Changing the Pharmaceutical Tariff in September 2025: What this means for pharmacists

The withdrawal of indicative public prices from the Pharmaceutical Product Tariff in September 2025 will turn the pharmaceutical sector upside down. Find out what this means for pharmacists and how to prepare.

Impact of the change on pharmaceutical prices

From September 1, 2025, indicative public prices will no longer be displayed for pharmaceutical products whose prices are not regulated. This means that pharmacists will have more freedom to set their prices, which could lead to significant price variation between different pharmacies.

This new flexibility will enable pharmacists to take into account various factors, such as purchasing costs, operating expenses, and the specific commercial strategies of each establishment, in determining their selling prices. As a result, customers could observe significant price differences from one pharmacy to another, which could influence their purchasing choices.

This change could also influence competitiveness between pharmacies, with some choosing to reduce their margins to attract more customers, while others may increase their prices to maintain profit levels.

Pharmacies that opt for lower prices could attract a broader customer base, particularly those who are price-sensitive, while those that raise their prices could focus on retaining customers who value quality of service or the availability of specific products.

This dynamic could also encourage pharmacies to innovate their service offerings, improve the customer experience, and strengthen their market positioning to stand out from the competition.

Which products are affected by this change?

The products affected by this change include a wide range of items such as dietary supplements, which are often used to fill nutritional gaps or improve general well-being, and cosmetics, which encompass everything from skin care to hair products and make-up.

In addition to these categories, all other products whose prices are not regulated, such as certain non-reimbursable medical devices or natural health products, are also affected by this change. This change gives pharmacists the option of setting prices according to their commercial strategy and the costs associated with each product.

However, medicines for human use, whether reimbursable or not, will continue to have a maximum public price set by the Minister of the Economy. This means that medicines prescribed to treat specific diseases or conditions, whether generic or branded, will remain under strict control to ensure affordability for patients. These regulations are designed to protect consumers from excessive price rises, and to ensure a degree of uniformity in the cost of essential medical treatments.

Products that are not drugs but are reimbursable, such as certain specialized medical foods for specific therapeutic regimens and active dressings used for advanced wound care, are not affected by this change as they already have a regulated price. These products, although not classified as medicines, play a crucial role in the treatment and management of certain medical conditions, and their prices are kept under control to ensure that they remain accessible to patients who need them.

Why was this reform introduced?

The reform was put in place for a number of reasons, each of which played a crucial role in the decision to withdraw indicative public prices. Firstly, some companies stopped communicating indicative sales prices, leading to a reduction in the reliability of this information.

In the absence of this data, pharmacists often find themselves in a state of uncertainty when it comes to setting prices, which can hamper their ability to offer competitive prices while maintaining an adequate profit margin.

In addition, wholesalers and distributors, who play a key role in the supply chain, apply their own margins to products, adding a further layer of complexity for pharmacists. This makes it difficult for them to accurately calculate their costs and determine fair, competitive selling prices.

Finally, it has been observed that some pharmacists follow public price guidance to the letter, mistakenly believing it to be an imposed fixed price, which limits their ability to adjust their profit margins in line with market fluctuations and operational costs.

This misinterpretation of guide prices led to a reduction in their profit margins, compromising the economic viability of some pharmacies. To avoid this persistent confusion and enable pharmacists to better manage their business, it has been decided to withdraw these guide prices.

This decision is designed to encourage greater autonomy and flexibility in price management, enabling pharmacists to adapt more effectively to market conditions and optimize their profitability.

How can pharmacists prepare for this change?

Pharmacists can prepare for this change by familiarizing themselves with the new pricing procedures, which will require a thorough understanding of pricing mechanisms and the factors influencing costs. It will be crucial for them to understand how to calculate their margins, taking into account both fixed and variable costs, and to keep abreast of prices for purchasing products from wholesalers, which can vary according to market conditions and negotiations with suppliers. This knowledge will enable them to make informed decisions on setting sales prices, balancing competitiveness and profitability.

They can also start using the new software tools that will be introduced to automate these calculations, ensuring a smoother transition. These tools, designed to automatically integrate purchase price data and any discounts, will enable pharmacists to simulate different pricing scenarios and adjust their strategies in real time.

In addition, this software will offer detailed analyses of market trends and consumer behavior, helping pharmacists to anticipate customer needs and adapt their offer accordingly. By training themselves to use these technologies, pharmacists will not only be able to optimize their profit margins, but also improve the operational efficiency of their establishments, while offering superior customer service.

The role of management software in the transition

Management software will play a crucial role in this transition, becoming indispensable tools for pharmacists as they navigate this new pricing landscape. This software will be designed to automate and simplify the complex pricing process, by directly integrating essential data.

A protocol has been put in place to ensure that, when a product is ordered, the purchase price, including any discounts, is automatically integrated into the software. This means that pharmacists no longer have to perform these calculations manually, reducing the risk of errors and enabling them to concentrate more on other aspects of pharmacy management.

Thanks to this automation, pharmacists will be able to automatically determine a selling price based on a freely set margin, giving them greater flexibility to adjust their pricing strategies in line with market conditions and customer needs.

Software houses, in collaboration with most wholesalers, are currently working hard on this protocol to implement it before September 2025. This collaboration aims to ensure that systems are ready in time, giving pharmacists the tools they need to adapt effectively to these regulatory changes.

In addition, this software could also include advanced functionalities such as real-time market analysis, consumer trend forecasting, and personalized recommendations to optimize profit margins, thereby strengthening pharmacies' competitiveness in the marketplace.

Long-term consequences for independent pharmacies

In the long term, this change could have a variety of consequences for independent pharmacies. On the one hand, they will have more flexibility to adjust their prices and margins, which may benefit their profitability. This ability to modulate prices will enable them to better adapt to market fluctuations and consumer expectations, giving them the opportunity to optimize their profits according to seasons, consumer trends, or special offers they might propose.

In addition, this flexibility could encourage pharmacies to explore new business strategies, such as loyalty programs, targeted promotions, or partnerships with suppliers to obtain more advantageous purchasing conditions.

However, this new freedom could also introduce increased competition, forcing pharmacies to differentiate themselves not only through their prices, but also through the quality of their services and customer relations. Pharmacies will need to invest in staff training to deliver exceptional customer service, develop personalized services such as private consultations or health advice, and improve the overall in-store experience to build customer loyalty.

In addition, they may need to diversify their product offering, integrating exclusive ranges or niche products that meet specific customer needs. Increased competition could also prompt pharmacies to adopt innovative technologies, such as mobile applications to facilitate online ordering, or advanced stock management systems to guarantee product availability.

Ultimately, the pharmacies that take advantage of this new dynamic by distinguishing themselves through their expertise, service and ability to meet customer expectations will be the ones to thrive in this new competitive environment.

Economic stakes for pharmacists

The economic stakes for pharmacists are multiple and complex, requiring constant attention and strategic management. Not only will they have to strike a delicate balance between attractive prices for customers, who are increasingly sensitive to price variations, and sufficient margins to guarantee the economic viability of their pharmacy, but they will also have to anticipate market fluctuations and consumer behavior. This means keeping a close eye on consumer trends, adjusting prices according to seasons or special events, and proposing promotional offers that attract and retain customers.

In addition, pharmacists will need to pay particular attention to purchasing costs, which can vary according to overall economic conditions, suppliers' pricing policies, and specific commercial agreements. They will also need to skilfully negotiate the discounts offered by wholesalers to optimize their profit margin, while maintaining a relationship of trust with their commercial partners. This could include participating in buying groups to benefit from better rates, or establishing strategic partnerships with certain suppliers to obtain more advantageous purchasing conditions.

In addition, pharmacists will need to invest in high-performance management tools to monitor costs and margins in real time, and to quickly adjust their strategies in response to market changes. This proactive, analytical approach will be essential for navigating an increasingly competitive economic environment and ensuring the sustainability of their business.

Adapting pharmacists' profit margins

Adapting profit margins will be essential for pharmacists, as it will largely determine their ability to maintain the economic viability of their business in an ever-changing market.

Not only will they need to determine margins that enable them to cover their fixed costs, such as rent, staff salaries, and administrative expenses, but also variable costs, which can include fluctuations in product purchase prices, transport costs, and energy-related costs.

In addition, they will need to remain competitive in the marketplace, which means adjusting their margins so as to offer attractive prices to consumers while preserving sufficient profitability.

This adaptation will require a good knowledge of purchasing costs, which can vary according to suppliers, overall economic conditions, and specific commercial agreements. Pharmacists will also need to pay close attention to the selling prices charged by competitors, to ensure that they are not positioning themselves outside the market.

In addition, they will need to understand customer expectations, which may include preferences for certain types of product, price sensitivities, and quality and service requirements.

By integrating these elements into their pricing strategy, pharmacists will not only be able to optimize their profit margins, but also strengthen their market position by proactively responding to their customers' needs and expectations.

Professional associations' reactions to the reform

Trade associations have reacted to the reform in a variety of ways, reflecting the diversity of perspectives and priorities within the pharmaceutical sector. Some associations see this measure as a valuable opportunity for pharmacists, enabling them to better manage their profit margins and increase their profitability.

Indeed, with the freedom to set their own prices, pharmacists can adapt their sales strategies to market realities, optimize their costs and, potentially, improve their competitiveness. This increased autonomy could also encourage innovation in the services offered and product diversification, thereby strengthening pharmacies' market position.

Other associations, however, are concerned about the implications of this change. They fear that the absence of public price guidance will introduce uncertainty and instability into the sector, making it more difficult for pharmacists to navigate an already complex environment. This uncertainty could be exacerbated by the need for pharmacists to adapt quickly to the new rules, and to master the software tools needed to set sales prices.

For these reasons, these associations stress the importance of increased support and ongoing training for pharmacists, to help them adapt effectively to these new conditions. They call for specialized training programs and accompanying resources to ensure that pharmacists can take advantage of this reform while minimizing the associated risks.

New challenges and opportunities for pharmacists

This change represents both challenges and opportunities for pharmacists. The main challenge will be to adapt quickly to the new rules, which implies not only a thorough understanding of the new regulations, but also an ability to integrate these changes into their daily practices.

Pharmacists will also need to master the software tools required to set sales prices, which will require appropriate training and adaptation to potentially complex technologies. This transition could be all the more difficult for independent pharmacies, which don't have the same resources as large chains to invest in advanced technological solutions.

On the other hand, the opportunity lies in the possibility of increasing their profit margins, which could considerably improve the profitability of their business. With the freedom to set their own prices, pharmacists can adjust their sales strategies to better meet local market needs and the specific expectations of their customers.

It also enables them to differentiate themselves by offering quality products and services, with an emphasis on exclusive products, personalized advice and exceptional customer service. This differentiation could not only attract new customers, but also retain existing ones, thereby strengthening their market position. What's more, by exploring new market niches and innovating their offerings, pharmacists can set themselves apart from the competition and create new sources of revenue.