: Wired for Well

Food:

-UpMarket -Sushi Chef -Frozen Yogurt -Smoothie Bar

Health:

-Express Rx -OTC ‘Answers’ Beauty: -Take Care Clinics -’Health Guides’ -Look Boutique -Nail Salon -Brow Bar -Fragrance Testers ANNUAL REPORT 2012

“Our goal is to create an experience unmatched in this industry by focusing on ‘Well.’” With those 15 words, spoken at Walgreens’ an- nual meeting, Walgreens president and CEO Greg Wasson identifi ed the singular purpose that will drive all of the chain’s initiatives going forward. Walgreens no longer is on a path to own well; it’s on a path to dominate every aspect of well. “Our opportunity now is to combine the best lo- cations in America with an outstanding customer and patient experience — what we call the ‘Well Experience,’” Wasson said. Walgreens has long been known for having the best corners throughout America, Wasson noted, corners that have placed a Walgreens drug store within 5 miles of 75% of the U.S. population. Walgreens now plans to build on that core competency — the company owns 21% of its operating locations — with a storefront that delivers “experience, experience, experience.”

CONTINUED ON PAGE 3 Walgreens: Wired for Well Section by Michael Johnsen

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CONTINUED FROM PAGE 2 “That’s to support our vision to be ‘My Walgreens’ to every- Q&A one in America — their fi rst choice for health and daily living,” Putting p atients fi rst Wasson said. Wasson then laid out the fi ve strategies that will keep Walgreens on track in delivering on that “Well Experience.” Greg Wasson, Walgreens First on Walgreens’ list of to-dos is to infuse that improved On Jan. 1, Walgreens’ contract with Express Scripts expired, shopping experience across the chain so that Walgreens be- and millions of Walgreens customers covered by ESI were forced to either move their pharmacy business or come up with comes the quintessential destination of “well” in the eye of some other way to stick with Walgreens. Drug Store News inter- the shopper. “We’re stepping out of the traditional drug store viewed Walgreens president and CEO Greg Wasson on what format and creating something completely new, unique and the company is doing to hold on to those customers and how it is appealing to payers. special,” Wasson said. “We’re combining cutting-edge design with improved product assortment, such as enhanced ex- DSN: Can you talk a little bit about some of the steps that Wal- panded fresh food and enhanced beauty experience, a growing greens is taking to keep Express Scripts customers from moving their business and what options are available to them ? private-brand offering and much more.” In addition to the fl agship locations on 40 Wall St. in New Greg Wasson: Well, fi rst we’re working on two fronts: We’re York and on the corner of State St. and Randolph St. in Chi- working with the patients themselves, and we want to try to take care of our patients the best we can, fi rst and foremost. cago, Walgreens has converted almost 100 stores into its “Well And many of them are taking advantage of our Prescription Experience” format across Indianapolis. “This store is what we Savings Club card that we’ve had out there for a few years and mean when we say we are stepping out of the traditional drug looking to continue to use their Walgreens pharmacy. As you know, it covers 7,000 to 8,000 drugs, [and] it’s got discounts on store format, creating something new, unique and special, to several generics and brands. At the same time, if indeed we leave our competition to compete with each other in the old, can’t fi nd a way or a solution for a patient to continue to use us, traditional drug store format,” Wasson said. we’re helping them fi nd another pharmacist. We’re in the busi- ness of taking care of our people, and that’s what we’re doing. CONTINUED ON PAGE 5 On the other front — the B-to-B or client front — we have already been able to secure about 10 million prescriptions from the ESI book of business. We won’t know until CMS releases data on the Part D enroll- ment period, but we feel we were pretty successful in helping patients choose plans or fi nd plans that were appropriate for them that included Walgreens. And we have clients notifying us daily that they have found a way to continue to use Walgreens within their contract and/or have switched PBMs to continue to have Wal- greens in their network. So, we have close to 120 or 130 clients that have already found a way to continue to keep Walgreens in their network, and we’re working with the rest of the market out there to continue to help them fi nd ways to use us.

DSN: Walgreens’ Walgreens’ position position has has been been that that forcing forcing Walgreens Walgreens out of the Express Scripts network doesn’t really produce any meaningful cost savings for payers. Can you help us understand what you mean by that? CONTINUED ON PAGE 5

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ESI impact shows in short term The impact of the failed Express Scripts negotiations on greens will have lassoed 25% of the Express Scripts busi- Walgreens’ sales had been signifi cant through January — the ness back into the Walgreens pharmacy base, or 22 million fi rst full month where Walgreens was not part of the Express prescriptions out of 88 million. If the 25 million Wellpoint Scripts pharmacy network — as Walgreens had predicted. prescriptions would return to Walgreens, that would mean The company reported a January sales decline of 2.3% 53% of prescriptions would be retained. And if Tricare’s 15 to $5.8 billion, attributing that decline in sales to both lost million prescriptions were to come back, too, that would Express Scripts patients and a fl u season that had yet to ma- mean 70% of prescriptions would be retained. terialize. Sales in comparable stores were down 4.6%, falling Toward that recapture, Walgreens has noted that as many below analyst consensus of 2.6%. Comparable-pharmacy as 120 employers and health plans have made arrange- sales decreased 7.9%, and were impacted by 10.6 percent- ments to maintain access to Walgreens pharmacies, and age points due to no longer being part of the Express Scripts Walgreens reported the results of its January promotion of network and comparatively by 2.4 percentage points due to one-year memberships in its Prescription Savings Club net- the lower incidence of cough, cold and fl u. Prescriptions fi lled ted 700,000 new memberships, though not all of those new at comparable stores decreased 8.6% in January 2012; Ex- PSC members may have been covered by Express Scripts. press Scripts accounted for 12.4% of the company’s total “This is a clear decision ... that we knew would have a prescription volume in January 2011, however. short-term impact on our earnings and our stock in order Walgreens’ Express Scripts prescription business rep- to create value in the long run,” Walgreens president and resented $5.3 billion annually, according to the company. CEO Greg Wasson told shareholders in January. “The Ex- And while Walgreens executives are confi dent they can press Scripts proposal would have reimbursed us far less re-acquire at least 25% of that business, analysts aren’t than the industry average cost to provide a prescription. as bullish. “This [10.6] data point confi rms our view that That’s not good for Walgreens. In fact, it’s not good for Walgreens, at least in the near term, will only be able to re- the community pharmacy industry at large. The long-term tain [approximately] 15% of the Express Scripts business,” ramifi cations of accepting their proposals, I’ve said pub- noted Credit Suisse analyst Ed Kelly. licly, would have been far greater than the short-term impli- Walgreens adjusted its annualized prescriptions-fi lled cations we may see.” projections for fi scal 2012 to be around the low end of its And while Walgreens’ brass is looking out for the com- previously announced range of 97% to 99% of prescrip- pany’s best interests long term, those short-term negative tions fi lled versus fi scal 2011 — or between 794 million impacts may occur over a shorter time span than many prescriptions and 810 million prescriptions. analysts think. Walgreens fi lled 819 million prescriptions In mid-December, Walgreens reported it already had re- in fi scal 2011, which translates into 1-out-of-every-5 retail tained some 10 million prescriptions from Express Scripts, prescriptions fi lled in America, Wasson said. And Walgreens representing 11.4% of the total Express Scripts prescrip- may be able to make up for any Express Scripts lost busi- tion base. Executives surmised that if the chain can retain ness through continued organic growth of its market share. at least 50% of the 8 million Medicare Part D prescriptions, There is a possibility that by the end of 2012, Walgreens may and at least 25% of the 30 million prescriptions represent- yet fi ll more prescriptions than it did in fi scal 2011, when the ed by all payers other than Wellpoint or Tricare, then Wal- chain still was a part of the Express Scripts network.

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CONTINUED FROM PAGE 3 Wasson: Let’s fi rst start at a macro level. There’s a narrow band of cost between network providers within a pharmacy benefi t — maybe 4% to 5%. That band, even at its most on say a $60 average prescription, is $2 to $3. And then you fi gure, if we fi ll 1-out-of-5 prescriptions in this country, and therefore most likely you can extrapolate that to ESI, by removing us, even if we were at the max of that narrow band of pharmacy costs to the net- work, you’re talking about pennies, cents on a $60 prescription. We believe our costs are competitive, we think we are within that narrow 5% band. ... And then when you consider the fact that we typically lead the industry in generic utilization, and the fact that we offer a 90-day retail supply of chronic medications, if you remove us, in many cases, costs [are] going to go up.

DSN: A lot of the focus is always on the cost of dispensing in pharmacy reimbursement, and there isn’t always a lot of focus on some of the other ways that Walgreens is able to lower costs for payers. How do you make it worth the payers’ while? CONTINUED FROM PAGE 3 And that leads into Wasson: In many cases, a client never realizes, or never sees, the Walgreens’ second strat- true cost of a pharmacy provider that they provide to a PBM. And the reason is there’s a markup that the PBM as a middleman is egy toward delivering on collecting from that client over and above the cost of the network. its “Well Experience”: Ex- So in many cases, when we are able to talk directly to a client or pand the sphere of infl u- a health plan and help educate them as to the value we provide, what they’re realizing is not the cost that we’re providing to the ence that retail pharmacy intermediary, they begin to do the math themselves and realize: exerts across all of health ‘Hey, wait a minute. There isn’t a signifi cant cost savings, if any, care by increasing the here. In fact, in many cases, if I remove Walgreens, if I really do the math, my costs are going to go up, and I’m going to lose ac- touch points between patients and healthcare practitioners, in- cess to community pharmacy within the markets I do business in.’ cluding both pharmacists and retail clinicians. To that end, Wal- And I think one way of looking at this would be of those 100 greens in these stores has pulled its pharmacists out from be- to 120 to 130 clients that have chosen or have found ways to keep Walgreens in their network. If there was a signifi cant cost hind the bench and has positioned them where they help deliver savings by removing Walgreens, and if indeed removing Wal- on that promise of “Well.” The pharmacists are out on the sales greens’ 7,700 dots on a map, as they’ve been referred to, does fl oor in a kiosk separated from the routine tasks of pharmacy, not create any inconvenience, then why not do that? Why would 120 and growing clients give up this huge cost savings versus such as adjudicating prescriptions, so that they can more fre- take advantage of it? quently interact and counsel patients. “By doing this, by redesigning this area of the store, it en- DSN: How could the potential Express Scripts-Medco merger weigh into this? Is the Medco business potentially at risk as well? ables us to quickly and more easily expand the scope of ser- vices that we’re offering our patients, whether it’s our pharma- Wasson: I’m not going to comment on the merger itself, but as cists with immunizations and much more [or] our nurses and I’ve commented publicly, if the terms and conditions that we’re being offered by Express Scripts are not acceptable to us, our physicians on location to provide more acute care, primary then they’re not acceptable to us from any PBM. And so if the care and health screenings as we go forward,” Wasson said. merger occurred, and the terms and conditions and the value “Besides [Department of Health and Human Services] secretary that Express Scripts is looking to provide us is the same from [Kathleen] Sebelius and First Lady Michelle Obama, we’ve had CONTINUED ON PAGE 6 CONTINUED ON PAGE 6 5 • FEBRUARY 2012 DRUGSTORENEWS.COM ANNUAL REPORT 2012

CONTINUED FROM PAGE 5 CONTINUED FROM PAGE 5 Medco, then we wouldn’t take that from anyone. Now, with that ... CEOs of just about every major health plan in the country, said, I think as we all know, Medco’s book of business is much employers, in our new ‘Well Experience’ concept stores. The less today than it was a year ago. And I believe that there’s No. 1 comment they have when they leave every time is, ‘This going to be a lot of uncertainty around both ESI and Medco next year with the upcoming selling season, and folks are go- is exactly what we need. How fast can you do this?’” Wasson ing to be looking to understand that. Therefore, that’s a reason said. “The future is pulling us to it. That’s where we’re headed. that we’re excited, because we have hundreds of other plans, We’re headed there fast.” PBMs and health plans, that we work with that are really look- ing for this opportunity by having Walgreens in their network But Walgreens is looking for a total store experience. So in and potentially greater access with the value we provide to addition to state-of-the-art design and product assortment, and compete against those that either have Express Scripts as their cutting-edge healthcare offerings across its pharmacist and re- PBM or health plans that use Express Scripts and/or Medco. tail clinician teams, Walgreens’ third strategy is to develop a DSN: Some people might say that if CVS and others can accept culture across the chain that fosters customer engagement and the lower rate, why can’t Walgreens? Is that too simple an argu- through that engagement, improved customer satisfaction. ment and how would you respond to that? That culture extends out from the pharmacy to the beauty Wasson: I can’t speak for others. What I can say is, this came advisers. Walgreens continues to make a strong commitment to about because we were in the fi nal year of a three-year con- the training and education of its beauty advisers — and to the tract with Express Scripts, which ended Dec. 31, and we had started trying to reach an acceptable agreement earlier in the rest of the front-of-store staff. “Never in my 31 years with this year. So I don’t know when others’ contracts with Express company have I ever seen customer satisfaction jump like it is Scripts end or start; I don’t know what the terms and condi- in these ‘Well Experience’ stores,” Wasson said in January. “The tions are. I will say that from Walgreens’ standpoint, the terms and conditions that we were offered were not acceptable — No. 1 comment I hear when I’m in these stores ... from custom- they’re below industry costs to fi ll a prescription, average cost ers is: ‘I want to stay in this store longer.’” to fi ll a prescription. And I do think that this is a stance, frankly, The fourth long-term strategy Walgreens is pursuing is multi- that’s not just about Walgreens, but I do believe is about the future of the community pharmacy industry and the value that channel retailing so that customers can virtually stay in stores we can provide going forward. longer. In the past year, Walgreens expanded its online pres- We’ve had representatives from nearly every stakeholder ence with the acquisition of Drugstore.com. “No brick-and- in the healthcare landscape or healthcare industry in many of our new concept stores here in the Chicagoland area. And I mortar retailer today is safe unless they’re embracing the online think the No. 1 comment I get is, ‘This is exactly what we need. channel,” Wasson said. Wasson couched Walgreens’ capabili- How soon, how fast can community pharmacy move in this ties in this space as “bricks-and-clicks convenience” with offer- direction?’ So I think the value of community pharmacy is to be able to provide access and affordable, high-quality healthcare ings like curbside Web pickup — where mom can order online services as we go forward. And that’s where we’re headed. and pick up at a store without stepping out of the car — across 400 stores and counting. DSN: Is there still a way for Walgreens and ESI to work out a deal? Walgreens’ fi fth strategy is to maintain its cost effi ciency Wasson: As I say all the time, we are in the business of fi lling pre- across its network. Walgreens recently launched a program scriptions. So what we’re looking for is a fair value for the ser- called “Fuel Well” to encourage employees to offer up ways to vices we provide, and if we were able to achieve that, certainly we would fi ll prescriptions. But at the same time, we also are looking save on the top line so that more falls to the bottom line. The forward to working with the partners that are out there that see the company also is in the process of rolling out a new point-of- value of community pharmacy, see the value we provide and are sale system that accelerates its speed of service and will be looking for deeper relationships with us. And we’re going to work with those to help them win and compete in the marketplace. compatible with the loyalty card program Walgreens plans to launch later in 2012.

6 • FEBRUARY 2012 DRUGSTORENEWS.COM ANNUAL REPORT 2012 Multiple point approach to total health What Walgreens is doing in its fl agship stores, and conse- quently across its “Well Experience” stores, is only the begin- ning. You might be able to sell health in a 20,000-sq.-ft. box, but you won’t sell “well.” To sell “well,” effectively, meaning- fully, you need to have more than just a retail touch point with your patient; you need to have several points of care. “As our healthcare strategy has been evolving ... and the healthcare landscape has gotten more complex, we have been thinking long and hard about fully integrating our ap- proach to the payer community, whether that be employers large and small, [pharmacy benefi t managers] — large, me- dium and small — the health plans segment, the government segment [and] the health systems segment,” Jeff Berkowitz, Walgreens SVP pharmaceutical development and market ac- may be tweeted a cess, told DSN. “We have an extraordinary value proposition branded message to put a selling effort behind.” — Walgreens offers Following is a glimpse into online ordering with what Walgreens is offering to curbside pickup in the more than 72 million pa- several test markets tients who receive its pharma- and has a substantial cy and healthcare services: e-commerce pres- • “Well” experience. Wal- ence with its acquisition of Drugstore.com. greens has fully aligned its • Pharmacy. In addition to drug-drug interaction discus- front end to better deliver sions and medication therapy management, Walgreens its “well experience,” as evi- can provide 90-day prescriptions at retail and offer a denced in the increase in fully integrated specialty pharmacy, as well as fully in- fresh-food offerings and the tegrated home infusion models. In store, there are im- repositioning of the pharma- munization offerings, medication adherence programs cist to staff consultation ki- and preventive health screenings. Walgreens also can osks. That “well” experience provide outpatient pharmacy services for its 150-plus goes beyond just health and health system partners. enters beauty aisles with the company’s commitment • Take Care Health Systems. Walgreens fi elds more to educating beauty advisers. than 350 retail clinics, and counting, that provide ac- • Multichannel. For years, Walgreens’ core strategy was cess to appropriate acute care. Through those health to acquire the best corners, and that hasn’t changed as system partnerships, the company can help guide patients relocate their shopping trips into cyberspace. patients to more complete care with a medical home. So in addition to a strong presence on Facebook, Walgreens also operates some 350 worksite health Twitter and FourSquare — customers “checking in” centers, a direct benefi t to employers.

7 • FEBRUARY 2012 DRUGSTORENEWS.COM ANNUAL REPORT 2012 Tech elevates shopping experience Walgreens in January brought the latest example of its fl ag- latest looks with their closest 200 friends. ship retail pharmacy to life in Chicago, tantalizing its home- The technology also extends to the shopping experience town crowd with departments most shoppers wouldn’t nor- outside of health and beauty. Complementing an extensive mally associate with a pharmacy — fully stocked sushi bar, wine and liquor selection are two touchscreen kiosks, for quick-and-fresh deli offerings and a self-serve yogurt bar example. The fi rst, located alongside the checkstand, helps adjacent to a juice bar that, along with the healthy-for-you consumers pair a wine selection with that evening’s meal. The selection of juices, offers the “double-rich chocolate malted second can break down a cocktail recipe into its base com- milk” that the retailer invented in 1922. ponents so consumers can recreate that cocktail at home. But it’s the technology featured throughout the store that The Duane Reade fl agship store features the really sets the new Walgreens shopping experience apart. industry’s fi rst holographic “Virtual Assistant.” Using the Two endcaps across from the pharmacy feature interactive latest in imaging and audio-visual technology, the Virtual touchscreens — one features information on smoking ces- Assistant creates the illusion of a real person who greets cus- sation, the other on heart health. And adjacent to the phar- tomers when they enter the store. It also provides guidance macy’s pickup window is a self-serve prescription checkout on everything store-related, including making suggestions station that dispenses a patient’s prescriptions. and recommendations on products In the beauty section, the Maybelline touchscreen beauty available to shoppers. kiosk, originally featured at the 40 Wall St. location in New TO VIEW MORE FLAGSHIP STORE PHOTOS, York, now is Facebook-enabled so users can share their VISIT DRUGSTORENEWS.COM/PHOTOS

8 • FEBRUARY 2012 DRUGSTORENEWS.COM ANNUAL REPORT 2012 Beauty is in the eye of the shopper If beauty is in the eye of the beholder, then there are plenty brow bar that offers in-store eyebrow-shaping services and of folks beholding Walgreens and its New York palette, Duane a hair styling salon provided by Phyto Universe. On-site Reade. Walgreens has raised the beauty bar in U.S. drug manicures are available in both Walgreens’ New York and store retailing with its Look Boutique, which originally debuted Chicago fl agship locations at the low price of $10. And Look in ’s hometown drug store, Duane Reade. Boutique also offers shoppers an inviting fragrance area, That upscale staffed beauty department services all featuring a handful of the most popular fragrances tethered aspects of beauty, including brows with a Ramy-branded CONTINUED ON PAGE 10

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CONTINUED FROM PAGE 9 called Walgreens.com/BeautyWithin. The site offers “step- to an upscale-looking counter, complete with self-serve by-step advice from beauty pros” about makeup, skin care fragrance dispensers. and other topics, along with videos featuring real Walgreens And Walgreens is beginning to expand that Look Boutique customers and their personal beauty challenges. The site also experience nationwide, attracting shoppers in search of offers deals and information about featured beauty brands. premium beauty solutions in the process. Leveraged against And Walgreens is a sponsor of the site “European Beauty that merchandising position are Walgreens’ 26,000-plus Club,” which features a European Beauty Collection that is beauty advisers and the expertise that soon will come available at select Walgreens stores. The European Beauty from its online beauty engine, Beauty.com, with its recent Collection focuses on simplifying premium skin care. acquisition of Drugstore.com. Registered members of the site receive periodic offers, Last year, Walgreens launched a new interactive website which may include samples.

10 • FEBRUARY 2012 DRUGSTORENEWS.COM ANNUAL REPORT 2012 Specializing in specialty growth Everyone is familiar with the more than 8,000 points of HIV, oncology and transplant patients. Walgreens also has care that Walgreens points to when discussing the ubiquity a strong presence in fertility, noted Mike Nameth, Wal- of its healthcare offering. And those points of care include greens EVP specialty pharmacy. specialty and infusion pharmacies. According to the com- Placed against each of the specialty disease states, Wal- pany, Walgreens is the nation’s leading provider of home in- greens fi elds a team of patient advocate healthcare profes- fusion, and the No. 3 provider of specialty pharmacy. sionals, who not only proactively work with a patient on med- Walgreens currently has four central-fi ll specialty pharma- ication adherence issues, but also help navigate alternate cies — in Ann Arbor, Mich.; Frisco, Texas; Pittsburgh; and payment or savings options for what can be very expensive Portland, Ore. — that effectively cover the entire nation. In therapies. “We have folks that work with the pharma compa- addition, Walgreens has more than 170 health system phar- nies or with private organizations ... that have funds available macies that are located in or near medical centers. to help offset the co-pays for our patients,” Nameth said. And earlier this month, Walgreens announced its pro- As an example of the infl uence Walgreens can have on posed acquisition of BioScrip’s community specialty phar- cost-reduction initiatives through its specialty pharmacy and macies and centralized specialty and mail-service phar- infusion pharmacy arms, Walgreens’ Medical Injectable Drug macy businesses, which will further help grow Walgreens’ Program, which strategically manages specialty drug spend centralized specialty and mail-service pharmacy opera- for health plans, saved one health plan client approximately tions. BioScrip’s community specialty pharmacy business $28.5 million over a two-year period by facilitating the dis- is a national network with 30 locations in 16 states across pensing of almost 50 injectable pharmaceutical products the and the District of Columbia; and like typically administered in physician offi ces through the lower- Walgreens’ existing specialty business, it primarily serves cost option of Walgreens Specialty Pharmacy.

Early in February, Walgreens announced that it would buy BioScrip’s community specialty pharmacies to further grow its network.

11 • FEBRUARY 2012 DRUGSTORENEWS.COM ANNUAL REPORT 2012 UpMarket, Oasis formats segment food It’s no secret that pharmacy operators have been fi guring along with the icons, such as green swirl and talk bubbles — out how to better sell fresh food offerings. But instead of “Grab life by the berries” and “Go ahead, get creative” — that blanketing its store base with a one-size-fi ts-all food offering, encourage customers to create their own signature combina- Walgreens has begun segmenting its food offerings into two tions of yogurt and toppings. UpMarket Fro-Yo serves eight fl a- distinct merchandising packages: a higher-end package for vors of frozen yogurt, along with a variety of toppings at a price upper-income shoppers that features a sushi bar, and the of $5.99 per cup. At Duane Reade’s new store at 52nd St. food-oasis package for lower-income shoppers that features and in New York, the retailer also added a Freezee a heavier commitment to fresh and healthier-for-you foods. station for slushies and a Good & Delish oatmeal station. In addition to that sushi bar, ideal for urban commuters look- On the fi rst fl oor of Walgreens’ fl agship Chicago location ing for a quick in-and-out lunch option, that higher-end offer- is an expansive gourmet wine store replete with specialty ing includes the UpMarket Fro-Yo self-serve frozen yogurt bar. cheeses and meats, as well as two separate touchscreen

Menu boards, cups and napkins incorporate an edgy tone CONTINUED ON PAGE 13

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CONTINUED FROM PAGE 12 affordable, nutritious food. kiosks: one that can help pair that perfect wine with that In June 2011, Chicago mayor Rahm Emanuel and Walgreens evening’s meal and the other to help break down all of the in- president and CEO Greg Wasson announced the ramp up of gredients for that to-die-for cocktail. The average price point Walgreens’ food oasis store rollout. Late last year, First Lady for the wines falls around $25. Obama ended her PHA summit at the Walgreens on 75th St. Conversely, the 1,000 food oasis stores that Walgreens has and State St. in Chicago. “I can’t think of a better place to end committed to as part of First Lady Michelle Obama’s Part- this summit than here at this store in this community,” she said. nership for a Healthier America initiative feature an expanded “Because the stor y of this Walgreens is a story that we want to food offering by as much as 60% compared with a typical be telling in cities and in towns all across this nation, and that’s Walgreens — offering a larger assortment of fresh fruits, veg- huge. Healthy kids grow up to become healthy adults, adults etables, whole grains, lean protein and other healthy meal who are less likely to suff er from illnesses like diabetes and components to help address the need for greater access to heart disease or cancer that cost us billions of dollars a year.”

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