This document summarizes the history and goals of CVS Caremark. It outlines key events from 1963 to the 2007 merger with Caremark. The main goals of CVS Caremark are to assist consumers with positive health choices through their services and continue increasing their brand name. Some targeted goals include maintaining low costs, providing competitive prices, and increasing their customer base by 20% annually. Their challenges include overcoming competition from other retailers and online pharmacies and increasing their global brand awareness.
The document summarizes recommendations to improve customer flow at a CVS Pharmacy location. It describes the current facility layout and notes inefficient flows in aisles and long wait times at the pharmacy during peak hours. The first recommendation is to split larger aisles into two sections to allow more direct travel between aisles. The second is to extend pharmacy hours earlier to 7 AM to reduce customers during the busy after-work period. Data on wait times in different aisles and at different pharmacy times supports the recommendations.
The narrator joined CVS Caremark after working at Aviva, hoping for better career prospects. However, the narrator found that their new boss, Ashish, was very different than their previous boss. Ashish did not provide guidance, discuss ideas with the team, or take responsibility for failures. He simply blamed the team and provided solutions without debate. As a result, the narrator lost motivation and interest in the work, feeling their career was stagnating.
CVS Health is launching a Pharmacy Advisor Program to improve medical adherence. The program will provide counseling and reminders to customers diagnosed with chronic conditions. A media relations campaign will promote the program's benefits and encourage participation. Strategies include a launch event with medical experts, in-store promotions, and utilizing celebrity spokespersons across various media platforms like newspapers, magazines, television, radio and social media. The goal is to spread awareness of the importance of adherence and position CVS as a responsible healthcare brand.
CVS Pharmacy's digital marketing plan aims to increase users and sales by targeting 25-50 year old college graduates and families through their smartphone app, social media platforms like Facebook and Twitter, Google AdWords with pharmacy-related keywords, and their ExtraCare rewards program to be used both in stores and online which has a total budget of $130,000.
CVS Pharmacy faces high competition and low differentiation in the market. Their marketing plan aims to build customer loyalty through rewarding social media engagement with coupons, personalizing offers through relationship marketing like Extra Bucks rewards and local store recommendations on mobile, and allocating $1 million total across social, relationship, and mobile marketing channels over 6 months to increase coupon redemptions, Extra Bucks used, and mobile check-ins.
CVS lost $2.5 million in revenue and 7.2 million customers last year due to issues with their pharmacy process. The document identifies problems with the drop off, data entry, production, and pickup stages. It recommends moving more processes to the front of the store when customers are present to decrease wait times. The new process flowchart shows data entry and insurance checks happening during customer consultation. Other recommendations include improving technology, call centers, and cooperation with doctors and insurance.
This document summarizes the history and goals of CVS Caremark. It outlines key events from 1963 to the 2007 merger with Caremark. The main goals of CVS Caremark are to assist consumers with positive health choices through their services and continue increasing their brand name. Some targeted goals include maintaining low costs, providing competitive prices, and increasing their customer base by 20% annually. Their challenges include overcoming competition from other retailers and online pharmacies and increasing their global brand awareness.
The document summarizes recommendations to improve customer flow at a CVS Pharmacy location. It describes the current facility layout and notes inefficient flows in aisles and long wait times at the pharmacy during peak hours. The first recommendation is to split larger aisles into two sections to allow more direct travel between aisles. The second is to extend pharmacy hours earlier to 7 AM to reduce customers during the busy after-work period. Data on wait times in different aisles and at different pharmacy times supports the recommendations.
The narrator joined CVS Caremark after working at Aviva, hoping for better career prospects. However, the narrator found that their new boss, Ashish, was very different than their previous boss. Ashish did not provide guidance, discuss ideas with the team, or take responsibility for failures. He simply blamed the team and provided solutions without debate. As a result, the narrator lost motivation and interest in the work, feeling their career was stagnating.
CVS Health is launching a Pharmacy Advisor Program to improve medical adherence. The program will provide counseling and reminders to customers diagnosed with chronic conditions. A media relations campaign will promote the program's benefits and encourage participation. Strategies include a launch event with medical experts, in-store promotions, and utilizing celebrity spokespersons across various media platforms like newspapers, magazines, television, radio and social media. The goal is to spread awareness of the importance of adherence and position CVS as a responsible healthcare brand.
CVS Pharmacy's digital marketing plan aims to increase users and sales by targeting 25-50 year old college graduates and families through their smartphone app, social media platforms like Facebook and Twitter, Google AdWords with pharmacy-related keywords, and their ExtraCare rewards program to be used both in stores and online which has a total budget of $130,000.
CVS Pharmacy faces high competition and low differentiation in the market. Their marketing plan aims to build customer loyalty through rewarding social media engagement with coupons, personalizing offers through relationship marketing like Extra Bucks rewards and local store recommendations on mobile, and allocating $1 million total across social, relationship, and mobile marketing channels over 6 months to increase coupon redemptions, Extra Bucks used, and mobile check-ins.
CVS lost $2.5 million in revenue and 7.2 million customers last year due to issues with their pharmacy process. The document identifies problems with the drop off, data entry, production, and pickup stages. It recommends moving more processes to the front of the store when customers are present to decrease wait times. The new process flowchart shows data entry and insurance checks happening during customer consultation. Other recommendations include improving technology, call centers, and cooperation with doctors and insurance.
Web 2.0. fogalma, jellemzői, értelmezése. Készítette: Joó Renátó. Neptun kód: CVIM5Y. 2013.11.18. A tanári tevékenység IKT alapjai 8.00-9.30. Hétfői csoport.
3. A Web 2.0 jelenség kialakulása Az internet fejlődésének magasabb foka A felhasználók számának drámai növekedése, mobil eszközök nagy száma A szoftver szektor új próbálkozásai a „dotcom” lufi kipukkadása után
4. Mi is a web 2.0 ? „Web 1.0 wascommerce. Web 2.0 is people.” (Singel, 2005.) „… openarchitecture, itslowering of itsbarrierstopublishing, theeasewithpeoplecanconnectideas, theincreaseinavailablebandwith and compuringpower.” (Weinberg, 2007.) „Notrevolutionbutevolution.”
5. Web 2.0 alapelvei A web, mint platform/felület/tér Szolgáltatásfejlesztés nem alkalmazásfejlesztés A használók aktív részvétele Egy szolgáltatás javul, ha sokan használják Kollektív intelligencia A tartalom a lényeg/alap Állandó „béta” állapot Gazdag használói élmény kis modulokon keresztül
6. Web 2.0 alkalmazások szintjei 3. szint – legtöbb web 2.0 alkalmazások nagy része – csak interneten létezik 2. szint – tud offline is működni, csak az emberi hálózatokban van ereje 1. szint offline is működik, de lényege az online alkalmazás 0. szint – offline is működik Nem web alapú alkalmazás
7. Wiki 1994-ben első wiki Sablonok alapján mindenkin szerkesztheti Hypertextes kapcsolódások Tudásmegosztás új dimenziói
8. Blog Már web 1.0 környezetben is Új tényezők a web 2.0-ban Írás folytonossága Blogok óriási száma Blogoszféra – információs potenciál, megbízhatóság, gyakoriság – más mint egyéb webes alkalmazások Új alkalmazások: RSS, címkézés, közösségépítő szolgáltatások
9. Mi az oka az óriási fejlődésnek? 1 milliárd ember fér hozzá az internethez Kétszer annyi mobil eszköz van, mint asztali gép Szélessávú internet nagy aránya
10. Vállalat 2.0 „Implementation of the web 2.0 infrastructure and/ortoolsbytheorganization. „ Két oldalról vizsgáljuk: Alkalmazott technológia Felhasználói oldal Kicsi a bizonyíték a tényleges hasznára (?!) Biztonsági kérdések
12. Eszközök - elmélet „Assimilation of toolswill be muchfaster and easierthanassimilation of concepts.” (Levy, 2009.) Használat kérdése – eszköz szintű használat az elméleti elfogadást is magával hozhatja Internet trendek – web 2.0 sikere TM trendek, amelyek a megosztást hangsúlyozzák
13. Tudásmenedzsment és a web 2.0 alapelvei Összehasonlítás az Elméletek Alapelvek Eszközök Szervezeti kultúra szerint
14. Elméletek (kritikusok, lelkesek, kivárók/hezitálók) Web 2.0 csak technológiai változás nem elméleti Új erőt adhat a megkopott TM-nek Mi is ez tulajdonképpen?
17. Szervezeti kultúra Jobban összpontosít az egyes felhasználói csoportokra A fiatalok a zászlóvivők, katalizátorok
18. Miért érdemes használni a web 2.0 eszközöket a TM-ben? Új hangsúlyokat visznek bele Az emberek – főként a fiatalok – elvárják megjelenésüket és használatukat vállalati környezetben is Az újdonság és sikeresség légköre veszik őket körül
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20. Ellentmondások 1. „We want organic growth of information, but we also want an "official version." We want to promote innovation and open usage, but we cannot risk exposing proprietary intellectual property. We want fast, intranet-based tools, but we don't want to spend money. We want everything in beta, but the tools still need to be stable. „
21. Ellentmondások 2. „We want free-flowing information, but without negatively impacting legal, e-discovery, or litigation. We want integration with large legacy systems, but we also want low implementation costs. We want grassroots adoption, but with executive sponsorship. We want to increase KM effectiveness, but with little or no additional funding.”
22. Forrás Németh Márton: A web 2.0 hatása a tudásmenedzsmentre. In: TMT. 2010. 2. sz., p.73-77. Levy, Moria:WEB 2.0 implicationsonknowledge management. In:Journal of Knowledge Management. 2009. 1.sz., p.120-134.