This is a large affordable pharmacy founded in 2004, and the owner was originally engaged in the chemical business. It was precisely because of the business opportunity that the gross profit of drugs soared during the SARS epidemic in 2003, with the help of friends in the medical circle, an idle house of nearly 800 square meters on the street was opened into a cheap pharmacy.
Although the boss has never dealt in medicines, he has some friends who make medicines, and he not only introduced some managers of pharmaceutical factories to distribute goods, but also introduced friends from local pharmaceutical companies to this boss, providing all the medicines needed by the pharmacy. Moreover, the boss is not bad for money, what he lacks is pharmacy management experience, what he sees is the prospect of high gross profit of the pharmacy, and he thinks about the industry where anyone can make money.
From store decoration to GSP acceptance, from recruitment and training of store staff to the opening of medicines, the boss also took three months. Nearly 3,000 varieties and specifications are displayed in various exhibition areas, counters and shelves in accordance with the requirements of GSP. Friends advised: spend some money, have a decent opening ceremony, and accumulate popularity. The boss said forget it, don't do that form.
In addition, the boss hired a ** person who used to sell drugs at the rental counter of a large pharmacy as the store manager, and managed more than a dozen clerks who had just graduated from the health school. However, the pricing power of the product is in the hands of the proprietress, who also has no experience in medicine, but she has a soft spot for opening a pharmacy and believes in her own feelings and learning spirit.
The proprietress discussed with the store manager, first referring to the retail price of each product in the surrounding pharmacies, first determining the gross profit that her own pharmacies should earn, and then setting the sales price of the store. A friend who makes medicine suggested: You can press the ** a little lower when you just open your business, but the proprietress said: Why? We've never done that in the chemical business.
It can be clearly seen that the proprietress believes in her management ability and does not spend as much money as possible. Some are controlled products, and the manufacturer has given a certain policy, and some are for the clerk to use. However, the proprietress deducted 30% from it, saying that we had already paid the clerk's salary, and there was no need to take too high a commission.
The pharmacy slowly became tepid, and the boss still insisted on himself
In the first few years, there may not have been many people who opened pharmacies, and the competition was not so fierce, and the daily turnover reached more than 30,000. The proprietress is very complacent, calculating the gross profit margin can earn more than other pharmacies around, and the energy invested is less than people.
However, the proprietress never calculated, her own pharmacy has an 800-square-meter store, and her own water and electricity bills are satisfied with a daily sales of 30,000 yuan, which is really a waste of the store's area. The store manager hired is also in his 50s, 100% listen to the boss's wife, do whatever she asks, have no opinions, and how the store management is depends on the ability of the boss's wife.
Later, more and more pharmacies were opened around the store, but there were fewer and fewer people in the city, and it was impossible to retain young people. This big pharmacy still guards its own one-third of an acre, does not expand, and does not let people merge and acquire. In the words of the proprietress : Why should I sell it to you, I will run it well myself.
Over time, the old customers who used to come often have disappeared, and the daily sales volume is not as good as Wang Xiaoer's New Year, falling from 30,000 to 250,000, and later fell below 20,000. The proprietress could only sulk when she saw it, and said to the store manager: ** It doesn't matter, why do you want to approve so many procedures for opening a pharmacy?
It has been 20 years since it opened, and many affordable pharmacies in the city that started later than her have already developed into chain pharmacies. And the proprietress has been sticking to a pharmacy for 20 years, and there is still one of the dozen or so clerks recruited from the health school that year.
I asked the clerk, why has he been able to hold on until now? She said that the biggest advantage of working here is that the work is not stressful and stressful. Although the income is less, the income of the husband at home is okay. If the clerk can meet the status quo, then the status quo of the store is like this, in the words of the proprietress : Anyway, we don't have to pay rent, we can afford to do as much as we earn.
I don't want to compare myself with my competitors, and I don't want my clerks to make a lot of money
For so many years, this has always been the case - whether it is the store manager or the clerk, the work is still slow and leisurely every day, and the proprietress is also very Buddhist, and she does not compete with other pharmacies.
Although the proprietress also set the target, it was not completed every month, and the proprietress was also fined. It doesn't matter if the penalty is less, if the penalty is too much, the clerk will leave, and now the old clerk is very sought-after in the pharmaceutical retail market.
I have done research, and the reason is very simple, that is, the clerk is not motivated, there are only a few salaries per month, and the commission is pitiful, even if it is the ** fee secretly given by the manufacturer, if the store manager or proprietress knows, let it take 30 50%.
Since they couldn't make a lot of money, a group of clerks came and left not long after, and the big pharmacy seemed to become a base for training new clerks.
Many of the newly opened pharmacies in the local area have hired clerks from here, and some of them have become store managers and have received high salaries.
I once asked a runaway clerk, "Isn't the proprietress treating you badly?" The answer is very good: the proprietress is good at everything, but she is afraid that we will make money, and we will have to support our family. The reason why big pharmacies can't retain people is that they give less money and have no development prospects.
Overall, the pharmacy has been the same for 20 years, and although it is surviving, it should close if it is responsible for rent. It is reported that the daily turnover of this pharmacy has dropped to less than 150,000, the proprietress did not want to change her business model, I personally think it is a pity.