Hannaford provides guide to Healthy Living through quality
SCARBOROUGH, Maine —A lot has changed since 1883, when Arthur Hannaford started the company that bears his name. Not only has the grocer grown to 171 stores, with 134 in-store pharmacies, but Hannaford also has become a trailblazer through its culture of fostering health from the inside of the company, out.
Of course Hannaford has its Guiding Stars program—a nutrition navigation program that helps make shopping simple for consumers—but its health-and-wellness initiatives really are much broader and deep-rooted.
“I think one of the signature items supporting our culture of health is that we’ve had wellness professionals working with associates at all our stores and workplaces for about 10 years now,” said Millard Nance, VP pharmacy. “When people are ready to make a change to a healthier lifestyle—for example, eating better or quitting smoking—we’re ready to engage them with professionals who can help.”
BY THE NUMBERS
|No. of stores||171|
|Stores with Rx||134|
In the “2009 Health Care Cost Survey” report, professional services firm Towers Perrin touted Hannaford’s ability to drive benefit cost savings, business value and brand strength through its healthcare strategy, in particular four key elements of its strategy:
Focusing on quality to spur more competition in local healthcare markets and more collaboration between providers and the company;
Using “informatics” to measure current performance and define the future path;
Building a culture of health by putting health in employees’—and customers’—hands; and
Connecting employees, providers and customers in lower-cost, higher-quality, community-based health care.
“The center of all those elements is quality. We’re focused on making sure, at the individual level, our associates are getting quality care,” Nance told Drug Store News. “We’re the only U.S. retailer to achieve platinum-level status under the National Business Group on Health Employers for Healthy Lifestyles program.”
The results clearly speak for themselves. Hannaford’s healthcare spending during the past three years dropped 11% while costs for most U.S. companies were rising. Furthermore, in the first year of the culture-of-health initiative, 26% of associates were at risk for high cholesterol; in the following year, that number dropped to 13%. Similarly, 20% of associates were, at the outset, smokers; a year later, only 10% were smokers, the report stated.
Today, the company continues to expand its culture of health outward, offering shoppers in-store nutrition classes and store tours led by registered dieticians. “We have 21 registered dieticians working with consumers and holding nutrition classes” in stores in every market in which it operates, Nance said.
Meanwhile, the company also offers its Healthy Saver Plus program, which provides uninsured or underinsured consumers with a way of realizing savings on prescription drugs, including more than 450 feature generic drugs that are available for $4 for a 30-day supply. Additional benefits of the program include savings on vision care, hearing aids and select diabetic supplies. There currently are more than 150,000 enrollees in the Healthy Saver Plus program.
Walgreens taps veteran to head CCR
NEW YORK In a high-stakes campaign to fire up its front-end appeal, reaffirm its relationship with America’s consumers and rejuvenate its same-store sales, Walgreens has gone to its bench.
Walgreens has named one of its veteran operations people, Mike Arnoult, to the key post of VP in charge of Customer Centric Retailing. Until last month, the post was held by Chong Bang, who left the company in mid-December to oversee merchandising at Toronto-based Shoppers Drug Mart.
Unlike Bang, Arnoult is more a seasoned operations manager than a merchant. His appointment is a clear sign that Walgreens has moved beyond the conceptual and launch phase of CCR, and is ready to begin the next phase of the massive project: the expansion of a CCR-based store design across Walgreens’ coast-to-coast network of 7,147 drug stores.
Nevertheless, Arnoult inherits a critical challenge at the retail behemoth. CCR encompasses Walgreens’ massive effort to pull together a sprawling marketing and merchandising operation and focus its efforts more sharply on meeting and anticipating customer demands. Within two or three years, it will transform the chain’s front-end presentation and go-to-market strategy coast-to-coast with a leaner, more condensed merchandise mix; a sharper focus on health, wellness and patient education in the aisles; improved departmental adjacencies and signing; and — Walgreens merchants hope — a better overall shopping experience.
Bang took CCR all the way from conception to realization, streamlining assortments, cutting hundreds of redundant SKUs, and applying new rationale to categories, adjacencies and promotional strategy at the front end. He also oversaw the test and launch of a new Walgreens store prototype, based on CCR principles and a better read of consumer needs.
Arnoult will now take the CCR rollout from a 400-store pilot in Texas to nationwide completion. Given the chain’s aggressive plans for 2010 — nearly 3,000 stores scheduled for a CCR redesign by the end of the year — he’ll need to bring all his proven management skills to bear to coordinate local-market remodeling activities with Walgreens’ operations and merchandising teams.
“We’re evaluating the findings from the Texas stores and doing some tweaking,” company spokesperson Tiffani Washington told Drug Store News in December. “We’ll continue the rollout [of the CCR-based store overhaul program] starting in January.”
Arnoult brings to his task a strong resume in store, district and regional management. His 20-year career at Walgreens includes stints as store manager, district manager and store operations VP, followed by a year as head of online merchandising. He’s a 1990 graduate of Marquette University with a B.A. in communications.
“His ability to build relationships and collaborate across the organization will be invaluable,” Walgreens asserted.
Bartell to cease filling Medicaid prescriptions at 15 locations
NEW YORK The Medicaid storm is still intense in Washington as Bartell Drugs has announced that — as of Feb. 1 — it will no longer fill Medicaid prescriptions at 15 of its 57 stores. Limiting access to pharmacies with its payment cuts could spell an increase in other healthcare costs — costs that represent the majority of health expenditures.
As stated in the article, the decision stems from a court decision in Massachusetts in September 2009 that reduced the industry pricing standard.
Bartell stated that — unlike most other insurance providers, including other states — the Washington State Department of Social and Health Services has made no effort to offset this significant reduction, resulting in sizeable reductions in payments to pharmacies.
The intent, according to Bartell, is to return to the established level of compensation prior to the Sept. 26, 2009, court action. As it currently stands, Bartell simply can’t afford to fill the Medicaid prescriptions.
While Bartell currently is the only pharmacy retailer to take such action, it certainly isn’t alone in the battle.
In March 2009, Walgreens threatened to stop serving Medicaid patients in 44 of its stores in the state. The company at that time stated that it operates 111 pharmacies throughout the state, but the 44 pharmacies in question represented more than 60% of its total Medicaid business in the state. However, in May 2009, Walgreens stated that it would continue to serve Medicaid patients when the state agreed to make smaller cuts than it had planned.
But will the court decision in Massachusetts now prompt other pharmacies to follow in Bartell’s footsteps? Perhaps, but if you ask Doug Porter, the state’s director of Medicaid, he will likely say no. In a recent Seattle Times article, Porter was quoted as saying that Medicaid recipients should not worry about other companies following suit and he is “convinced pharmacies can weather this change.” As reported by the Seattle Times, several pharmacies and industry trade groups filed suit in U.S. District Court in Seattle trying to force the state to return its reimbursement rates to those it was paying before the Massachusetts settlement. A hearing is scheduled for Jan. 15.
Last year, the pharmacy groups filed another lawsuit, after an earlier attempt by the state to cut its reimbursement rates. That suit was withdrawn when the state agreed to make smaller cuts than it had planned.
“We are deeply concerned about the health of our patients. Pharmacists are on the front lines of our healthcare system protecting patients by ensuring safe and appropriate medication use. Commercial healthcare payers and Medicaid programs in some states have already adjusted pharmacy reimbursement necessary to maintain patient access to the essential care provided by pharmacies. If Washington Medicaid does not do the same, it can result in reduced access to medicine for our neediest and most vulnerable patients ultimately leading to expensive emergency room visits and hospitalizations,” stated Jeff Rochon, Pharm.D., CEO, Washington State Pharmacy Association, in an NACDS press statement issued in September.