{"id":25547,"date":"2021-02-10T10:45:40","date_gmt":"2021-02-10T10:45:40","guid":{"rendered":"https:\/\/www.pharmamanage.gr\/2021\/02\/10\/value-judgements\/"},"modified":"2024-02-01T16:47:05","modified_gmt":"2024-02-01T14:47:05","slug":"value-judgements","status":"publish","type":"post","link":"https:\/\/www.pharmamanage.gr\/en\/value-judgements\/","title":{"rendered":"Value Judgements"},"content":{"rendered":"

How independent pharmacy owners can increase the value of their pharmacies and cope with the funding cuts<\/strong><\/p>\n

There are many fundamental issues that can affect the value of your pharmacy.<\/p>\n

By conducting a financial review of your business, you can identify issues that will help you increase the profitability of your pharmacy and make it more attractive when it comes to selling it.<\/strong><\/p>\n

Firstly, make sure you have a proper financial management system in place.<\/strong><\/p>\n

This should consist of a bookkeeping system with accurate and integrated data, input by someone suitably qualified. Have an expert evaluate your system and advise accordingly, if necessary.<\/p>\n

Once you have correct financial information you can use this to<\/strong>:<\/p>\n

–<\/strong> Accurately measure how your business is performing and benchmark against others.<\/p>\n

–<\/strong> Monitor and control your costs.<\/p>\n

–<\/strong> Forecast ahead, prepare budgets for forthcoming expenditure and allow for clawbacks.<\/p>\n

–<\/strong> Monitor progress: if you have set a financial target you can monitor the effectiveness of your efforts through your monthly financial data.<\/p>\n

–<\/strong> Use your data for \u2018what if\u2019 scenarios, e.g. how much will your gross and net profit increase if you: increase your OTC sales by 14% next year; increase your public health covered items by 6%; reduce your staff costs by 3%; let the spare room at the back of the pharmacy to a chiropodist or dietician.<\/p>\n

The two areas that have the biggest impact on your business are gross profit and staffing costs.<\/p>\n

Gross profit<\/strong><\/p>\n

Start by reviewing your gross profit margin. You should know from your accountant what your gross profit margin is. However, not all accountants use the same calculation formulas.<\/p>\n

The standard and accepted method for calculating the gross profit of pharmacy businesses can be illustrated in the following example:<\/p>\n

Turnover<\/strong>: \u20ac1,000,000 (from the pharmacy business)
\nLess cost of sales<\/strong>:
\nOpening stock \u20ac42,000
\nPurchases \u20ac649,000
\n\u20ac691,000<\/p>\n

Less closing stock (\u20ac41,000)
\n\u20ac650,000
\nGross profit 35% \u20ac350,000<\/p>\n

In order to benchmark your pharmacy against other pharmacies, you need to compare performance indicators calculated the same way, therefore it is important that your gross profit is calculated in the same format as in the example above.<\/strong><\/p>\n

You should not have other items in the calculation.<\/p>\n

For example, your turnover should consist of the pharmacy business income only.<\/strong><\/p>\n

It should not include other sources of income such as investment income.<\/p>\n

Your cost of sales should not include items such as locum costs, stock taking fees or other sundry costs.<\/strong><\/p>\n

Now that you have your gross profit figure do you have any idea how it compares with other pharmacies?<\/p>\n

Is your pharmacy underperforming by local industry standards?<\/strong><\/p>\n

If your margin is falling below this, it may be time to have a serious review of your stock control and purchasing methods with a view to improving the margin.<\/p>\n

For example, on a \u20ac1m turnover an increase of 2% to your gross margin would give you an extra \u20ac20K pa in profit and could increase the value of your business by over \u20ac100K when you come to sell.<\/p>\n

Staffing costs<\/strong><\/p>\n

This is usually the largest business cost for pharmacy owners. So, it is important to get this cost at the right level.<\/p>\n

As a guideline, staff wages (excluding the pharmacist) should be around 6% of turnover and the pharmacist\u2019s salary should be a further 6% of turnover.<\/strong><\/p>\n

This is a rough guide and won\u2019t apply to all pharmacies. If you carry out a review and think there is room to reduce staff hours, the options are:<\/p>\n

–<\/strong> Wait for staff members to leave, which may be because they wish to retire or they find another job. This may turn into a long-term strategy.<\/p>\n

–<\/strong> Consider reducing the hours of existing staff. With the pharmacy funding cuts biting it\u2019s understandable that you should review your costs and look to make reductions to keep your business viable. For example, a reduction of just 20 hours per week in staff wages at a rate of \u20ac5 per hour would result in annual savings of just over \u20ac5K. When you sell the business this could add another \u20ac40K to the selling price.<\/p>\n

–<\/strong> The last alternative is to make staff redundant, a difficult decision to make.<\/p>\n

Keep in mind always to consult an expert before committing to strategic decisions.<\/p>\n

www.PharmaManage.gr\/en\/<\/a><\/strong><\/p>\n","protected":false},"excerpt":{"rendered":"

How independent pharmacy owners can increase the value of their pharmacies and cope with the funding cuts There are many fundamental 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