{"id":84429,"date":"2026-03-24T19:07:00","date_gmt":"2026-03-24T19:07:00","guid":{"rendered":"https:\/\/www.cofb.org\/?p=84429"},"modified":"2026-03-25T11:08:01","modified_gmt":"2026-03-25T11:08:01","slug":"la-farmacia-comunitaria-es-renova-davant-el-futur-la-gestio-professional-lestrategia-i-la-digitalitzacio-claus-de-lexit","status":"publish","type":"post","link":"https:\/\/www.cofb.org\/ca\/2026\/03\/24\/la-farmacia-comunitaria-es-renova-davant-el-futur-la-gestio-professional-lestrategia-i-la-digitalitzacio-claus-de-lexit\/","title":{"rendered":"La farm\u00e0cia comunit\u00e0ria es renova davant el futur: la gesti\u00f3 professional, l\u2019estrat\u00e8gia i la digitalitzaci\u00f3, claus de l\u2019\u00e8xit"},"content":{"rendered":"\n<ul class=\"wp-block-list\">\n<li>La farm\u00e0cia comunit\u00e0ria es renova davant el futur: la gesti\u00f3 professional, l\u2019estrat\u00e8gia i la digitalitzaci\u00f3, claus de l\u2019\u00e8xit<\/li>\n<\/ul>\n\n\n\n<figure class=\"wp-block-image size-full\"><a href=\"https:\/\/www.cofb.org\/wp-content\/uploads\/2026\/03\/COFB_INFARMA-MADRID-2026_ESTRATEGIA-REPTES-DEL-FUTUR_24032026.jpg\" target=\"_blank\" rel=\" noreferrer noopener\"><img fetchpriority=\"high\" decoding=\"async\" width=\"800\" height=\"599\" src=\"https:\/\/www.cofb.org\/wp-content\/uploads\/2026\/03\/COFB_INFARMA-MADRID-2026_ESTRATEGIA-REPTES-DEL-FUTUR_24032026.jpg\" alt=\"\" class=\"wp-image-84430\" srcset=\"https:\/\/www.cofb.org\/wp-content\/uploads\/2026\/03\/COFB_INFARMA-MADRID-2026_ESTRATEGIA-REPTES-DEL-FUTUR_24032026.jpg 800w, https:\/\/www.cofb.org\/wp-content\/uploads\/2026\/03\/COFB_INFARMA-MADRID-2026_ESTRATEGIA-REPTES-DEL-FUTUR_24032026-300x225.jpg 300w, https:\/\/www.cofb.org\/wp-content\/uploads\/2026\/03\/COFB_INFARMA-MADRID-2026_ESTRATEGIA-REPTES-DEL-FUTUR_24032026-768x575.jpg 768w, https:\/\/www.cofb.org\/wp-content\/uploads\/2026\/03\/COFB_INFARMA-MADRID-2026_ESTRATEGIA-REPTES-DEL-FUTUR_24032026-16x12.jpg 16w\" sizes=\"(max-width: 800px) 100vw, 800px\" \/><\/a><\/figure>\n\n\n\n<p>El futur de la farm\u00e0cia passa per la necessitat de fer un pas cap endavant en la gesti\u00f3, mitjan\u00e7ant una perspectiva m\u00e9s estrat\u00e8gica i la necessitat de distingir-se en un entorn cada vegada m\u00e9s competitiu i variable. Aquesta va ser una de les conclusions principals de la <strong>confer\u00e8ncia \u201cPrepara la teva estrat\u00e8gia per als reptes del futur\u201d<\/strong>, impartida pel farmac\u00e8utic Jos\u00e9 Enrique (Pepe) Alba, director de Pharmanagement Business School, en el marc de la primera jornada d\u2019<a href=\"https:\/\/www.infarma.es\/\" target=\"_blank\" rel=\"noreferrer noopener\">Infarma Madrid 2026<\/a> (Trobada europea de Farm\u00e0cia).<\/p>\n\n\n\n<p>Durant la seva intervenci\u00f3, va subratllar que \u00fanicament les farm\u00e0cies que siguin capaces d\u2019adoptar models de negoci m\u00e9s productius, optar per la digitalitzaci\u00f3, especialitzar les seves ofertes i proporcionar serveis amb valor afegit podran mantenir la seva rellev\u00e0ncia i assegurar la seva sostenibilitat a llarg termini.<\/p>\n\n\n\n<p>Per a Alba, &#8220;la farm\u00e0cia comunit\u00e0ria est\u00e0 passant per una etapa cr\u00edtica d\u2019adaptaci\u00f3 i canvi&#8221;, en la qual s\u2019enfronten reptes, per\u00f2 tamb\u00e9 apareixen oportunitats que marcaran el rumb futur del sector. En aquesta l\u00ednia, va insistir que \u201cen un entorn cada vegada m\u00e9s competitiu no n&#8217;hi ha prou amb fer el de sempre; \u00e9s necessari evolucionar i prendre decisions estrat\u00e8giques\u201d per aix\u00ed garantir la sostenibilitat i rellev\u00e0ncia de la farm\u00e0cia comunit\u00e0ria.<\/p>\n\n\n\n<p>Tamb\u00e9 va destacar que \u201cun dels canvis m\u00e9s evidents t\u00e9 a veure amb les persones. El mercat laboral est\u00e0 canviant r\u00e0pidament i, en els pr\u00f2xims anys, estar\u00e0 dominat per noves generacions que entenen el treball d\u2019una altra manera. Busquen flexibilitat, estabilitat, prop\u00f2sit i un equilibri real entre vida personal i professional\u201d.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Un nou escenari laboral i professional<\/strong><\/h2>\n\n\n\n<p>Un dels punts fonamentals que es va abordar en la pon\u00e8ncia va ser el canvi que est\u00e0 ocorrent al mercat laboral. Per a l\u2019any 2030, Millennials i Generaci\u00f3 Z representaran prop del 74% del mercat laboral, la qual cosa significa un canvi radical de valors i expectatives. Aquestes generacions donen molta import\u00e0ncia a la conciliaci\u00f3, a la flexibilitat i a l\u2019aprenentatge continu, la qual cosa determina que les farm\u00e0cies hagin de revisar el seu model de gesti\u00f3 de persones per captar i fidelitzar talent.<\/p>\n\n\n\n<p>Segons el director de Pharmanagement, \u201cper a les farm\u00e0cies, aix\u00f2 representa un repte important: atraure talent no dep\u00e8n nom\u00e9s del salari, sin\u00f3 tamb\u00e9 de l\u2019entorn de treball (m\u00e9s hum\u00e0, flexible i amb oportunitats de creixement) que pugui oferir\u201d. A aix\u00f2 se li suma la falta de professionals i l\u2019evoluci\u00f3 del propi rol del farmac\u00e8utic, cada vegada m\u00e9s orientat a serveis cl\u00ednics i a l\u2019\u00fas d\u2019eines digitals.<\/p>\n\n\n\n<p>A m\u00e9s, Pepe Alba tamb\u00e9 va subratllar que \u201cel sector s\u2019enfronta a una falta de professionals i a una transformaci\u00f3 en el paper del farmac\u00e8utic, que es va adaptant cada vegada m\u00e9s a serveis digitals i cl\u00ednics, com la telefarm\u00e0cia\u201d.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Un entorn competitiu m\u00e9s exigent<\/strong><\/h2>\n\n\n\n<p>Cal destacar que l\u2019entorn en el qual competeixen les farm\u00e0cies \u00e9s avui m\u00e9s exigent que mai. \u201cL\u2019envelliment de la poblaci\u00f3 a Espanya s\u2019incrementa: els majors de 65 anys augmentaran del 21,64% el 2025 al 36,6% el 2050. A m\u00e9s, a partir dels 64 anys s\u2019agrupa aproximadament el 60% de la inversi\u00f3 sanit\u00e0ria, i despr\u00e9s dels 85 anys, una tercera part. Tot aix\u00f2 fa que augmenti la despesa en salut i medicaments, la qual cosa genera oportunitats per a les farm\u00e0cies, per\u00f2 tamb\u00e9 fa que la compet\u00e8ncia sigui cada vegada m\u00e9s intensa\u201d, va explicar Alba.<\/p>\n\n\n\n<p>A m\u00e9s, aquest expert va destacar que \u201cel client actual est\u00e0 molt m\u00e9s informat, compara preus, busca opinions i es preocupa cada vegada m\u00e9s per la prevenci\u00f3 i el benestar. Tot i que la farm\u00e0cia continua sent el lloc de refer\u00e8ncia per a una primera compra, va perdent terreny en comparaci\u00f3 amb altres llocs com les parafarm\u00e0cies, els grans establiments i el canal en l\u00ednia quan es tracta de repetir\u201d.<\/p>\n\n\n\n<p>Aix\u00ed mateix, va afegir que el farmac\u00e8utic tamb\u00e9 ha d\u2019estar atent a la incorporaci\u00f3 de nous competidors, molts dels quals tenen models digitals i s\u00f3n molt agressius amb els seus preus; aix\u00f2 obliga les farm\u00e0cies a replantejar-se la seva posici\u00f3.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Gesti\u00f3 professional i visi\u00f3 m\u00e9s estrat\u00e8gica<\/strong><\/h2>\n\n\n\n<p>Per a Alba, \u201cla clau est\u00e0 a professionalitzar la gesti\u00f3 i prendre decisions amb una visi\u00f3 m\u00e9s estrat\u00e8gica. Apostar per la digitalitzaci\u00f3, no nom\u00e9s de cara al client sin\u00f3 tamb\u00e9 en els processos interns, \u00e9s ja imprescindible. Tamb\u00e9 ho \u00e9s diferenciar-se: especialitzar-se en determinades categories, desenvolupar serveis professionals que aportin valor o construir una proposta clara que faci que el client tri\u00ef aquesta farm\u00e0cia i no una altra. A aix\u00f2 se sumen aspectes com una millor gesti\u00f3 professional, treballar marques pr\u00f2pies o invertir en formaci\u00f3 empresarial\u201d.<\/p>\n\n\n\n<p>Cal recordar que la farm\u00e0cia comunit\u00e0ria, a m\u00e9s de ser el servei sanitari m\u00e9s accessible, \u00e9s tamb\u00e9 el m\u00e9s valorat pels espanyols. La seva proximitat \u00e9s evident: hi ha una farm\u00e0cia per cada 2.187 persones, la qual cosa les fa m\u00e9s properes que en pa\u00efsos com Dinamarca o els Pa\u00efsos Baixos. Existeixen m\u00e9s de 55.000 farmac\u00e8utics comunitaris, la qual cosa equival a un 78% m\u00e9s que els metges d\u2019Atenci\u00f3 Prim\u00e0ria, i m\u00e9s de 22.300 farm\u00e0cies (un augment del 70% en comparaci\u00f3 amb consultoris i centres sanitaris). Aquesta \u00e0mplia xarxa permet oferir un servei d\u2019atenci\u00f3 proper, efica\u00e7 i confiable, la qual cosa \u00e9s essencial en la vida di\u00e0ria de les persones.<\/p>\n\n\n\n<p>Durant la seva pon\u00e8ncia, Alba va presentar un cas real de transformaci\u00f3 de farm\u00e0cia que il\u00b7lustra molt b\u00e9 aquest cam\u00ed. A trav\u00e9s d\u2019un pla que, des de l\u2019an\u00e0lisi de negoci fins a la millora de l\u2019experi\u00e8ncia de client, va assolir no nom\u00e9s un gran increment de la facturaci\u00f3, sin\u00f3 tamb\u00e9 la millora de marges i l\u2019estoc en pocs anys. La clau va ser tenir clara la direcci\u00f3 i aplicar els canvis de forma coherent i sostinguda.<\/p>\n\n\n\n<p>Finalment, el director de Pharmanagement Business School va concloure la seva pon\u00e8ncia, realitzada amb la col\u00b7laboraci\u00f3 de NOVACOFM, advertint que \u201cel veritable risc no est\u00e0 en els canvis que venen, sin\u00f3 a quedar-se aturat. En un sector que evoluciona tan r\u00e0pid, les farm\u00e0cies que no s\u2019adaptin aniran perdent rellev\u00e0ncia. En canvi, aquelles que apostin per una estrat\u00e8gia clara, una gesti\u00f3 m\u00e9s professional i una proposta diferenciada tindran molt de terreny guanyat de cara al futur\u201d.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>El futur de la farm\u00e0cia passa per la necessitat de fer un pas cap endavant en la gesti\u00f3, mitjan\u00e7ant una perspectiva m\u00e9s estrat\u00e8gica i la necessitat de distingir-se en un entorn cada vegada m\u00e9s competitiu i variable. 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