Why Rx eCommerce Will Redefine the Next Decade of Private Clinics
In the background of the healthcare industry, a transformation is quietly taking place. It isn’t a new miracle drug or a revolutionary medical device grabbing headlines. Rather, it’s a fundamental shift in how clinics operate and serve their patients: the integration of eCommerce into clinical practice, specifically through owning the prescription fulfillment process. This “quiet revolution” promises to redefine how private clinics across North America thrive in the coming decade.
Just a few years ago, the idea that a small dermatology clinic or a local wellness center could run its own online pharmacy and deliver medications to patients would have sounded far-fetched. That arena was seemingly reserved for venture-funded telehealth startups like Hims (in the U.S.) or Felix (in Canada), or the big pharmacy chains. But 2025 is a different landscape. The tools and infrastructure that powered those startups are now accessible to everyday clinics. What was once a playground for direct-to-consumer telehealth companies is rapidly becoming the new standard for brick-and-mortar clinics eager to modernize and expand their care.
A Shift Is Underway
Look closely at progressive clinics, and you’ll notice something intriguing: they’re starting to behave like digital health companies while still providing traditional care. A cosmetic clinic in Toronto might now also run a sleek online storefront for its prescription skincare creams. A chain of hormone therapy clinics in Texas might be shipping refills of compounded thyroid medication directly to patients’ homes across the state. These clinics haven’t abandoned their core mission – they’ve simply added a new dimension to it, turning themselves into “phygital” (physical + digital) healthcare enterprises.
To frame it succinctly: Clinics are becoming commerce-enabled platforms. It’s not just about seeing patients in person and then sending them out the door; it’s about capturing the continuum of care, including the products and services patients need between visits.
Why is this happening now? Several converging trends:
Patient Expectations: Today’s patients live in an on-demand world. They stream entertainment on Netflix, get groceries from Instacart, and order products on Amazon with next-day delivery. They increasingly expect similar convenience in healthcare. They don’t want to drive to a pharmacy and wait in line if they could instead click a link and have their prescription delivered. Surveys show patients, especially under 50, value digital convenience and will choose providers who offer it. For private clinics in competitive markets, meeting these expectations can be a key differentiator.
Technology Simplification: Building an online pharmacy infrastructure used to be immensely complex (IT development, secure hosting, pharmacy integrations, etc.). But as we saw in the first article, companies like CCI have developed turnkey solutions. In essence, they offer “infrastructure-as-a-service” for prescriptions. This means a clinic can plug in and get a ready-made platform – no need to reinvent the wheel. The complexity (from e-prescribing tech to e-commerce checkout to refill management) is abstracted away. What cost startups tens of millions to build is now available on a subscription or partnership basis to any clinic. This democratization of tech is a game-changer.
Changing Economics of Healthcare: Private clinics are looking for new revenue streams and ways to enhance patient lifetime value. Traditional fee-for-service income is often plateauing or under pressure (especially in insurance-heavy fields with static reimbursement rates). By adding an eCommerce component (particularly cash-pay prescriptions and products), clinics diversify and increase their income. Also, because these sales are typically not insurance-dependent, they’re simpler transactions – you don’t have to fight an insurer to get paid for a prescription product the patient buys directly. And as mentioned earlier, investors reward those clinics with higher valuations for having such diversified revenue.
Regulatory and Industry Push: Healthcare systems at large are encouraging better care continuity and medication adherence. For example, hospitals and health systems have been building specialty pharmacy arms to manage complex meds in-house, because it improves outcomes. Private clinics are taking a cue from this: if integrated pharmacy services lead to better adherence (as numerous studies confirm), then offering that is part of good patient care, not just a business ploy. Also, post-COVID, regulators have been more permissive with telehealth and pharmacy delivery rules to ensure access. There’s a sense that regulators are acknowledging and supporting these new models (with appropriate safeguards). In Canada, for instance, provincial colleges of pharmacy have been adapting rules to facilitate virtual pharmacy services, and the U.S. FDA and states have clarified compounding pharmacy roles during medication shortages, indirectly validating the need for flexible prescription fulfillment.
Put simply, the stars have aligned for clinics to embrace a digital commerce layer. Those that do are finding it quietly transformative.
The Current State: Fragmented and Leaky
To appreciate the improvements, we should examine how most clinics (that haven’t adopted these changes) still operate today regarding prescriptions:
Outdated Workflows: Many clinics, astonishingly, still rely on handwritten paper prescriptions or basic e-prescribing that prints a piece of paper. Some give verbal recommendations (“Go pick up X over-the-counter product at the pharmacy”). There’s often no mechanism to follow up if the patient actually obtained or is using the recommended treatment. This analog approach doesn’t mesh well with modern life, where even grandma is using an iPad.
No Tracking or Feedback Loop: Once the patient leaves with a prescription, the clinic usually has zero visibility until the patient returns (if they return). If the patient never filled the medication or stopped it due to side effects, the physician might not know for months. This break in the care continuum means lost opportunities to intervene early. For example, if a patient doesn’t fill an antibiotic, the clinic might only discover when they call back worse off – a scenario that could have been avoided with better tracking.
Lost Revenue and No Monetization: As discussed, the clinic doesn’t monetize any part of the prescription itself in the traditional model. They effectively hand off value to pharmacies. This wasn’t thought of as “lost revenue” historically – it was just how things were done – but now that we see an alternative, it indeed is a lost channel.
Patient Drop-off (Churn): When patients are left to manage medications on their own, many fall off the treatment plan. They might forget to refill, or they might get frustrated and not call the office to get a renewal. The result is patients churning out of care silently. For example, a patient on a hair loss medication might stop picking it up after 2 refills because they ran out and never scheduled a follow-up. The clinic may have solved the immediate issue (prescribed something) but lost the long-term engagement. According to the Duke Center for Healthcare, over 50% of patients on chronic meds stop taking them within one year. That’s a huge number of people essentially falling off their treatment – and likely not coming back until things get worse.
In summary, the pre-revolution state is fragmented care and leaky processes. It’s inefficient and suboptimal for outcomes. And importantly for clinics, it’s a model that doesn’t capture the full value of the service they provided (you diagnose and prescribe expertly, but the pharmacy reaps the reward and the patient may or may not follow through).
The Quiet Revolution: Clinics as Commerce Engines
Now envision a new system where instead:
The moment a prescription is written, it is instantly converted into a ready-to-go digital order on the clinic’s platform. No paper lost in a wallet, no extra steps for the patient.
The patient can purchase and arrange the medication right from their phone or email via the clinic’s link. Whether it’s a cream, pills, or a custom compound, it’s as easy as online shopping.
Fulfillment happens behind the scenes automatically through a partner pharmacy. The clinic doesn’t need to stock anything, but to the patient it feels like the clinic “sent” them the medication.
The clinic gets notified and can track what happens – e.g., “Order filled on Sept 10 and shipped” or “Patient did not complete order after 7 days.” That last scenario can trigger a follow-up from your staff: “We noticed you haven’t gotten your medication – is everything okay? Do you have questions or concerns?” Such a proactive touch can save a patient from falling through the cracks, showing that you truly care.
This new model turns clinics into commerce-enabled healthcare hubs. A clinic visit doesn’t end at the checkout desk; it transitions into an ongoing service relationship.
Why call it a “quiet” revolution? Because it’s not a loud, overnight disruption like, say, ride-sharing was for taxis. Healthcare moves carefully. But gradually, more clinics are piloting these systems, and patients are responding positively, and the change is spreading.
The business case writes itself: margins that compound (pun intended). If each patient’s annual value doubles because they’re buying ongoing treatments, the clinic can scale revenue without having to dramatically increase new patient acquisition. In business terms, they’ve increased the Lifetime Value (LTV) of each patient. And because it’s largely handled by an automated platform, the Cost to Serve those additional sales is low (no extra doctor time needed for each refill, maybe just some staff oversight).
Why This Works for Clinics (and Not Just Startups)
Some might think: haven’t telehealth startups been doing this? Yes – companies like Hims, Roman, Nurx etc. built their model on integrating telemedicine with pharmacy. But they had steep hills to climb: building brand trust from scratch, spending huge on ads, and navigating compliance with no existing clinic infrastructure. They also often focus on a narrow set of conditions and have to attract patients one by one online.
Clinics, on the other hand, start from a place of strength:
Trusted Brand: If a patient is already coming to your clinic, they trust you (at least more than an unknown website). A local clinic often enjoys community reputation and word-of-mouth credibility that no amount of digital ads can immediately buy. This trust means patients are willing to try your in-house service. They won’t view it as a gimmick, but as an extension of your care. In marketing, trust is gold – and you already have it with your patient base.
Existing Patient Base: Startups must spend massive marketing dollars to get users. You literally have a captive audience: the patients walking through your door or visiting your site. This makes promoting your new eCommerce service very efficient. A simple flyer at checkout (“Skip the pharmacy – get your prescriptions delivered by our clinic’s pharmacy service”), a note on your website, or a mention during consultation (“We can take care of filling this for you through our new online service”) can rapidly convert a large percentage of patients. The cost of acquisition is negligible. To underscore how advantageous this is: Hims & Hers reportedly spent over 50% of its revenue on marketing in 2023 to fuel growth, and their customer acquisition cost soared to around $900 by 2024. As a clinic, you’ll likely spend pennies on the dollar relative to that – perhaps some software fees and maybe a part-time coordinator – but not hundreds of dollars per patient.
Clinical Relationship: DTC startups often have to overcome skepticism (“Is this legit medicine or just an online pill mill?”). A clinic doesn’t face that issue – you have a real clinical relationship with the patient. They’ve seen your credentials on the wall, you might have examined them physically, you perhaps were referred by their family doctor. So when you also sell them a product, they know it’s backed by your knowledge of their specific needs. That’s a huge competitive edge. It’s not a random product, it’s Dr. Smith recommended this exactly for me. That leads to higher uptake and retention.
Regulatory Footing: Clinics already operate in regulated healthcare with licenses and standards. Leveraging a platform doesn’t require new licenses (beyond maybe a dispensing physician license in some states, which as mentioned is straightforward in most places). Startups had to navigate setting up physician networks, pharmacy contracts, etc., from scratch. You’re adding to an existing practice structure, which is smoother. Also, being a bona fide clinic, you likely have processes for informed consent, record-keeping, etc. The integration of prescriptions can align with those processes (e.g., noting in the chart that the prescription was filled via CCI platform on X date).
All these factors mean clinics can adopt the DTC model more efficiently and with potentially better outcomes. In essence, what Hims built (brand, infra, trust) over years and at great expense, a clinic may achieve a version of in a much shorter time with far less spend, because the core elements were already in place.
Beyond Dermatology: Applicability Across Specialties
Earlier we touched on which practice types can use this. Let’s broaden that lens. The truth is, almost any specialty that involves prescribing could find a use case:
Men’s Health: Beyond hair loss, think ED medications, low-testosterone treatments, even prostate health. A men’s health clinic could have a whole suite of supplements and prescriptions (like daily tadalafil low-dose, hormone gels, etc.) on subscription. Men are notoriously bad at routine doctor visits – but if you hook them with a convenient service that mails their refills, you keep them engaged and perhaps prompt them for annual check-ups too.
Women’s Health: Birth control is an obvious one (indeed startups like The Pill Club targeted that). A gynecology clinic could easily dispense OCPs, hormone replacement therapy (HRT) patches, fertility meds, etc., through a platform. Fertility clinics especially might use it to supply ovarian stimulation drugs, which are high-cost and time-sensitive (ensuring patients get them on schedule is crucial). Women’s health also includes things like polycystic ovary syndrome (PCOS) management – an integrative clinic might combine prescriptions with nutraceuticals.
Weight Loss/Metabolic Clinics: The recent surge in demand for GLP-1 weight loss medications (like semaglutide, known by brand Ozempic/Wegovy) is a great example. Many weight loss clinics are prescribing these. There were shortages and a boom in compounding pharmacies making semaglutide injection. A clinic working with a platform could offer its patients a reliable source for these injections or alternative compounded versions, delivered to their door. They could also bundle vitamin B12 shots or dietary supplements along with it. Given weight management is typically a long journey, having patients on a managed refill program (with perhaps monthly coaching calls built in) can dramatically improve outcomes.
Psychiatry: Focus areas like ADHD or anxiety – e.g., a psychiatry practice could partner with a mail pharmacy to deliver monthly refills of ADHD medication (some states allow schedule IIs to be mailed with proper authentication, others might need pick-up, but certainly for non-controlled like SSRIs or even controlled with e-prescribe if allowed). This ensures patients don’t run out and go into withdrawal or relapse due to logistical issues. Also, for sensitive meds (like antidepressants or bipolar meds), home delivery adds privacy, which some patients appreciate (no risk of bumping into someone at the pharmacy picking up an antidepressant).
Allergy/Asthma Clinics: They often prescribe inhalers, EpiPens, etc. Those need periodic renewal. A clinic could provide a service to deliver quarterly asthma control medications and maybe also offer air filters or allergy-friendly products via the same platform, creating a one-stop allergy shop.
Pain Management or Neurology: Patients on chronic meds (like migraine preventives, neuropathy meds) could get them through the clinic. Also, such clinics often use compounded topical pain creams – a perfect fit for clinic-branded dispensing since regular pharmacies sometimes don’t stock these or insurance doesn’t cover, leading to drop-off.
Even Primary Care: If we think broadly, a family practice might use it for things like hypertension meds or diabetes supplies. Though insurance billing is a factor here (most primary care meds are insured), some forward-thinking primary care practices (especially direct primary care models or concierge practices) might include a dispensing service for convenience. For instance, a concierge clinic could advertise “we handle everything from your lab tests to medication delivery” as a premium offering.
The common thread is: the more specialized or long-term the protocol, the more value in owning the supply chain. High-specialization often means higher margins and willingness to pay (e.g., fertility meds can be thousands of dollars – that’s significant revenue if managed, and patients desperately want good service in such emotional journeys). And long-term therapies mean subscription potential (monthly blood pressure pill delivery might not be too profitable one by one, but if you had 500 patients on it at a small markup or fee… it adds up).
The Legal Layer: Compliance Without the Risk
We touched on compliance in Article 1, but since any clinic considering this will rightly have concerns, let’s reiterate the essentials with a focus on practical do’s and don’ts:
Structure Your Revenue Right: You generally can earn additional revenue from prescriptions, but you must avoid the appearance of kickbacks or exploiting patients. The best practice, as platforms advise, is to either charge a clearly stated service fee or have a revenue-share with the platform that is not per-drug but per-transaction as a platform fee. The patient should ideally pay roughly what they’d pay anyway (or slightly more for the convenience) and know that it’s for the service. In jurisdictions where needed, patient consent can be obtained that they choose to use your integrated service (as opposed to taking a script to a pharmacy of their choice – they should always have that choice). Being transparent avoids any issues.
Keep Medical Judgment Separate from Financial Incentive: As a provider, you should prescribe based on medical need, not because you make money on it. This is obvious ethically, but it’s also what regulators care about. The platform is designed so that the clinic’s earnings don’t vary by drug or volume in any problematic way. Many systems even set it up so that the clinic gets a flat fee per order or a monthly hosting fee, not a percentage of drug price, to avoid any conflict. For example, one model is the clinic pays a subscription for the service and maybe gets to keep any margin difference on products (which they can price competitively). Another model is platform handles pricing and gives clinic a fixed cut. All these are fine if done above-board. It’s wise to document that your arrangement complies with laws – and many platform providers have legal opinion letters handy because they get asked this by every client.
Licensing and Pharmacy Partnership: Ensure that any pharmacy fulfilling for you is properly licensed in the patient’s location and that pharmacists are verifying and dispensing as they normally would. This is usually the case if you’re using a reputable platform – they partner with large, accredited compounding pharmacies or networks (some partner with an established chain, others have their own fulfillment pharmacy with multi-state licenses). CCI notes that their pharmacy partner(s) are licensed across provinces/states as needed. This means your patient won’t run into a legal snag receiving meds. From the clinic side, if you’re in the U.S., check if your state requires a physician dispensing permit or notification to the medical board if you “dispense”. Often if you are not physically handling drugs, it’s not considered physician dispensing in the traditional sense – you are “facilitating a prescription fulfillment”. But it’s good to be sure. In Canada, as long as a pharmacy is involved, the physician is usually not considered a dispenser (which is good, since direct physician dispensing of take-home meds is less common in Canada).
Data Use Agreements: In Canada, ensure the vendor complies with PIPEDA and ideally stores Canadian patient data within Canada (some healthcare data laws lean that way). Most legitimate vendors do this, as mentioned. Also clarify data ownership – typically the clinic should retain ownership of patient data (the vendor shouldn’t data-mine your patients for other purposes without permission). This is important for patient trust and for your own business protection.
No Control Substances on Site: As a clinic, avoid any model where you would stock controlled drugs or have to mail them yourself – that’s a headache and risk. Instead, let the pharmacy handle any controlled medication dispensing through proper channels (some states might require signature delivery for certain schedules, etc.). Keep your role to prescribing and facilitation.
Insurance Billing Clarity: If your integrated service will handle insurance claims (e.g., if a drug is covered and the pharmacy will bill insurance), make sure patients are aware of their co-pay and that you’re not surcharging beyond allowed amounts. Some platforms focus only on cash-pay (which simplifies things); others might indeed bill insurance like a normal pharmacy. In the latter case, your revenue might be via a fee separate from the drug cost. It’s crucial not to double-bill a payer or anything improper. Usually, it’s straightforward – the pharmacy bills insurance, gets paid for the medication, and maybe gives the clinic a small admin fee or something outside of that.
The takeaway: compliance is manageable. Many early clinic adopters have navigated it successfully by relying on their platform’s compliance framework and getting advice. As one legal summary put it: if the system is designed correctly, “Yes — you can earn revenue, and it can be perfectly legal.” The key is the clinic never doing something a pharmacy or distributor should do; you’re simply leveraging tech to extend care.
The Competitive Edge for Clinic Chains
Thus far we’ve mostly considered individual clinics, but let’s talk about scaled operations – Medical Service Organizations (MSOs), Dental Service Organizations (DSOs), or other multi-clinic entities. For them, the stakes are even higher and the payoff potentially larger.
Consider a dermatology MSO with 20 locations nationwide. If each location has, say, 5 dermatologists writing prescriptions, that could easily be thousands of prescriptions a month across the group. Prior to integrating an Rx platform, those are thousands of transactions going to Walgreens or CVS, and zero data coming back to the MSO about it. After integrating, the MSO could see, for example, that in Q1 they sold 5000 units of “Acme Dermatology Retinol Peel Cream” via their system, with an average refill rate of 2.5 times. They can see revenue per clinic from these sales and identify top performers or underperformers. They might realize one clinic is selling far more because a particular doctor champions it – and then share those best practices across the network.
From a pure revenue perspective, as earlier: if 10 clinics do $10k each in a month, that’s $100k MRR. Many MSOs operate on tight margins and look for any ancillaries to boost profits – here’s one that also boosts patient satisfaction.
Brand consistency is a big win. If you have a brand (like a chain name), having a unified product line or at least unified experience reinforces that brand across all markets. It also opens the door to cross-selling: a patient of Clinic A can easily buy a product that Clinic B in the network formulated if it’s in the shared catalog. For example, one clinic’s doctor might create a great compounded formula for melasma. Through an enterprise platform, the whole chain could offer “Dr. Jones’ Melasma Eraser” in their online store, not just that one location. This maximizes the network effect of having multiple experts and more resources.
There’s also an enterprise negotiation angle: if an MSO is negotiating with suppliers or payers, having control over a chunk of prescription spend can give them leverage. Imagine negotiating bulk ingredient costs for your compounding needs – if you know you move X kg of hydroquinone a year across your clinics, you can strike a better deal, lowering cost of goods and increasing margin.
For investors or acquirers looking at an MSO, seeing a sophisticated Rx infrastructure is a green flag – it signals the organization is innovative, diversified, and tech-enabled. That often translates to a higher valuation multiple (the market loves “tech-enabled healthcare” stories).
In short, for multi-clinic enterprises, owning the “rails” (i.e., the infrastructure that underpins revenue generation) at an enterprise level is incredibly strategic. It’s not just a new revenue line, but a glue that ties the organization together operationally and financially. It becomes a retention engine, as the original blog said: patients of one clinic in the chain might be introduced to new protocols available through the shared platform, keeping them within the network even if they move or if they have other needs.
What to Look for in a Partner Platform
Given all these potential benefits, the practical step for clinics is choosing the right partner to implement it. Not all solutions in the market are equal – some might just be basic e-prescribe add-ons, others might not be fully compliant or robust. Here are key questions and criteria, many of which were hinted at in CCI’s writing:
Compliance and Audit-Readiness: Are they PIPEDA compliant in Canada?Can they demonstrate how they protect data? Essentially, if a regulator audited this operation, will everything check out (logs, consent, security)? A good platform will often have undergone third-party audits or can show documentation of compliance measures.
Licensing and Pharmacy Quality: Who are the pharmacy partners? Are they accredited (e.g., compounding pharmacies might have PCAB accreditation)? Are they licensed in all the regions you need? Also, what’s their track record on quality (e.g., error rates, any regulatory actions)? Since your clinic brand is on the line, you want to ensure patients get high-quality products without issues.
Refill Logic and Analytics: The platform should do more than one-time transactions. Does it support auto-refills, patient reminders, and subscription models? It should also give the clinic a dashboard with key metrics: sales, top products, refill rates, etc. If you can’t measure it, you can’t improve it – so analytics are a must.
Customization and Branding: Can everything be white-labeled to your brand easily? The patient shouldn’t feel like they left your ecosystem. Also, can you customize product offerings (like add your own compounded formulations, set prices, etc.)? The flexibility to create your own “catalog” of offerings is important so you can differentiate.
Patient Experience: Try the demo from a patient perspective. Is it smooth? Does it feel modern and easy? A clunky interface will reduce adoption. Look for things like mobile-friendliness, minimal steps to checkout, clear instructions, and good support options (like chat or a help line).
Scope of Products: Can the platform handle both prescriptions and non-prescription products (e.g., cosmeceuticals or supplements)? Many clinics might want to sell both. Also check if they handle controlled substances if that’s relevant to you (some do, some avoid due to complexity). And can they compound custom formulas you might want, or are you limited to a set menu? Having a robust compounding capability is a plus.
Cost and Revenue Share: Understand the business model. Is there a monthly fee, setup fee, and how do they split revenue? Some may charge per transaction, others a flat fee and you keep margin. Ensure the economics make sense for your size and volume. Be wary of anyone taking an exorbitant cut that leaves you with little – remember, the idea is you should benefit significantly, since it’s your patients. On the other hand, a fair share to the platform is warranted for the heavy lifting they do; just make sure it scales well as you grow.
Proven Successes: Ask for case studies or references. If they can point to other clinics (maybe not your competitor but another specialty) who have succeeded, that’s reassuring. Given the relative newness, you might find only a handful of strong examples (like the ones we’ve discussed).
Support and Training: Will they help train your staff? Do they provide marketing materials to announce the new service to patients? A good partner wants you to succeed, so they might have templates for patient emails, posters, etc. and offer an onboarding specialist to get you set up.
At CCI, for instance, they clearly tout that compliance and pharmacy integration are baked in, not afterthoughts. That’s the kind of confidence you want from a partner.
Final Word: Own the Rails
In transportation, the phrase “owning the rails” refers to controlling the infrastructure on which traffic moves – in railways literally the tracks. In tech, companies talk about owning the platform or ecosystem (like how Apple owns iOS and the App Store rails, or Amazon owns the fulfillment network rails). For clinics, “owning the rails” means owning the care delivery infrastructure end-to-end – not just the moment in the exam room, but the fulfillment, the follow-ups, the ongoing engagement.
The next wave of successful clinics isn’t necessarily going to be those who shout the loudest in marketing, but those who quietly integrate services in a way that patients just find obvious and convenient. It’s a bit like how some of the most powerful changes in tech are behind the scenes (for example, when smartphones got good, you just started doing everything on them without thinking about the tech inside). Similarly, a patient might not fully realize all the infrastructure your clinic has put in place – they just know that when they see you, everything is taken care of smoothly. That creates loyalty that is hard to break.
Clinics that continue the old pattern – handing a patient a piece of paper and hoping for the best – risk seeming outdated and may lose patients to those who innovate. We’re already seeing early adopters reaping benefits in revenue and patient satisfaction. Over the next decade, this could become as standard as offering online appointment booking or having an EMR – it might be strange if a clinic doesn’t have an integrated prescription service.
In essence, clinics have an opportunity to transform from being one-off service providers to being health care platforms. Those that seize it will likely set the standard (and enjoy the growth) for years to come. Those that don’t may find themselves struggling to retain patients who have experienced the convenience elsewhere.
The revolution is quiet, but it’s steady and real. It’s not driven by hype but by practical benefits. For private clinics, this is a chance to redefine their future – to not just practice medicine, but to also master the business and delivery of medicine in the digital age.
As Clinic Commerce Inc. aptly put it: “The script isn’t just a piece of paper; it’s the opportunity. The clinics who stop handing that opportunity to others and start owning it will be the ones leading the next decade.”
The train is leaving the station – and the tracks are there for you to ride on. It’s time to own the rails of your prescription infrastructure and be part of this quiet, powerful revolution in healthcare.
Let’s build your platform — and your moat.
Sources:aha.org AHA/Accenture – 70% of consumers who switched providers cited access and convenient tools; expectations of digital options.pharmacytimes.com Pharmacy Times – Health system specialty pharmacies improve adherence and outcomes (literature evidence).investmentfodder.combask.health Kroker Research / TripleWhale – Hims & Hers spends ~50% of revenue on marketing; CAC up to ~$900 by 2024, indicating high cost to acquire customers.uniterx.com UniteRx – 46 states allow physician dispensing profit in some form; most states allow dispensing to own patients with minimal extra license.thehealthcarebreakdown.com Healthcare Breakdown – Hims spent $390.3M on customer acquisition in 2023, adding ~497k subs = CAC ~$785.macrotrends.net Macrotrends – Hims & Hers revenue $1.477B in 2024 (up 69% YoY), exemplifying growth of DTC telehealth.physicians.dukehealth.org Duke Health – Over 50% of patients discontinue chronic meds in first year (medication adherence challenge).pmc.ncbi.nlm.nih.govoncpracticemanagement.com PMC/JMCP – Integrated on-site pharmacy in community mental health led to higher adherence, lower hospitalization vs external pharmacy use.empr.com FDA / EMPR – Semaglutide (GLP-1 for weight loss) shortage since 2022 due to demand; compounded semaglutide filled gap during shortage.