In approximately a decade, Omega Pharma transformed itself from a relatively small Belgian company into a multinational organisation with operations in 35 countries. This transformation was largely based on a well crafted buy-and-build strategy, that was executed in an era during which few large global corporations focused on the OTC industry.
In recent years, almost all major companies from both the pharmaceutical and the FMCG industries have refocused on the attractive OTC sector, which is benefetting from various trends including: increasing consumer awareness for health and wellness, increased health care needs of an ageing population, widening distribution et cetera.
Omega Pharma believes that it can further transform itself into one of the few selected, high-performance OTC companies. After its delisting from NYSE Euronext, Omega Pharma already made a quantum leap forward in this transformation process. Mid 2012, the company acquired 54 European OTC brands from GSK, which now serves as a catalyst for optimizing the corporate structure and performance.
Omega Pharma's corporate strategy includes the following key components:
  • adherence to the company's unique business model (focused entirely on the OTC business)
  • excellence in OTC marketing and innovation
  • organise and manage for success by focusing on its Top 20 brands
  • exhibit consistent operational excellence (optimizing its operational leverage)
  • optimize its geographic coverage (with top positions in all major European countries)
Top 20 brands
Omega Pharma focuses on its Top 20 brands, which have been selected on the basis of their growth potential in the OTC market. With its recently achieved dimension, Omega Pharma is now capable of allocating the required resources to build strong positions - not only in the niche segments, but also in the largest, highly profitable segments of the OTC market: skin care, cough-and-cold and allergy (CoCoA), anti-parasites, vitamins-minerals-and-supplements (VMS, including natural remedies) and a number of other segments.