1. CVS Store 0981 & 5250
Area 12, Region 64, District 2
Alicia Ianuzelli, RPh
May 4th, 2015
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2. Highlights
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Introduction
CVS 0981 at a glance
CVS 5250 at a glance
Metrics Review
Our Team
Emerging Leader Training

3. Introduction
WHO AM I? CVS JOURNEY
• 7 Years
• Pharmacy Intern
• Pharmacy Manager
• Preceptor
• Pre-Emerging Leader
• Paragon Winner
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4. In Jamaica-
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5. Store 0981
§ Pharmacy Manager upon licensure
§ Script Volume 2600-3100
§ Eckerd acquired Free Standing Building
§ Dual Drive-thru
§ Non 24 hour
§ 46 % of Patients have Medicaid or Medicaid Related HMO
§ Two immediate Competitors (WAGS, Publix)
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6. Metrics: Stores Own Sales (2014 Year End)
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STORE
0981
RESULTS RATING DISTRICT
RATING
REGION
RATING
MCP* -3.3% 2 13 19
Rx MCE 87 5 1 10
KPM 99 5 2 6
TOTAL 3.6 4 28
1 of 3 stores impacted the most with the loss of EBA
prescriptions.
SERVICE, KPM, INVENTORY: all controllable factors
AND our focus for all of 2014

7. Store 5250
§ New Challenge: Similar store, similar clientele, tenured technicians,
high turnover of Pharmacy Manager and Staff RPh; consistently poor
results and poor service scores
§ Pharmacy Manager effective as of February, 2015
§ Script Volume 2100 - 2500
§ Eckerd acquired Free Standing Building
§ Dual Drive-thru
§ Non 24 hour
§ 53 % of Patients have Medicaid or Medicaid Related HMO
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8. MCE - 2015
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METRIC JAN FEB MAR April*
Rx in stock 100 86 88 94
Sat. Time Fill 50 92 80 94
Sat. Drive- 25 71 80 95
Rx Courteous/
Professional
67 92 80 94
Addressed by Name 100 75 100 94
Acknowledged
immediately
92 87 90 94
Rx SCORE 73 87 86 94
Began at the store Feb 1st, 2015.
*Projected data updated 4/27

9. WeCARE – 2015
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METRIC JAN FEB MAR APRIL
Triage Time 97.5 98.7 99.3 99.8
RWP 85.4 85.2 86.4 87.2
Properly Set
Waiters
82.4 88.2 91.4 92
WeCARE TOTAL 78 87 85 91

10. myStore Health – 2015
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STORE 5250 Jan Feb March
MCP -17 -8.4 7.8
Rx to budget -12 -6.11 3.2
KPM 68 77 95
TOTAL 1.7 2.7 3.9

11. Our Team: Delivering Results… thru people
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“Treat Employees like they make a difference and they will” –James Goodnight

12. Developing a Pipeline
*The staff has been present throut the turnover of managers. Results have remained < MEETS Expectations as well as
MCE/Service has been subpar even resulting in somewhat of a reputation. Retaining the staff while Modifying their
behavior is a large focus for me.
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• Serve as a Preceptor for both CVS and NSU
• Previous partner elevated to pharmacy manager
• Previous intern elevated to pharmacy manager
• Lead Tech and myself to assist with the Navarro
conversion
• Serve as the training store for new pharmacists, interns,
and technicians
• Hired/Trained/Developed technician into Lead
Technician role to assist the district
• Working alongside District Trainer to create a Lead
Technician curricula

13. Emerging Leader Training
HANDS ON PRACTICE
• Participated/Conducted SOS Visits
• Conducted numerous inventories
• Joined with Loss Prevention and PS/
DM to conduct night visits throughout
district
• Conducted District Wide Conference
Calls
• Acted as interim supervisor working
alongside DM in the absence of the PS
• Assisted with relocation and renovation
of multiple pharmacies
PRE-EMERGING LEADER PROGRAM
• Course has served as reinforcement
and refresher to hands-on activities
previously exposed to with PS
• Assessed core competencies and
received GAP analysis
• Created ongoing Individual Business
Plan based on opportunities
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14. Thank You
Questions?
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