Walgreens tests lower prices, membership savings

Photo: Walgreens
Apr 30, 2018

At 17 stores in the Gainesville, FL area, Walgreens is lowering prices across the board, cutting SKUs and introducing a membership program as part of a pilot program.

At the stores, prices have been lowered on more than 5,000 items across health and beauty, personal care, grocery and household items.

Under the Walgreens Plus program, consumers at those locations who pay a $20 annual fee receive an additional 20 percent off prices storewide — including on sale prices — and savings of up to 60 percent on prescriptions purchased. Walgreens Plus members also will have the option of free, same-day prescription delivery.

Drugstores have long battled perceptions over high pricing while competition is arriving in certain categories from Target’s small-format stores, Aldi, dollar stores and others.

“With lower every day prices and our new Walgreens Plus program, Walgreens is adding a modern approach to value and convenience to our long heritage of trusted local pharmacy expertise and service,” Walgreens chief marketing officer Adam Holyk said in a statement.

The stores will reduce SKU counts per store by at least 20 percent to improve navigation. Alex Gourlay, co-COO of Walgreens Boots Alliance and president of Walgreens, told Drug Store News, “People give drug stores roughly seven minutes [of their time]. If you can give them two minutes back, they’re really happy. And in the modern world, more people will order in advance. We’re trying to redefine modern convenience.”

The stores will also feature strategic collaborations to bring new services to customers:

  • Eight of the stores will feature Sprint Express shops to enable Walgreen shoppers to purchase mobile phones, switch to Sprint, update their service or pay their bill.
  • Walgreens’ package delivery strategic collaboration with FedEx will be extended through an expanded selection of packing and shipping supplies at the Gainesville stores. Customers currently can pick up and drop off packages at more than 7,500 Walgreens locations and have them held for up to five days.
  • Walgreens’ existing pilot with LabCorp supporting specimen collection will be expanded to 10 Florida locations, including four in Gainesville.


DISCUSSION QUESTIONS: Do Walgreens and its drugstore rivals need to become more price competitive? Which aspects of the Gainesville test do you think make the most sense?

Please practice The RetailWire Golden Rule when submitting your comments.
"Having customers put 'skin in the game' is a great way to solidify customer loyalty."
"Walgreens is aware that convenience plays a key role in why customers choose to shop with them."
"There are multiple loyalty drivers and price is not the most important anymore, even for a “drugstore.” WBA is increasingly more of a c-store ..."

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32 Comments on "Walgreens tests lower prices, membership savings"

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Art Suriano

Walgreens is wise to take this approach. They have a tremendous opportunity to become the neighborhood store for many items and lowering their prices will make them the customer’s first choice. Adding Sprint, FedEx services, and other services will also give them a competitive edge. The opportunity for customers to save and find great convenience is a great way to market their business. No doubt they will be successful, and I would expect other competitors to follow.

Chris Petersen, PhD.

No retailer is immune from competition from the rapidly evolving retail ecosystems which transcend traditional channel boundaries and product categories. Walgreens is wise to proactively respond with value and convenience that earns customer relationships with repeat visits based on more than just price.

The interesting side bar to the post is the list of the strategic collaborations in play in order to offer additional services and value beyond products and price. Expect to see more retail collaborations with partners like FedEx and Google as they too must rapidly scale services in order to compete and thrive in the race for end-to-end customer relationships across time and place.

Rich Kizer

Brilliant. For years there has been a perception that items in drug stores are higher in price than most adjacent big box retailers in the market. That has created a deep perception with customers. This concept — for Walgreens to implement a membership/everyday better pricing program (20 percent off prices store-wide, including sale prices, and savings of up to 60 percent on prescriptions purchased) — is aggressive. It will get customer’s attention. And all for only $20? I can’t wait to see what their competitors do as a result.

Ian Percy

I’ve already submitted my bit on this subject, Rich, but your comment triggered another thought. “Drug stores cost more” is a legacy-meme from way back when we thought they were staffed by credentialed professionals and were more medically-focused than your run-of-the-mill variety store. A real “pharmacy” in other words. But do people today really think of Walgreens as a “pharmaceutical store?” Given that I can get prescriptions filled and buy most OTC products in the same place I buy celery, I think “drugs stores” per se are doomed.

Rich Kizer

Ian, thanks for your thoughts. I do strongly believe, and hear often, that common perception is that Walgreens is priced higher on shelf items than the big box stores. And yes, I do believe consumers think of Walgreens as a pharmaceutical store. That position has been a huge piece of their branding: “On the Corner of Happy and Healthy.” The pharmacy wars to secure new script business never lessens, because it draws customers consistently into the store. Drug stores doomed? I strongly don’t think so.

Ian Percy

Your assessment is much more informed than mine, Rich. And probably because I’m a transplanted Canadian who’d never heard of Walgreens until moving to the US, it seemed more like a large convenience store than what I thought of as a drugstore. As I understand it, about 70% of Walgreens’ revenue is from script fulfillment so clearly it’s mostly a drugstore. You are right about pricing too. Here in AZ there was an online piece about Walgreens charging $198.80 for pills that cost just $14.87 at Costco.

Tom Dougherty

I don’t think Walgreens has any choice in the matter. But the real issue facing Walgreens and all the pharmacy stores in the U.S. is having a brand that matters beyond the convenience of being on the right side of the street. They have almost no preference beyond that.

Want proof? How many different brands do you find on opposite sides of the same intersection? Point made.

Ian Percy

Tom, your “on the right side of the street” comment is brilliantly obvious. Gets past all the BS to the bare truth. Immediately reminded me of the old saying “The attendance at your funeral will depend on the weather.” Sometimes we need to return to the simple constructs. Well said.

Lyle Bunn (Ph.D. Hon)

Increasing the relevance of the retailer is the key to success and so elements of the Walgreens testing that reduce friction at each stage of the shopper journey will show high rewards. Broad product selection is a friction point, as is the need to pick up in-store, but the newer territories of specimen collection, health monitoring and suitable medical advice or referral open opportunity for deep retailer loyalty.

Dick Seesel

Walgreens has always treated its location strategy as its key competitive advantage, so that competitive prices take a back seat to convenience. But the definition of convenience is changing fast with the push by Amazon and other online players into health and HB&A categories.

The Walgreens team is also right about SKU reduction: There is too much variety and assortment in a typical store, making navigation next to impossible. (Even if you ask an associate where something is located, you might not get an answer.) Location-based convenience may be one thing, but finding a rat’s maze inside the store is quite another.

Dr. Stephen Needel

You’ve got to love more value and convenience — unless the switch cuts out your favorite products. I have four Walgreens stores near me. Three of them are within a hundred yards of a FedEx location and two are across the street from a Sprint store. I’m not sure this is adding much convenience or value. Lower prices will add value.

Larry Negrich

Amazon’s disclosure of 100 million members of Prime shows consumers are willing to pay a membership fee for solutions of value. Walgreens does have a unique value niche with same-day delivery of prescriptions. That in itself is worth the $20 membership fee. I wonder when consumers will reach their limit on paying membership fees to retailers?

Shep Hyken

Walgreens has never been THE lowest price, but they have always been price competitive. Charging a small amount for membership that gets you substantial discounts is a way to get customers to become loyal. Typically, consumers who pay a fee for a membership program want to get their money’s worth, so they typically shop with the retailer they have invested in. Is $20 enough to get the consumer emotionally connected enough to make them loyal? And are the discounts enough to make the consumer want to be a member? Walgreens has offered up substantial discounts. This could work, but don’t think the competition won’t come up with their version of a membership program.

Neil Saunders

Sharper pricing is sensible for drugstores, not least because perceived and actual higher prices deter many shoppers. The membership scheme also sounds good, especially for a $20 fee — through persuading people to initially sign up to this might be a challenge.

However, I maintain my view that the biggest problem with drugstores is that the store environment and general proposition just aren’t attractive enough. Walgreens is somewhat better than CVS, but it is still not a destination of choice for many consumers, despite it being very convenient.

Ben Ball

The drug channel’s foray into c-store-like front-ends has not been the success most of us imagined it would. At one time I thought Walgreens had the lead in the drug chain race because of its more aggressive approach to the front-end. But high prices and the need to preserve margin got in the way, even as c-stores made a strategic pivot to prepared food. Now it seems CVS has staked out a higher ground as the health and wellness store.

As for Walgreens’ test, reducing SKUs to improve navigability sounds right. And so does lower prices. But the $20 membership fee hits a sour note. While we readily pay Costco and Prime for access to low prices and incremental benefits, that was their starting position. This move by Walgreens just feels like “OK, my prices are too high — so pay me $20 up front and I’ll lower them back to what they should be for you.”

Al McClain

Agree with you on the way the $20 fee sounds, Ben. It is an admission that their prices are too high, but they are not sure what to do about it. Also, many prescription plans force consumers to use either CVS OR Walgreens, taking away trips from the one that is not authorized. And, with the push by many plans to force consumers to get prescriptions by mail, it further reduces trips to the drug store.

Joel Goldstein

Having customers put “skin in the game” is a great way to solidify customer loyalty. If they are building enough value into the $20 for the customers it is going to be evident by the success of the program. This may be an interesting new strategy by brick-and-mortar stores to fight against direct-to-customer marketing campaigns.

Charles Dimov

Racing to the bottom line is not a worthy business plan. However, creating a loyalty program that sticks with the customer — that gets used and ultimately gets some consumer love — that’s another story. A 20 percent discount for a small barrier of a $20 annual fee is not bad. Walgreens will be smart to copy some of Amazon Prime’s tangential offerings — if they can. Is there some other non-price value that the Walgreens membership can bring to their loyalty members?

Ian Percy

I just don’t understand why the only arrow in retail’s competitive quiver is to lower prices. Each time this comes up it makes headlines like it’s some new and insightful strategy.

Cutting back on SKUs makes sense. Years ago I consulted to a drugstore chain in Canada that had well over 300 brands of perfumes. They used to brag about that. However, most of them had been sitting on the shelf longer than anyone could remember. As I recall, somewhere around 10 percent of the brands were ever purchased.

It may be an old song, but I keep coming back to ACE Hardware whose strategy seems to be “provide knowledgeable service beyond expectation.” My trips to Home Depot “to save money” have been cut back by about 75 percent. I’m happy to pay more. And yes, ACE has a membership thing but I don’t bother with it. That’s not where the value is.

Tony Orlando

To a point you are correct Ian, but with a million places to buy staple goods, Walgreens needs to get real on their high prices. Price is still king and for those who disagree, fine, but outside of some signature items, if you don’t have key items close to cost or even less they are going to collect dust, as there are 10 more stores within two miles that will sell them for less.

It is the reality of today. There will be more closures of business to weed out the over-stored landscape. This is the ugly truth about retail today, especially in rural areas, and staying sharp on value must be your mantra or you risk being a memory in your town. Also great service is a given, as no one will put up with a grouch waiting on them.

Dave Bruno

Winning a price war with Amazon and Walmart will be tough. Adding value and removing friction from the prescription process is what will win the day for Walgreens. I love that they are offering same day prescription delivery, and I think adding new services is a winning idea, but I am not sure that shipping and mobile phone services are really the answer. Adding more health, fitness and nutrition services, including greater human expertise in the aisles, would seem to me to be be a better value to drug store shoppers and create a compelling reason to shop these stores. Heck, even pop-up shops within the store that are on-brand with their health beauty and fitness ethos would be a welcome addition and traffic driver.

Jasmine Glasheen

Walgreens is bringing back the friendly neighborhood general store concept and their efforts couldn’t be more timely. The Gainesville pilot is focused on upping the convenience factor, with reduced SKU counts and added strategic partnerships.

Walgreens is aware that convenience plays a key role in why customers choose to shop with them. After all, the company’s marketing slogan, “At the Corner of Healthy and Happy” reminds us of the company’s hyper-local locations, and expresses a nostalgia for physical stores.

Bottom line? The Gainesville pilot shows that Walgreens is working to remain relevant in the face of online competition.

Adrian Weidmann

Walgreens is testing new and innovative strategies to leverage their physical presence. Adding additional relevant services to their shoppers helps them transform their store to a multi-dimensional destination where a shopper can get several things done from her to-do list rather than just focusing on her shopping list. A critical distinction and a real foreshadowing of the function of the next generation of store.

Steve Montgomery

This sounds like a win for everyone except their competitors. Walgreens should gain new customers and additional loyalty for its current base. The $20 Walgreens Plus fee will provide a very quick return for its members especially those that do not belong to a health plan that covers prescriptions. It will be interesting to see if the SKU rationalization is limited to items other than their private labels.

Phil Rubin
Phil Rubin
Founder, Grey Space Matters
4 years 2 months ago

Another retailer doing something interesting, testing a fee-based membership proposition, and typical — focusing on discounts. The former is smart, especially where it includes value beyond discounting, such as saving time. The latter is going to be margin reducing and, unless there is enough incremental share shift, similarly unprofitable.

There are multiple loyalty drivers and price is not the most important anymore, even for a “drugstore.” WBA is increasingly more of a c-store with more CPGs and a pharmacy, so the time-savings value is ultimately a better focus than discounts. I’d be more bullish on WBA if it were focused elsewhere, including how it recognizes customers and makes it easy for them to get what they need/want.