The aim of the work is to study the features of effective management of product's assortment in small, medium and large pharmacy chains. Materials and methods. The study of the features of the assortment policy of pharmacies that are part of pharmacy chains of different sizes was conducted using a questionnaire of 421 heads of pharmacies. The relationship between the size of the pharmacy chain and the approaches used to form the product's assortment is studied and the presence of the procedure of product's assortment formation in pharmacies is analyzed using Pearson's criteria c2 and c2 maximum likelihood (M-L c2). The importance of the influence of the size of the pharmacy network on the scores of the efficiency of the business process of forming the product range, as well as its width and intensity of updating using non-parametric analysis of variance Kraskal-Wallis; Manfer-Whitney test with Bonferroni correction for pairwise comparisons of pharmacy network clusters and correlation analysis. The presence of drugs in treatment protocols was analyzed using the Z-test to compare the frequency of drug administration. Peculiarities of introduction and withdrawal of drugs and medical products to the range of different size pharmacy chains criteria c2 Pearson's and maximum likelihood (M-L c2) are determined. System and logical analysis is used to systematize the existing approaches to product's assortment management in pharmacy chains of different sizes. Results. It is established that with the increase in the size of pharmacy chains the tendency to use a centralized approach to the analysis and formation of the range in chains increases, when the list of assortment items is fully created and approved at the head office of the chain. The importance of the relationship between the breadth of the assortment of pharmacies and the size of the chain, which includes a pharmacy. Thus, large and mega-chains support the assortment, which on average includes up to 8.5 thousand items of medicines and medical devices, medium - 4-5 thousand assortment's items, and in half of the establishments of small pharmacy chains the range may include from 2,5 to 3 thousand names of medicines and medical devices. It is established that regardless of the size of the pharmacy chain, the inclusion of medicines / medical products in the range of pharmacies most often takes into account the factor of seasonality of demand and taking into account the core range, i.e. the list of 100-150 most popular items in the pharmaceutical market. When withdrawing medicines or medical products from the assortment of pharmacies from all three clusters are often guided by indicators of low profitability of sales and lack of orders for goods for more than three months. Conclusions. The analysis of the assortment policy of pharmacy chains of different sizes showed that in most of the studied institutions it is quite effective. The obtained results allow us to conclude that the effectiveness of the formation and analysis of the assortment is achieved through the use of different approaches to the centralization of this business process depending on the size of the pharmacy chain

This article analyzes the level of transformation of the pharmaceutical business in Ukraine and the willingness of pharmacy enterprises to switch to new digital technologies. Given the new reality and the global COVID-19 pandemic, digital transformation will affect the pharmaceutical markets of all countries. The current situation contributes to breaking out of the comfort zone and enhances transition to new technologies and opportunities. Pharmaceutical companies are forced to use digital technology, and develop remote contact with customers. Currently, 4.1 billion people in the world have sustainable Internet access and the amount of users is growing by 1 million daily, with 2.8 billion people making purchases on the Internet. Simultaneously, the portrait of the average digital user is changing – the age is increasing, now it is a group of people aged between 25 and 44. The age group mentioned above can be described as potential “golden” consumers of pharmaceutical institutions – at such age financial capabilities meet appearing chronic diseases. Global trends have a crucial impact on the pharmaceutical sector; more flexible companies are already introducing modern technology into their day-to-day operations. A number of large pharmacy enterprises in Ukraine have new digital technologies at hand: online chats for client consulting; mobile applications; online orders and goods reservation; record of customer purchases; gamification of customer acquisition; bonuses that can be monetized in the network of pharmacy stores; disease coaching, etc. General trends in digital transformation are seen particularly well in the retail section of the pharmaceutical business. The process of personification of pharmacies as brands and products manufactured in pharmacy conditions is clearly monitored. Pharmacies that own web pages, despite the similarity of the information provided, try to maximize personification of the information presented and protect it from plagiarism. There is a visible relaunch of the collaborative consumption model, new uncommon partners are attracted, thanks to which the customer base is expanding. The new opportunity arises for real-time purchases with the maximum automation of this process and minimizing the time spent on purchases. Also, the article outlines the directions in which Ukrainian pharmaceutical enterprises begin to develop, as well as the barriers and reasons that impede this development.

The pro-apoptotic effect of new 2-thioxo-4-thiazolidinone derivative Les-3331 on MCF-7 and MDA-MB-231 cell lines ..

Визначення правильного стратегічного курсу фармацевтичної організації і напрямків підвищення її конкурентоспроможності є найбільш відповідальною справою, оскільки формує пріоритети її діяльності на відносно довгострокову перспективу.Управління асортиментом є однією з найважливіших функцій будь-якого аптечного закладу. Сучасний ринок, який характеризується, як «ринок покупців» активно вимагає впровадження в діяльність аптечних мереж сучасних інструментів і технологій управління товарним асортиментом. Метою роботи є розробка методичних підходів до управління асортиментом аптечних мереж за принципами категорійного менеджменту. Методи. У роботі буловикористаносистемний та логічний аналіз, методи порівняльного, документального, структурно-функціонального та економіко-статистичного аналізу. Результати дослідження. Для ефективного управління асортиментом аптечних мереж розроблено алгоритм управління товарним асортиментом в аптечних мережах на принципах категорійного менеджменту, який передбачає: визначення товарних категорій, їх внутрішньої структури та ознаки, за якими будуть згруповані препарати (за АТС-класифікацією (першого рівня)); аналіз основних фінансовоекономічних показників за виділеними товарними категоріями; визначення ролі кожної товарної категорії відповідно до її впливу на досягнення цілей аптечної мережі; вивчення попиту за кожною товарною категорією та її внутрішнім наповненням; оцінка поточного стану товарних категорій, її структури і визначення можливих змін при роботі з її асортиментним наповненням в майбутньому; оптимізацію за кожною товарною категорієювсього ланцюжка руху товару від закупівлі і формування товарних запасів до безпосередньо продажів; обґрунтування асортиментної політики за обраними критеріями та оцінка її ефективності; реалізацію асортиментної політики.Запропоновані методичні підходи були опрацьовані на прикладі однієї з досліджуваних аптечних мереж. Висновки. Доведено, щокатегорійний менеджмент -це інструмент управління асортиментною політикою аптечних мереж, який дозволяє виділити групи фармацевтичної продукції, які будуть спрямовані на виконання певних цілей аптечних мереж, що відповідно сприятиме реалізації стратегії розвитку аптечних мереж Ключові слова: управління асортиментом, категорійний менеджмент, аптечні мережі, стратегічні цілі, товарні категорії

The aim of the work is to develop scientific and methodological approaches to modelling the optimal strategy to increase the competitiveness of pharmacy chains (PC), which belong to different clusters. Materials and methods. The algorithm for determining the optimal strategy for increasing the competitiveness of PC for different clusters using the method of constructing a decision tree and cluster analysis is proposed. To solve this problem, an expert survey of more than 400 pharmacy managers, who were part of the PC of different sizes, was previously conducted. According to the results of an expert survey using hierarchical clustering methods based on the values of 13 input variables - scores of the strengths of the competitiveness of the PC, three clusters of networks were identified, each of which proposed its own algorithm for modelling the optimal strategy of competitiveness. Results. Using modern economic and mathematical tools, the distribution of PC depending on their size into clusters for modelling the dynamics of competitiveness is substantiated. Indicators are identified, which show a significant difference between clusters, which was taken into account in the process of modelling and selection of the optimal strategy to increase the competitiveness of PC. It is established that the biggest negative impact on the strategy of increasing the competitiveness of small networks has a slow response to changes in market conditions, the biggest positive impact – the availability of additional services in the networks; for medium PC the most important factors influencing the level of competitiveness are the location of pharmacies and competent management; for large PC – the use of modern automated management programs, the level of efficiency of the marketing complex and location features. The algorithm of the generalized model of “decision tree” for a choice of optimum strategy of increase of competitiveness depending on the size of PC is constructed. It was found that the following factors are of the greatest importance: the size of the PC, the use of the discount card system, and the least - the speed of response to market changes and the stability of the financial condition. Conclusions. The proposed generalized mathematical model of the “decision tree” allows a reasonable approach to choosing the optimal strategy to increase the competitiveness of PC depending on its size. The assessment of the importance of predictor variables for each cluster of PC allows determining the priority factors in the implementation of measures aimed at implementing the chosen strategy to increase competitiveness