The Business Problem

This pharmacy chain was unique. It didn’t just retail medicines, it also manufactured its own. But consumers saw them as just another discount store. Their in-house medicine brand had low recall. The word “generic” raised suspicion, not trust. Doctors didn’t prescribe the products. Caregivers avoided the cheaper option when buying for family. And despite having a strong offline presence, their marketing failed to build confidence or preference.

What We Uncovered

We visited stores, spoke to customers, and interviewed doctors. Consumers assumed generics were substandard. Even physicians thought they were less effective than branded counterparts. People hesitated to experiment unless it was for themselves. However, regular buyers liked the staff, the service, and the convenience. The problem was never price. It was perception. “Generic” had become the wrong word to lead with.

The Strategic Shift

We advised the brand to drop the word entirely. Instead of pushing discounts, we repositioned them as a member benefit. The focus shifted from cost savings to care and credibility. The brand moved from being a price-led disruptor to a patient-first provider. We also recommended separating the medicine brand from the pharmacy name, so it could build equity on its own and scale through new channels.

How We Brought the Positioning to Life

We trained staff to sell with empathy and authority. The pharmacy experience was overhauled to build trust and make care visible. WhatsApp ordering, CRM-based follow-ups, and refill reminders created a sense of proactive service. The discount was framed as a member reward, not a bait. The in-house medicine line was renamed and redesigned to feel like a brand, not a backup.

What Changed

Sales rose by 1.3X in pilot regions. Store staff embraced the shift from transactional selling to guided service. Consumers began to see the pharmacy as a long-term partner, not just a place to save money. The brand now has a scalable narrative, built on credibility and care.