In pharmacy and drugstore campaigns, budget is a structuring parameter: it shapes how many outlets can be activated, how deep the in‑store execution can go, and what level of services (logistics, follow‑up, possible digital content) can be attached. The point is not whether the budget is “big” or “small”, but whether it is known early enough to design a setup that matches the brand’s objectives.

The goal is not to do “more” things, but to create campaigns that better reflect the priorities: visibility, message clarity, in‑pharmacy experience and operational efficiency.

A concrete example: why missing budget information slows everything down

Take a common scenario. A pharmaceutical brand contacts a service provider for a campaign across 1,000 outlets without stating a budget.

The provider then has to make assumptions to move forward:

• Is the budget oriented towards broad reach (minimal materials per outlet, simple presence) or a richer approach (more surfaces, room for digital additions) ?
• Should photo documentation, reporting, and last‑minute adjustments be included ?
• Is there scope for a digital layer (screens, content, digital twin), or should it stay 100% physical ?
• Which regions matter most ? Which types of outlets are priority ?

Result: the provider often proposes one “full” scenario (which may only match part of the real budget) or several generic options. The brand has to follow up, clarify, revise. Exchanges multiply. Timelines slip. A straightforward solution that could have been offered from day one gets lost in back‑and‑forth.

A clear budget: how it changes everything

Now suppose the same brand states: « CHF 120,000 for 1,000 outlets, installation included ».

Immediately, the provider can:

• Adapt directly: CHF 120 per outlet means a lean but well‑executed physical format, no additional digital layer.
• Propose a scenario from day one rather than generic options: in‑shelf and counter materials, regionalised logistics, standard follow‑up.
• Discuss smart trade‑offs if the frame doesn’t cover everything: for example, “this budget covers 1,000 outlets cleanly. If you want to add a digital twin to validate the result, we can step back to 950 outlets. What’s your priority ?”

Result: a clear exchange, quick decisions, resolution in 2–3 rounds instead of 5–6.

Physical, digital, or both: start from objectives, not tools

The balance between physical materials, digital solutions or a combination of both should flow from the objectives of the campaign and the behaviours you want to encourage in‑store.

• In some cases, a well‑designed 100% physical installation (shelf, counter, window) is the most relevant lever, especially when visibility and operational simplicity are the main priorities.
• In others, it can be valuable to add a targeted digital layer, for example:
  • a short screen loop in a waiting area or at the counter to reinforce one key message;
  • a digital twin of a few “typical” outlets to visualise how the campaign will look in‑store and make internal and field alignment easier.

Digital remains a tool among others. The point is to use it when it clearly adds value (better understanding, indication‑specific content, education, flexibility), not as an end in itself.

Managing trade‑offs between reach, depth and re‑usability

A defined budget helps structure trade‑offs instead of dealing with them at the end of the project.

• Reach: activate a large number of outlets with an optimised physical kit, possibly supported by a set of visuals for pharmacies’ digital channels.
• Depth: invest more in a smaller network, with more surfaces, more installation time and, where justified, additional digital touchpoints.
• Re‑usability: when possible, prioritise assets that can be used across several waves or markets (visual templates, video loops, modular elements).

The aim is to use the budget as a lever for prioritisation: where to be present, with what intensity, and in service of which expected outcomes.

At Rüfenacht: transparent pricing to frame campaigns from day one

We have chosen transparent, published pricing for exactly this reason: to allow our clients to set their true campaign scope from the start and receive a proposal that is directly tailored—without fuzzy assumptions or rounds of back‑and‑forth.

• A known budget = a proposal on day one, no need to follow up.
• Clear choices on scope (number of outlets, types, regions) = no late surprises.
• An immediate discussion of trade‑offs (reach vs. depth, physical vs. digital) = faster, better‑informed decisions.

This upfront clarity allows our clients and teams to focus on what truly matters: quality of in‑store execution and results delivered.