Since the year 2002, FUNDES Venezuela has been developing a boarding model to the Venezuelan PYME based on the co-ordination of business networks, belonging to a Sectoral business dynamic and linked with large businesses; from the application of this model the Sectoral solution PROFORTE Pharmacies has emerged, for a particular type of PYMES: the Independent Pharmacies.
With a basis in the rapprochement processes with the different actors that make up the pharmaceutical sector, FUNDES Venezuela has generated an awareness regarding the situation of the independent pharmacies, whose model is in crises due to the formation within the market of the large chains, which include, in addition to dispensing medicines, the miscellaneous, establishing new standards of quality - as much in merchandising as in customer service - and are leaving these small businesses out.
During the years 2004 to 2006, the pilot case was developed with the framework of the “Information and Communications Technologies (TIC) Solutions for the strengthening of the Business Model of the Small and Medium Sized Businesses (PYMES) of the Pharmaceutical Sector in Venezuela” project, which was sponsored in 60% by the Inter-American Development Bank (BID) with the CT4BUS program and in 40% by FUNDES Venezuela and allies of the pharmaceutical, technological and financial sectors: Nena Pharmacies, Leti Laboratories, Pfizer, Galeno, Kimiceg, Procter and Gamble, GenVen, Sanofi Aventis, Elmor, Biotech, Lister Fénix, Beirsdorf, Bayer, CANTV, Microsoft, Cisco,
HP, Banco Provincial: BBVA; counting on the institutional support of the Venezuelan Chamber of Pharmacies, the Lara State Chamber of Pharmacies, the Lara State School of Pharmacists, the Merida State School of Pharmacists, and the Capital District Pharmaceutical School.
One of the achievements of the project has been the development of a web platform that is starting to fill up and aspires to become the largest virtual community of independent pharmacies of the country with the participation of banks, laboratories, Pharmacies, technology suppliers and other public and private organizations interested in this sector.
The implementation of the pilot case has benefited 52 pharmacies in three regions of the country that have incorporated new business management practices, based on the information and communication technologies; for the next three years it is hoped to add 2,500 new pharmacies that are presently being sensitized with formative conferences and specialized publications.
The following learnings have arisen from this pilot: In terms of solution development and its ability to continue duplicating:
· Working with a pilot group for the methodological development of the solution and then expanding it to a larger group of businesses constituted an element that facilitated the achievement of the expected outcomes inasmuch becoming a “showcase” effect for the rest of the pharmacies.
· The building of a solution form an experimented space, where it is researched, it is designed, it is acted, is validated with its users and it is improved; so then later to expand its application, it gives the PROFORTE Pharmacies solution a solid theoretical character and a practical consistency that makes its duplication in other sectors feasible.
In terms of the implementation of the solution in the pharmacies:
· It is important to rely on a favorable disposition from the pharmacy owner towards the modernization that will be carried out since this will enable the work, the commitment to invest time and dedication to the process and a good relationship owner-advisor, which should be encouraged and cultivated during the different phases of the process.
· In the introduction of the Better Practices System, priority should be given in those practices where more weaknesses are observed, by adapting these first and the rest secondly, with the finality that the pharmaceutical team can appreciate the changes and be motivated in participating in the application of the next practices.
· For the work team it is important to rely on a band leader during the implementation of the project, one who will be in-charge of maintaining the focal point and see the system in its entirety, to avoid effort duplication or dispersion.
· With regard to the pharmacies it is convenient that there be a person in-charge of having a relationship with the pharmacy owners, since this will guarantee trust, respect and will be connected with the day to day experience of the pharmacy.
· The care regarding the complete fulfillment of the commitments assumed by both parties (as much the owner as the advisor) and its continued evaluation is vital for the cultivation of trust during the process of modernization.
· It is necessary and essential that before initiating an introduction process in the pharmacies, the owners go through an awareness raising process that will allow them to have a systematic view, in addition to understanding its importance.
· The training of the advisors is vital, to sensitize them with the process, since the transformation that takes place within the pharmacy requires abilities in the handling of relationships, emotions and resistance to change that arise in the owners and collaborators.
