CVS/pharmacy: Consumer/Customer/Category Needs Drive New Solution & Profits
The Results
Manufacturer and retailer sign $1 billion value contract and innovated the marketplace.
CVS/pharmacy implemented an in-store photo program that allowed the consumer to print their digital photos easily for the first time.
This attracted more customers to the store and increased overall store sales, which made CVS the drug store destination of choice.
CVS/pharmacy implemented an in-store photo program that allowed the consumer to print their digital photos easily for the first time.
This attracted more customers to the store and increased overall store sales, which made CVS the drug store destination of choice.
Shopper Marketing
The market was changing. The dropping off and developing of film to get prints was being replaced by digital images that were being stored on memory cards and hard drives. Research and insights indicated that Mom, the chief memory officer, was the primary consumer.
She wanted to have digital pictures be as easy as “dropping off a roll of film and getting back prints” where she already shopped. Extensive research ensured we understood who the customer was, what they wanted, and what the business potential was.
Existing countertop kiosks did not work in CVS locations due to limited countertop space. A redesigned countertop kiosk and better user-experience-software needed to be developed.
The solution that allowed digital printing to be as ubiquitous as film required large capital expenditures.
She wanted to have digital pictures be as easy as “dropping off a roll of film and getting back prints” where she already shopped. Extensive research ensured we understood who the customer was, what they wanted, and what the business potential was.
Existing countertop kiosks did not work in CVS locations due to limited countertop space. A redesigned countertop kiosk and better user-experience-software needed to be developed.
The solution that allowed digital printing to be as ubiquitous as film required large capital expenditures.
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Business Services
The go-to-market strategy was to create a long-term relationship between the manufacturer and retailer.
To deliver what the consumer wanted, capital and software development were imperative, as well as store reconfigurations, employee training and an increase in consumer communications.
Extensive financial modeling provided an economic solution that would work for all parties: consumer pricing, retailer investment and manufacturer investment.
To deliver what the consumer wanted, capital and software development were imperative, as well as store reconfigurations, employee training and an increase in consumer communications.
Extensive financial modeling provided an economic solution that would work for all parties: consumer pricing, retailer investment and manufacturer investment.
Marketing Development
Communication channels were employed to let the consumer know that the new service was available. A multi-pronged, multi-platform and targeted marketing campaign was created and implemented.