Case:
Optimizing Sales Through Pharmacy Segmentation in Denmark

Denmark is home to nearly 500 pharmacies, each requiring an estimated 4–6 supplier meetings to impact sales effectively. Planning 3,000 meetings might seem like a good strategy, but it’s far from resource-efficient.

Reckitt Benckiser, a leading health and hygiene product manufacturer, partnered with us to tackle this challenge using a data-driven approach.

Here’s how we made it happen:

• Reckitt Benckiser needed a more effective way to target Denmark’s 500 pharmacies.
• We developed a tailored Pharmacy Segmentation analysis to prioritize key clients.
• Insights reduced the need for 3,000 meetings, optimizing sales efforts.
• Consultants used data to align strategies and focus on high-potential pharmacies.
• Results impressed global headquarters with the precision of Nordic market insights.

The Challenge

Reckitt Benckiser turned to us with a critical challenge: how to maximize sales impact across the entire Danish pharmacy network without overextending resources. With thousands of potential meetings, the need to prioritize efforts for meaningful results was clear.

The complexity came from understanding which pharmacies offered the greatest growth potential. This required analyzing market dynamics, such as demographic factors, product turnover trends, and regional sales patterns. Without a focused strategy, there was a risk of wasting time and missing key opportunities.

To address this, Reckitt Benckiser partnered with us to develop a data-driven solution that would allow them to concentrate their efforts where it mattered most.

The Solution

We collaborated with Reckitt Benckiser to deliver a recurring Pharmacy Segmentation analysis that provides detailed insights into market-specific trends.

We began by selecting product categories as the foundation for the segmentation. Our pre-analysis included mapping product categories, determining demographics, and analyzing sales districts. From there, we developed a segmentation model tailored to specific parameters, such as product category turnover versus company product turnover.

This data empowered Reckitt Benckiser to pinpoint the most promising pharmacies, significantly reducing the need for extensive meetings. By focusing their efforts where it mattered most, the challenge of conducting 3,000 meetings is vastly reduced.

The Results

Our analysis enabled Reckitt Benckiser to align their sales activities with their marketing strategy across multiple products throughout the year. It also equipped their consultants with insights to drive focused conversations during pharmacy meetings, emphasizing the potential of specific products or categories.