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This contract is not the end of our fight for better working conditions. We got this! We have reached a tentative agreement with CVS. Details and voting locations coming soon. We will be holding a contract ratification vote for all CVS members at the following locations.

Download the Flyer. Join an action next week to demand fair pay. Our actions inside and outside the stores are having an impact at the bargaining table.

But we still have work to do to win a fair contract. Together we can turn up the heat and make it happen! While CVS made very little movement in negotiations today, CVS workers were demonstrating their solidarity with stickers demanding better staffing and hours. The next step is to ask customers to stand with us in demanding a fair contract from CVS — a contract that provides fair pay and benefits as well as safety, security, and adequate time and staff.

If CVS meets these basic demands, workers can provide their customers the shopping experience they expect and deserve. The company has not offered fair wages or affordable health care and has not addressed our issues around hours, staffing, safety, and security. This offensive proposal does nothing to recognize the risks you have taken over the past year, the billions in profits CVS has enjoyed or the increasing cost of living.

Join an action next week to tell CVS that you deserve more than just nickels and dimes. All wage increases are retroactive to July 4, when the previous contract expired. Ventura Rd. She said CVS is uniquely positioned to help fix a broken health-care system that frustrates customers and keeps increasing in cost yet often delivers poor outcomes. Each day, the company said about 4.

CVS is weaving together its numerous drugstores, pharmacy benefit manager Caremark and insurance company Aetna to try to drive more business. On Thursday, the company said it will add new health products, subscription models and home health care options.

It said it can reduce costs and improve the health of people with chronic conditions like diabetes and congestive heart disease who have Aetna insurance and fill prescriptions at CVS pharmacies.

Going forward, it said stores will have one of three formats — including two formats that make health-care services more front and center, along with traditional stores. Lynch said the company is "reimagining CVS locations as health-care destinations. CVS wants more people to come to its stores for primary care, such as routine checkups with a doctor or nurse practitioner, said Dr. He said the company wants the booking of a doctor appointment to be as quick and convenient as making a restaurant reservation on OpenTable.

That means having longer hours at its clinics, so people can visit as early as 6 a. It also means skipping over common annoyances, like filling out a clipboard of paperwork and trying to decode a doctor's advice that is written in medical jargon. Lynch said its big ambitions to provide more primary care will require the company to strike partnerships or acquire or merge with another company. Pandemic-related services could continue to lift sales at drugstores, too.

However, he said the evolving nature of the pandemic — and the emergence of the new variant, omicron — makes it harder to tell what may happen with levels of tests and vaccines. If Covid cases remain higher, that could mean more use of a new oral medication or higher hospitalizations, which could result in higher costs for CVS' health benefits business, he said.

The company laid out its forecast for this year and next year.

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Due to the company's acquisition of Aetna, earnings increased substantially in Furthermore, Q3 results beat market expectations. We argue that the recent financial performance of the company, its strategic initiatives, together with continued cost-savings from the Aetna acquisition, will take the stock higher.

We see the management's strategic initiatives regarding modernization, brick and mortar store improvements, vertical diversification, and e-commerce as viable growth catalysts and economic moat, underpinning the intrinsic value generated by our DCF Model.

The management of CVS is aware of the need to future-proof the company, primarily increasing the differentiation of the business model. Hence, we believe the stock is not a value trap. Chart 1 indicates the stable and consistent growth of the company's fundamentals since The company's revenues are increasing, along with EPS. The company is also paying dividends for the 92nd straight quarter.

CVS is revamping its business model in a bid to accelerate growth and adapt to the current consumer trends. We expect CVS to outperform guidance estimates in and , setting it on its path to its higher fair value. Since the long-term downtrend in and in light of lower revenue growth in its pharmacy and PBM segments, CVS Strategy has been to increase its capacity for growth.

One solution the management came up with was acquisitions, which include the purchase of Omnicare in , Target Pharmacy in , and Aetna in along with strategic alliances such as that with Anthem in a Pharmacy Benefit Management agreement.

The company's acquisitions have strengthened its presence in all levels of the healthcare supply chain on a retail front. We also believe that the overall vertical integration of the company in the retail supply chain is expected to ride on the current trends to successfully drive change in the healthcare ecosystem in the long term for CVS. The company also has an oligopolistic power, which we believe will leverage its future growth.

Retail pharmacy market. Finally, CVS's various integrations over the past five years have created economies of scale Aetna, Omnicare, and Target pharmacy and synergies, which we expect will continue to generate cost savings. In terms of financial performance, CVS is now on a good standing compared to the industry see Table 2. Table 2: CVS Performance vs. Impact of e-commerce and Innovation. Faced with the significant risk of potent new entrants in the sector, CVS is seeking to revamp its business model to combat the entrants.

Our assessment of CVS's strategy suggests a combination of operations aimed at following the broad industry trends. The company's efforts are directed at modernizing enterprise functions and the creation of transformational customer-centric services.

Management indicates that the aim is to grow and differentiate the company. Towards this end, CVS is using various front and back-end technologies, data, and analytics to drive higher prescription volumes. Technology improvements involve powerful healthcare decision-making engines driven by data and analytics. The change also includes the ability for customers to use mobile devices to refill prescriptions on smartphones and wearables such as Apple Watch. CVS is also focusing a lot on e-commerce as part of their long-term strategy.

Recently, the company developed an option to pick up a prescription in the CVS Digital innovation lab.

The lab itself is aimed at the rapid fruition of new market ideas, which ensures alignment of company operations with the fast evolution of digital e-commerce. Besides, to safeguard its market position and long-term growth, CVS is also tying its future to e-commerce and digital healthcare. We expect customer-centric solutions to result in the company raising its full-year revenue expectations. A key catalyst CVS has invested in since the downturn in is the revitalization of its business.

The aim is to differentiate itself and create a competitive advantage. In , CVS launched the HealthHUB concept, which are pharmacies that also provide personalized in-store healthcare services aimed at increasing customer traffic. We expect the expansion of health hubs to continue in as it provides a broader value proposition. In a bid to improve the customer-centricity, CVS proposes a new retail engagement model to enhance convenience and accessibility.

It involves bundling online and physical healthcare services. We believe this will further increase the company's competitiveness. Furthermore, the company invests in MinuteClinics and health hubs to increase healthcare accessibility and affordability.

Figure 1 shows a peek into the innovative, new store-model targeted to deliver a differentiated consumer health experience. The latest offering is aimed at the provision of healthcare services for chronic disease management and wellness programs in a simple, convenient, and affordable way.

CVS has already piloted over 50 health hubs in They plan to open by and by The business model is aimed at increasing the range of services and products offered by CVS to increase differentiation and the value proposition for consumers. The retooling of its stores, we believe, will provide great one-stop shopping for healthcare services and products.

In the longer term, a larger aging population will provide a favorable market of a population seeking healthcare services. Besides, healthcare spending is expected to grow at around 5.

An overall favorable regulatory environment includes the Patient Protection and Affordable Care Act, which will drive demand to attain insurance coverage where CVS is a player.

Turning to our revenue projection in Table 3, the significant revenue growth in accounts for the full year annualized result, post-Aetna merger.

In we expect revenue to outperform current guidance as the company continues to expand its HealthHUB concept. We then expect revenue growth to retrace to single-digit growth but remain above the historical growth rates of the company.

Our revenue growth projections are informed by historical data but adjusted for changes in the business model and the catalysts discussed, which we expect will revamp revenue opportunities. As seen in the table, the company operates in an industry with meager operating margins, but the scale of its operations is massive.

Source: HedgeMix Limited using Finbox. The company has maintained a stable variable cost ratio , and the level of fixed costs remains relatively low, resulting in a more predictable projection of EBITDA as a share of the revenue. Health Insurer Clawbacks. The IRS has yet to announce the cost-of-living adjustments for retirement plans. Jacob Mattinson Jacob M. Mattinson focuses his practice on employee benefits and matters related to k , b , pension, executive compensation, health care reform, and cafeteria and welfare plans.

Jacob assists clients in drafting employee benefit plan documents and amendments. Read Jacob Mattinson's full bio. Jeffrey Holdvogt Jeffrey Jeff M. Holdvogt advises clients regarding a wide range of employee benefits matters.

He focuses primarily on the design and administration of complex pension, defined contribution and executive deferred compensation arrangements. Jeff counsels privately and publicly held corporations on ongoing day-to-day retirement and executive compensation issues, as well as employee benefits design and transition matters arising from corporate mergers, acquisitions and divestitures.

Read Jeff Holdvogt's full bio. Michelle McCarthy Michelle M. McCarthy is a partner in the employee benefits and executive compensation practice group and focuses her practice on issues pertaining to health and welfare benefit plans.

Michelle represents employers, collectively bargained multiemployer plans, plan administrators, professional employer organizations, insurers and consultants in a wide array of industries including technology, entertainment, maritime, insurance, banking, aerospace, manufacturing, construction, fashion and hospitality, providing innovative but practical business-minded advice on matters pertaining to the design, implementation and administration of health and welfare plans.