance has seen the increase in those who can purchase drugs for use.

Every business experiences threats every now and then and so every entrepreneur that intends to start or run a business should be prepared to face threats that would arise during the course of business and ensure that there are proactive measures to combat any threats.

Therefore the threats that we are likely to face during the course of starting this business are; governmental policies which might stem from tightening monetary policies that would affect the pharmaceutical industry. Another threat might be from increase in raw materials and labor costs which would affect the costs of our drugs; however we have put measures in place to cushion the effect of the rising costs.

7. MARKET ANALYSIS

• Market Trends

The pharmaceutical distribution business is one where companies engage in the distribution of drugs at wholesale and retail level to customers either for end use or for further distribution to others in the drug distribution business. This market is one that is very important as it brings the drugs closer from the drug manufacturers to the consumers and or retailers.

Every pharmaceutical distribution company that intends to operate in a standard and efficient way must be willing to ensure that they have both branded and generic drugs ready for customers and ensure that the drugs are of a high quality for the consumers.

This is an industry that is very vital as everyone regardless of age requires drugs at every point in time, this means that there is always demand for the products in this industry and so it is an industry that can never be affected by economic downturn as people would always use drugs no matter what.

The trend in this industry is that people can come in to get drugs for themselves or have it sent to where they live as long as all documentations have been signed for and approved. Also, depending on the kind of drugs gotten, most end users usually pay for high end drugs through their insurance.

Lastly, technology has come to play a huge role in the pharmaceutical industry as research for drugs have become quicker amongst drug manufacturing companies ensuring that customers and healthcare professionals do not have to wait a very long time for drugs that would alleviate their ailments.

Asides, from research and development, technology has ensured that drugs are now distributed more efficiently and that there is more accountability for the distributors in order to stem the abuse of drugs.

Technology has also helped drug manufacturing companies advertise the benefits of their drugs for their potential and existing customers making it easy for pharmaceutical distribution companies to be able to have quick turnovers for certain drugs that have received massive advertisement and publicity.

8. Our Target Market

Even though almost everyone uses drugs which should make the target market unlimited, the target market for pharmaceuticals distribution companies is actually more limited especially as huge drug distribution companies rarely serve end user customers.

However, to help us understand and know who our target market are, we have conducted a market research that should enable us strategize accordingly depending on our location and other factors that would allow us penetrate the target market.

In other words, the market research we have conducted would enable us know who our target market are and what they would expect from us in terms of service, and how best we can serve them. Therefore, from results, we are in business to distribute our drugs to the following groups of people;

• Retail pharmaceutical companies
• Healthcare clinics
• Non-governmental organizations
• Internet pharmaceutical companies
• Specialist retailers

Our competitive advantage

Our reason for starting the pharmaceutical distribution business is so as to ensure that we build a business that we become the preferred pharmaceutical distribution company in Louisville – Kentucky through our supply of quality drugs as well as offering the best prices for these drugs to our customers. Our aim also is to be the leading brand in the industry by the year 2023.

We are going to be a pharmaceutical distribution company where our competitive advantage will be based on superior pricing, which will arise from us offering quality drugs at comparable low prices for our different clients. We would do this by ensuring that we operate a low overhead. This we believe will stand us out from our competitors.

Another competitive edge that we have against our competitors is the fact that we have hired experienced and competent employees who are professionals and understand the industry as well as our core values and therefore know how well to ensure that we attain our desired goals through their high level of commitment and productivity.

Another competitive advantage we have is that we employ the use of technology in ensuring that we serve our customers better.

This results in better and efficient way of dealing with orders and delivery of our drugs. Finally, we have the best management team that will ensure that the business attains its intended goals and desires through effective communication and implementation of the company’s values to our customers.

9. SALES AND MARKETING STRATEGY

• Sources of Income

Dove Pharmaceutical Distribution Company has been established with the aim of generating revenue and making profit in the pharmaceuticals industry here in the United States of America. Our intention at generating revenue is to ensure that we offer a variety of products and services to our different clients here in Louisville – Kentucky.

We intend to generate revenue for Dove Pharmaceutical Distribution Company through the sale of these products and services;

10. Sales Forecast

The industry is one that would always see a demand as people of all ages use drugs for various ailments and purposes.

Our positioning in Louisville – Kentucky is very vital to our growth and since we chose a strategic location, we are quite optimistic of meeting our target revenue and achieving a profit margin in the first year of business that will not only sustain the business but grow it as well.

In being able to carry out a sales projection for our business, we conducted a critical survey of the industry in order to analyze our chances in the industry. The critical analysis took several assumptions into consideration especially those that are peculiar to similar businesses such as ours in the drugs industry.

Below are the sales projections for Dove Pharmaceutical Distribution Company here in Louisville – Kentucky;

• First Fiscal Year-: $1,500,000
• Second Fiscal Year-: $3,000,000
• Third Fiscal Year-: $6,500,000

N.B : This sale projection is done based on several factors that are obtainable in the industry such as the fact that there won’t be an arrival of a major competitor in our same location, and also that there won’t be an interference of governmental policies in our industry.

Should there be any change either positive or negative in any of the factors, it would lead to an increase or decrease in the above projected figures.

• Marketing Strategy and Sales Strategy

Marketing is a very important aspect of any business either start-up or existing business as it helps generate the revenue that will sustain the business. In order to ensure that we draft the right marketing strategies for our business, we intend to conduct a thorough market survey that would allow us know who our target market is and penetrate the business as well.

For this reason, we have hired a marketing consultant to help us conduct the market survey by using detailed information that we would use to be able to attract the intended number of customers to our pharmaceutical distribution business here in Louisville – Kentucky, and around the whole United States of America.

Most of our marketing strategies would be based on advertisements that are targeted towards the right audience and ones that will appeal to the sense of values of our customers. Asides from generating revenue for our business, our marketing strategies would also generate and increase awareness for our pharmaceutical distribution business, here in Louisville – Kentucky.

We would also ensure that we empower our marketing and sales team in such a way that they would be able to draft marketing strategies that would align with the corporate values and principles of Dove Pharmaceutical Distribution Company.

In summary, below are the marketing and sales strategies that we will adopt at Dove Pharmaceutical Distribution Company in order to generate revenue for our company;

• Ensure that we align with several drug manufacturers, doctors and healthcare professionals and other stakeholders in the industry in order to introduce our pharmaceutical distribution industry
• Throw a grand party during our launch in order to generate interest and awareness for our pharmaceutical distribution company
• Engage in direct marketing and sales to our target market
• Ensure that we place adverts in local and national newspapers, as well as on radio and television stations
• Ensure that our pharmaceutical distribution business is listed in online and offline directories
• Use social media platforms such as Facebook, LinkedIn, Twitter and Google Plus in order to raise awareness and market our pharmaceutical distribution business
• Pass out handbills and fliers in conspicuous places in order to market and raise awareness for our business

11. Publicity and Advertising Strategy

Every business that is established to generate revenue and make profit does so in addition to be able to favorably compete with its other competitors either in the same environment or in other strategic locations that would have an impact on its own business. Drafting publicity and advertising strategies is very important for any business that intends to survive in the business environment.

We intend to hire a reputable brand consultant here in Louisville – Kentucky, who understands the market and knows the industry so well so that he could help us draft strategies that would positively promote our pharmaceutical distribution company to existing and potential customers here in Kentucky and around the United States of America as well.

Therefore, some of the publicity and advertising strategies that we would adopt at Dove Pharmaceutical Distribution Company are;

• Ensure that we increase our awareness in the local community by sponsoring relevant community programs
• Install our billboards in strategic and conspicuous locations in and around Louisville – Kentucky
• Ensure that we place adverts in local and national newspapers and on radio and television stations
• Ensure that we distribute fliers and handbills in target locations
• Use our social media platforms – LinkedIn, Facebook, Google Plus and Twitter – to positively promote our business
• Sponsor weekly or monthly press releases on the benefits of pharmaceutical distribution companies as well as other information that would benefit the target market

12. Our Pricing Strategy

In determining the right prices for selling our drugs, we intend to take so many factors into cognizance. The factors we intend to look at that will help us determine what prices to set for our drugs are; overhead costs , operating costs, as well as what prices our competitors are offering similar drugs for. We will ensure that the prices for our drugs remain competitive enough in order not to chase away customers.

Due to this, we intend to offer a discount on the prices of our drugs especially to customers especially those that pay for the drugs out of their pockets without using insurance for the first 3 months in operation. Due to our calculations, we are sure that we would be able to survive on low margins for the three months that we would be offering these discounts to our existing and potential customers here in Louisville – Kentucky.

• Payment Options

Ensuring that our customers have different options when it comes to paying for their drugs is very important to us and so we have come up with different payment options platform that will suit all our different types of customers. Therefore the different payment options we intend to offer our customers here at Dove Pharmaceuticals Distribution Company are;

• Payment via cash
• Payment via Point of Sale (POS) Machine
• Payment via online payment portal
• Payment via Insurance
• Payment via check
• Payment via credit card

The above payment options are ones that were carefully chosen for us by our bank and will work without hitches of any sorts to our various customers.

13. Startup Expenditure (Budget)

Every business needs to lay out a breakdown on how it intends to spend its initial capital and what it would spend it on. The pharmaceutical distribution company is one that requires a huge capital especially in buying the drugs needed for distribution on a large scale, buying a delivery truck, leasing a facility and paying employee salaries and utility bills.

Therefore the key areas where we intend to spend our start-up capital are;

• Total business registration fee in the United States of America – $750
• Other legal expenses (licenses and permits) and software (accounting, admin, drug, and other software pertinent to customers) – $5,250
• Leasing of a huge facility for at least two years and renovation of the facility – $300,000
• Cost of hiring a business consultant – $20,000
• Insurance coverage (workers’ compensation, general liability) – $5,000
• Operational cost for the first 3 months (employees’ salaries, payment of utility bills) – $200,000
• Marketing promotion expenses (For grand opening ceremony as well as general marketing expenses) – $10,000
• Other start-up expenses (stationery, computer, phones, cash machines, scales for shipping) – $10,000
• Cost of start-up inventory (drugs, packaging materials, assorted bottles and shipping boxes) – $500,000
• Storage hardware – (shelves, bins, signage) – $3,000
• Cost of purchasing two delivery trucks – $400,000
• Cost of launching a website – $1,000
• Cost of throwing an opening party – $5,000
• Miscellaneous – $20,000

From the above breakdown, we would need an estimate of $1,180,000 in order to successfully start up and operate our pharmaceutical distribution company here in Louisville – Kentucky. It should be noted that the above amount includes employee’s salaries, leasing of a facility as well as purchasing of inventory and delivery trucks. It should also be noted that most of the items purchased will be used for more than a year and can be termed as assets.

Generating Funding / Startup Capital for Dove Pharmaceutical Distribution Business

Dove Pharmaceutical Distribution Company is a business owned and operated by two partners, Steve Bannon, an entrepreneur, who has an MBA degree from Harvard and Victor Trump, who has been a sales representative for major drug manufacturers in and around Kentucky.

The two men intend to grow a business that is of high standards and have therefore decided to seek for start-up capital from the below sources. Therefore the areas where they intend to seek for capital are;

• From personal savings and sale of stock
• Apply for loan from bank
• Seek loan from private investor

N.B : From personal savings and sale of stocks, we were able to generate the sum of $230,000 . We sought for a loan of $650,000 repayable at 3% interest in 5 years from our bank that has been approved as all documents pertaining to the loan have been signed and we are told to expect the amount in our account anytime soon.

Finally, we have sought for a loan of $300,000 from a private investor who is asking for 3% equity in return. He has also offered to mentor us in certain areas.

14. Sustainability and Expansion Strategy

No business is established with the intention of failing or not growing to a particular level. Our business is no different and our intention to draft sustainability and expansion strategies is to ensure that we remain in business for a very long time. In this regard, we intend to hire competent employees; we supply quality brand and generic drugs, and also ensuring that we retain a high number of our existing and potential customers.

Hiring competent employees is very vital as the employees are the ones who take the business to its desired goal, this is why it is very important to hire those who are attuned to the company’s goals and also understand it and are committed to ensuring that they help bring the company to where it is supposed to be.

Our employees will be well trained so that the productivity will be increased for the company. We will also ensure that our employees are not only well paid with great welfare packages but we will also ensure that they work in an environment that is deemed conducive and safe.

Our aim is to ensure that we supply quality drugs that are either branded or generic to our various customers. We know and understand the importance of ensuring that our brand is associated with the distribution of drugs – either branded or generic – that are of high quality, and so we would liaise with drug manufacturers and healthcare professionals as well as other stakeholders to ensure that we are aware of what drugs to get and distribute for our various customers in the United States of America.

Finally, we know how important our customers are to us and so we intend to ensure that we retain a high level of our customers. We intend to offer our customers excellent service the kind that is unrivalled across the industry. Also, our repeat customers will receive a certain kind of discounts from us as well as those who refer others to us.

Also, our customer service executives are well trained to handle all the inquiries and orders from our various clients here in Kentucky and also all around the United States of America. We believe that the above sustainability measures when deployed will be of immense benefit to our business.

Check List / Milestone

• Business Name Availability Check: Completed
• Business Registration: Completed
• Opening of Corporate Bank Accounts: Completed
• Securing Point of Sales (POS) Machines: Completed
• Opening Mobile Money Accounts: Completed
• Opening Online Payment Platforms: Completed
• Application and Obtaining Tax Payer’s ID: In Progress
• Application for business license and permit: Completed
• Purchase of Insurance for the Business: Completed
• Conducting feasibility studies: Completed
• Generating capital from family members: Completed
• Applications for Loan from the bank: In Progress
• Writing of Business Plan: Completed
• Drafting of Employee’s Handbook: Completed
• Drafting of Contract Documents and other relevant Legal Documents: In Progress
• Design of The Company’s Logo: Completed
• Graphic Designs and Printing of Packaging Marketing / Promotional Materials: In Progress
• Recruitment of employees: In Progress
• Creating Official Website for the Company: In Progress
• Creating Awareness for the business both online and around the community: In Progress
• Health and Safety and Fire Safety Arrangement (License): Secured
• Opening party / launching party planning: In Progress
• Establishing business relationship with vendors – wholesale suppliers / merchants: In Progress
• Purchase of trucks: Completed

Related Posts:

• Retail Pharmacy Business Plan [Sample Template]
• Drug Prescription Delivery Business Plan [Sample Template]
• How to Start a Pharmacy Business
• Wholesale Pharmacy Business Plan [Sample Template]
• How Much Does a Specialty Pharmacy Make Yearly? [Profit Margin]

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Detailed statistics

Pharmaceutical market: worldwide revenue 2001-2023

Global pharmaceutical market - revenue distribution 2010-2022, by region

Top therapeutic classes by global pharmaceutical sales 2018 estimates

Editor’s Picks Current statistics on this topic

Industry & Market

Total global pharmaceutical R&D spending 2014-2028

Pharmaceuticals

Number of novel drugs approved annually by CDER 2008-2023

Further recommended statistics

• Premium Statistic Pharmaceutical market: worldwide revenue 2001-2023
• Premium Statistic World pharmaceutical sales 2020-2023 by region
• Premium Statistic World pharmaceutical market distribution by submarket 2014-2023
• Premium Statistic Revenues of top 10 global pharmaceutical markets 2022
• Basic Statistic Top pharmaceutical products by sales worldwide 2023

Revenue of the worldwide pharmaceutical market from 2001 to 2023 (in billion U.S. dollars)

World pharmaceutical sales 2020-2023 by region

Global pharmaceutical sales from 2020 to 2023, by region (in billion U.S. dollars)

World pharmaceutical market distribution by submarket 2014-2023

Distribution of the total global pharmaceutical market sales from 2014 to 2023, by submarket

Revenues of top 10 global pharmaceutical markets 2022

Revenues of leading 10 national pharmaceutical markets worldwide in 2022 (in billion U.S. dollars)

Top pharmaceutical products by sales worldwide 2023

Leading pharmaceutical products by sales worldwide in 2023 (in billion U.S. dollars)

• Premium Statistic Top therapy classes by spending global market 2027 forecast
• Basic Statistic Global pharmaceutical revenue by technology 2012-2026
• Basic Statistic Worldwide Rx drug sales excluding generics and orphan drugs 2012-2026
• Basic Statistic Projection of global revenue for orphan prescription drugs 2016-2028
• Basic Statistic Worldwide generic prescription drug sales 2012-2026
• Premium Statistic Revenue of the OTC pharmaceuticals industry worldwide 2018-2029
• Premium Statistic Global oncology spending 2013-2024

Top therapy classes by spending global market 2027 forecast

Projected top therapy areas worldwide in 2027, by spending (in billion U.S. dollars)

Global pharmaceutical revenue by technology 2012-2026

Global pharmaceutical revenue distributed by technology from 2012 to 2026 (in billion U.S. dollars)

Worldwide Rx drug sales excluding generics and orphan drugs 2012-2026

Prescription drugs sales worldwide excluding generics and orphan drugs from 2012 to 2026 (in billion U.S. dollars)

Projection of global revenue for orphan prescription drugs 2016-2028

Global prescription orphan drug sales from 2016 to 2028 (in billion U.S. dollars)

Worldwide generic prescription drug sales 2012-2026

Worldwide generic prescription drug sales from 2012 to 2026 (in billion U.S. dollars)

Revenue of the OTC pharmaceuticals industry worldwide 2018-2029

Revenue of the OTC pharmaceuticals market worldwide from 2018 to 2029 (in billion U.S. dollars)

Global oncology spending 2013-2024

Global oncology spending from 2013 to 2024 (in billion U.S. dollars)

• Premium Statistic Top 50 pharmaceutical companies - Rx sales and R&D spending 2022
• Premium Statistic Top 10 biotech and pharmaceutical companies based on market cap 2024
• Basic Statistic Global pharma market share by top companies 2022
• Premium Statistic Pfizer's total revenue 2006-2023
• Premium Statistic Roche Group's total sales 2006-2023
• Premium Statistic Johnson & Johnson's total sales 2005-2023
• Basic Statistic AbbVie's revenue 2010-2023
• Basic Statistic Projected top pharmaceutical companies based on new sales 2023

Top 50 pharmaceutical companies - Rx sales and R&D spending 2022

Leading 50 global pharmaceutical companies by prescription sales and R&D spending in 2022 (in billion U.S. dollars)

Top 10 biotech and pharmaceutical companies based on market cap 2024

Leading 10 biotech and pharmaceutical companies worldwide based on market capitalization as of 2024 (in billion U.S. dollars)

Global pharma market share by top companies 2022

Leading pharmaceutical companies worldwide based on market share in 2022

Pfizer's total revenue 2006-2023

Pfizer's total revenue from 2006 to 2023 (in million U.S. dollars)

Roche Group's total sales 2006-2023

Total sales of the Roche Group from 2006 to 2023 (in million Swiss francs)

Johnson & Johnson's total sales 2005-2023

Johnson & Johnson's total sales from 2005 to 2023 (in million U.S. dollars)

AbbVie's revenue 2010-2023

AbbVie's revenue from 2010 and 2023 (in million U.S. dollars)

Projected top pharmaceutical companies based on new sales 2023

Leading pharmaceutical companies worldwide based on projected sales increase during 2023 (in billion U.S. dollars)

R&D, patents, new products

• Premium Statistic Total global pharmaceutical R&D spending 2014-2028
• Basic Statistic Global top pharmaceutical companies based on R&D spending 2026
• Premium Statistic Patent expiration risks for total worldwide prescription drug revenue 2023-2028
• Basic Statistic Worldwide prescription drug revenue - market risk from patent expiration 2023-2028
• Premium Statistic Pharmaceutical industry - number of new substances 1998-2022
• Basic Statistic Pharma companies worldwide with active R&D pipelines 2001-2024
• Premium Statistic Number of novel drugs approved annually by CDER 2008-2023
• Basic Statistic Projected most valuable R&D projects based on net present value 2023

Total global pharmaceutical R&D spending 2014-2028

Total global spending on pharmaceutical research and development from 2014 to 2028 (in billion U.S. dollars)

Global top pharmaceutical companies based on R&D spending 2026

Global top 10 pharmaceutical companies based on projected R&D spending in 2026 (in billion U.S. dollars)

Patent expiration risks for total worldwide prescription drug revenue 2023-2028

Worldwide total prescription drug revenue at risk from patent expiration from 2023 to 2028 (in billion U.S. dollars)

Worldwide prescription drug revenue - market risk from patent expiration 2023-2028

Share of global prescription drug revenue at risk from patent expiration from 2023 to 2028

Pharmaceutical industry - number of new substances 1998-2022

Number of new chemical or biological entities developed between 1998 and 2022, by region of origin

Pharma companies worldwide with active R&D pipelines 2001-2024

Total number of pharmaceutical companies with active R&D pipelines worldwide from 2001 to 2024

Total number of novel drugs approved by CDER from 2008 to 2023

Projected most valuable R&D projects based on net present value 2023

Selected top pharmaceutical R&D projects based on net present value (NPV) as of December 2023 (in billion U.S. dollars)

• Premium Statistic World pharmaceutical sales by region forecast 2027
• Premium Statistic Global spending on medicines 2010-2027
• Premium Statistic CAGR by product type in pharmaceutical markets forecast 2023-2027
• Basic Statistic Country comparison in spending on medicine 2026
• Basic Statistic Top global biopharma drugs by lifetime sales up to 2028
• Basic Statistic Sales forecast of top pharmaceutical companies worldwide 2028
• Premium Statistic Sales forecast of top selling drugs worldwide 2028

World pharmaceutical sales by region forecast 2027

Projected global pharmaceutical sales for 2027, by region (in billion U.S. dollars)

Global spending on medicines 2010-2027

Global spending on medicines in 2010, 2022, and a forecast for 2027 (in billion U.S. dollars)

CAGR by product type in pharmaceutical markets forecast 2023-2027

Projected pharmaceutical spending CAGR worldwide between 2023 and 2027, by market and product type

Country comparison in spending on medicine 2026

Projected spending on medicine of selected countries worldwide in 2026 (in billion U.S. dollars)

Top global biopharma drugs by lifetime sales up to 2028

Projected leading 10 pharmaceutical products worldwide based on lifetime sales as of 2028 (in billion U.S. dollars)

Sales forecast of top pharmaceutical companies worldwide 2028

Sales forecast of leading 10 pharmaceutical companies worldwide in 2028 (in billion U.S. dollars)

Sales forecast of top selling drugs worldwide 2028

Projected best selling pharmaceutical drugs worldwide in 2028 (in billion U.S. dollars)

Focus: COVID-19 response

• Basic Statistic Biotechs: duration of COVID-19 response compared to previous health threats 2003-2019
• Premium Statistic BARDA funding for the development of COVID-19 vaccines in the U.S. 2021
• Premium Statistic Shareholdings at select COVID-19 vaccine companies by investor 2021
• Premium Statistic Top companies by COVID-19 treatment vaccines in development June 2022
• Basic Statistic Comparison of select COVID-19 vaccines 2022, by efficacy
• Premium Statistic Distribution of COVID-19 vaccines worldwide by mechanism and phase 2022

Biotechs: duration of COVID-19 response compared to previous health threats 2003-2019

Duration of biotech companies' response to COVID-19 pandemic compared to other health threats between 2003 and 2019 (in months)

BARDA funding for the development of COVID-19 vaccines in the U.S. 2021

BARDA funding for the development of COVID-19 vaccines in the United States as of March 2021 (in million U.S. dollars)

Shareholdings at select COVID-19 vaccine companies by investor 2021

Major shareholdings at select COVID-19 vaccine manufacturers as of 2021, by investor

Top companies by COVID-19 treatment vaccines in development June 2022

Leading companies by number of COVID-19 drugs and vaccines in development as of June 3, 2022

Comparison of select COVID-19 vaccines 2022, by efficacy

Comparison of select COVID-19 vaccines worldwide as of 2022, by efficacy

Distribution of COVID-19 vaccines worldwide by mechanism and phase 2022

Distribution of COVID-19 vaccines in the R&D pipeline worldwide as of 2022, by mechanism of action and phase

Further reports

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• fdi policy ,
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Pharmaceuticals

The indian pharma industry ranks 3rd globally in pharmaceutical production by volume..

Sector Expert Raveesh Malik

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Industry Scenario

Production linked incentive (pli) scheme, investible projects, major investors, data on map.

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Quick links, formulating success: the indian pharmaceutical industry., the indian pharmaceuticals industry plays a prominent role in the global pharmaceuticals industry..

Major segments of Indian Pharmaceutical Industry include generic drugs, OTC medicines, bulk drugs, vaccines, contract research & manufacturing, biosimilars and biologics. India is a global leader in the supply of DPT, BCG, and Measles vaccines.

India is one of the biggest suppliers of low-cost vaccines in the world. India accounts for 60% of global vaccine production, contributing up to 70% of the WHO demand for Diphtheria, Tetanus and Pertussis (DPT) and Bacillus Calmette–Guérin (BCG) vaccines, and 90% of the WHO demand for the measles vaccine.

The nation is the largest provider of generic medicines globally, occupying a 20% share in global supply by volume, and is the leading vaccine manufacturer globally. India also has the highest number of US-FDA compliant Pharma plants outside of USA and is home to more than 3,000 pharma companies with a strong network of over 10,500 manufacturing facilities as well as a highly skilled resource pool.

There are 500 API manufacturers contributing about 8% in the global API Industry. India is the largest supplier of generic medicines. It manufactures about 60,000 different generic brands across 60 therapeutic categories and accounts for 20% of the global supply of generics. Access to affordable HIV treatment from India is one of the greatest success stories in medicine. Because of the low price and high quality, Indian medicines are preferred worldwide, making it “pharmacy of the world”. 

100% Foreign Direct Investment (FDI) in the pharmaceutical  sector is allowed under the automatic route for greenfield pharmaceuticals.

100% FDI in the pharmaceutical sector is allowed in brownfield pharmaceuticals; wherein 74% is allowed under the automatic route and thereafter through the government approval route.

For further details, please refer FDI Policy

Total FDI inflows

Export of Pharmaceuticals (FY 22-23)

FDI (Apr 2000 to Dec 2023)

India accounts for 60% of global vaccine production making it the largest vaccine producer in the world

India is one of the biggest suppliers of low-cost vaccines in the world and is the largest provider of generic medicines globally, occupying a 20% share in global supply by volume

• FOREIGN INVESTMENT
• INDUSTRY TRENDS
• POLICIES & SCHEMES

The pharmaceutical industry in India is expected to reach $65 Bn by 2024 and to $130 Bn by 2030.

The pharmaceutical industry in India is currently valued at $50 Bn.

India is a major exporter of Pharmaceuticals, with over 200+ countries served by Indian pharma exports. India supplies over 50% of Africa’s requirement for generics, ~40% of generic demand in the US and ~25% of all medicine in the UK.

India also accounts for ~60% of global vaccine demand, and is a leading supplier of DPT, BCG and Measles vaccines. 70% of WHO’s vaccines (as per the essential Immunization schedule) are sourced from India. 

GROWTH DRIVERS

Government support.

The support under PLI schemes is expected to promote the production of high-value products in the country and increase the value addition in exports as well as generate employment for both skilled and unskilled personnel, estimated at 20,000 direct and 80,000 indirect jobs as a result of growth in the sector. Three bulk drug parks, located in Gujarat, Himachal Pradesh, and Andhra Pradesh should provide a consistent supply of bulk drug active components and will ensure India's drug security.

Medical tourism

Quality services at marginal costs compared to US, Europe, and South Asia

Infrastructure development

India has the highest number of US-FDA compliant plants outside the US

Strong drug manufacturing

Expertise in low cost generic patented drugs as well as end-to-end manufacturing

Strong domestic demand

Launch of the largest National Health Protection Scheme globally

The Indian pharmaceuticals market is supported by the following Production Linked Incentive Schemes to boost domestic manufacturing capacity, including high-value products across the global supply chain. 1. PLI Scheme for Key Starting Materials (KSMs)/Drug Intermediates (DIs) and Active Pharmaceutical Ingredients (APIs) (PLI 1.0) - Under the PLI scheme for Bulk Drugs, the objective is to boost domestic production of 41 select critical bulk drugs in the country. 51 projects have been selected for the 34 notified bulk drugs. Out of this, 22 projects have been commissioned till 31st Jan 2023. An investment of INR 2019 Cr have been reported while employing 1900 persons in the same period. 2. Production-Linked Incentive (PLI) Scheme for Pharmaceuticals d (PLI 2.0) - Under the PLI scheme for Pharmaceuticals, 55 applicants have been selected, including 20 Micro, Small & Medium Enterprises (MSMEs). As of 31st Jan 2023, sales of about INR 36,000 Cr have been reported by the select applicants. The scheme has garnered an investment of INR 16,199 Cr by these applicants in the first year of implementation while employing 23,000 persons in the same period.

Scheme Outlay INR 6,940 Cr

PLI for Bulk Drugs

Scheme Outlay INR 15,000 Cr

PLI Scheme for Pharmaceuticals Manufacturing

• Department of Pharmaceuticals

Industrial Land Bank Portal

Gis - based map displaying available infrastructure for setting up business operations in the state., investment opportunities in pharmaceuticals.

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Frequently Asked Questions

No, as only the manufacturing revenue of the Applicant/ Group Companies is being considered in the definition of GMR given in clause 2.12 of the Operational Guidelines.

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Ex-factory prices, as certified by Statutory Auditor Certificate, will be considered in the instant case.

In case the sales of products manufactured under contract manufacturing is booked as manufacturing revenue in the books of accounts and Statutory Auditor’s certificate is submitted by the applicant as per the Scheme, the same would be considered for calculating GMR.

As per clause 2.3 of the operational guidelines, Group companies shall mean two or more enterprises which, directly or indirectly, are in a position to: Exercise 26% or more of voting rights in other enterprise; or appoint more than 50% of members of board of directors in the other enterprise. For the purpose of calculation of GMR, only those group companies as defined above, who have booked revenue from the manufacturing of pharmaceutical goods and/or in vitro diagnostic medical devices in their books, shall be allowed. The same shall be certified by a Statutory Auditor.

In case the sales of products manufactured under contract manufacturing/ LLM is booked as manufacturing revenue in the books of accounts and Statutory Auditor’s certificate is submitted by the applicant as per the Scheme, the same would be considered for calculating GMR. Trading revenue shall not be considered for GMR.

Market Research

Annual report 2022-23 | department of pharmaceuticals, union budget 2023-24: analysis report, economic survey 2022-23, global innovation index 2022, annual report 2020-21 | ministry of ayush, government ministry/ department.

• Central Drugs Standard Control Organisation (CDSCO)
• Department of Pharmaceuticals, Ministry of Chemicals & Pharmaceuticals
• National Pharmaceutical Pricing Authority

Industry Associations

• Bulk Drug Manufacturers Association
• Federation of Pharma Entrepreneurs
• Indian Drug Manufacturers’ Association (IDMA)
• Indian Pharmaceutical Alliance
• Organisation of Pharmaceutical Producers India (OPPI)
• Doing Business in India
• Team India News

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MSc Management pharmaceutique et des biotechnologies

Niveau d'entrée

Diplôme de Licence/Bachelor (minimum 180 crédits ECTS)

15 mois (temps plein)

Langues exigées

Français et anglais

3 tracks proposés

Where you study

• Programmes & Training
• Masters of Science
• Master of Science (MSc) - Management pharmaceutique et des biotechnologies
• Présentation
• Frais & financement

Master of Science (MSc) Spécialisation Management pharmaceutique et des biotechnologies Managez et opérez dans un environnement en profonde mutation.

Cette spécialisation fait partie du grade de master (deamie)*.

Vous êtes formé aux principales disciplines du management pharmaceutique, des biotechnologies, du medical device et des données en santé. Cette spécialisation s'adresse tout autant à des médecins, pharmaciens, ingénieurs biotechs, PhDs qu'à des gestionnaires, juristes ou professionnels passionnés par ce secteur industriel.

Trois tracks sont proposés : 

Marketing Pharmaceutique International

Management des biotechnologies, banque & venture capital.

• Consulting, Big Tech & Data Management.

Les enseignements du MSc Management pharmaceutique et des biotechnologies sont dispensés sur les campus de Paris et Londres .

Pour quels métiers ?

Consultant, entrepreneur, gestionnaire d'actifs, data scientist, agent de liaison en sciences médicales, responsable marketing et des produits numériques, market access specialist, business developer, responsable grands comptes, etc.

Délégués de la promotion 2024

• Stanislas Krudup
• Thandi Philippe

Ouverture d'esprit et diversité

Les étudiants du Master of Science viennent de pays et de parcours différents : ingénieurs, médecins, pharmaciens, littéraires, juristes, études sociales et politiques… Avec de nombreuses nationalités représentées, ils constituent une promotion multiculturelle qui enrichit les échanges et les travaux de groupe. Depuis sa création, cette spécialisation a formé des centaines d’étudiants qui font partie du réseau des 68 000 diplômés ESCP.

Nicolas SOUSTIEL, Directeur de Business Unit Oncologie-Hématologie chez Janssen Promotion 2007

«  Actuellement Core Value Team Leader & Head of Marketing Oncology pour le compte des laboratoires Janssen, mon activité est centrée sur le développement et la promotion des produits du laboratoire dans le domaine très concurrentiel de l'oncologie. Le MSc Management Pharmaceutique et des Biotechnologies a parfaitement complété mes études de pharmacie en donnant à mon cursus universitaire une orientation plus business et résolument plus opérationnelle. Au-delà du développement des connaissances et des compétences “métiers” cette spécialisation m’a également permis d'ouvrir mon champ de réflexion, d'affirmer mon projet professionnel et s'est avéré être un véritable accélérateur de carrière. Enfin, l'expérience des Caducées de la communication médicale a été un projet extrêmement formateur et une aventure humaine inoubliable.  »

Directeur académique

Frédéric JALLAT

Professor at ESCP Business School Academic Director, MSc. Biopharmaceutical Management (Paris & London)

PhD & Research Director, HDR Doctoral Programme – ESSEC & Aix-Marseille III University ITP - New York University Research areas: Stakeholder Relationship Management, Pricing, Disruptive Strategies, Geo-Economy & International Competitiveness

* À propos du grade de Master (DEAMIE)

Rejoindre notre Master of Science correspond à la volonté de poursuivre un projet professionnel défini et donne aux jeunes diplômés et aux jeunes cadres une combinaison de compétences à haute valeur ajoutée recherchée par les recruteurs.

Ce programme offre une expertise académique et une présentation des meilleures pratiques professionnelles. Notre objectif est de former des experts qui seront rapidement capables d'évoluer dans un monde globalisé.

Les étudiants obtiendront 1 diplôme d’Etat : le diplôme français de Master (DEAMIE) et 1 diplôme d’établissement : MSc Management Pharmaceutique et des Biotechnologies.

Les étudiants obtiendront un diplôme d’établissement : MSc Management Pharmaceutique et des Biotechnologies et un diplôme conférant le « Grade de Master », le Diplôme d’Etudes Avancées en Management International des Entreprises. Ce dernier est enregistré de droit au RNCP (Répertoire National des Certifications Professionnelles) sous le N° RNCP36687 .

Webinar en ligne Inscrivez-vous à la prochaine réunion en ligne !

Lundi 11 mars 18h (gmt+1 - cet).

je m'inscris

Masters Students Blog

Assocation Les Caducées

Formée par les étudiants du MS, l’association  des Caducées  organise chaque année une série d'événements marquants impliquant à la fois les étudiants, les alumni ainsi que toute la communauté de l'industrie pharmaceutique. 

La vie de l'association est rythmée depuis plus de 30 ans par plusieurs événements :  La soirée des anciens, La table ronde, La Nuit des Caducées , ainsi que de nombreux événements destinés à la sensibilisation et la promotion de la santé publique auprès des étudiants de ESCP. Ces événements, chacun à leur manière, enrichissent la formation tout au long de l'année. 

En savoir plus

Ce programme est accessible aux personnes en situation de handicap

Master of Science (MSc) Spécialisation Management pharmaceutique et des biotechnologies Programme

Les enseignements.

Ils reposent à la fois sur des apports conceptuels et pragmatiques dispensés par une équipe pédagogique composée de professeurs ESCP et de professionnels de haut niveau : alternance de cours théoriques, de conférences, d'études-terrain, d'analyses de cas et de projets en partenariat avec de grands acteurs de la santé.

Un programme à temps plein d'une durée de 15 mois

Les étudiants doivent avoir une bonne maîtrise du français et de l'anglais. Le programme débute en septembre et est organisé de la manière suivante :

Cours fondamentaux - Semestre 1 Candidats avec < 240 ECTS (ou équivalent)

Ces six modules sont obligatoires uniquement pour les candidats qui souhaitent rejoindre le programme avec moins de 240 ECTS (ou équivalent). Ils se déroulent en ligne entre juillet et septembre, avant les cours intensifs sur le campus, et sont enseignés entièrement en anglais.

Les étudiants ont la possibilité d’être exemptés en fonction de leur expérience professionnelle antérieure (3 ans requis). Voir l'onglet Admissions pour plus d'informations.

• Core Management
• Accounting & Finance

Cours Intensifs - Semestre 2 & 3 Sept. - Avril. : campus de Paris (Sept.- Oct. / Janv.- Mars) et campus de Londres (Nov. - Dec.)

Fondements du marketing:.

• Introduction au Marketing
• Séminaire de recherche

Marketing pharmaceutique:

• Marketing Pharmaceutique 1
• Marketing Pharmaceutique 2

Stratégie & Analyse de secteur:

• Analyse concurrentielle

Environnement & Analyse des données

• Analyse des données
• Pharmaco-Economie
• Business Planning

Management, Audit & Performance

• Contrôle de gestion
• Etude terrain - Contrôle de gestion

Management des produits

• Stratégie Marketing Markstrat
• Plan marketing

Tendances & Evolutions du secteur

• Trade-Marketing Pharmaciens
• Marketing Générique
• Lancement de Produits

Spécialisations

Stratégie internationale

• Fondements Marketing International Européen
• Plan Marketing Global & Adaptation
• Marketing & Communication Web
• Pratiques Internationales

Communication

• Fondements de la Publicité
• Communication Patient
• Marketing de la Relation Client
• Gestion de la Visite Médicale

Banque & Conseil

• Prospectives & Conseils
• Pôles de Compétitivité Technologique
• Banque & VC
• Management des Biotechnologies
• Business Development

Consulting, Big Tech & Data Management

• Nouveaux modèles économiques (machine learning)
• Data science & Business Analytics
• Projet professionnel

Les étudiants suivront également un séminaire obligatoire: Ethics, Environmental, Social & Corporate Governance (ESG)

Séminaire international Mars : un voyage d'étude d'une semaine dans une ville de premier plan

La spécialisation - panachant visites d’entreprises, rencontres d’experts d’excellence, témoignages et conférences - permet aux étudiants de rencontrer un certain nombre d’acteurs économiques de premier plan, d’incubateurs, de centres de recherches et d’institutions universitaires, des consultants et des lobbyistes et des organisations internationales.

Après Shanghai et Boston, choisis pour leur développement économique et le poids de la région sur l’avenir du secteur, le Danemark a été retenu cette année pour la politique volontariste du gouvernement dans les domaines de l’entrepreneuriat, des biotechnologies et du capital-risque.

Mission professionnelle - Semestre 4 Avr. - Déc. : Mission professionnelle d’une durée de 4 mois minimum

D’une durée minimum de 4 mois, elle a pour objectif la mise en application concrète des acquis de la formation : il s’agit d’apporter des réponses précises à des projets de nature opérationnelle, ou stratégique.

De nombreuses entreprises voient en ce stage l’opportunité d’une période d’observation avant embauche.

Le service relations entreprises

Le service relations entreprises de ESCP est notamment dédié à la collecte des offres de stages des entreprises. Il organise également une série de manifestations avec des entreprises qui sont autant d'opportunités pour les étudiants d'avoir accès à des offres spécifiques.

• En savoir plus sur les manifestations organisées par le services relations entreprises [ENG]

Mémoire & Séminaire de recherche - Semestre 4 Avr.-Dec : Sujet professionnel, soutenu devant un jury

Le mémoire de recherche consiste en une recherche appliquée à un projet professionnel qui bénéficie d'un encadrement académique. Soutenue devant un jury, il permet de structurer la réflexion en approfondissant une problématique d’entreprise et de l’exposer en s’appuyant sur une argumentation claire et précise.

Pendant cette période, les étudiants participeront également à un séminaire de recherche obligatoire organisé par un professeur de ESCP. Ce séminaire représente 3 crédits ECTS sur le total de 90 acquis au cours de cette année académique.

Master of Science (MSc) Spécialisation Management pharmaceutique et des biotechnologies Carrieres

Placement des diplômés.

sont en activité professionnelle moins de 3 mois après leur sortie du MSc

ont un poste à dimension internationale

53 000€ de salaire moyen après le MS

Industrie pharmaceutique

Banque/Assurance

Marchés Financiers

Industrie Cosmétique

Ils occupent les fonctions de…

• Chef de projet
• Business Analyst
• Consultant fonctionnel intelligence artificielle
• Chef de Produit International
• Analyste en investissement
• Project Manager
• Digital Business Partner

Les entreprises qui recrutent

Capgemini Invent – Astrazeneca – AliraHealth – Janssen – IBM – Advent France Biotechnology – Roche – Pierre Fabre – KPL – Roland Berger – MSD Vaccins – FSNB – Trois Prime – Abbvie– AnderaPartners – Sanofi – CNRS Innovation – Menarini – Novartis – …

Master of Science (MSc) Spécialisation Management pharmaceutique et des biotechnologies Admissions

Critères d'admission.

• Diplôme de Bachelor ou Licence
• Un minimum de 180 crédits ECTS
• Une bonne maîtrise de l'anglais et du français

FAQ Astuces et conseils pour votre candidature

Masters of Science - Paris programmes

En savoir plus  [PDF] [ENG]

Étape 1 : dossier de Candidature

L'inscription se fait en ligne . 

Documents à joindre au dossier de candidature

• Une copie du dernier diplôme obtenu ou un certificat de scolarité pour le diplôme en cours
• Les relevés de notes de vos deux dernières années d'études
• Une copie de votre passeport ou carte d'identité (recto-verso)
• Un curriculum vitae mis à jour
• Une copie de vos scores TOEFL ou TOEIC (listening and reading) ou IELTS (passés au cours des deux dernières années)
• Une photo d'identité (format JPEG)
• Nous vous recommandons vivement d’ajouter à votre candidature deux lettres de recommandation (elles peuvent être envoyées à part et dans un autre format que celui proposé).

Un comité d’admission déclare l’admissibilité du candidat. Les résultats d’admissibilité seront mis en ligne sur le site internet ESCP à la date spécifiée dans le calendrier d’admissions.

Étape 2 : entretien individuel

Les candidats admissibles sont invités à un entretien personnel avec le directeur scientifique, ainsi que des professionnels du secteur. Un comité annonce ensuite la décision d'admission finale. Les résultats d'admissibilité seront envoyés par email à la date spécifiée dans le calendrier d'admissions.

Étape 3 : confirmation d'inscription

Les candidats doivent confirmer leur inscription au plus tard à la date spécifiée dans la communication de l'admission et verser un acompte de 3 000 € à valoir sur les frais de scolarité. Cet acompte est non-remboursable.

Calendrier d’Admission

Master of science (msc) spécialisation management pharmaceutique et des biotechnologies frais & financement, frais de dossier.

• Pour une spécialisation : 130 € (non remboursable)
• Pour deux spécialisations : 195 € (non remboursable). Vous devrez remplir deux dossiers distincts lors de votre candidature
• Les étudiants bénéficiant d'une bourse du CROUS sont exonérés des frais de dossier et doivent joindre une copie de l’attestation de bourse CROUS de l’année en cours.

Frais de scolarité année académique 2024/2025

24 000 € * Sont inclus :

• frais de transport et d'hébergement du séminaire international (séminaire obligatoire)

Ils sont payables soit:

• en une échéance en début d'année académique
• en 4 échéances de novembre à février

Les frais d'hébergement et de transport pour les cours ayant lieu sur un des campus de l’école (Berlin, Londres, Paris, Madrid, Turin ou Venise) sont à la charge des étudiants.

Les candidats admis doivent confirmer leur inscription et régler un acompte sur frais de scolarité d'un montant de 3 000 € non remboursable.

Les candidats dont le diplôme antérieur confère moins de 240 crédits ECTS ou équivalent devront également suivre un semestre d'été en ligne, moyennant des frais supplémentaires de 3 200 € .

*Inclus : Master of Science (MSc) : 16 900 € + spécialisation : 6 100 € + Frais de Service : 1 000 €

Les frais indiqués ci-dessus sont donnés à titre indicatif; ils sont susceptibles de varier chaque année dans la limite de 6 % par rapport à l'année précédente. En cas de variation, les nouveaux montants seront communiqués par tous moyens aux élèves au plus tard en juillet de l’année n pour une application pour l’année académique n/n+1 .

Financement & Bourses

Bourses deux types de bourses sont accessibles aux étudiants des mastères spécialisés ® & masters of science., les bourses escp.

Une exonération de 10 % des frais de scolarité peut être accordée aux étudiants qui en font la demande sur la base de critères sociaux et d'excellence.

Boursiers du CROUS : les étudiants qui ont obtenu une bourse du CROUS, financée par le Ministère de l'Enseignement Supérieur et de la Recherche français, sont éligibles à une bourse ESCP. La réduction des frais de scolarité varie de 10 % à 50 %, selon l'échelon mentionné dans la notification CROUS.

Les étudiants doivent fournir des documents permettant d'évaluer leur situation financière.

Les bourses du CROUS de Paris

Cette spécialisation est éligible à la bourse du CROUS de Paris, si vous avez fait des études antérieures en France. Votre demande de bourse doit être faite sur  crous-paris.fr .

Pour valider le Mastère Spécialisé ® , les étudiants ont l'obligation d'effectuer au minimum 4 mois de stage. Cependant la durée moyenne des stages est de 6 mois et permet de financer en partie le Mastère Spécialisé®. Bien que le montant des indemnités de stage soit variable, la plupart des étudiants perçoivent entre 500€ et 2000€ par mois selon le Mastère Spécialisé ® . Le permis de travail n'est pas nécessaire puisque le stage est obligatoire dans votre cursus d'études : seule la carte de séjour est requise pour les étudiants étrangers.

Travaux d'étudiants

Plusieurs types de travaux d'étudiants sont proposés sur le campus (tâches administratives, recherches ou autre) et rémunérés 10€ de l'heure.

Prêts étudiants

Vous pouvez financer vos études grâce à un prêt étudiant. La plupart des banques proposent des taux très intéressants et un remboursement différé. En France, un garant est exigé pour obtenir un prêt. Nous vous recommandons donc vivement, si vous n'avez pas de proches en France, d'effectuer votre demande de prêt dans une banque de votre pays d'origine. Quatre banques parisiennes accordent régulièrement des prêts aux étudiants de ESCP : BNP Paribas, BRED, LCL et Société Générale.

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International Edition

Biden hits Chinese EVs with tariffs topping 100% as election looms

The move, which quadruples tariffs on electric cars, is aimed at preventing China from adding autos to the list of industries it dominates.

President Biden on Tuesday quadrupled tariffs on Chinese electric vehicles to 100 percent and imposed new levies on computer chips, solar cells and lithium-ion batteries in a bid to prevent a flood of low-cost Chinese products from swamping his hopes of reviving domestic manufacturing.

Capping a three-year review, the president slapped tariffs on a modest $18 billion in Chinese products “to protect American workers and businesses,” especially in the auto industry, the White House said.

Administration officials said the actions were a needed response to years of “unfair trade practices” by China, including forced technology transfer, intellectual property violations and hacking of American businesses, that have given it a dominant role in global manufacturing.

“It’s not competition. It’s cheating,” the president said during a Rose Garden signing ceremony featuring representatives of labor unions and companies from the affected industries.

Tuesday’s actions effectively made Chinese clean energy products much more expensive for American customers. But without tariff protection, domestic manufacturers would be unable to compete, leaving the United States dependent upon China for the bulk of what’s needed to transition to a low-carbon economy, administration officials said.

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To some analysts, the president’s tariff policy conflicts with his environmental goals. “If the Chinese government wants to subsidize American consumption of EVs, the best response is to welcome that foreign aid,” said Scott Lincicome, a trade specialist with the Cato Institute. “If climate change is an existential crisis, as the Biden administration says, that should be the No. 1 priority.”

Almost a quarter-century after China formally entered the global trading system, however, U.S. patience with its economic system is exhausted. Generous state support, in the form of easy credit, free or low-cost land and workers with few rights, has enabled China to rise in one industry after another.

“China is using the same playbook it has before to power its own growth at the expense of others by continuing to invest despite excess Chinese capacity and [by] flooding global markets with exports that are underpriced due to unfair practices,” said Lael Brainard, director of the White House National Economic Council. “China’s simply too big to play by its own rules.”

Now the Biden administration wants to draw the line — and be seen drawing the line — at an industry that was identified with the United States for most of the 20th century.

Though the Chinese EV threat for now is embryonic, administration officials and independent analysts say the competitive challenge will only grow.

Last year, Chinese car companies exported just $400 million worth of electric vehicles to the United States; sales by European manufacturers were almost 20 times higher, according to Oxford Economics.

“This is all about stopping the flood before it begins,” said Michael Dunne, an auto industry consultant based in San Diego who spent several years in China.

Along with erecting new defenses around the domestic EV market, Biden on Tuesday also doubled the existing tariff on basic or “legacy” semiconductors to 50 percent; more than tripled the tariff on some steel and aluminum products to 25 percent; and imposed a new 25 percent tariff on the giant ship-to-shore cranes used to unload container ships at U.S. ports.

Some of the new levies, such as the semiconductor fee, will take effect next year, while others, like those on surgical gloves, will not hit until 2026.

While the administration insisted that politics played no role in the decision, White House officials also repeatedly distinguished between Biden’s actions Tuesday and the policies followed by his predecessor and likely opponent in November.

Former president Donald Trump , beginning in 2018 , imposed tariffs on roughly two-thirds of Chinese imports. He is campaigning now on a pledge to levy a new 60 percent tariff on all Chinese products, a move that many economists say would disrupt global supply chains and increase inflation.

Biden officials, in contrast, describe the latest tariffs as “carefully targeted” to protect only the strategic sectors that the president seeks to cultivate: advanced computer chips, low-carbon energy and key industrial materials such as steel and aluminum. Nearly $1.5 trillion of public and private funds have been channeled into these industries in the past few years.

While Biden criticized Trump’s tariffs during the 2020 campaign, he kept almost all of them in place once in office. On Tuesday, Ambassador Katherine Tai, his chief trade negotiator, confirmed that they would remain in effect, despite U.S. industry hopes that they would be narrowed.

“We’re not going to let China flood our market,” the president said.

The White House also blasted the trade deal with China that Trump signed in 2020 , saying it failed to increase American exports or manufacturing jobs. U.S. factory employment has grown by 773,000 jobs since Biden took office.

Six years after Trump first took aim at the fundamental elements of China’s economic system, a second president confronts the same problems and is again erecting trade barriers to address them.

“It’s the correct response to a big problem that China is creating in its overproduction in key manufacturing sectors,” said Wendy Cutler, vice president of the Asia Society Policy Institute, and a former U.S. trade negotiator. “China’s trying to export its overcapacity to the rest of the world.”

The administration said the latest U.S. tariffs are designed “to encourage China to eliminate its unfair trade practices.” But some analysts said there is little chance of that happening.

“If you don’t push back on Chinese subsidies, you lose your industry,” said Jeff Moon, a former U.S. trade negotiator. “This is not solvable. This is the nature of their system.”

Indeed, heavy state subsidies allowed China in recent years to dominate global markets in shipbuilding, steel and solar panels. Now, its increasingly capable automakers threaten to vanquish the U.S. auto industry, which is struggling to manage a transition from gas-powered to electric vehicles.

With a debt-ridden property market weighing on domestic demand, Chinese companies hope to survive by exporting their excess production to customers in the United States, Europe and developing markets.

China’s auto industry can produce 40 million gas and electric vehicles each year. Domestic sales and exports total roughly 30 million. That leaves excess capacity of about 10 million vehicles, roughly equal to the number produced in the United States last year, according to Dunne.

Dunne praised the administration action but said it was insufficient to guarantee that American car companies could survive.

“Tariffs solve one half of the equation. The other half is how to ignite a mind-set of innovation, intensity and ambition among domestic automakers,” he said.

More than a decade after Wen Jiabao, then Chinese prime minister, warned that China’s growth was “unbalanced, uncoordinated and unsustainable,” its leaders continue to prioritize manufacturing over greater consumer buying power.

China spends more on industrial policies to shape its economy than it does on defense, said a 2022 report by the Center for Strategic and International Studies. In dollar terms, China spends more than twice as much as the United States, according to the report , which was funded by the State Department.

Continued investment in manufacturing capacity has left many Chinese industries able to produce far more than is needed at home. Biden administration officials complain that China now controls “70, 80, and even 90 percent of global production for the critical inputs” the U.S. economy needs.

This year, Tesla CEO Elon Musk said Chinese companies would “demolish” their global rivals unless the United States and Europe erected new trade barriers.

In Beijing, Wang Wenbin, a spokesman for the Chinese Foreign Ministry, accused the United States of “hyping up the so-called ‘overcapacity’ in China’s new energy sector” and said Biden’s tariffs would hurt the global effort to fight climate change.

Any potential Chinese retaliation is likely to be limited, according to Greta Peisch, who stepped down this year as general counsel in the office of the U.S. Trade Representative and is now a partner at Wiley Rein.

“This is pretty measured. We see China generally matching U.S. actions in scope and scale. So I’d expect their response to also be measured,” Peisch said.

The tariffs reflect the challenges facing the Biden administration as it tries to balance global climate goals with geopolitical concerns about China’s dominance of EV supply chains.

Biden wants half of new cars to be zero-emission by 2030. But EV sales growth has slowed in recent months, leaving the country far off track.

The new tariffs will have little effect on domestic EV sales at the moment, analysts said. The only Chinese electric vehicle for sale in the United States now is made by Polestar, which is owned by China’s Zhejiang Geely Holding.

But Volvo, which is owned by the same company, has been planning to introduce new electric models as soon as this summer. And U.S. tariffs could discourage Chinese automakers such as BYD and Nio from selling to American consumers, leaving fewer EV choices at dealerships nationwide in the future, said Corey Cantor, a senior associate for electric vehicles at BloombergNEF.

“There’s kind of a paradox,” Cantor said. “There’s this element of getting more consumers into EVs. And then there’s this element of keeping out these attractive Chinese EVs or the U.S. auto market will be decimated.”

News of the tariffs first surfaced last week while John D. Podesta , senior adviser to the president for international climate policy, was meeting with his Chinese counterpart in Washington.

Podesta told reporters Friday that trade tensions between the United States and China — the world’s two biggest greenhouse gas emitters — would not undermine climate talks between the two superpowers.

“Even as our overall relationship between our two countries has increasingly been characterized by fierce competition, we have an obligation to our citizens and the people of the world to communicate, cooperate and collaborate where we can to tackle the climate crisis,” Podesta said.