A few weeks ago, I finally received a pill bottle that works, only to find the Star Tribune Editorial Board's campaign to return to one that doesn't ("Bring back Target's red pill bottles," Aug. 10). Target's red pill bottle's design looks and functions like a first-year product design student's D-plus test submission. Since CVS has taken over the Target Pharmacy, I have a pill bottle that (1) stands up by itself with the top off, (2) does not tumble out of the cupboard when I reach for something else, (3) does not appear to be upside down when it's right-side up and (4) has the pills in the bottom and the top on top, so it's not top heavy and unstable. In fairness, I must admit the Target red color bottle does add to the artistic value of the inside of our cupboard.
Eddie Ryshavy, Plymouth
• • •
The editorial about the pill bottles stated that "customers in Minnesota … were well-served by the Target staff. That shouldn't change under CVS, a trusted brand name … ." The words "a trusted brand name" got my attention. Less than a year ago, a class-action suit was filed against CVS by customers from California, New York, Texas, Massachusetts and Pennsylvania. The lawsuit claims that CVS overcharged customers for generic prescription drugs by submitting claims for payment to third-party payers at inflated prices. The lawsuit alleged that CVS customers "enrolled in third-party health plans paid much more in co-payments for generic drugs than customers enrolled in CVS's Health Savings Pass program." In one example, a 90-day supply of a generic drug, purchased through a third-party health plan, cost $130, while someone paying cash paid only $12. In the simplest of words, CVS was price-gouging its customers. That certainly doesn't seem to be something a "trusted brand name" would do.
George Larson, Brooklyn Park
• • •
Target Stores are failing three tests of successful marketing:
First: Get customers in the store. By selling the pharmacy to CVS, the stores are less attractive to customers who can easily go to any CVS store and avoid the "big-box" trek. Even if the Target Pharmacy barely broke even, its attractive bottles and responsive pharmacy staff attracted people who might buy other merchandise during the visit.
Second: Have merchandise that customers want to buy. Too often there are empty shelves where merchandise I want to buy should be. Calling for an associate to check the backroom takes time and frequently comes up empty. Target's shelf-stocking system is broken.
Third: Have the customer pay. In addition to occasional long lines at the cashiers, the chip-card readers may not be the slowest in town, but they seem like it.