Finance experts Umesh Modi and Vinku Shah advise first-time buyers on the steps they should take to make the acquisition a smooth process…
We have seen a surge in first time buyers looking to snap up pharmacies with good profits and growth potential despite the current climate. In fact, during the economic downturns, pharmacies tend to do well because of the impact on people's lives. Covid-19 has demonstrated that whilst everyone else was in a lock down, community pharmacies kept their doors open. It is an excellent business model. Inevitably though, there are many pharmacists that are looking to retire, and this could present an opportunity for the IT savvy to innovate, find efficiencies, increase turnover and improve profits. Retirement pharmacies are in great demand at the present.
We summarise some of the factors to consider when identifying a target pharmacy.
1) Location
It is important to note that a good opportunity rarely lands on your doorstep and therefore you may need to look further afield for the pharmacy that meets your requirements. Once you have identified that pharmacy, you should also research the environs of the target pharmacy for example whether there are any surgeries nearby, what is the closest competition, is there regular passing traffic, parking availability, any planned regeneration of the area, etc. All these factors although not exhaustive, can have an impact on the business and therefore should not be overlooked.
2) Dispensing base
A pharmacy with a higher number of dispensing items (usually 5,000 items dispensed per month on average and above) is generally attractive as it reflects the big patient base although such pharmacies tend to have a higher price but are also attractive for lenders provided the buyer has sufficient security, funds, etc. If the target pharmacy has a lower number of dispensing items, you should research thoroughly whether there is scope for increasing the numbers.
3) Growth potential
Turnover and profitability growth are important factors to consider when purchasing a pharmacy for example are there any services currently not being offered which could add to the turnover and in turn increase profitability. A review of the current overheads could also help identify areas where costs can be reduced for example is the pharmacy relying heavily on locums? Are there any leases for equipment and can these be renegotiated with better terms?
4) Turnover split
Usually the turnover would be made up of NHS remuneration, over-the-counter sales (OTC) and service income. OTC and service income usually has a greater margin than NHS turnover and therefore as a buyer one should consider whether there is scope for increasing these so that it adds to the overall profitability. One should also consider if there is scope to increase the NHS turnover – this would be the case where the percentage of electronic prescriptions to total items dispensed is below 90%.
5) Gross profit
The gross profit is calculated as turnover less the cost of buying drugs that have been sold and when taken as a percentage of sales, it ranges between 25% - 35%. A pharmacy with a gross profit of 25% usually indicates that the buying of the drugs is not efficient and there is room for improvement through scouring for deals with the suppliers. Higher margins are achieved through higher greater services income.
6) Staffing costs
Staff salaries, National Insurance Contributions and pensions are the highest overhead for community pharmacy, and these should be reviewed. The staffing costs should be generally 6 - 8% of total turnover for an owner managed pharmacy. Legal advice should be sought if staff are not to be retained post completion as redundancy costs may have to be paid.
7) Innovation
With the community pharmacy sector becoming more competitive, it is important to streamline repetitive processes to create time for the provision of value-added services which will increase the patient base and lead to long term growth. There are various innovative products available in the market for example investment in robots for dispensing which will also attract tax relief as well as improve the bottom line in the long run. Alternatively leasing of equipment could ease cashflow as well as reduce the corporation tax as the lease rentals will be tax deductible.
8) Premises
If the vendor owns the freehold of the premises from which the pharmacy operates, they may offer to sell it although it is a rare occurrence. In such a scenario, the buyer should get an independent valuation of the premises to ensure that they are not overpaying for the premises. If the premises are offered as leasehold, it is very important that the lease can be assigned to the buyer. Generally, the lease should be in line with the term of the mortgage if borrowing from a bank for example, if borrowing for a term of 15 years then the lease should have an unexpired term of at least 15 years. If there is a long enough lease in place already, then you should check on when the rent review dates are as you will need to reflect this in your projections.
9) Financing
It is important that the buyer has sufficient level of funding and security in place to complete the transaction. This would generally cover the purchase price, legal and professional fees for solicitors and accountants, valuation fees, payment for stocks if agreed separately, net assets in case of a company purchase, etc.
It is advisable to engage with a pharmacy specialist lender early in the transaction as they will be able to advise you on the lending requirements.