I help pharmacy chains, manufacturers and distributors build an online channel with the economics of every order worked out. A chain needs an online pharmacy that adds sales to its stores rather than taking revenue from them. A manufacturer needs a clear return on what it spends online; a distributor needs an aggregator that works on terms every link in the chain can live with.
Most pharmacy e-commerce here is booking for collection: the customer picks a product on a website, then collects and pays for it at the pharmacy. Courier delivery is about 1% of retail: according to RNC Pharma, couriers delivered 15.8 billion roubles of medicines in 2024, or 0.96% of retail sales. DSM Group and AlphaRM, two market research firms, independently put the online share of 2025 drug sales at roughly 14.6% by value. Other analysts quote higher figures because they add parapharmaceuticals, dietary supplements and booking for collection to the count.
Through booking, a pharmacy also sells products it does not hold in stock. The distributor brings such an order to the pharmacy the next day or later. In September 2026 I monitored prices on a popular pharmacy aggregator. The median Moscow pharmacy listed 392 items there while holding 314 in stock. One listed item in five was a product the pharmacy did not have on its shelves.
In the aggregator's search results, a pharmacy's price sits in one list next to the prices of every pharmacy in the district that has the product. A 15-rouble difference nobody would notice at the counter decides, in those results, whether the order reaches the pharmacy at all.
A familiar picture: there is turnover but no profit, and the online pharmacy takes revenue from the chain's own stores. I work out the economics of an order in the chain's own online pharmacy and on aggregators, go through the aggregator contracts and put together a launch plan. I also take the assortment apart: which items to keep in stock at all times, which to bring in to order and which to drop from the range.
The budget goes to pharmacy chains and aggregators, and its link to sales cannot be traced. I build a channel model that shows what the manufacturer is paying for, and prepare training on the product for pharmacy counter staff.
I help set up aggregator operations on terms that work for every link in the chain: the pharmacy, the distributor and the manufacturer.
For 18 years I was a commercial and marketing director at manufacturers, distributors and in pharmacy retail. I made the decisions on price, assortment and promotion myself, so I understand how a pharmacy chain does its sums and what a manufacturer is after when it signs a marketing contract. Online pharmacies and pharmacy aggregators are within my expertise.
I take no fees from the contractors, platforms or manufacturers I recommend. Where a task goes beyond my competence, I work alongside lawyers and IT contractors, and there are no referral commissions between us.
A 30–40 minute conversation. I go through the task and say whether I can help and whether it is worth taking on now.
We sign a non-disclosure agreement before the first data export. The baseline figures and the metrics we will use to measure the effect are agreed in writing before the start.
Diagnosis from the numbers. I reconcile the assortment listed on the aggregator with stock in the inventory system and calculate turnover for each item, because a group average hides the spread. I check where the fast movers rank in the search results for a specific district and go through the aggregator contract: who sets the price, what commission is charged and on what base.
Decision and implementation. Together with the client's team we write the rules, procedures and technical specifications, split the range into always-in-stock and to-order items, train staff and monitor execution.
Measurement and fine-tuning. We measure the effect against the metrics fixed at the start. Whatever did not work, we redo.
A channel model with the economics of an order in the chain's own online pharmacy and on aggregators.
Terms for working with aggregators and marketplaces.
A range split into always-in-stock and to-order items.
A launch and promotion plan with metrics for every stage.
Four channel metrics: the share of aggregator orders in receipts and in revenue, the average booking against the average in-store sale, the uncollected-order rate and the actual time from order to collection.
Those four metrics tell a pharmacy chain whether it is making money online.
Express diagnosis, 2–3 weeks, fixed fee.
Project for a specific task, 1–4 months, fixed fee per stage. Launching an online pharmacy is one example.
Ongoing support, from 3 months, fixed monthly fee.
I name the fee after the first conversation and fix it in the contract together with the scope of work and the timeline.
Write to me on Telegram: who you are, what the task is and by when you need the result.
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