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There is a lot at stake as more pharmacies close
“THERE’S BEEN MORE PHARMACY CLOSURES OVER THE PAST SIX TO 12 MONTHS. THE NUMBER OF PEOPLE LIVING IN DESERTS KEEPS GROWING, AS DOES THE NUMBER OF COUNTIES CLASSIFIED AS PHARMACY DESERTS.”
— Tori Marsh, GoodRx’s director of research
I have a confession to make: I had the wrong idea about pharmacy deserts the first time I heard the term.
Let’s first look at the definition: an area where residents lack convenient access to a pharmacy–10 miles in rural areas or one mile in urban areas.
Clearly 10 miles in a rural area is a great distance to fill a script, pick up some acne cream or receive a flu shot. But then, I thought, one mile in an urban area is not that far. I dug a little deeper into the details though, and I developed a different perspective.
Some people don’t drive, making access more difficult. Some people may have physical challenges, making public transportation even more difficult. In some cases, they may lack public transportation all together. What’s more, some people may not have resources for a ride share or a taxi. Once you start considering the various reasons a person may have a limitation, then the closures seem more significant.
Our cover story this month (page 48) takes a look at store closures across the country and the ramifications.
Industry watchers and experts agree that the closures are creating dire problems that do not have an obvious solution. Pharmacy deserts can seriously impact patient outcomes, particularly when it comes to medication/treatment adherence for chronic conditions, contraceptive use or emergency antidotes for opioid abuse. Elderly and disabled people often face more challenges. Where residents lack cars, drug stores often double as general stores for everything from groceries to UPS services and printer cartridges.
The problem is likely to worsen.
“We’ve been tracking pharmacy and healthcare deserts since 2019,” Tori Marsh, GoodRx’s director of research, told our reporter. “There’s been more pharmacy closures over the past six to 12 months. The number of people living in deserts keeps growing, as does the number of counties classified as pharmacy deserts. Many are rural areas.”
Hopefully, great minds in and out of the industry can come up with a solution to a problem that affects such a large part of the U.S. population.
Managing
Production
Walgreens will no longer be a public company, per an exclusive The Wall Street Journal report, which said Walgreens has made a deal to be taken private by Sycamore Partners in one of the biggest leveraged buyouts in recent memory.
The report said Sycamore has agreed to pay $11.45 a share in cash for Walgreens Boots Alliance, representing an equity value of around $10 billion and 29% above where the stock was trading last year. Shareholders also could receive up to an additional $3 a share down the road, based on proceeds from selling the company’s primary-care assets, per the report.
The report went on to say that the total value of the deal, including debt and the potential future payouts, would be almost $24 billion. The companies expect the deal to close in the fourth quarter of 2025, the report noted.
The market value of Walgreens Boots Alliance surpassed $100 billion in 2015 but had been battered in recent years. Walgreens originally went public in 1927, the report stated.
“Going private is going to let us be more focused, more nimble, more long-term in our decision-making, in the context of the challenges that we continue to face,” said CEO Tim Wentworth. “That gives us both the time and the ability to focus in a way to transform Walgreens,” per the report.
Wentworth, who became CEO in October 2023, had begun a turnaround effort. The company has said it plans to shed
“Going private is going to let us be more focused, more nimble, more long-term in our decision-making, in the context of the challenges that we continue to face,” — Walgreens CEO Tim Wentworth
around 1,200 stores over three years.
Wentworth said the deal is a good one for shareholders and allows them to avoid the risk as the company works to change its trajectory, the report said.
The Wall Street Journal first reported in mid-December that Sycamore was in talks for a deal and earlier this week reported that talks were advanced.
The transaction would rank among the largest leveraged buyouts globally in the past decade, at a time when there have been fewer such big deals with public-company valuations and interest rates remaining elevated, the report said.
The deal also includes a so-called go-shop period for Walgreens to solicit other potential suitors for 35 days, per the report.
Walgreens includes its namesake Walgreens retail business in the U.S., the U.K.-based pharmacy chain Boots, the specialty pharmacy group Shields Health Solutions and the U.S. healthcare provider VillageMD.
Centerview Partners served as Walgreens’ lead banker, and the law firm Kirkland & Ellis was the company’s legal adviser. UBS Investment Bank was the lead banker to Sycamore, with Davis, Polk & Wardwell acting as legal counsel. Morgan Stanley also advised Walgreens, and Goldman Sachs, JPMorgan, Citi and Wells Fargo also helped advise Sycamore, the report said.
DoorDash and Dollar General are bringing SNAP/EBT payment capabilities to more than 16,000 of Dollar General’s stores on the DoorDash Marketplace.
With the addition of Dollar General, DoorDash’s network of stores that accept SNAP/EBT online payments on the DoorDash Market place nearly doubles to more than 35,000 stores.
“Dollar General’s mission of Serving Others includes helping cus tomers save time and money everyday. Unlocking the ability for SNAP/EBT recipients to shop online and have groceries delivered straight to their door through DoorDash provides even more acces sibility and convenience,” said Tony Rogers, senior vice president and chief marketing officer at Dollar General. “With approximately 75% of the U.S. located within five miles of a DG store, we are proud to bridge gaps to serve the communities we call home.”
The new collaboration, which is enabled in partnership with For age, a payments company, gives SNAP recipients access to on-de mand grocery delivery from Dollar General stores across 48 states.
Forage helps retailers integrate and accept SNAP benefits online. Through this partnership, SNAP-eligible products from Dollar General, including fresh and frozen foods, pantry essentials, snacks and more are now available for purchase through the DoorDash Marketplace.
CVS Health has received the Menopause Friendly Accreditation from MiDOViA, an organization focused on supporting workplace menopause services, education and advocacy.
This recognition notes the company’s efforts to support its employees and customers with benefits, educational resources and peer support to aid in navigating the journey of menopause and healthy aging.
MiDOViA’s Menopause Friendly Accreditation is awarded to organizations that go beyond awareness to implement real, meaningful change in addressing menopause care.
CVS Health earned the accreditation by focusing on:
Education: Increasing menopause education to inform colleagues and train managers about the impact of menopause in the workplace
Peer support/coaching: Creating open forums for leaders to share their experiences and provide opportunities for all colleagues to attend menopause peer support groups
Training: Partnering with the Menopause Society to invest in menopause training for CVS Health clinicians and care managers to support the latest evidence-based practices for symptom management
CVS Health has received the Menopause Friendly Accreditation from MiDOViA, an organization focused on supporting workplace menopause services, education and advocacy.
Benefits: Providing access to clinicians trained in menopause care and offering tailored resources to support midlife health
“We are honored to recognize CVS Health as a pioneer in workplace menopause support,” said April Haberman, CEO, MiDOViA. “This is more than just an accreditation—it’s a call to action for companies across the U.S. to prioritize the well-being of midlife employees. CVS Health’s leadership demonstrates that providing support for women experiencing menopause is not just a health imperative—it’s a critical business need for employee retention, well-being and productivity.”
Meijer plans to open three new supercenters in Northeast Ohio on May 8, increasing the retailer’s store count to 58 in the state. The new 159,000-square-foot supercenters are located in Austintown, Medina and Richmond Heights.
The stores will feature the wide assortment of fresh produce and grocery staples, including bakery, meat, seafood and deli departments, a floral area, garden center, apparel and home goods sections. The supercenters also will include a full-service pharmacy, health and beauty care section, an expansive pet department, electronics, toys and sporting goods. More details about these stores will be shared closer to their grand opening. A Meijer Express gas station will open on April 10 adjacent to the Austintown location.
“We’re investing heavily to serve the Northeast Ohio community and consistently receiving positive feedback about our value and convenience,” said Todd Anderson, vice president of the Ohio Region for Meijer. “Ohio was the first state we expanded to outside of Michigan, and we look forward to continuing that growth this year and into the future.”
There are still select part- and full-time job openings for the new Meijer supercenters. Interested candidates can find more details and apply online here.
The retailer employs more than 13,000 team members statewide at stores and its distribution and manufacturing facilities in Tipp City. Meijer plans to continue investing in the state through new store openings, remodeling current stores, creating jobs and supporting team members and local nonprofits.
Target and Warby Parker are partnering to bring eyewear to even more consumers through the retailer’s newest shop-inshop, Warby Parker at Target.
Each shop-in-shop will offer glasses, sunglasses, contacts, eye exams and vision tests that are consistent with the eyewear brand’s current omnichannel experience. The first five locations, which will be staffed by Warby Parker employees, will open in the second half of 2025 at the following Target stores: Willowbrook, Ill., Bloomington, Minn., Brick, N.J., Columbus, Ohio (Polaris) and Exton, Pa.
Beginning with the opening of the first shop-in-shop location, Warby Parker at Target also will be discoverable through Target.com. Additional shop-in-shops are slated to open in 2026, with the opportunity for more in the coming years. The new partnership complements the retailer’s growing Target Optical business, which offers a range of products and services at more than 500 Target stores across the country.
“We’ve long offered our guests well-designed products at a value, and our latest shop-in-shop partnership with Warby Parker continues that tradition,” said Christina Hennington,
executive vice president and chief strategy and growth officer, Target. “Warby Parker at Target reflects both brands’ commitment to style, affordability, quality and convenience. As we test and learn with this new partnership—bringing Warby Parker’s expertise into select stores—we’re enticing new consumers to discover more of Target.”
“From day one, Warby Parker’s mission has been to provide vision for all,” said Dave Gilboa, co-founder and co-CEO of Warby Parker. “A big part of that commitment means meeting eyewear consumers where and how they want to shop—and for many of our customers, that means shopping at Target. We’re excited to explore an entirely new retail format that brings our holistic vision care offerings—from prescription glasses and contacts to eye exams—to more people around the country.”
Warby Parker at Target prices start at $95, including prescription lenses. It will open in locations without existing Target Optical offerings.
To kick off the spring season, Walmart Beauty is showcasing new-to-customer brands, the latest in premium beauty and the return of Walmart Start, its beauty brand accelerator program.
“Walmart is here to be the most trusted and accessible beauty destination for everyone to look and feel their best every day,” says Vinima Shekhar, vice president of beauty merchandising for Walmart U.S. “We’ve launched over sixty new brands in the past year, including noteworthy beauty favorites like Pretty Smart, Being and Curology, with many still to come that will be part of the premium beauty program.”
Walmart’s beauty brand accelerator program, Walmart Start, is welcoming its third cohort. Since launching three years ago, Walmart Start has helped more than 10 beauty brands successfully launch in Walmart stores and on Walmart.com. These upand-coming brands fill gaps in Walmart’s current assortment and lean into timely trends—all at the prices customers expect to find at Walmart, the retailer said.
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Like years past, brands chosen to be part of Walmart Start will receive access to valuable resources such as education, mentorship and brand activation to ensure a successful debut.
Meet the Walmart Start 2025 class:
• Maison 276: Maison 276 is an innovative haircare system for silver and blonde hair, founded by Angel Cornelius. The system uses a clean formula base with no harsh purple dyes to brighten, soften and hydrate your locks.
• Nappy Styles: Master barbers inspired Nappy Styles products to provide natural hair with all the nutrients, moisture, shine and softness needed for a modern haircut. Using ingredients like shea butter, black castor oil and coconut oil, Nappy Styles helps users throw away their comb and embrace hair health.
• Lattafa: Drawing inspiration from Arabian culture, the three generations of the Sheik family take pride in Lattafa, a fragrance brand that vividly captures the essence of sophistication, luxury and individuality with its perfumes.
• Kativa: Dedicated to empowering women to embrace what makes them unique, Kativa is a haircare line that helps women transform their hair through
highly researched and developed products. Kativa ensures all formulas are based on natural ingredients that protect your health and do not contain aggressive chemical ingredients.
Customers can shop some of the Walmart Start brands on Walmart.com and in select Walmart stores starting this month.
Beauty brands that would like to join the Walmart Start 2026 class can apply through April 18.
“Customers have been loving the addition of premium beauty to Walmart since we first launched our initial assortment a few years ago,” Shekhar said. “We’ve worked to identify brands that our customers are looking for across the category and are excited to bring them to Walmart. Through Walmart’s Marketplace we’re able to introduce new and exciting brands, including COSRX, T3 and Beachwaver. Since the launch last summer, premium brands such as L’ange & Victoria’s Secret have seen double-digit growth post launch, with T3 hitting triple digit growth.”
Walmart said that because today’s beauty customers are looking for a wide assortment and shopping for both daily essentials and premium beauty, Walmart Beauty is excited to expand its premium beauty assortment.
Dollar Tree announced on March 26 that the company reached an agreement under which Brigade Capital Management and Macellum Capital Management will partner to acquire the company’s Family Dollar business segment. Family Dollar will remain headquartered in Chesapeake, Va.
The purchase price for Family Dollar, under the terms of the agreement, is just over 1 billion, subject to customary closing adjustments.
After a thorough review of potential alternatives for the Family Dollar business segment, the Dollar Tree leadership team and Board of Directors determined that a sale of Family Dollar to Brigade and Macellum best unlocks value for Dollar Tree shareholders and positions Family Dollar for future success.
“This is a major milestone in our multi-year transformation journey to help us fully achieve our potential,” said Mike Creedon, CEO of Dollar Tree. “We will continue to grow and optimize our Dollar Tree business to maximize value for Dollar Tree associates, customers and shareholders with an enhanced focus on compelling initiatives, including our expanded assortment, significant planned new store openings across the United States, and transactions that advance our growth strategy.”
Creedon continued, “Under the experienced, dynamic leadership of Family Dollar president Jason Nordin, and with the financial support of Brigade and Macellum, Family Dollar will be well-positioned for growth as a private company. With the support of a dedicated team, Family Dollar will be able to strengthen its commitment to providing affordable and essential goods to customers so they can do more with less.”
Matt Perkal, partner at Brigade, said, “Since 1959, Family Dollar has served its customers by offering convenient, high-quality products at a great value and the business is a pillar in communities across the United States. We look forward to continuing and enhancing Family Dollar as its own enterprise, which we are confident will drive greater success for the business and value for all of Family Dollar’s stakeholders, including employees, customers, and communities.”
“This transaction presented a unique opportunity to play a key role in reinvigorating an iconic business. Throughout this process we have met an exceptional group of executives that are dedicated to the company and its customers. We look forward to executing the strategic plan we have developed together,” added Jonathan Duskin, CEO and partner of Macellum. “In particular, we are excited that Duncan MacNaughton will be joining the company as chairman, where his insights as a former president and Chief Operating Officer of the company, and broader industry experience, will be invaluable.”
“This is a major milestone in our multi-year transformation journey to help us fully achieve our potential. We will continue to grow and optimize our Dollar Tree business to maximize value for Dollar Tree associates, customers and shareholders with an enhanced focus on compelling initiatives, including our expanded assortment, significant planned new store openings across the United States, and transactions that advance our growth strategy.”
— Dollar Tree CEO Mike Creedon
Duncan MacNaughton added, “I am excited to collaborate with the Family Dollar team and our incredibly capable and supportive new investors to drive the business forward in this next chapter of its evolution. Family Dollar has a tremendous potential to grow and succeed as an independent company, and I am honored to be able to play a role in helping the company fully realize that opportunity.”
The transaction is anticipated to close later in the second quarter of 2025, subject to standard closing conditions and regulatory approvals.
J.P. Morgan Securities is serving as financial advisor and Davis Polk & Wardwell is serving as legal advisor to Dollar Tree.
Jefferies is serving as lead financial advisor to Brigade and Macellum, and RBC Capital Markets is also serving as financial advisor in connection with the acquisition of Family Dollar. Paul, Weiss, Rifkind, Wharton & Garrison is serving as legal advisor in connection with the transaction. Wells Fargo, RBC Capital Markets, and WhiteHawk Capital Partners are providing financing for the transaction.
Dollar Tree, a Fortune 200 Company, operated 16,500 stores across 48 states and five Canadian provinces as of Feb. 1. Stores operate under the brands of Dollar Tree, Family Dollar and Dollar Tree Canada. To learn more about the Company, visit www.DollarTree.com.
Brigade Capital Management is a global asset management firm founded in 2006 with over $27 billion in assets under management. Brigade invests across public and private markets using a bottoms-up investment philosophy across a variety of diversified funds. As an SEC registered investment advisor, Brigade is a leading independent alternative asset manager with a 48-person investment team. Founded by
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Donald E. Morgan III, CIO and managing partner, the firm is headquartered in New York with a global footprint that includes an office in London.
Macellum Capital Management is an investment firm founded in 2009 that invests in undervalued companies that it believes can appreciate significantly in value through changes in strategy, capital allocation and improvements in operations. The firm has substantial experience investing in consumer and retail companies. Macellum’s investment team and advisors work collaboratively with companies and draw upon their extensive strategic and operating experience to assist companies in designing and implementing initiatives to improve long-term performance, the company said.
Haleon has named Nathalie Gerschtein as president North America. Nathalie will join Haleon on May 1.
The appointment follows Lisa Paley’s announcement to step down from her role. Paley will stay with the business until the end of May to ensure a smooth handover of responsibilities, the company said.
Gerschtein had most recently been president of the consumer products division for North America at L’Oréal Group. She brings more than two decades of experience in FMCG, retail, and beauty, across three continents, with a track record of successfully driving growth and transformation
at scale, and building strongly engaged, high performing teams, Haleon said.
Brian McNamara, Haleon’s CEO, said “We are delighted to have appointed Nathalie as president North America. She is a global leader and has a proven track record with extensive consumer experience in North America.”
McNamara added, “Nathalie understands the dynamics of the North American market and the importance of combining data, consumer insight, and innovation to meet evolving customer needs. Her experience leading complex organizations through change and driving operational excellence will be instrumental in guiding the North American business through its next phase of growth. I believe she will be an outstanding addition to our executive team.”
McNamara continued, “I also want to take this opportunity to thank Lisa for her significant contribution to Haleon in North America. Under her leadership, the North American business has strengthened its market position and built deeper connections with consumers and customers. Lisa has played an important role in building Haleon’s foundations in North America and putting us on a path for longterm success. On behalf of everyone at Haleon, we wish her all the very best for the future.”
Gerschtein said, “I am honored to join Haleon at such an important time for the company and the industry. Consumer health is at the heart of people’s lives, and Haleon has an incredible opportunity to make a meaningful difference by empowering people to take control of their health. My passion for science and the belief in the power of innovation to improve lives will be at the core of how we shape the future. I look forward to working alongside such a talented team to build on the strong foundations already in place and lead the next phase of growth and impact for Haleon in North America.”
With more than 20 years of experience at L’Oréal, most recently as division president L’Oréal Consumer Product division North America, Nathalie has worked in multi-cultural environments, and in both mature markets and emerging markets, as well as across three continents (Europe, Asia, North America). She graduated from HEC Paris and has an MBA from London Business School.
The Consumer Healthcare Products Association announced the election of Greg Bradley to serve as chair of its board of directors at its March membership and board meeting held during the association’s recent annual SelfCare Leadership Summit in San Antonio.
Bradley, a standing member of CHPA’s board of directors since 2016, serves as president and CEO of Foundation Consumer Healthcare, a position he has held since October 2017. Bradley has 34 years of experience in the consumer-packaged goods industry, with specific expertise in over-thecounter health care.
Prior to founding FCH, Bradley worked as Head of the U.S. Operating Team at GlaxoSmithKline Consumer Healthcare, now Haleon, where he helped create several mega brands within the OTC healthcare landscape, including multiple Rxto-OTC switches. Bradley also is responsible for founding Advantage Consumer Healthcare, a full-service company specializing in Rx-to-OTC switches and healthcare product launches.
“Now more than ever, consumer healthcare—and particularly self-care—plays a uniquely critical role in empowering individuals and strengthening our collective public health. Our industry’s success depends on broad access to safe and effective OTC medicines, medical devices, and supplements,” Bradley said. “I am thrilled to collaborate with Scott, the entire board, and all CHPA members and staff to focus on our shared mission and advance this incredibly important work. I also want to express my heartfelt gratitude to Lisa Paley for
her exemplary leadership and commitment as CHPA’s immediate past chair. She has set a high bar, and I look forward to building on the strong foundation she has established.”
“We are delighted to welcome Greg to his new role as CHPA board chair,” said CHPA president and CEO Scott Melville. “With the self-care industry playing an ever-increasing role in the lives of Americans, Greg’s leadership and track record of success at both large, established and emerging new consumer healthcare companies will be instrumental in helping guide our association during a time of significant change and uncertainty. The entire CHPA team very much looks forward to working closely with Greg and the board to advance our industry’s self-care agenda.”
Bradley succeeds previous chair Lisa Paley, president, North America, Haleon. Paley will continue to serve on the board as immediate past chair.
The National Association of Chain Drug Stores Foundation has published a study that shows pharmacies can be effective healthcare settings for identifying, educating and supporting linkage to treatment for people at-risk of opioid and other substance use disorders, particularly in medically underserved and under-researched communities.
Published in Public Health Reports, the study—“Project Lifeline–II: Feasibility of Implementing Screening, Brief Intervention, and Referral to Treatment (SBIRT) in Allegheny County, Pennsylvania”—assessed the feasibility of implementing SBIRT in 17 pharmacies in an urban county (Allegheny County) with a specific focus on engagement, reach and equity across the continuum of pharmacy screening and care. SBIRTs are intended to identify individuals with elevated risk for substance abuse or SUDs and to connect them with appropriate resources and support.
The NACDS Foundation noted that according to the CDC, “in 2022, more than one in six Americans aged 12 or older reported experiencing a SUD. With effective treatment, recovery is possible for everyone.” The study, funded by the NACDS Foundation and led by researchers from University of Pittsburgh School of Pharmacy, RTI International and UPMC Health Plan, resulted in findings that suggest that implementing SBIRT in a pharmacy setting may be an effective means of expanding treatment and recovery outreach efforts. A previous Project Lifeline study, including one with eight pharmacies in Blair County, Pa., suggested high participation rates in the screenings in rural communities. This latest study indicates similar opportunities for pharmacies in urban communities.
“Improving the access and health outcomes for people who are at-risk and have substance use disorders, has always
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been a priority for UPMC Health Plan,” said Chronis Manolis, chief pharmacy officer at UPMC Health Plan. “This study shows the benefits of engaging local pharmacists as part of the health care team to support healthy outcomes for our members.”
NACDS Foundation President Sara Roszak, said, “The NACDS Foundation prioritizes research that can help transform traditional care delivery models. These research findings are yet another example of how communities benefit from the unique and personalized care provided by local pharmacies, and
from innovative partnerships committed to improving health outcomes.”
Patients aged 18 years or older receiving a schedule II or III opioid prescription at participating community pharmacies in Allegheny County, Pa. were invited to engage in SBIRT as part of Project Lifeline–II from June 2020 through January 2023. Pharmacy team members asked all eligible patients for permission to provide SBIRT services, and patients were given the right to refuse any or all services. Almost 80% of adults asked to participate were screened at least once—demonstrating results comparable to participation rates in the rural-based studies.
Coty recently hosted a cross-industry panel discussion focused on the ongoing topic of restrictive beauty ideals and definitions.
This roundtable, part of the company’s #UndefineBeauty campaign, focused on debunking several beauty myths, as well as offering perspectives on neuroscience, art, social media, sociology and mental health.
The focus of the discussion was to highlight the need to drive change within the beauty space, the company noted.
“As a beauty company, we recognize our responsibility to reflect a diverse vision of beauty,” said Sue Nabi, Coty CEO.
“Our ongoing commitment to this campaign, including our latest roundtable discussion, underscore our resolve to create
beauty for everyone. Our goal is to help each person feel their most beautiful self.”
In 2023 Coty launched its #UndefineBeauty campaign with an open letter to major English dictionaries, calling for an update on the current definition of beauty.
The sentence “she was considered a great beauty in her youth” is often cited in dictionaries to illustrate the concept; the #UndefineBeauty campaign considers examples like these limiting and exclusive. To date, there has been no response from the dictionary publishers, and Coty is calling on them once more to change the definition to reflect today’s society, the company shared. dsn
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HRG’s five notable products from March
2
After seeing a notable dip in February, product introductions surged in March. Suppliers introduced 195 new products, 70 more items than the 125 they released in February. Waukesha, Wis.based HRG reviewed 28 products in the health category, 119 items in the wellness sector and 48 products in the beauty aisle to see which ones stood out as Products to Watch.
Haleon said that its Advil PM Liqui-Gels Minis provide eight hours of sleep and fast pain relief. The company states that the Liqui-Gel Minis are easy to swallow and non-habit forming with a combination of ibuprofen and diphenhydramine. Forty minis come in a pack.
Perio’s Barbasol 1919 Classic Shaving Cream offers an exceptional glide for a close, comfortable shave with reduced irritation, the company said. The Perio website states that the shave cream is fortified with aloe, coconut oil and shea butter to soothe and protect skin. The fragrance includes notes of citrus, essential oils and herbs. It comes in a 6-oz. tube.
1 3 5
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According to materials provided by Church & Dwight, Orajel Toothache & Gum Rescue Relief Pen is medicated for cooling relief of toothaches, brace and denture irritation, gum discomfort and canker sores. It has more than 50 applications per pen and offers an easy-to-reach and hygienic applicator. It comes in a .07-oz. pen
Haleon said that Sensodyne Pronamel Kid’s Toothpaste provides 24-hour cavity protection, strengthens tooth enamel and helps keep teeth strong and healthy. The company’s materials state that it is free from sugar, SLS, paraben and sulphates. It comes in a Berry Twist flavor and a 4-oz. tube.
Nature’s Bounty Mushroom Complex is a combination of maitake, reishi and shiitake mushrooms. The company added that the capsules are plant-powered immune support with no egg, gluten, wheat or peanuts and is non-GMO and hypoallergenic. A bottle contains 60 capsules. dsn
For almost a century, Boiron has provided families with the purest medicines made from the earth’s best resources. From our renowned Arnicare® line, to trusted Oscillococcinum® and Camilia® brands, our expanding range meets the diverse needs of your customers.
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María Eugenia Fumagalli, R&D and innovation director, discusses how Ontex drives advances in product innovation in the private label personal hygiene space
By Julianne Mobilian
Ontex, an international private-label provider that specializes in manufacturing hygiene innovations such as baby diapers, adult incontinence products and feminine hygiene products, is the latest company to champion women in STEM to better serve their consumers.
Drug Store News: Why is it important to highlight women’s contributions to science and technology, especially in the personal hygiene industry?
María Eugenia Fumagalli: Recognizing women’s contributions to science and technology isn’t just about fairness—it’s about driving progress. In the nonwovens and personal hygiene industry, diverse perspectives fuel innovation, leading to smarter materials, more sustainable solutions and meaningful advancements. By highlighting the achievements of women in this field, we reinforce the importance of inclusivity and ensure a broader range of voices shape the industry’s future. More importantly, visibility matters. When we celebrate these contributions, we inspire the next generation of women in STEM, strengthening representation and pushing the boundaries of what’s possible.
In the lab, Eugenia and Alejandro Aguilar Morales, Product Developer, Baby Pants, investigate liquid absorbency for a diaper sample.
Diversity truly is a catalyst for better solutions. In traditionally male-dominated industries, bringing in different perspectives leads to more creative problem-solving and breakthrough innovations.”
– María Eugenia Fumagalli, R&D and innovation director, Ontex
DSN: How does diversity in STEM contribute to innovation in traditionally male-dominated industries?
MEF: Diversity truly is a catalyst for better solutions. In traditionally male-dominated industries, bringing in different perspectives leads to more creative problem-solving and breakthrough innovations. In the nonwovens and personal hygiene space, and especially in baby care, women’s insights challenge the status quo and push the industry forward in ways that might otherwise be overlooked. When diverse voices are part of the conversation, we unlock smarter, more effective solutions that truly make an impact.
DSN: Can you share an example of how science and engineering have shaped modern personal hygiene proucts?
MEF: Science and engineering have completely transformed modern personal hygiene products, driving innovations in performance, comfort and sustainability. Take superabsorbent polymers, for example—they’ve revolutionized leakage protection by keeping babies’ skin drier for longer, reducing irritation and improving overall comfort. Design advancements, like stretchable waistbands and breathable materials, have made diapers more flexible and adaptive to babies’ movements. At Ontex, we’re pushing innovation even further. Our recent partnership with Woosh is a great example—we’ve developed a recyclable give-back diaper that’s collected and recycled after use, creating a circular system that combines sustainability and convenience to eliminate diaper waste. It’s advances like these that make me proud to be a woman in STEM, being part of a team that delivers solutions that are both effective and sustainable.
DSN: What challenges do women in STEM face, and how can companies like Ontex support their growth?
MEF: Women in STEM still face hurdles like gender biases, underrepresentation and a lack of mentorship—challenges that can make it harder to advance and thrive. But real progress happens when companies take an active role in changing that. At Ontex, we’re fostering an inclusive workplace where women have access to mentorship, leadership opportunities and a clear path for growth. When more women enter STEM, they bring fresh perspectives that drive meaningful innovation, and it’s exciting to see that shift happening. It’s also inspiring to work for a company where women are leading the way in innovation—Annick De Poorter, our chief innovation and sustainability officer, is a great example of how Ontex embraces and champions women in STEM.
DSN: Why is diversity crucial for innovation in traditionally male-dominated industries like science and engineering?
MEF: Diversity isn’t just important for innovation—it’s essential. In traditionally male-dominated industries like science and engineering, bringing together different backgrounds, experiences, and perspectives leads to smarter problem-solving and more creative solutions. True innovation happens when we move beyond a single way of thinking and embrace diverse ideas that challenge the status quo. Beyond just driving better products and technologies, diversity fosters a more dynamic, resilient, and forward-thinking workplace. It encourages collaboration, fuels fresh perspectives, and ultimately leads to progress that benefits everyone. When diverse voices are part of the conversation, we’re not just shaping better solutions—we’re building a stronger, more inclusive industry for the future.
DSN: What advice would you give to young women aspiring to careers in STEM?
MEF: Go for it! If you’re passionate about science and engineering, don’t let anything hold you back. Believe in your abilities, stay curious and don’t be afraid to challenge the status quo. But also remember—success in STEM isn’t just about talent; it’s about persistence. Not everything will go the way you planned, and that’s okay. Learn from setbacks, put in the work and keep pushing forward. Seek out mentors, build a strong network and embrace every opportunity to grow. Your ideas and contributions matter, and they have the power to drive real change. The STEM field thrives on fresh perspectives and bold thinkers, and we need more women to shape the future of innovation.
DSN: With recent push backs against DEI initiatives, why is it important to stay the course and support women in STEM positions, especially in this industry?
MEF: Despite recent pushback against DEI initiatives, supporting women in STEM is not up for debate—it is essential for progress. As a woman in STEM, I have seen firsthand how our contributions drive real innovation, whether it is developing smarter materials, more sustainable solutions or better-performing products. At Ontex, we are committed to fostering an environment where women can thrive and continue shaping the future of our industry. I am proud to be part of a company that values and amplifies our voices. Staying the course is not just about equity—it is about ensuring continued progress and driving meaningful advancements. dsn
Accelerate
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By Lindsay Dymowski Constantino
Long-term healthcare opens the door for those with chronic illnesses or disabilities to live a lifestyle that maintains their independence and their dignity. However, it often requires contributions from a wide range of medical professionals and caregivers to be successful.
Pharmacists are core players in long-term healthcare and bring essential knowledge and expertise that empower patients to understand and follow the course of action prescribed by their physicians. The following are some of the key services pharmacists provide in the long-term care process.
Medication management
Long-term healthcare regimens often require a broad mix of medications designed to address a wide range of health conditions. Without proper medication management, patients face the risk of dangerous side effects that can stem from drug interactions or incorrect dosages.
Pharmacists are essential to the medication management process. As prescriptions are filled, pharmacists can evaluate them based on the latest medication reviews to ensure they will achieve the desired goal and not lead to problems commonly related to polypharmacy. Monitoring the patient’s overall prescription regimen is important for detecting the possibility of drug interactions that could threaten the effectiveness of the medication.
Pharmacists also help reconcile medication information in cases where care is transferred. They often serve as the only consistent care provider for patients who change physicians, caregivers, or care facilities.
Patient education and counseling
Education regarding medications becomes more critical as regimens become more complex. Pharmacists are typically the ones who provide this education to patients and their caregivers. Beyond education, pharmacists also step into a counseling role for those receiving long-term healthcare by explaining the importance of treatment adherence and encouraging patients to stay on top of the regimens their physicians have prescribed.
Collaboration with healthcare teams
Physicians play an integral role in diagnosing issues and prescribing the proper treatment, but they are less connected with the process of ensuring treatment is carried out by the patient. By collaborating with pharmacists, however, they gain an advocate who can improve the chances of proper medical adherence.
Pharmacists assist with adherence by developing and encouraging strategies that improve outcomes, including simplifying medication regimens where possible to keep patients from becoming confused or overwhelmed. Pharmacists can also help patients and caregivers with reminders, such as notifications delivered via mobile apps, that improve adherence.
Long-term healthcare needs are expected to surge in the United States as the baby boomer generation transitions into retirement age. Pharmacists will play a key role in managing this surge, extending their expertise to help patients better understand the value of their treatment and ensure its effectiveness. dsn
By Colleen Lindholz
Food as Medicine is taking center stage as a fundamental component of healthier living. It is rapidly gaining traction in mainstream health circles with medical professionals, policymakers and retailers who embrace nutrition’s profound impact on overall well-being. Now more than ever, businesses and healthcare providers are taking meaningful steps to integrate this philosophy into their daily practices.
As a pharmacist, I am acutely aware the healthcare ecosystem is more than traditional medical practice and “sick care.” For healthcare to be truly transformative, it must include nutrition guidance from a trusted provider who understands each patient’s unique health journey. Patients need credible resources to help them understand how lifestyle changes can deter chronic diseases and improve overall wellness.
Exploring the role food plays in a patient’s overarching care connects short-term traditional medical interventions with long-term preventive strategies. While it seems simple, truly understanding how nutrition impacts our health is life changing. According to the USDA, poor nutrition is one of four main risk factors for preventable disease.
These illnesses compromise a patient’s quality of life, reduce business productivity and place a significant financial burden on the healthcare system. In fact, chronic disease treatment costs $4.5 trillion annually, according to the Centers for Medicare and Medicaid Services. By prioritizing food-based interventions, healthcare systems can shift from expensive, reactive treatment models to proactive, cost-effective strategies that improve health outcomes while reducing financial strain. This growing recognition of the link between diet and health may influence customer behaviors. More people recognize that
Colleen Lindholz is president of Kroger Health
processed foods containing refined sugars and sodium contribute to the many chronic illnesses ailing society. As a result, this shift can offer families the opportunity to start prioritizing whole, nutrient-dense foods as part of a well-balanced diet and a foundation of long-term health.
This shift in customer behavior offers retailers and organizations an opportunity to support healthier food choices. At Kroger, we make it easier to understand what customers are eating through services such as the FoodHealth Score powered by bitewell. Through a color-coded scoring system, customers can quickly understand what they are purchasing and even identify betterfor-them options that their families will love.
With organizations such as the National Association of Chain Drug Stores and supporting collaborators sharing information through the Nourish My Health commitment, they are helping to drive meaningful change by empowering customers with the knowledge and tools they need to make healthier choices for themselves and their families.
For customers looking to engage more deeply, Kroger provides OptUP Your Nutrition Coaching, which pairs customers with dietitians for a free nutrition coaching session in the store. This direct coaching provides real-time access to support right where they shop, taking the guesswork out of meal planning. Outside our store walls, retailers can take a leading role to advocate for healthier food options for everyone.
Food as Medicine can transform lives by putting the power of prevention in our patients’ hands. We will only be able to achieve this audacious, life-changing goal by working together to remove barriers to healthy living. dsn
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Supplier-introduced products had a good year in 2024. The new item review team at Waukesha, Wis.-based retail solutions provider HRG examined 1,837 new health, beauty and wellness items in 2024—an increase of 12.4% from the 1,634 products reviewed in 2023. The increase is noteworthy as item launches had declined four consecutive years in a row, starting back in 2020, HRG said. The uptick in product introductions is a sign of retail recovery, and thus far there are similarities in launch patterns in 2025, the company added.
“HRG analysts evaluate each HBW product launch using the company’s proprietary, weighted Star Rating System,” the company said. “In 2024, HRG analysts awarded Stars to 197 products predicted to have the highest potential for future success and to drive profitability in independent pharmacies and beyond. This is an increase of 33.1% from Stars awarded in 2023, a sign that manufacturers are developing more innovative and profitable products filling unmet consumer needs.”
Here are some highlights of the new launches in 2024:
» Within the top five categories in independent pharmacy (cold & allergy, pain relief, diabetes management, vitamins & dietary supplements, and digestive health), 549 new items were reviewed with 129 or roughly 23.5% of those products receiving a Star.
» The wellness classification, for the third consecutive year, had more product launches (1,016) than the beauty segment (572). Wellness products also earned the highest quantity of Stars, with six products earning a three-star rating within the home diagnostics & patient aids for daily living and family planning categories.
» The health classification had the second largest percent of Stars awarded at 35%, with one item awarded a three-star rating.
» The beauty classification experienced a decline in overall product launches for the fourth consecutive year. Of the 572 beauty products launched, 7.1% were awarded HRG Stars.
Notable 2024 trends uncovered in HRG’s new item analysis:
» Gummies continues its four-year trend as a popular form in new product launches. When comparing the gummy form against the forms of all new HBW items introduced in 2024, over ninety products—over 5%—of launches were in this popular form. In 2024 new gummy products were found in
all three product classifications, health, beauty, and wellness, and spanned a total of six categories. This trend is forecasted to continue in 2025.
» Self-care continues to be a consumer priority and new items in 2024 that can be used in self-care practices included test kits in feminine care, family planning, and the home diagnostics & patient aids for daily living categories. As consumers continue to begin the diagnosis process at home, HRG analysts saw increases in launches targeted specifically to men and to women. This is a trend predicted to continue in 2025.
» Magnesium launches started to trend in 2024 with over twenty products touting this mineral as an ingredient. Within vitamins & dietary supplements, 7% of new items highlighted the inclusion of this ingredient.
» Scents and flavors trending in 2024 included vanilla, which was a scent in products launched in all HBW classifications. There were fewer lavender-scented products than in 2023, however, this fragrance has been one of the most popular among new item launches the past four years.
Of the newly introduced items in 2024, 6.2% were only available for a brief time or never made it to the retail shelf. These products were eliminated by the manufacturer after their initial HRG review.
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David Pope PharmD, CDE, Chief Pharmacy Officer XiFin Inc.
Today’s pharmacies have more opportunity than ever to expand patient care and tap into new revenue streams via clinical service expansion. And many of them are taking advantage of it. According to our recent Pharmacy Transformation Survey, 57% of participants indicated they had already started offering clinical services. And 72% of respondents ranked an “expanded role for pharmacists to fill primary care gaps” as the #1 growth opportunity.
With this expansion of clinical services and specialty pharmacy offerings, pharmacies are also encountering a more complex landscape when it comes to medical billing and reimbursements. The traditional pharmacy billing system, designed primarily for dispensing medication, is not sufficient to navigate the intricacies of medical claims. In this environment, pharmacies must embrace more advanced billing processes, and innovative support systems and services to ensure maximized reimbursement.
Pharmacy billing processes are often challenged by the complexities of denials and appeals. Payor edits, guidelines, and policies, which change frequently can create confusion and increase the risk of denials. Plus, denial patterns vary widely across payers, influenced by changes in payor policy updates, provider network statuses, and service mix. Despite a pharmacy’s best efforts to submit accurate claims, denials are sometimes unavoidable, which leads to an appeal.
When it comes to appeals, more than a single attempt is often required and it can take an individual an average of 20-30 minutes to acquire prior authorization manually—compounding the challenge of managing administrative workload. This reality necessitates a robust and strategic appeals process. However, with each round the potential for collecting additional revenue increases.
Pharmacies can benefit significantly from revenue cycle management (RCM) systems and services that employ robust front-end edits that allow users to correct issues before submitting claims to payors. This proactive approach empowers pharmacies to improve the likelihood of timely payments and maintain a manageable accounts receivable (AR).
Automation, in particular, plays a transformative role in reducing the time and effort needed to process denials and appeals. By automating the appeals process, pharmacies can experience significant advantages:
■ Increased Speed and Efficiency: Automation streamlines workflows by eliminating manual steps, resulting in faster processing of appeals. This improved efficiency enables billing staff to focus on higher-value tasks, ultimately accelerating the overall revenue cycle.
■ Improved Accuracy and Consistency: Automated systems reduce the risk of clerical errors and ensure consistent handling of appeals. With fewer mistakes, pharmacies can achieve higher success rates in their appeals processes and maintain compliance with regulatory requirements.
■ Cost Savings: Automating the appeal process helps pharmacies cut down on labor costs associated with manual processes and minimizes the resources needed to manage appeals. The faster resolution of claims leads to quicker reimbursements, which in turn improves cash flow and financial sustainability.
The financial benefits of automation are clear. Automating components of the denial and appeals processes ensures efficiency, reduces manual burdens, and allows pharmacies to focus more on meeting patients’ needs. By leveraging advanced denial management and appeals automation, pharmacies can significantly improve their revenue cycle management, patients’ experiences, and overall financial health.
Learn more about our advanced RCM solution at www.XiFin.com/PharmacyRCM
With drug stores closing in record numbers, 45 million Americans are living in pharmacy deserts
By Debby Garbato
The National Library of Medicine and the U.S. Census Bureau define a pharmacy desert as having at least 33% of its population living a mile or more from a pharmacy (urban areas).
In the early 2000s, it seemed there was a chain drug store on almost every corner, as national players gobbled up smaller companies and expanded at unprecedented rates. Often, national competitors occupied opposite sides of the same street. Store footprints grew, with shelf-stable groceries, expanded seasonal sections and shelves of frozen pizza offsetting declining drug margins and offering consumers more convenience.
For some years, this worked. But few strategies last forever. Many believe that pharmacy benefit managers have eaten into pharmacy profits. Dollar stores’ growth and grocery ordering apps have decreased front end traffic, while digital technology has hurt some categories. In some places, rampant shoplifting has eroded sales. Consequently, more than 7,800 drug stores have closed over the past five years, NielsenIQ said.
Closures have created pharmacy “deserts.” The National Library of Medicine and the U.S. Census Bureau define a pharmacy desert as having at least 33% of its population living a mile or more from a pharmacy (urban areas), 5 miles (suburban), 10 miles (rural) and more than 0.5 miles where fewer than 100 people own cars. More than 45 million Americans live in pharmacy deserts, a 9+% increase since 2021, GoodRx said.
“We’ve been tracking pharmacy and healthcare deserts since 2019,” said Tori Marsh, GoodRx’s director of research. “There’s been more pharmacy closures over the past six to 12 months. The number of people living in deserts keeps growing, as does the number of counties classified as pharmacy deserts. Many are rural areas. But I’m always surprised about areas with 100,000+ people that are deserts.”
The highest number of closures, 2,437, occurred in 2024 (see chart), said NielsenIQ. According to Coresight Research, drug stores accounted for 17% of all store closures in 2024, and 21.6% in 2023 (see chart). In 2023, drug store and pharmacy sales increased 8.2% to $363.9 billion. In 2024, they grew about 3%, reaching $374.8 billion. In 2025, Coresight estimates sales will grow by 3.3% to $387.2 billion (see chart).
Some deserts encompass whole counties. Others are in poor, inner cities, where many residents do not own cars and public transportation is poor. The National Library of Medicine and the U.S. Census Bureau said 20% or more of these deserts’ populations live below the poverty level. Many people are poorly educated, speak little English and/or lack health insurance.
A study by the University of Southern California found that retail pharmacy closure rates were higher in Black and Latino neighborhoods—37.5% and 35.6% respectively—than in predominantly White ones (27.7%). It also revealed that independent pharmacies were twice as likely to close as chain stores, are more likely to be in low income and ethnic/immigrant neighborhoods and where many people use Medicare or Medicaid. Sometimes, geography adds barriers. Parts of Appalachia, for example, are bisected by hilly mountain roads and lack interstates, slowing travel. “Unlike Ohio farmland, which is traversed by highways, Whitesville, W.V., has a single two-lane road through the hills,” said Drew Massey, director of pharmacy operations at Fruth Pharmacy, which operates in the region. “While a pharmacy may be 10 miles away, that’s a 30-minute drive one way in the hills. An independent tried opening but couldn’t weather the storm.
2,437 2024
Source: NielsenIQ
Pharmacy deserts can seriously impact patient outcomes. Elderly and disabled people often face more challenges. Where residents lack cars, drug stores often double as general stores for everything from groceries to UPS services and printer cartridges. There is no blanket solution. Mail order pharmacy is problematic in crime ridden areas where packages are stolen. Plus, patients require insurance. Telepharmacy serves only 28 states. Mobile pharmacies are helping in some areas, as are hospitals that have created publicly accessible pharmacies.
McKesson launched a micro-access program to expand pharmacy services in federally qualified health centers (FQHCs) in underserved areas. But Massey fears funding could be shaky, given the many federal programs President Trump wants to cut.
“If [FQHC] disappeared, the map would look like potholes on a West Virginia road where there’s no coverage,” he said.
Amazon Pharmacy is benefitting from closures, with plans to open pharmacies in 20 new cities in 2025. Walmart launched same day delivery in 2024. By the end of 2025, services should be available in 49 states.
There is also pending legislation to better regulate PBMs. But that fight is ongoing. Nobody knows when the battle will end. “It will continue getting worse,” said Marsh. “I don’t see pharmacies reopening that much. I think we’ll see this for years.”
While we cannot cover every pharmacy desert, we have assembled a sampling of counties, inner city areas and other locales where lack of pharmacy access is seriously impacting the populace:
Covering more than 4,000 square miles and with a population of 229,320, the Island of Hawaii, referred to as Big Island, is known for attractions like Punalu’u Beach and Volcano National Park. Rural residents comprise 59.6% of its population. It has just 25 pharmacies, said GoodRx. They include several Long’s Drugs (owned by CVS), CVS and Walmart.
Many residents lack healthcare on all fronts. According to the county’s website, Hawaii County also has the state’s highest rates of food stamp recipients, family violence, substance abuse and unemployment. While the average median income for families is $81,910, 29,361 residents (14.7%) live in poverty, which is 19.23% of the state population living in poverty, indicated the Hawaii County Economic Opportunity Council. Poverty is highest among Black residents (38.6%) followed by Native Hawaiians/Pacific Islanders (19.34%). The rate of Black poverty is far higher than the statewide rate of 9.32 %.
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Source: U.S. Census Bureau
Encompassing 5,517 square miles with 52 people per square mile, highly rural San Juan County is a worldwide destination for fishing and big game hunting. But it lacks healthcare providers. GoodRx noted just 14 pharmacies for 150,525 denizens, including Walgreens, Walmart, Sam’s, Safeway and independents. More than 40% of respondents to a Professional Research Consultants Community Health report cited lack of healthcare as a “major problem.”
Whites (47%) and Native Americans/Alaska Natives (39.1%) dominate the population, indicated the U.S. Census Bureau. More than 21% of residents are Hispanic.
The New Mexico Legislature website said the state has the country’s sixth highest drug overdose rate. In San Juan, 45.4% of people have been impacted by substance abuse, said the afore-mentioned report.
But drugs are not the only problem:
• 23.5% live in poverty.
• 14.2% lack a high school diploma.
• 39.1% have low food access.
• 18.4% have “fair/poor” overall health.
• 27.2% have three-plus chronic conditions.
• 33.4% have high blood pressure.
• 25% have high cholesterol.
• 16.5% experienced intimate partner violence over the past year.
• 25.9% have “fair/poor” mental health.
• 81.5% are overweight.
• 45.9% are obese.
• 15% have asthma.
Source: 2023 Community Health Needs Assessment report
Douglas County, Ore., has far more trees than pharmacies. Spanning more than 5,000 square miles, its 1.8 million acres of forest contain one of the world’s oldest stands of old growth timber. Not surprisingly, the forestry industry plays a major role. Forty one percent of the population is rural, with 21.4 individuals per square mile. According to GoodRx, there are 18 pharmacies for Douglas’ 147,710 people, including Walgreens, Fred Meyer, Sav-On, Safeway, Rite Aid, Costco and numerous independents.
Douglas’ per capita income is around $33,510, said the U.S. Census Bureau. Among residents, 16% live in poverty, 27% are ages 65+ and 92% are White. Out of a top score of 100, a U.S. News & World Reports study found access to health care ranked 66 among concerns. Other priorities were equity (69), food and nutrition (65) and population health (58).
Overall, Oregon has the second fewest number of retail pharmacies per 100,000 residents, said the National Council for Prescription Drug Programs. More than 70% are owned by big box chains. Many have disappeared, including Bi-Mart, which closed most Oregon pharmacies in 2021. According to The Oregonian/OregonLive’s analysis, 23 of Oregon’s 36 counties have fewer than two pharmacies per 10,000 residents. Two counties, Wheeler and Sherman, have no pharmacies. Gilliam and Grant each have one.
Key Concerns in Douglas County
• Access to Health Care: 66
• Population Health: 58
• Equity: 69
• Education: 24
• Economy: 43
• Housing: 50
• Food & Nutrition: 65
Source: U.S. News & World Report
Located in the nation’s “wood basket,” Lewis County, Wash., is another leading Northwestern timber producer. It is also home to Mount Rainier National Park, a major destination for outdoor enthusiasts. There are 34 denizens per square mile for a total population of 128,360. Lewis is served by 13 pharmacies, said GoodRx. Largely White, it is not the wealthiest place, and almost half of people are elderly or under 18.
Lewis, WA Demographics:
• 22% ages 65+
• 22% under 18
• Median age: 41
• 91% White
• 11%+ Hispanic
• Per capita income: $33,972
• 13.7% in poverty
Source: U.S. Census Bureau
Statewide, more than 80 pharmacies closed over the past 18 months, said an article on Kiro7.com. “We’ve seen a mass exodus of pharmacies from Seattle as well,” said Jenny Arnold, CEO of the Washington State Pharmacy Association. Washington has been slower than other states to adopt PBM regulations, she added. But recently passed State Senate Bill 5213 will strengthen PBM regulations, including ceasing some rules requiring people to use mail order pharmacies to fill specialty
prescriptions. And on Capitol Hill, Senator Maria Cantwell introduced a bipartisan bill to battle unfair drug prices and bring transparency to PBM operations.
Jefferson County is in the northern tier of New York State at the confluence of Lake Ontario and the St. Lawrence River. Largely rural, most land is used for agriculture. The largest nearby city is Syracuse, 70 miles to the south. Jefferson spans 1,293 square miles, making it the state’s ninth largest county. It is home to Fort Drum, the Northeast’s largest army installation. The base, along with two state prisons, employ 40% of the workforce. Eighty four percent of residents are White. The population is relatively young, with a median age of 32.9.
With 126,358 people, Jefferson has just 15 pharmacies, said GoodRx. And it has many other challenges:
• 18% did not finish high school.
• 23% report having a disability.
• 14% live in poverty
• Per capita income: $34,603
• 32% of adults are obese
• Median age: 32.9
Source: U.S. Census Bureau
According to a community needs assessment posted on the county’s website, there is also a shortage of living wage, full-time jobs and limited transportation access. Other problems include high rates of substance/opioid abuse and “limited options” for safe, affordable rent.
Source: BlockClubChicago.org
Black and Latino residents on Chicago’s South and West sides are far more prone to poverty and pharmacy shortages than people elsewhere in the windy city. Since 2022, Walgreens, CVS and Walmart have all closed stores. According to a study by pharmacy professor Dima Qato at the University of Southern California, just 1.2% of Chicago’s largely White census tracts are pharmacy deserts versus 32.6% of predominantly Black tracts.
While CVS’ website lists 57 Chicago stores, less than 15% are below the South Loop. Walgreens also has a low concentration of stores there, according to an article on BlockBusterClubChicago. com. Four zip codes have just two pharmacies and are in neighborhoods that are more than 85% Black and Latino. Another ethnic neighborhood has just one pharmacy, while an additional one has no pharmacy.
Across Illinois, 73% of counties are classified as pharmacy deserts, said Congressman Raja Krishnamoorthi’s web site (D-IL). House Bill 4548/Senate Bill 2790 would let Illinois residents patronize their pharmacy of choice without insurance penalizing them with higher copays. It would also level the field against PBMs for independent pharmacies. Without this legislation, the congressman’s website says one in three Illinois pharmacies faces potential closure.
Over the past seven years, about 26 pharmacies have closed in Boston, 200 statewide, said the Massachusetts Department of Public Health. A Boston Globe study found that 15,000 Bostonians live in pharmacy deserts, often lacking cars. Many communities are poorer, sicker and less well resourced than elsewhere in the state.
In the largely Black and Hispanic Boston community of Roxbury, four Walgreens have been darkened over the past 2.5 years, said the Globe. A summer Walgreens closing on Warren Street drew residents, religious leaders and public officials who picketed, demanding Walgreens change its decision. Average life expectancy in Roxbury is 68, far below the national average.
Half of East Boston and Dorchester are also underserved. Beyond Boston, parts of Brockton, Everett, Revere and Lawrence are deserts and are also often home to Black, Latino, immigrant and low income residents.
Not all deserts have big ethnic mixes. Massachusetts’ Franklin County is 90% White and home to 100,625 individuals. But it has just 12 pharmacies, said GoodRx. Located in the Northwestern part of the state, it is one of the least populated counties. Annual per capita income is $37,688. Unemployment is 3.1%.
Ohio has been hard hit by pharmacy closings. Following its bankruptcy filing, Rite Aid shuttered 179 stores there, largely in struggling small towns and Rust Belt cities, noted CNBC.com. CVS and Walgreens have also closed stores. A CNBC.com study, which used the database TelePharm, found 15 Ohio communities that are not within a 10-mile radius of a pharmacy, including Ross and Huron Counties.
Ross County is in Ohio’s Appalachian region. There are 77,093 people spread across 693 square miles. Almost a half dozen towns have fewer than 1,000 inhabitants. Most are White. According to the U.S. Census, median household income is $50,395.
In Huron County, agriculture is the leading industry, with more than 865 farms and almost 240,000 acres of farmland. The population was 58,199 in 2023, with a per capita income of $32,660. The largely White population is spread across 492 square miles. Among residents, 13.2% live in poverty.
Over the past 17 years, Michigan has lost more than 500 retail pharmacies. This included shuttering of all 233 Rite Aid stores in the state following its bankruptcy filing. According to Wsws. org, Rite Aid closures have affected more than 41 communities statewide.
Detroit: In 2017, there were 40 Rite Aid, CVS Pharmacy and Walgreens stores in Detroit, Highland Park and Hamtramck. Now, almost a third are gone, with just 28 left, said an article from Outlier Media. These areas are home to about 200 nonchain pharmacies. Many belong to Health Mart, a franchise network of independent pharmacies, and operate under their own names. About a third of Detroit residents do not own cars.
Source: Occupational Employment and Wages Survey, U.S. Bureau of Labor Statistics and U.S. Census Bureau, Population Division
Sources: Detroitography and Outlier Media
Outside of cities, there are also deserts—some are poor, some are not.
Lapeer County ranks number 8 among Michigan’s poorest counties, said wbxxfm.com. According to the Lapeer Community Health Assessment Report, 14% of households experience overcrowding, high housing costs or lack plumbing or kitchen facilities. Almost 80% of people are White and 10% are Black. There are 108,577 residents and just 10 pharmacies. Allegan County has 119,754 people and 14 pharmacies, said GoodRx. It is 93% White, with a median household income of $75,543. Situated on Lake Michigan and known for its annual tulip festival, it is a popular place for tourists, vacation homes, agriculture and fishing. About 25% of people ages 65+ are disabled. dsn
As brands reassess their diversity, equity and inclusion initiatives, we dig into the financial case and look at what major retailers—and beauty brands—are doing
By Taffel Sturgeon
— Diana Scott, The Conference Board “
Productivity and profitability improvements are difficult to directly link to diversity and inclusion, but there is a logical arc from DEI to retention, engagement, culture and wellbeing.”
Retail giant Target has suffered financially both going and coming over the last five years of the culture wars around diversity, equity and inclusion.
In 2020, after George Floyd was murdered by police in Minneapolis—home of Target headquarters—it developed a three-year plan to increase the number of Black employees by 20%.
“We know that having a diverse workforce and inclusive environment not only creates a stronger team,” Melissa Kremer, Target’s chief human resource officer, said in a 2020 statement, “but also provides the perspectives we need to create the products, services, experiences and messages our guests expect.”
The company’s 2,000 stores include 400,000 employees, half of whom are people of color and 60% women. Between 2015 and 2020 it doubled the number of non-White officers. Its Board of Directors are half Black or Latino and one-third are women. More than half its stores are run by women.
In 2023, upon releasing Pride Month products, Target faced a right-wing
boycott, then a left-wing one for removing them from store shelves. Its second quarter 2023 sales dropped for the first time in six years.
But it didn’t end there. On Jan. 31, the company was hit with an investor-led lawsuit alleging the company did not disclose risks of its DEI initiatives.
In January 2025 it said it would quit its DEI goals and initiatives, evaluate partnerships to ensure they are “directly connected to our roadmap for growth” and no longer participate in thirdparty DEI and LGBTQ+ scorecards. It is changing the name of its “Supplier Diversity” team to “Supplier Engagement” and focusing on small businesses.
Its statement noted these changes have “the goal of driving growth and staying in step with the evolving external landscape.”
DEI initiatives were originally seen as a way of making common cause with the community and within the business ranks. But one overlooked aspect is that it’s also good for business.
McKinsey’s 2023 report on 1,265 companies in 23 countries found companies in the top quarter with female and ethnic diversity executive team representation financially outperformed those at the bottom quarter by 39%.
A global study by UN Women in 2024 showed inclusive ads boost short-term sales by 3.5% and long-term sales by 16% while also increasing shopper loyalty by 15%.
The question is, in the 2025 culture war quest to dismantle DEI, are businesses throwing profits out with the bathwater?
“Productivity and profitability improvements are difficult to directly link to diversity and inclusion, but there is a logical arc from DEI to retention, engagement, culture and wellbeing,”
Diana Scott, leader of The Conference Board’s DEI consultancy division, told Drug Store News. “DEI done well improves productivity. It improves business outcomes.”
That could mean on-the-floor staffers who look like the community in which they serve. And also at the leadership level, where a company’s ability to thrive depends on a team’s diversity of looks and life experiences that provide a broader base of options for consideration, thus improving resilience and adaptability en route to better profits.
“We believe we can’t do effective work unless our team is just as diverse as the audiences we talk to,” said Kyle Monson, founder of the Codeword ad agency, who follows research on the diversity/profitability nexus. “This war on diversity, equity and inclusion is disingenuous nonsense. It’s bad for business.”
Is it possible that the financial case of DEI has not been communicated as clearly as it could be?
Costco, at its Jan. 16 board meeting, turned back a proposal that would require the company to report on any potential risks to profits from diversity programs. Fully 98% of shareholders voted no.
Costco argued that DEI programs are, in fact, good for profits. And not just because the staff reflects the customers and communities in which stores operate. Inclusion means employees feel like they belong in a company culture and that leads to less turnover—always an expensive proposition for businesses. Costco’s DEI initiatives, announced its board, “enhance our capacity to attract and retain employees who will help our business succeed.”
The Costco share price over the last year was up 36%, far outpacing the S&P 500’s 26% gains.
Conversely, a 2022 study from a Cornell University researcher who has investigated business practices such as environmental social and governance (ESG) as well as DEI found that, by one DEI scorecard measure, there is no significant positive correlation to its financial performance from an investment perspective.
Walmart, which employs 1.6 million employees, said its 2025 changes walking back its commitments to DEI, including changing DEI in job titles to “belonging,” were not coming from a place of profits.
“Every decision comes from a place of wanting to foster a sense of belonging,” the company said in a statement, “to open doors to opportunities for all our associates, customers and suppliers and to be a Walmart for everyone.”
Is the representation of different identities, backgrounds, experiences and perspectives within your workforce.
Creates a work environment where everyone feels valued, respected and able to participate fully and thrive.
“
We know that embracing differences is important to the growth of our company as it leads to opportunities, innovation and employee satisfaction.”
— Costco
Ensures everyone has fair access to opportunities and resources, regardless of their background or their group’s historical disadvantages
Beauty brands have not had the same hand-wringing over diversity, likely because beauty is the great unifier. L’Oreal alone has teams around the world that comprise 168 nationalities.
In 2024, beauty retailer Sephora won the Forbes Best Employer for Diversity award. In the past two years it has doubled its number of Black leaders. Its diversity POV includes people of color, women, people with disabilities, LGBTQ+, working parents, millennials and people over the age of 50.
L’Oreal’s long-held diversity bona fides also gather in gender equality, which include its work in Australia with The Father Hood that provides parental leave and “helps women return to the workforce more easily.”
“While there may be new resistance in our country around equality programming,” said Artemis Patrick, president and CEO of Sephora North America, “our commitment remains stronger than ever.”
In a Jan. 25 earnings call, LVMH chairman and CEO Bernard Arnault noted that since LVMH acquired Sephora in 1998, the beauty retailer’s revenues have gone up more than 10x, from EUR 100 million to more than a billion. “We stuck to our commitments in terms of diversity,” said Arnault, “Sephora reported exceptional growth.”
Also emblematic of the beauty category’s immunity to DEI threats, Ulta Beauty in late 2022 partnered with transgender influencer Dylan Mulvaney—the same celeb who teamed with Bud Lite, which suffered a boycott leading to a 27% drop in sales and toppling it off its throne as top beer in America. Ulta Beauty, also targeted by boycotts, suffered no such decline.
The push and pull over DEI have reached a new phase with the Trump administration’s DEI dismantling efforts. Everyone is reading the room, but some companies are dismantling DEI entirely while others are making semantic changes like changing “diversity” to “belonging.” And still others, particularly brands that had some semblance of DEI policies long pre-dating the 2020s’ DEI culture wars, have maintained their heading—along with their profits. dsn
From the heart of the financial industry, the political winds of 2025 have certainly upended business behavior.
Five years ago, Goldman Sachs CEO David Solomon announced the company’s DEI policy: the investment bank would not help companies go public unless they have at least one diverse board candidate, “with a focus on women,” starting in July 2020.
Solomon said DEI is good for business, noting that U.S. companies with at least one woman on their board outperformed those without women with “premium returns” between 2016 and 2020.
Corporations disclosing DEI metrics tied to executive compensation rose from 52% of S&P 500 companies in 2021 to 75% in 2023, according to the Conference Board, a century-old business best-practices nonprofit. Russell 3000 companies similarly grew, from 29% in 2021 to 49% in 2023. But in a bellwether 2023 decision, the U.S. Supreme Court outlawed affirmative action in colleges. This emboldened activists to attack raceconscious initiatives in the business community.
The Conference Board reported S&P companies’ DEI metrics in 2024 declined to 67%, while Russell in 2024 dropped to 41%. And then Donald Trump was elected president, and began his term with an aggressive attack on DEI in the federal government and also in the private sector.
In early 2025 the Nasdaq stock exchange announced a rule change rolling back its requirement that companies listed on the exchange provide various DEI disclosures.
On Feb 11, Goldman Sachs rolled back its DEI requirement for IPO companies.
“As a result of legal developments related to board diversity requirements, we ended our formal board diversity policy,” Goldman spokesperson Tony Fratto said. “We continue to believe that successful boards benefit from diverse backgrounds and perspectives, and we will encourage them to take this approach.”
GUARAN EE ONE-ON-ONE MEE INGS CONNEC ING BUYERS AN SELLERS
Costco: Status quo at the member big box store. Forcefully defended its DEI policies during a challenge at its Jan. 16 board meeting. Share price outperformed the S&P 500 by 10 points last year, has tripled in the last five years.
CVS: Consistently ranks high in diversity, including 2024 “best place to work for disability inclusion.” In 2023, laid out a Supplier Diversity program including woman- and minority-owned suppliers through 2030. No recent changes to DEI policies. Stock price is flat over the past five years.
Publix: Listed on the 2024 Fortune Best Workplaces for Women. No official announcements indicating a shift in DEI commitments. Stock price has doubled in the past five years.
Target: In 2020, created REACH—Racial Equity Action and Change—to help Black employees, businesses and communities. In 2025, citing “the evolving external landscape,” stopped it, as well as third-party DEI and LGBTQ+ scorecards. Stock price peaked in the summer of 2021, and is down more than half since.
Walgreens: Holds perfect 100 score on Disability Equality Index six years running. In 2024 was also top workplace for LBGTQ+. Increased number of women and people of color in leadership. Stock price peaked in the summer of 2021, $55 a share; today is $10.
Walmart: Ending five-year commitment for racial equity center, withdrew from third-party scorecards around DEI and LGBTQ+, is re-evaluating support for Pride events, stopping priority treatment to suppliers based on race and gender. Stock price more than doubled in the past five years.
e.l.f. Beauty: Hip brand in big box retailers is one of only two publicly traded companies with a board of 78% women and 44% people of color. Posted 23 straight quarters of sales growth, stock price is up 700% over last five years.
L’Oreal: “Our objective is to be the most inclusive beauty leader and contribute to a society in which everyone can feel safe, equal and valued.” Stock is up and down over last five years though 15% higher today.
Sephora: After 2020 George Floyd murder, was first major retailer to take The 15% Pledge to allocate 15% of shelf space to Black businesses. By 2021 it made 100 Most Valuable Brands worldwide. Black leaders have doubled in past two years.
Ulta Beauty: DEI leader spends on diverse media platforms, invests in BIPOC brands, provides merchandising support. Partnered with trans influencer Dylan Mulvaney (of Bud Lite notoriety) in late 2022, leading to similar calls for boycott, which went nowhere. Stock price up and down since then; call it even.
* Red light means dismantled DEI, yellow light means some DEI changes made, green light means status quo.
Is the stabilization of the beauty industry an opportunity for popular-priced brands? Industry experts give us their opinions
» 1. Deborah Dixon, Precious Mineralz
» 2. Vera Oh, Voesh
» 3. Kelly Sobel, Milani Cosmetics
» 4. Juan Morillo, Okay Pure Naturals
» 5. Jeremy Lowenstein, Milani Cosmetics
» 6. Isaac Shapiro, Cleanlogic
» 7. Shalimar Dalal Maakar
» 8. Chithra Kannan, Skin Centrick
» 9. Brooke Gilliam, Maesa
» 10. Annette Rubin, HydroPeptide
Industry experts shared views on everything from the threat of an industry slowdown to what role AI will play in beauty during a DSN “virtual” roundtable.
DSN: What are your thoughts on stabilization in beauty?
Jeremy Lowenstein, chief marketing officer, Milani Cosmetics: The beauty industry has reached a more stable phase following years of rapid growth; however, we will continue to see upward momentum in the sector, just at a slower pace. Mass brands will find momentum by focusing on innovation, inclusivity and consumer engagement across digital channels, in-store experiences and social platforms.
Juan Morillo, marketing director Okay Pure Naturals: When a market stabilizes, it usually means consumers are getting more selective. Instead of splurging on high-end products, they’re looking for quality and results at a price that makes sense. This is where mass brands can step in and win over customers by offering effective, affordable products that still feel exciting.
Taylor Dunston, sales director, Americas, Geske German Beauty Tech: The squeeze on how far the dollar goes is certainly impacting consumer spending. It is well known that beauty lovers are mixing mass and prestige with how they are shopping. Dupe culture has especially increased where beauty lovers want a better value while achieving the same look or finish from wellknown hero products. It is the perfect time for retailers and brands alike to provide products that fit the shift in spending, while offering products that users will fall in love with just the same.
Shalimar Dalal Maakar, owner and CEO, Obliphica Professional: I believe this is a pivotal moment for mass brands to expand their customer base. Consumers are more discerning than ever, seeking quality, innovation and affordability. Brands that prioritize accessibility without compromising on efficacy and experience will thrive in this evolving landscape.
Vera Oh, co-CEO and cofounder, Voesh: Prestige beauty continues to outpace the overall market, while mass beauty’s growth has softened. However, this doesn’t mean mass beauty is losing relevance—it just needs to evolve. One area of opportunity is wellness-driven beauty. Consumers are becoming more mindful of what they put on their skin, looking for cleaner formulas and products that address skin concerns and overall well-being. If mass beauty brands embrace this shift—focusing on transparency, efficacy and better ingredients—they have the potential to regain momentum.
Chithra Kannan, founder and CEO, Skin Centrick: As the market becomes more saturated, consumers are likely to seek out brands that offer not only quality and value but also authenticity
and a strong brand narrative. Mass brands, with their extensive reach and resources, are well-positioned to attract a broader customer base by focusing on these aspects. Mass brands can leverage their economies of scale to offer competitive pricing, which is particularly appealing in times of economic uncertainty. The stabilization phase provides an opportunity for mass brands to innovate and adapt to emerging trends, such as clean beauty, tech-driven skincare solutions and the integration of AI in personalized beauty recommendations.
DSN: What trends do you see for 2025?
Brooke Gilliam, vice president, customer development, Maesa: The surge in wellness and wellness-related products and rituals continues to grow and drive sales. In the beauty space, wellness has been coming to life in the form of attainable luxuries consumers can seamlessly incorporate into their lifestyle. Being Frenshe is a great example of a brand that tapped into the power of daily wellness rituals. The brand expanded into the hair care category with the debut of the Hair Wellness collection earlier this year. Fragrance will continue to play an important role within the wellness space, with the increased demand for multifunctional products that boost mood and promote joy.
Isaac Shapiro, cofounder and CEO, Cleanlogic: It is a special year for Cleanlogic, marking our 20th anniversary. To celebrate, we’re giving our products a fresh look and feel, with a strong emphasis on refining and segmenting our product offerings to further differentiate and disrupt the bath accessory space. We will continue to lead in accessibility, incorporating inclusive packaging and Braille across our entire range.
Annette Rubin, chief executive officer HydroPeptide: Peptide technology will take center stage, with increasing awareness of how targeted peptides can drive visible improvements in skin firmness, hydration and overall resilience. Additionally, skin longevity will become a key focus, as people look for solutions that go beyond aesthetics to support the skin’s ability to repair and regenerate over time. Consumers are also becoming more discerning about high-performance formulations that minimize unnecessary additives while maximizing efficacy.
Vera Oh: Consumers today want more than just safe ingredients; they’re looking for products that deliver real results, enhance their daily rituals and fit seamlessly into their lifestyle. The focus has shifted from just being “clean” to being effective, sensorial and multi-functional.
For 2025, we see three major beauty trends shaping the industry: Beauty that engages the senses, blurring the lines between categories and multi-tasking formulas for modern consumers.
Juan Morillo: Beauty in 2025 is all about smart, simple and effective products. People want luxury-quality without the high price, and brands are delivering. Men’s grooming is growing, AI is personalizing beauty and sustainability is becoming the norm.
Chithra Kannan: One of the most exciting innovations we are introducing is our new formula for hair care, featuring abyssinian oil-based shampoo and conditioner. Abyssinian oil, known for its lightweight and non-greasy properties, is a remarkable ingredient that provides deep nourishment and hydration to the hair without weighing it down.
Taylor Dunston: Technologies like LED light therapy and microcurrent facial devices are continuing to expand into beauty lovers’ daily routines. Personalized and minimalist skin care routines are also becoming quite popular. Technologies like LED light therapy and microcurrent facial devices are continuing to expand into daily routines. Personalized and minimalist skin care routines are also becoming quite popular. We’re seeing everything from AIpowered personalization that helps users understand more about their skin and receive key recommendations on what will work best for them, to “Skinimalism,” a trend which emphasizes minimalistic routines with multifunctional products.
Shalimar Dalal Maakar: I expect to see a continued emphasis on skin-first beauty, multifunctional hybrid products and sustainability-driven formulations. Personalized beauty, powered by AI and data-driven insights, will also gain momentum.
Jeremy Lowenstein: Consumers are increasingly prioritizing skin care, and the beauty industry is playing into this trend. In 2025, we expect the category to see a rise in lightweight, multifunctional makeup products formulated with high-performance skin care ingredients. The trend toward flawless, yet naturallooking skin is the new aesthetic and will continue to drive innovation, particularly in products that create a blurring effect to eliminate the appearance of fine lines and pores.
Deborah Dixon, owner, Precious Mineralz: Precious Mineralz is launching AI technology for skin analysis and will continue to grow to analyze skin types. These technologies will help assess skin problems acne, sun damage and wrinkles, to name a few. The AI powered technologies offer potential to customize a skin care routine once a skin assessment is performed.
DSN: How can brands and retailers balance building in-store sales while also meeting customers increasingly online?
Sue Smith, partner, Emerson Group: Partnering together to speak to the consumer. When a brand engages in various marketing executions, whether it’s an influencer campaign, sampling event or dollars off offer, the retailer and brand can highlight these executions. The retailer can utilize their vehicles like circulars to highlight an offer/sampling opportunity to drive traffic into stores. Offering something special the consumer can only receive in-stores drives traffic and highlighting the brand in stores with signage or prominent in-store positioning. The brand can then highlight this partnership in their marketing efforts.
Isaac Shapiro: What’s particularly interesting about Cleanlogic is that we’ve taken a bit of a reverse approach. While we’ve always had a strong retail presence, we’re now significantly expanding our digital footprint. Over the past year, we’ve seen firsthand how a robust omnichannel strategy can drive success both in-store and online. Customers want flexibility—they should be able to get the product when and where it suits them.
We’ve been focused on strengthening our online presence, both independently and in collaboration with our retail partners. We’re actively exploring digital opportunities with them to ensure we’re meeting consumers across every touchpoint— essentially creating the best of both worlds.
Additionally, we’ve learned that a strong digital presence isn’t just about e-commerce. Social commerce has become a key driver for us. Building a dedicated community and fostering social engagement has proven invaluable. Cleanlogic has experienced significant success by combining user-generated content (UGC), which not only drives traffic to our online store but also to retail partners.
Kelly Sobol, senior vice president, sales and customer development, North America, Milani Cosmetics: Brands and retailers are once again finding themselves navigating an omnichannel landscape, with consumers increasingly looking for items across channels. To successfully balance these, it’s crucial to foster relationships with retail partners, growing shelf space and launching customer-specific exclusive products at
these locations to draw foot traffic and drive increased sales. Creating dynamic, engaging experiences will be key, such as by leveraging technologies like AI to offer immersive, personalized touchpoints across channels. At the same time, it’s imperative to have a robust presence online and via social platforms. Brands must stay agile and responsive to fast-moving trends, ensuring they are part of the viral conversations and collaborating with key influencers to amplify their reach. An integrated, multichannel strategy will enable brands to meet customers where they are and build loyalty both online and in-store.
Shalimar Dalal Maakar: Brands must bridge the gap by integrating technology, such as virtual try-ons, AI-powered recommendations and in-store exclusives that incentivize foot traffic while fostering online loyalty.
Brooke Gilliam: With the omnichannel growth, it is more critical than ever for brands to have an online presence that clearly defines their reason for being and educates the consumers on their unique value proposition. The online presence goes far beyond traditional e-commerce content as it’s become increasingly important to reach consumers where they are. At Maesa, we’ve been strategically leveraging our brickand-mortar presence at key retailers while doubling down on building our digital presence across various channels, including our retailers’ digital platforms, Amazon and TikTok Shop.
In 2024, we launched an interactive experience for Fine’ry on Roblox, driving awareness among Gen Z and Gen Alpha consumers, and hosted Fine’ry-verse, the first of its kind phygital experience powered by generative AI technology. To engage with the growing beauty community on social media who may not be shopping at brick-and-mortar retailers, we’ve been leveraging best-in-class content and talent partnerships across our portfolio of brands. For example, we’ve recently introduced the first-ever Kristin Ess Hair Artistry Team, comprised of seven powerhouse stylists that bring a wealth of experience, from styling red carpet looks for A-list celebrities to creating iconic styles for “it-girl” influencers and photoshoots, to creating their own educational and engaging content.
DSN: What is the biggest challenge and the biggest opportunity this year?
Sue Smith: The biggest challenge is increasing costs, which has reduced the amount of innovation being launched. The biggest opportunity is retailers and brands leaning in together in different ways.
Kelly Sobol: Biggest challenge: Navigating category softness as the beauty market corrects after years of post-COVID growth. Consumers are becoming more discerning, experimenting with new brands and shifting loyalty, making it critical to drive engagement and sustain momentum.
Biggest opportunity? Leveraging AI to work smarter and more efficiently while maintaining authentic consumer connections. By refining marketing strategies to resonate across generations and focusing on long-term category growth, Milani is positioned to elevate its brand and compete as a top five player in the industry.
Annette Rubin: One of the biggest challenges in 2025 will be meeting consumer expectations for both innovation and transparency. Today’s skin care shoppers are more informed than ever, looking for products that are not only clinically backed and results-driven but also formulated with thoughtful, skin-compatible ingredients. As demand for high-performance skin care grows, brands must strike the right balance—ensuring cutting-edge advancements are paired with clear, science-based education so consumers feel empowered in their choices.
The greatest opportunity lies in deepening consumer understanding of peptides and their role in long-term skin health. While peptides are widely recognized in professional skin care, their full potential is still underleveraged in broader consumer education. As the leader in clinical peptide technology, HydroPeptide is committed to advancing this conversation—helping consumers recognize how peptides can support everything from hydration and barrier repair to skin regeneration and longevity.
Isaac Shapiro: Our biggest challenge this year is the ongoing uncertainty in the global market, particularly surrounding tariff increases. As a company with manufacturing in China, we, like many others, are navigating these changes. A key concern is how rising tariffs will impact consumer spending—what will they be willing to pay for as costs increase?
On the flip side, this presents a significant opportunity for us. We’re strategically positioning ourselves to bring more production into the U.S., aligning with our long-term brand mission. As tariffs rise, it becomes easier to justify the cost difference between manufacturing in China versus the U.S., which strengthens our ability to keep prices competitive. In 2024 alone, we successfully shipped over 1.3 million units from our distribution center in Audubon, Pennsylvania—a major accomplishment—as 80% of our workforce in our Pennsylvania distribution center identifies as having a disability. This even further strengthens our mission and growth to our Purchase to Employ program. dsn
Beauty brand eos discusses its new introductions and looks at what’s ahead
By Gisselle Gaitan
kin care brand eos is setting the stage for new developments in the skin care and personal care aisle.
Fresh off the launch of four new formats in its body and lip care portfolios, the brand is looking ahead to what’s next.
To learn more about the launches and what the next phase for the brand looks like, Inside Beauty spoke to Jamie Sachs, the company’s vice president, product marketing and customer innovation.
Inside Beauty: Can you tell us about the new formats?
Jamie Sachs: We’re so excited to introduce four brand-new formats to our body and lip care portfolios—Body Wash, Whipped Oil Butter, Body Oil, and Lip Butter. Each of these formats are designed to elevate consumer’s everyday routines, delivering luxurious hydration and a touch of indulgence with every use.
• Body Wash: A gentle, pH-balanced formula with a rich, creamy lather that cleanses without stripping, leaving skin feeling soft and nourished.
• Whipped Oil Butter: The ultimate indulgence—whipped to perfection for a decadent texture that melts into skin, delivering deep 72-hour hydration and a healthy skin glow.
• Body Oil: A lightweight, fast-absorbing oil that locks in moisture and leaves skin silky smooth, never greasy.
• Lip Butter: A 24-hour moisture plush, buttery balm that delivers an ultra-cushiony feel and intense hydration for the softest, most nourished lips.
We introduced these formats as we know our community was looking for additional ways to experience their favorite eos fragrances while getting the hydration and care they crave. Each product is formulated with our Cashmere Smooth™ Complex, a rich blend of shea butter, cocoa butter, and argan butter for that silky-soft feel we’re known for.
IB: Why were these scents in particular chosen for the body wash expansion?
JS: Our Body Lotion collection has built an incredibly loyal fan base, and Fresh & Cozy, Coconut Waters, Pink Champagne and Vanilla Cashmere are our most-loved scents. So when it came time to launch Body Wash, we knew these were the perfect scents to lead the way. Each of these fragrances cater to different moods and preferences of our consumer—whether you love something fresh, warm, tropical or indulgent, we wanted to bring more of what our fans love into the shower. Body Wash
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Here’s a look at products and services from some participating companies at this year’s Annual Meeting
By Nora Caley
NACDS Annual Meeting, a gathering of decision makers and influential leaders, will take place April 26-29 at The Breakers in Palm Beach, Fla. Industry participants will represent a range of products, and attendees will have opportunities to network and gain important insights. Here is a sampling of some new products and services attendees can expect to see:
Space #534
Camber plans to launch 62 generic medications, submit 35 new ANDAs and secure FDA approval for 54 products. Camber’s portfolio is projected to encompass close to 300 product groups spanning prescription, specialty and OTC markets.
Space #636
CoverMyMeds offers in-workflow solutions like automated claims processing, prescription automation and copay programs designed to streamline administrative tasks and empower pharmacists to focus on patient care.
South Mezzanine 6
Banana Boat Sport Face SPF 50 is an ultralight lotion that hydrates and instantly blends in, leaving no white residue. Its non-greasy formula feels great on the skin as it protects the face from 98% of burning rays, according to the company. Sweat- and water-resistant for up to 80 minutes, the sunscreen is clinically proven UVA/UVB protection, the company said.
OUR LINE OF EXCLUSIVE, BRANDED OTC
FeverAll® Liquid Oral Acetaminophen and FeverAll® Acetaminophen Suppositories for infant’s and children’s fever and pain relief.
Bé good to baby’s skin with bébé BottomsTM Diaper Rash Crème Spray.
Space #456
Following its spinoff from Becton, Dickinson and Company, embecta will soon introduce a new, modern look to its packaging with the embecta name and logo. The company said these are the same products with the same manufacturing and quality that people know and trust.
Space #1
Advantice Health’s AmLactin is up and coming in the skin care category, driving growth with its dermatologist recommended, high-efficacy moisturizers, the brand said. With new and improved, no-scent formulas, AmLactin offers results with an enhanced usage experience. The products provide gentle, noscrub exfoliation plus deep hydration for softer, smoother skin.
Umbrella #238
EmpiRx Health’s Clinical Savings Guarantee quantifies the savings clients will receive through its pharmacy care model. EmpiRx Health identifies opportunities for optimal patient care and greater prescription drug savings using its Population Health Engine. If the company fails to deliver on the Clinical Savings Guarantee, it reimburses the client dollar-for-dollar.
Table #428
E360 by EnlivenHealth is a unified platform that connects pharmacy workflows, patient engagement, clinical care and financial management. This comprehensive solution combats financial pressures and labor shortages while optimizing operations—creating a profitable, patient-centered experience that drives results and sustainable competitive advantage, per the company.
South Mezzanine 9
Haleon said Pronamel Clinical Enamel Strength Deep Clean provides the best enamel care science in the company’s portfolio, providing three times stronger enamel protection (versus the mouth’s natural defenses) and advanced cleaning action. Backed by 17 years of enamel science, this fluoride toothpaste repairs 66% of acid-weakened enamel microdamage and provides 24/7 enamel protection.
Table # 324
Hyland’s Naturals is excited to expand its kids’ sleep portfolio with two new Kids Sleep Liquids. Designed for restful sleep, calm and immune support, these sugar-free formulas feature organic botanicals and magnesium. Parents can choose between a melatonin-infused formula or an organic, melatonin-free option for a gentle, holistic approach to sleep health.
Table #514
The company’s AZO Urinary Health Ready To Mix Packets are designed to help cleanse and protect the urinary tract with a clinically studied 2,000mg of D-Mannose. it also helps flush the urinary system.*
*These statements have not been evaluated by the Food and Drug Administration. This product is not intended to diagnose, treat, cure, or prevent any disease.
Table #322
Bioré UV Aqua Rich Daily Moisturizer is based on a unique technology developed in Japan, and its watery texture features aqua capsules that release hydrating moisture upon application, evenly protecting the skin from the damaging effects of UVA and UVB rays. The product leaves no white cast and won’t clog pores, the company said.
• Committed to the Industry
• Premium Quality, Trusted Formulas
• Backed by Science and Research
• Driving Innovation in Supplements
• Experienced, Reliable Team
Table #422
Falscara Studio offers lash artistry, allowing users to craft, customize and curate limitless DIY lash extension looks at home. Whether a doll look, cat eye look or a classic look, Falscara Studio allows the user to stack, mix and match the different wisp styles. New BondBoost extends wear up to 14 days.
Booth #508
The KiSoft Pharmacy Execution Software plays a crucial role in central fill pharmacies by automating and streamlining the medication dispensing process. The software enables inventory management, automatic replenishment and medication verification to maintain compliance. When combined with Knapp’s SCADA and analytics modules, pharmacies have complete predictive guidance for workflows.
Umbrella #554
The latest launch from Mason Vitamins is Berberine Ceylon Cinnamon Complex with Bioperine, a black pepper extract, to enhance nutrient and supplement absorption. The company said the many benefits for this product include gut microbiota support, metabolic support, glucose metabolism, cholesterol levels balance, cardiovascular health and weight management.
Booth #47
Boost Advanced Nutritional Shake is designed to support the nutritional needs of adults during weight loss, for those on GLP-1s, dieting or exercising. The shake features 35 g of protein, 4 g of prebiotic fiber and eight essential B Vitamins. The product is available in Rich Chocolate and Very Vanilla flavors.
Space #328
Purina announces the nationwide expansion of Zuke’s, the premium natural pet treat line. A brand with a 30-year heritage of natural, purpose-driven treats, Zuke’s complements Purina’s existing diverse portfolio and ensures the store’s pet aisle meets consumer needs, the company said.
Space #620
Nature’s Truth Organic Greens Powders help boost daily nutrition anytime, anywhere. Each serving is packed with organic vegetables, fruits and more than 20 superfoods with naturally occurring vitamins, minerals and antioxidants. The unflavored powder blends into smoothies and recipes.
Table #314
RevSpring helps create a modern retail pharmacy experience to meet today’s patient engagement and payment needs. The company said it can improve patient loyalty, streamline workflows and drive better financial outcomes with a suite of solutions ranging from digital forms, omnichannel patient engagement, smart billing statements and pharmacy-specific IVR for prescription refills with built-in payments.
Space #16
Simply Good Foods’ Quest Nutrition brand presents the Quest High Protein Milkshake, which delivers all the rich, ice-creamy indulgence that consumers want and the macros retailers expect from Quest. The company said every sip is a delicious cheat, with 45 g of protein, 2 g of sugar and 4 g net carbs per serving.
At Edgewell, we strive to add joy to the everyday by infusing the per fect blend of pa ssion, innovation and individualit y into all of our personal care brands. We’re committed making extraordinary products that are not only fun to use, but also better for both our customers and our planet .
We make useful thing s joyful.
Table #406
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XiFin Empower RCM for Pharmacy provides an end-toend accounts receivable process for medical billing that includes real-time eligibility and benefits verification, denials management and business intelligence—initiated within the pharmacy workflow using the NCPDP pathway or a clinical pathway.
Today’s sexual wellness products address consumers’ desire for increased pleasure and effective solutions for intimate-health
By Kathie Canning
Already worth billions, the global sexual wellness product market can look forward to a healthy growth spurt in the decade or so to come. In a January 2025 report, Wilmington, Del.-based Transparency Market Research forecasts the current $32.9 billion market to expand at a 6.4% compound annual growth rate from 2024 to 2034, reaching $65.1 billion.
To win their fair share of that expansion, drug stores will need to understand—and act on—current consumer trends within this evolving category.
Pleasure-Minded
One such trend is toward more “open conversations” around pleasure and intimacy, said Rachel Marler, chief commercial officer for Lifestyles Healthcare, New York.
“The convergence between intimacy, mental, physical, sexual and emotional health leads to more wellbeing and wellness,” she explained. “It changes everything. This
“The convergence between intimacy, mental, physical, sexual and emotional health leads to more wellbeing and wellness.”
—Rachel Marler, chief commercial officer, Lifestyles Healthcare
intimacy wellness is best illustrated through shared pleasure, where both partners feel everything.”
Rising out of that trend is the growing popularity of nonlatex condoms, she added. Such products offer “a softer, more natural feel” without the latex odor. Personal lubricants, too, are increasingly being used as an essential part of sensation/ pleasure enhancement instead of merely a solution for vaginal dryness.
Another reality coming out of that trend is increased demand for condoms that fit better, said Milla Impola, director of marketing and communications for Boston-based Global Protection Corp.
“Penises come in different sizes, and they need a bespoke suit to match,” she pointed out. “People are simply sick of condoms that slip off because they are too long or too loose, or condoms that are so tight they cause pain and instant erection loss, painful purple rings after use and overall discomfort.”
On the vibrator side, app- and remote-controlled devices are rising in popularity, explained Mayla Green, sex expert, blogger and founder of The Adult Toy Shop, Mt. Laurel, N.J.
“People appreciate being able to control the various functions and settings without needing to fumble with buttons on the shaft of the toy, which can be cumbersome and difficult to do,” she explained. “Remote control vibrators are also good for couples play.”
AI-powered toys are also gaining attention. They often provide a customized experience based on consumers’ unique needs and desires, said Frankie Bashan, board-certified sex therapist, clinical psychologist and founder of Little Gay Book.
“These innovations also have the capability to track sexual health and pleasure preferences, adding a new dimension to personalized intimacy,” she noted.
A significant trend overall is rising awareness of sexual health concerns such as intimacy issues, hormonal balance and more, suggested Maria Warrington, CEO of Newton, Mass.-based Beacon Wellness Brands. As such, it is vital consumers have access to medically vetted education such as the information her company’s plusOne vibrator brand provides through its Wellness Collective.
“My team and I are also excited to see sexual wellness becoming more integrated into overall wellness,” she said. “There’s a
growing focus on perimenopause and menopause—rightfully so, as nearly 2.2 million women enter menopause every day.”
With sexual wellness now recognized as an” essential part of overall health,” another major trend is increased demand for more effective solutions to intimate health concerns, said Janet Carter Smith, vice president of sales for OrganiCare, Austin, Texas.
“Women are no longer willing to suffer in silence from issues like bacterial vaginosis, yeast infections, genital herpes outbreaks or urinary tract infections,” she noted. “Instead, they’re looking for clinically proven, effective and natural treatments that allow them to take control of their health without unnecessary chemicals or side effects.”
Closely tied to that trend is an emerging one toward prevention and ongoing maintenance for vaginal health, Carter Smith added. Women want products that help them “stay ahead” of some of the aforementioned issues.
What’s not on-trend? Sexual health supplements that lack science-based formulas.
“Consumers are abandoning gimmicky or unsubstantiated supplements in favor of clinically proven ingredients such as L-citrulline, ashwagandha and enclomiphene that promote hormonal wellness, libido and performance,” said Cameron Sepah, clinical psychologist and professor of psychiatry at UCSF Medical School, and CEO of Maximus, Santa Monica, Calif.
Fortunately for drug stores, many new product launches are in tune with today’s sexual wellness trends.
On the condom side, Global Protection Corp.’s MyOne Custom Fit line offers 52 sizes, Impola noted. The myriad choices help address common complaints such as squeezing, slipping and bunching.
“For drug stores, MyOne provides retail-specific packaging of some of the most common sizes, especially those sizes that solve an unmet need for customers shopping in-store,” she added.
“There’s a growing focus on perimenopause and menopause— rightfully so, as nearly 2.2 million women enter menopause every day.”
—Maria Warrington, chief executive officer, Beacon Wellness Brands
Despite the advances and growth within the sexual wellness product arena, many people feel awkward or ashamed when buying such products in-store, noted Sofie Roos, a licensed sexologist, relationship therapist and author based in Stockholm.
Locked cases requiring assistance can exacerbate the situation. But experimental programs that allow consumers to use loyalty program information to unlock such cases are a promising solution, said Rachel Marler, chief commercial officer for Lifestyles Healthcare, New York.
“This removes the uncomfortable act of having to request assistance while still ensuring product security,” she explained.
In-store and online education, meanwhile, can help women make informed sexual health decisions and reduce the stigma associated with the purchase of some items, suggested Janet Carter Smith, vice president of sales for OrganiCare, Austin, Texas.
“Clear signage, shelf talkers and digital content can demystify conditions like bacterial vaginosis, yeast infections and genital herpes, ensuring she confidently chooses the right treatment,” she said. “But education isn’t just the retailer’s responsibility—brands must also play a role.”
Speaking of education, Beacon Wellness Products is improving its packaging designs to outline health benefits, as well as to incorporate a QR code that leads to information about each plusOne vibration product and the brand as a whole, noted Maria Warrington, CEO of the Newton, Mass.-based company.
In addition to easier access and education, Carter Smith pointed to the needs for space allocation that better reflects women’s needs and shelf navigation in a logical flow that makes shopping the category easier and more discreet.
SKYN Skyn Supreme Feel condoms offer optimal comfort and heat transfer, the brand said. The condoms contain polyisoprene, a soft, flexible non-latex material used widely in surgical settings.
And One Flex condoms are the company’s latest innovation. Introduced into select Walgreens and Walmart stores after 10 years of research and development, the condoms are the first in the market enhanced with graphene, Impola explained. Graphene is associated with strength and conductivity—it’s 200 times stronger than steel and 100 times thinner than a human hair—and combines with latex for 85% more body heat transfer than standard latex condoms. “This results in more sensation and a natural, skin-on-skin feeling,” Impola said.
That skin-on-skin sensation was also top of mind for Lifestyles when it developed its new Skyn Supreme Feel condom. Made from polyisoprene, a soft and flexible non-latex material used widely in surgical settings, it offers optimal comfort and heat transfer, Marler explained.
“Skyn Supreme Feel is the thinnest PI condom in the world, which helps push even further the boundaries of pleasure and sensations,” she said. Also new from the company is Skyn Naturally Endless lubricant. Waterbased, it feels like and lasts as long as silicone-based options, Marler noted, without the stickiness and mess.
Beacon Wellness Brands launched its Heart Throb Air Pulsing Vibe in time for Valentine’s Day. According to Warrington, the vibrator comes in “a playful and approachable novelty form,” and offers four variations of lubricant. It features 11 air-pulsing waves and 12 vibration settings for targeted stimulation.
OrganiCare’s FemiClear brand, meanwhile, is “revolutionizing the OTC space” with clinically proven natural solutions for conditions impacting women’s intimate health, Carter Smith noted. FemiClear offers an OTC product for bacterial vaginosis, and its yeast infection solution kills more than 99% of yeast, providing relief without antifungals. Moreover, the brand provides the only OTC option for genital herpes relief. dsn
By embracing three modern strategies, the retail drug channel can overcome challenges, increase relevance and secure long-term growth
By Jacqueline Flam
In the wake of declining foot traffic and recent headlines that Walgreens has sold to a private equity firm, the dynamic drug channel could use a shot in the arm.
Data from NielsenIQ reports that drug stores experienced a 9.6% decline in sales in December 2024 and a 6.2% drop in January, year over year. What’s more, in 2024, the drug channel lost more than 100 million shopping occasions, driven largely by a shift toward competing outlets like Amazon.
As drug retailers rebuild traffic, let’s unpack potential strategies to boost business.
Cure what ails the drug store
In recent years, the channel has seen competition intensify from Amazon in key health and beauty categories. NielsenIQ data shows a significant drop in share of wallet, with Amazon earning nearly a quarter of shoppers’ share of wallet in the health and beauty categories over 52 weeks ending November 2024. Amazon gained three points during that span, whereas drug stores saw a slight decline and earned roughly 12% of the market. Another issue facing the drug sector is a dynamic change in boomer shoppers.
Jacqueline
Flam is the senior vice president of beauty, drug & OTC for NielsenIQ.
Historically, baby boomers have contributed the most dollars of any generation to the drug channel, but over the last two years, more than five million boomers have left the total market. Those who are left are shifting their spend in health and beauty to Amazon, where boomer shoppers now spend more than 26% of their dollars. Categories like vitamins and supplements, hair care and adult incontinence are driving the largest increases at the online leader. Anti-theft measures like locked cabinets are also off-putting to shoppers, hindering in-store shopping, with 43% of surveyed consumers saying they’re less likely to return to stores because of them.
Bring excitement to the floor
Drug chains remain essential destinations for health, wellness and convenience, but to build more traffic, there are changes to consider:
• Modernized in-store experiences. Consumers tend to view drug stores as purely transactional, a quick stop for prescriptions, but refreshing and vibrant layouts can revitalize the space. Partnering with new brands and adding new experiences like in-
store beauty advisors remain a key opportunity to drive awareness that drug stores are shopping destinations.
• Compete on value. Margins are tight in drug stores, so companies need to be value-conscious without sacrificing margins. Private-label offerings can meet this need. Drug stores that present unique health, wellness and beauty products can become destination hubs, driving loyalty and growth.
• Be health and wellness ambassadors. Consumers trust pharmacists as health advisors. Experiences like immunizations, health screenings and chronic care management build shopper trust. Similarly, beyond OTC medications, drug stores can be the experts in offerings around mental well-being, sleep and active lifestyle products.
Change the perception of the chain
To drive traffic, drug stores must alter how consumers view the channel. Better delivery or pickup options broaden omnichannel reach, and standout beauty experiences attract more in- store shoppers. By embracing modern strategies, the channel can overcome challenges, increase relevance and secure long-term growth. dsn
