Shoppers Drug Mart sees growth in Q1
TORONTO One of Canada’s largest drug store chains reported a 5.7% increase in its first-quarter sales.
First-quarter sales increased to C $2.32 billion ($2.31 billion), compared with the same period last year. Shoppers also saw a 3.1% rise in same-store sales, and a 5.1% spike in front-end sales, totaling nearly C $1.17 billion ($1.16 billion).
Meanwhile, first-quarter net earnings rose 8.2% to $116 million or 53 cents per share (diluted) from $107 million or 49 cents per share (diluted) a year ago. Shoppers said this result was driven by top line growth, improved purchasing synergies and a continued emphasis on cost reduction, productivity and efficiency.
Commenting on the quarter, Jurgen Schreiber, president and CEO stated, “We are pleased with our first quarter results, especially in light of the fact that we experienced a weaker cough, cold and flu season compared to a year ago. In these challenging times for community pharmacy, particularly in the Province of Ontario, I am extremely proud of our Associate-owners and their teams as they work through this difficult period without ever losing sight of what matters most – the health and well-being of our valued patients and customers.”
During the quarter, 27 drug stores were opened or acquired, 11 of which were relocations, and one smaller drug store was closed. At quarter-end, Shoppers Drug Mart owned 1,303 stores, comprised of 1,234 drug stores (1,183 Shoppers Drug Mart/Pharmaprix stores and 51 Shoppers Simply Pharmacy/Pharmaprix Simplement Sante stores), 63 Shoppers Home Health Care stores and six Murale stores.
Grill Daddy promises to clean your BBQ in a cinch
NEW YORK Barbecue cleaning just got a little easier with the help of Grill Daddy.
By preheating the grill and filling the Grill Daddy with water, chefs can easily brush away caked-on food residue and grease. The Grill Daddy releases water as you brush, the water hits the grill, turns to steam, and rinses away burnt on food, grease and dirt. Safe for porcelain, steel and iron grills, whether they are hot or cold, it cleans between grill grates utilizing specially-designed stainless-steel bristles and leaves cooking surfaces clean and sanitary. Grill Daddy offers three models; the original Grill Daddy, the Grill Daddy Pro for tougher jobs, and the commercial-grade, metal-alloy Grill Daddy Platinum. All Grill Daddys have an ergonomic handle that keeps hands away from heat while providing maximum leverage.
“Cleaning the grill doesn’t have to be a hassle anymore,” said Michael Wales, president and inventor of the Grill Daddy. “A dirty grill can be cleaned in several minutes, free of unsightly black burned food residue adhering to steaks, hamburgers, hotdogs, and fish ruining the appetites of guests and family members. The Grill Daddy is the only grill cleaning tool on the market that does the job to the satisfaction of the most demanding chefs.”
Prices start at $19.95 with a 30-day money back guarantee and are available at such retailers as CVS/pharmacy, Target and more.
Whitepaper discusses PLM implementation, debunks retailing myths
NEW YORK A new whitepaper released by Kurt Salmon Associates discusses ways retailers that use product lifecycle management software can take to get value from their PLM investments.
“The Three Stages of Retail PLM Adoption,” available for download at www.kurtsalmon.com, underscores the need for retailers to improve their implementation approach that includes designers, merchants and external suppliers.
The whitepaper takes on five retailing myths: agents, the product development department, sourcing, factories and management itself.
- Myth 1: My agent knows better than I do. This gives agents too much power. Most agents communicate between a retailer on one end and a supplier on the other. Warning: Don’t assume your manufacturing agent knows more than you
- Myth 2: Our product development department is more trustworthy than our suppliers. Rather than keeping vendors away from setting specs, retailers should focus on communicating clearly what needs to be done, then capitalize on the skills of the vendors to do most of the technical work
- Myth 3: Only sourcing can understand what suppliers are talking about. That thinking stands in the way of designers getting into direct dialogs with suppliers about ways to tweak product designs for more efficient manufacturing and distribution
- Myth 4: Our factories won’t want to share their supply chain. Retailers who show a factory the rewards of stronger collaboration will be able to create a competitive advantage
- Myth 5: We can’t change ourselves. Retailers who do not use PLM technology to revamp the way they develop products and work with suppliers will suffer higher costs and be late to market, and that’s a recipe for shrinking market share.