Tag Archives: Pharma

In the Age of AI, Why Emotional Intelligence Is the New Competitive Edge in Indian Pharma Marketing

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In today’s AI-driven world — where scientific excellence, product claims, and competitive pricing are no longer enough to differentiate pharmaceutical companies — Emotional Intelligence (EI) is rapidly emerging as the new strategic advantage in Indian pharma marketing. As doctors face shrinking time, patients demand empathy, and competition intensifies, EI is proving to be the missing link for building trust, deepening engagement, and achieving sustainable performance excellence.

Why Emotional Intelligence Matters More Than Ever in Indian Pharma:

Even the most advanced products or AI-powered tools cannot replace human connection — something that defines healthcare.

EI impacts every core dimension of pharmaceutical performance:

1. Restoring Trust in Doctor–MR Interactions

Doctors today expect representatives who listen and respect their time, not brand pushers.
EI helps MRs:

  • Sense the physician’s mood and priorities
  • Tailor dialogue to communication preferences
  • Build trust through authenticity and empathy

A high-EI interaction doesn’t “sell” — it solves.

2. Making Patient Engagement Truly Patient-Centric

Patients living with chronic illness carry emotional burdens.
EI enables:

  • Simplified, judgment-free communication
  • Recognition of fears and frustration
  • Better adherence through compassionate guidance

3. Lifting Internal Team Performance

High-EI leaders inspire productivity by creating psychologically safe environments — crucial in an industry with intense monthly expectations.

4. Strengthening Corporate Reputation

An EI mindset naturally drives ethical behavior, transparency, and patient-first decision-making in an era of growing scrutiny.

Present Reality: Indian Pharma Is Awakening to EI:

Historically, pharma training focused heavily on product knowledge and activity KPIs.
Today, however:

  • EI is entering training rooms, but inconsistently
  • Activity metrics still overshadow engagement quality
  • Digital transformation often lacks emotional design
  • Yet — early movers are showing how EI can create real competitive advantage

This shift marks the beginning of a more evolved era of Indian pharma marketing.

Real-World Examples: Indian Pharma Teams Practicing Emotional Intelligence:

Below are recent, documented examples where EI has been incorporated meaningfully into high-impact pharma initiatives.

1. Biocon’s Compassion-Driven Oral Cancer Screening Program

Through its community-based mHealth screening initiative, Biocon trained nurses and health workers to approach villagers with empathy — addressing stigma, fear, and anxiety around cancer.

EI in action:

  • Listening to personal fears
  • Delivering sensitive conversations culturally
  • Building trust in early detection

This empathetic approach dramatically improved screening acceptance.

2. Sanofi India’s Diabetes Health Managers

Sanofi deployed trained counselors who support insulin-dependent patients like a trusted guide — not a salesperson.

One such counselor, Awmi, helped a frustrated patient overcome fear, confusion, and adherence lapses by listening and simplifying routines.

EI impact:

  • Reduced anxiety
  • Better therapy adherence
  • Stronger patient–company relationship

A clear example of EI translating into outcomes and brand loyalty.

3. EI-Driven Oncology Engagement by Indian Pharma Teams

Oncology professionals in India increasingly focus on the emotional journeys of patients and caregivers.

Their approach includes:

  • Breaking information into emotionally digestible pieces
  • Addressing stigma, fear, and guilt
  • Supporting caregiver stress

EI here directly improves therapy acceptance and patient outcomes.

4. Novartis’ Arogya Parivar: Empathy at Scale

Arogya Parivar succeeds because it prioritizes understanding over messaging:

  • Health educators speak in regional languages
  • Communication is culturally tuned
  • Trust precedes product discussion

Empathy embedded in strategy strengthened both impact and sustainability.

5. Janssen India’s Holistic Disease-Management Programs

Janssen integrates emotional and psychological well-being into patient and community engagement, particularly in immunology and mental health.

EI isn’t an add-on — it’s part of their treatment ecosystem.

The Path Indian Pharma Must Still Cover:

To unlock EI’s full potential, the industry must address persistent gaps:

1. EI must evolve from “soft skill” to strategic capability

- EI should be treated as a differentiator — not a training checkbox.

2. KPIs must reward quality, not just quantity

- The industry must move beyond call averages toward relationship metrics.

3. Digital transformation must incorporate human-like empathy

- Pharma apps, CRMs, and patient platforms must engage with emotional nuance.

4. EI must be role-modeled by leadership

- Authenticity, empathy, and ethical clarity must flow downward from the top.

5. EI must become measurable and incentivized

- If trust-building behaviors matter, they must be part of the reward system.

Conclusion: 

EI Is the New Currency of Competitive Advantage

As the Indian pharmaceutical industry navigates shrinking access, rising expectations, and intense competition, emotionally intelligent engagement has become indispensable.

AI can enhance productivity.
But EI is what builds trust.

Companies that integrate Emotional Intelligence holistically — from field force capability to patient engagement to leadership culture — will not only outperform competitors but also elevate the quality and ethics of healthcare in India.

Those that ignore it will find themselves outpaced by a more emotionally attuned industry.

— By: Tapan J. Ray

Author, commentator, and observer of life beyond the corporate corridors.

Disclaimer: The views/opinions expressed in this article are entirely my own, written in my individual and personal capacity. I do not represent any other person or organization for this opinion.

Sources of Examples Cited:

  1. Biocon — mHealth Oral Cancer Screening Programme
    OPPI–EY Report: Reimagining Pharma and Healthcare in India (2023)
  2. Sanofi India — Diabetes Health Managers
    The Economic Times — “Pharma companies using health managers to help patients and earn revenues”
  3. Oncology Patient Engagement Trends
    TheOncoDoc – Redefining Oncology Pharma Marketing in India
  4. Novartis — Arogya Parivar Initiative
    Pharmaceutical Executive (PharmExec) – Country Report: India
  5. Janssen India — Holistic Disease-Management Programs
    PharmExec – Country Report: India

Pharma and Climate Change: The Unseen Reckoning

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When the U.S. President Donald Trump addressed the UN General Assembly in September 2025, his remarks on climate change were strikingly dismissive. While global leaders urged urgent action, Trump doubled down, calling climate concerns “a con job” and questioning the need for sweeping reforms [1][2][3].

Whether one agrees or disagrees, his speech underscored a broader tension: some leaders still underestimate how deeply climate change is intertwined with economic competitiveness, public health, and industrial sustainability.

For India’s pharmaceutical sector – often called the “Pharmacy of the World”- this linkage is far from abstract.

The Pharma Industry’s Climate Footprint:

Few realize that pharma’s greenhouse gas emissions are more carbon-intensive than even the automotive sector on a revenue-adjusted basis [4][5]. Supply chains reliant on energy-heavy chemistry, water-intensive processes, and high transport needs make it a hidden but potent contributor.

“Pharma’s reputation risk is no longer only about drug safety—it’s about whether patients and partners can trust it to act on climate.”

And this is no longer a matter of optics. Investors, regulators, and procurement agencies are pressing pharma companies worldwide to disclose emissions and adopt ESG standards [5].

India’s Pharma: Resilient or Exposed?

India supplies over 20% of the world’s generics, but most of its production clusters (like Hyderabad, Vizag, Baddi) are located in regions facing acute water stress [6]. Rising temperatures and erratic monsoons could soon threaten the very backbone of global medicine supply.

At the same time, the EU’s Carbon Border Adjustment Mechanism (CBAM) is set to penalize exporters from carbon-intensive industries—including pharma—if they fail to decarbonize [7]. For India, which counts the U.S. and EU as top buyers, this is not an environmental issue alone, but a strategic trade risk.

“India’s industry can either stay stuck in a low-cost, low-trust cycle – or pivot to being the world’s trusted and sustainable pharmacy.”

Litigation, Policy and Global Pressures:

Litigation is another looming force. The UNFCCC’s 2023 Climate Litigation Report shows an exponential rise in lawsuits filed against corporations for failing to mitigate emissions—not just fossil fuel firms, but food, chemicals, and healthcare companies too [8].

Meanwhile, India’s Extended Producer Responsibility (EPR) Rules now mandate pharma players to take greater responsibility for packaging waste [9]. These shifts suggest that climate accountability is steadily entering the pharma compliance framework.

The Strategic Imperative: Beyond Compliance:

Sustainability is no longer a “good-to-have.” It’s fast becoming central to global competitiveness, patient trust, and regulatory survival.

  • Adopt green manufacturing — cutting energy use, recycling solvents, and improving water efficiency.
  • Integrate climate into R&D — pipeline planning should anticipate diseases shifting due to warming climates.
  • Transparency and reporting — companies that proactively disclose climate data earn stronger investor and regulator trust.

“The pharma sector’s future market share may hinge as much on carbon scores as on clinical outcomes.” 

Indian Pharma CEO’s Checklist:

If you’re leading in pharma, here are three questions worth asking every Monday morning:

  1. Would our biggest buyer still choose us if carbon were priced into every tender?
  2. What’s our plan if water scarcity shuts down a manufacturing hub for six months?
  3. Do we treat climate reporting as PR—or as core risk management?

Conclusion:

Pharma’s mission is to save lives. But unless it addresses its own environmental footprint, the credibility of that mission is at risk.

Trump’s UNGA speech may have trivialized the climate crisis, but India’s pharma leaders cannot afford to. The question is no longer if climate will reshape pharma’s future – it is when.

By: Tapan J. Ray

Disclaimer: The views/opinions expressed in this article are entirely my own, written in my individual and personal capacity. I do not represent any other person or organization for this opinion.

Sources:

  1. AP News — In front of drowning nations, Trump calls climate change a “con job” (Sept 25, 2025).
  2. Reuters — Sustainable Switch: Unpacking Trump’s UN speech (Sept 26, 2025).
  3. Le Monde — World leaders respond to Trump and reaffirm climate commitments (Sept 25, 2025).
  4. Journal of Cleaner Production (Elsevier), 2019 — Pharma’s higher carbon intensity than auto industry.
  5. McKinsey & Company — The future of ESG in pharma (2022).
  6. Observer Research Foundation — Water stress and India’s pharmaceutical hubs (2022).
  7. Economic Times — India pharma must prepare for EU carbon border tax (2023).
  8. UNFCCC — Global Climate Litigation Report (2023).
  9. Indian Ministry of Environment — Extended Producer Responsibility Rules (2022).
  10. World Economic Forum — Pharma’s role in climate action: Beyond compliance (2022).

Innovation, Expansion and Self-reliance – India’s Pharma Giants Are Charting The Next Growth Wave

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India’s pharmaceutical sector has long been a global powerhouse in generics. But several recent developments signal a decisive pivot – toward innovation, expansion, and resilience. This article intends to take a deep dive into some latest strategic initiatives being propelled by Indian pharma giants and policymakers.

1. From Generics to Innovation:

  • Promotion of Research & Innovation (PRIP) Scheme

The ₹5,000 crore PRIP scheme, as announced by the Department of Pharmaceuticals will start disbursing by end of 2025, aiming to shift focus from imitation to original innovation. It is expected to catalyze ₹17,000 crore more in R&D investment across pharma and MedTech. The Economic Times

  • Digital & AI Adoption Across the Industry

Leading voices from industry bodies like the Indian Pharmaceutical Alliance (IPA) and Organization of Pharmaceutical Producers of India (OPPI) highlight a surge in technology-driven transformation. AI, machine learning, precision medicine, CAR-T cell therapy, mRNA vaccines, and biosimilars are all on the fast track. ETPharma.com EY

2. Global Expansion Through Generics & New Molecules:

  • Weight-Loss (GLP-1) Drugs Mission

Dr. Reddy’s plans to launch generic semaglutide (Wegovy) across 87 countries starting 2026, targeting emerging markets first and eyeing U.S. and European launches between 2029–2033. Expansion into the GLP-1 class is a clear bet on the high-demand obesity/diabetes segment. Reuters

Meanwhile, Sun Pharma is advancing its proprietary GLP-1 drug, Utreglutide. Mid-stage trials are set for 2025, with global commercial ambitions within five years. Reuters

  • Patent Push via Litigation

Natco Pharma has challenged Novo Nordisk’s patent on semaglutide, asserting its generic version does not infringe patented processes—highlighting aggressive legal strategy for generic entry. The Economic Times

3. Structural Consolidation & Operational Efficiency:

  • Laurus Labs Restructures

Laurus Plans to dissolve its CDMO subsidiary Laurus Synthetics, merging API manufacturing with Sriam Labs and folding remaining business into the parent. The move – effective April 2026 – aims to streamline operations and sharpen focus. The Times of India

  • Industrywide Trend: Integrated Operations

Across the sector, companies are merging manufacturing, supply chain, regulatory and technical operations under unified leadership roles – accelerating time-to-market and regulatory agility. CDMO expansion and digital transformation lead the way. Express Pharma

4. M&A Moves & Geographical Expansion:

  • Aurobindo’s Big Bet – Lannett Acquisition

In its largest-ever deal, Aurobindo is acquiring Lannett (USA) for ~$250 million. This enhances U.S. manufacturing capacity and gives immediate access to regulated drug markets and controlled-substance products. Completion expected in 8–12 months. The Times of India

5. Global Capability Centers (GCC) & Strategic Hubs in India:

  • Eisai Builds Digital R&D Hub in Vizag

Eisai Pharma plans a GCC in Visakhapatnam aimed at digital healthcare and innovation, leveraging local academic partnerships and government support. The Times of India

  • Multinationals Doubling Down in Hyderabad

Amgen is investing USD 200 million in a Hyderabad innovation center focused on AI and drug development. It joins Eli Lilly, BMS, Roche, Sanofi, Thermo Fisher, and others who have set up or expanded tech-enabled GCCs in the city. Fitch Solutions

  • Hyderabad: A Global Life Sciences Hub

Hyderabad now ranks among the world’s top seven life sciences clusters – thanks to massive investments (~₹54,000 crore) and job creation (~200,000 roles). Telangana aims to grow the ecosystem into a $250 billion life sciences economy by 2030. The Times of India

6. Sustainability and Self-Reliance:

  • PLI and API Manufacturing Revolution

Under the Production-Linked Incentive (PLI) scheme, India is boosting locational self-reliance for APIs. Facilities like Lyfius Pharma’s Penicillin G plant in Andhra Pradesh (₹1,923 crore investment) and Clavulanic Acid facility in Himachal Pradesh (₹457 crore) aim to replace millions in imports and bolster domestic capabilities. RedditDrishti IAS

  • Green Practices Across Companies

Firms such as Sun Pharma, Dr. Reddy’s, Cipla, and Lupin are adopting water- and energy-saving measures, green chemistry, and sustainable packaging – integrating environmental priorities into long-term planning. ETGovernment.com

Conclusion:

Why These Moves Matter

These strategic shifts signal the Indian pharma industry’s determination to transcend its generics legacy. By embracing innovation, digital transformation, global expansion, and sustainable practices, Indian companies are positioning themselves as global leaders – resilient, agile, and future-ready.

This evolution not only enhances market competitiveness but also aligns with national ambitions of self-reliance, health security, and economic growth.

By: Tapan J. Ray

Disclaimer: The views/opinions expressed in this article are entirely my own, written in my individual and personal capacity. I do not represent any other person or organization for this opinion.

Navigating Potential US Tariffs: Challenges and AI-Driven Opportunities for Indian Pharma

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India’s pharmaceutical industry, reportedly supplying 47% of US generic drugs and exporting $27.9 billion in FY24, faces the threat of 10-25% US tariffs under a potential Trump policy. Major players like Sun Pharma, Dr. Reddy’s, Cipla, Lupin, and Aurobindo, reportedly deriving 30-50% of revenues from the US, must prepare despite tariffs not yet being imposed. This article examines the challenges and AI-driven opportunities, emphasizing the need to protect the Indian Patents Act, 2005, during US trade talks, with Indian and global examples.

Challenges of Potential US Tariffs:

  1. Profit Margin Pressures: Generics operate on 10-15% margins. A 10% tariff could cut EBITDA by 1-2%, while 25% could slash profits by 5%, hitting firms like Aurobindo and Zydus Lifesciences. Raising prices risks losing US market share, where generics fill 90% of prescriptions.
  2. Supply Chain Risks: The US lacks immediate alternatives to India’s generics. Building US facilities could take 3-5 years and cost six times more. Tariff uncertainty could worsen the 271 US drug shortages in Q3 2024.
  3. Competitiveness Threats: Tariffs could erode India’s cost edge, especially if competitors face similar tariff. This deters investment in India’s 20% global generic supply share.
  4. Strategic Uncertainty: Tariff uncertainty complicates planning. US facilities need 12-24 months for FDA approvals and $50-100 million, risky without clear policies.

AI-Driven Opportunities:

AI can help Indian pharma navigate tariff threats by boosting efficiency and exploring new markets. Key strategies include:

1. AI-Driven R&D for High-Value Products:

AI accelerates development of high-margin biosimilars and specialty drugs, less tariff-sensitive.

  • Indian Example: Sun Pharma, reportedly used AI in 2024 to optimize ILUMYA (tildrakizumab) trials, cutting costs by 20% and time by six months.
  • Global Example: Pfizer’s 2023 Watson AI partnership reduced rare disease drug development time by 30%, saving $120 million. Indian firms can use similar tools.

2. Supply Chain Optimization:

AI enhances supply chain resilience, cutting costs and preparing for tariffs.

  • Indian Example: Dr. Reddy’s 2024 SAP AI platform, reportedly optimized atorvastatin inventory, reducing logistics costs by 15%.
  • Global Example: Merck’s 2022 Blue Yonder AI system saved $100 million annually, cutting stockouts by 25%. Indian firms can adopt similar tools.

3. Market Diversification:

AI identifies new markets like Africa and ASEAN, reducing US reliance.

  • Indian Example: Cipla’s 2024 Salesforce Einstein Analytics, reportedly boosted East African exports by 25%, adding $50 million in revenue.
  • Global Example: Novartis’ 2023 AWS AI expanded Southeast Asia sales by 18% ($200 million). Indian firms can target similar markets.

4. AI-Enhanced Manufacturing:

AI optimizes production, lowering costs to offset tariffs.

  • Indian Example: Biocon’s 2023 Bangalore AI facility, using Rockwell Automation, reportedly improved insulin production efficiency by 22%, saving $30 million.
  • Global Example: Roche’s 2024 Siemens AI platform in Switzerland cut antibody production costs by 15%. Indian firms can invest similarly.

5. AI in Regulatory Compliance:

AI streamlines FDA compliance, ensuring market access.

  • Indian Example: Aurobindo’s 2024 Deloitte AI tool, reportedly cut FDA audit preparation time by 40% for metformin.
  • Global Example: Amgen’s 2023 Accenture AI system improved biologics approval rates by 25%. Indian firms can adopt similar tools.

Strategic Recommendations:

  1. Invest in AI: Allocate 5-10% of revenues to AI, following Sun Pharma’s, reportedly  $500 million R&D model.
  2. Protect Patents Act: In US trade talks, like the UK FTA, India must uphold the Indian Patents Act, 2005, especially Section 3(d), to preserve affordable generics.
  3. Secure Trade Agreements: Push for a US trade deal targeting $500 billion by 2030 to avoid tariffs.
  4. Diversify Markets/Products: Use AI to prioritize high-margin drugs and new markets.
  5. Partner with AI Leaders: Collaborate with Google, IBM, or SAP for tailored AI solutions.

Conclusion:

Potential US tariffs threaten Indian pharma’s profits, supply chains, and competitiveness, but they also spur innovation. AI can enhance R&D, supply chains, market diversification, manufacturing, and compliance. Examples from Sun Pharma, Dr. Reddy’s, Cipla, Biocon, Aurobindo, Pfizer, Merck, Novartis, Roche, and Amgen show AI’s potential. India must protect the Indian Patents Act, 2005, in US trade talks to maintain its generics edge. By embracing AI and strategic advocacy, India can turn tariff threats into opportunities to lead globally.

By: Tapan J. Ray

Disclaimer: The views/opinions expressed in this article are entirely my own, written in my individual and personal capacity. I do not represent any other person or organization for this opinion.

Sources:

  • Trump Tariff to Push Indian Pharma Co to Embrace AI, Cost-Efficient R&D | analyticsindiamag.com
  • Donald Trump tariff relief for now: India’s pharma sector navigates an uncertain US trade future – Times of India
  • How Trump tariffs could impact Indian pharma’s $8.7 bn dream run – India Today
  • Trump Tariffs: Impact & Opportunities in Indian Pharma – www.moneymuscle.in
  • The future of India-US pharmaceutical trade – www.pharmaceutical-technology.com
  • Indian Pharma Braces For Trump Tariff Fallout – Forbes India
  • Indian pharma companies escape Trump’s reciprocal tariffs, for now – www.livemint.com
  • 5 Indian Pharma Companies That Could Be Impacted by Trump’s Tariff Move – www.equitymaster.com
  • Indian Pharmaceutical Alliance Annual Report 2024 – www.ipa-india.org
  • US FDA Drug Shortage Database, Q3 2024 – www.fda.gov
  • India-UK FTA: Safeguarding the Indian Patents Act – www.financialexpress.com

 

Unaccredited ‘Honorary Doctorates’: Seeking Prestige with Questionable Credentials…2

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Following the interest in my earlier article on this topic, I’d like to expand on it further. As previously noted, the title “Dr.” has become highly sought-after in India in recent years, especially among professionals aiming to boost their social and professional stature, particularly on social media. While globally renowned universities confer such honors on distinguished individuals for exceptional achievements, a parallel trend has emerged in India where questionable entities and unaccredited organizations provide “honorary doctorates” for a fee. These, often illegitimate titles are increasingly adopted by ordinary individuals, including those in the Indian pharmaceutical industry, to gain professional relevance and prestige. In this article, I will again explore this phenomenon, its implications, and the ethical concerns it raises.

The appeal of the ‘Dr.’ title:

In India, the title “Dr.” carries high social capital, symbolizing expertise, authority, and respect. For professionals in competitive fields like pharmaceuticals, where credibility can influence business dealings, partnerships, or public perception, an honorary doctorate can seem like a shortcut to prominence. Unlike earned doctorates, which require years of research and academic rigor, honorary doctorates from certain entities can be obtained with minimal effort – often just a payment and a cursory application process. This accessibility has made such titles particularly attractive to ordinary individuals, including small-scale entrepreneurs, mid-level professionals, and even those with modest achievements, who seek to elevate their status.

The role of deceptively named entities:

An increasing number of organizations worldwide, often registered as non-profits or councils, promote honorary doctorates with promises of prestige and career enhancement. These entities frequently adopt impressive-sounding names to seem credible. However, many lack accreditation from recognized bodies such as the University Grants Commission (UGC) or international academic authorities. The lack of thorough evaluation processes and the transactional nature of these awards—reportedly ranging from INR 20,000 to over INR 6,50,000—cast serious doubts on their legitimacy. Some organizations further complicate matters by offering online or international honorary doctorates, claiming global recognition without verifiable academic credibility.

Exploitation even in the Indian Pharma Industry:

The Indian pharmaceutical industry, a global powerhouse worth over $50 billion, is highly competitive, with professionals striving for influence in areas such as drug production, research, marketing, and regulatory affairs. In this context, an honorary doctorate can be a way to stand out, particularly for those without advanced academic credentials, who may use the “Dr.” title to project expertise at industry events or on platforms like LinkedIn. However, the use of such titles in the pharma sector poses ethical challenges. The industry relies on trust, scientific integrity, and regulatory compliance. When individuals use dubious “honorary doctorates” to exaggerate their qualifications, they risk deceiving stakeholders about their expertise. Moreover, the growing prevalence of these titles undermines the value of genuine academic achievements, devaluing the efforts of researchers, scientists, and marketers who have earned legitimate doctorates through rigorous academic work.

These titles lack recognition from the UGC:

It’s important to highlight that these titles lack recognition from the UGC or other academic authorities in India, making them invalid for academic or professional advancement in regulated sectors. Nevertheless, the social allure of the title frequently outweighs its lack of official credibility.

Ethical and social implications:

The commodification of ‘honorary doctorates’ raises significant ethical concerns. First, it undermines the integrity of academic honors by equating purchased titles with earned degrees. This can mislead the public, particularly in fields like pharmaceuticals, where expertise is critical.Second, it perpetuates a culture of instant gratification, where individuals prioritize superficial accolades over substantive skill development. Third, it exploits aspirational professionals, particularly those from less privileged backgrounds, who may see the title as a way to overcome systemic barriers to recognition.

In the pharma industry, the misuse of such titles can have broader consequences. Regulatory bodies like the Central Drugs Standard Control Organization (CDSCO) and international partners rely on accurate representations of expertise. Misleading credentials could erode trust, affect India’s reputation in global markets, and even lead to legal repercussions if used to secure contracts or approvals under false pretenses.

Regulatory gaps and the way forward:

The UGC has, reportedly, clarified that honorary PhDs are not valid academic qualifications, but enforcement is weak, and public awareness is low. This enables organizations to exploit legal loopholes, using terms like “government-approved” to mislead applicants.

To address this issue, several steps are needed:

  1. Stricter Regulation: The UGC or Ministry of Education should establish clear guidelines prohibiting unaccredited entities from awarding honorary doctorates and impose penalties for misrepresentation.
  2. Public Awareness: Campaigns to educate professionals and the public about the difference between earned and honorary doctorates can reduce the allure of purchased titles.
  3. Industry Standards: Pharma industry bodies like the Indian Pharmaceutical Alliance should discourage the use of unverified titles in professional settings and promote transparency in credentials.
  4. Ethical Recognition: Universities and legitimate institutions should maintain rigorous, transparent processes for awarding honorary doctorates, ensuring they are reserved for truly exceptional contributions.

Conclusion:

The proliferation of ‘honorary doctorates’ from deceptively named and unaccredited entities in India reflects a broader societal obsession with titles and status. While these awards may offer short-term professional relevance, particularly in industries like pharmaceuticals, they come at the cost of ethical integrity and long-term credibility. For India to maintain its standing as a global leader in pharmaceuticals and other fields, it must address this misuse of honorary titles through regulation, awareness, and a renewed focus on merit-based recognition. Genuine professional credibility stems from expertise and meaningful contributions, not bought titles.

By: Tapan J. Ray

Disclaimer: The views/opinions expressed in this article are entirely my own, written in my individual and personal capacity. I do not represent any other person or organization for this opinion.

The Great Indian Pharma Consolidation: A Strategic Imperative for Global Ambition

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The Indian pharmaceutical industry, long characterized by its formidable generic manufacturing capabilities, has decisively entered a robust phase of consolidation. In a landmark development, Torrent Pharmaceuticals has announced definitive agreements to acquire a controlling stake in JB Chemicals & Pharmaceuticals for an equity valuation of ₹25,689 crore. This momentous deal, one of the largest in Indian pharma history after Sun Pharma’s acquisition of Ranbaxy, will significantly reshape the domestic landscape and propel the combined entity into the top tier of Indian pharma.

The acquisition, structured in two phases and involving a subsequent merger, underscores the ongoing, aggressive drive within the industry to achieve greater scale, enhance market reach, and diversify product portfolios through strategic mergers and acquisitions (M&A). This move by Torrent not only bolsters its presence in chronic therapy segments and opens up new areas like ophthalmology but also marks its entry into the high-potential Contract Development and Manufacturing Organization (CDMO) space.

Evolution through M&A: A Snapshot:

Historically, the Indian pharma landscape was characterized by a large number of small to medium-sized companies, primarily focused on generic drug manufacturing for the domestic market. The liberalization of the Indian economy in the early 1990s and the adoption of product patents in 2005 spurred a wave of M&A activities.

Key examples of this evolution include:

- Sun Pharma’s acquisition of Ranbaxy (2014): This landmark $4 billion deal was one of the biggest in Indian pharma, creating a powerhouse with a vast product portfolio and global reach. It aimed to expand market penetration and diversify product lines, as both companies had complementary strengths.

- Abbott’s acquisition of Piramal Healthcare’s domestic formulations business (2010): This significant inbound M&A deal showcased the interest of global giants in the lucrative Indian domestic market and its strong generic capabilities.

- Daiichi Sankyo’s acquisition of Ranbaxy (2008) and its subsequent sale to Sun Pharma: This demonstrates both the influx of foreign investment seeking access to low-cost R&D and manufacturing, and the eventual re-consolidation within Indian hands.

- Lupin’s numerous outbound acquisitions: Lupin has actively acquired companies in the US (e.g., GAVIS Pharmaceuticals in 2015) and Russia (ZAO “Biocom”) to expand its international footprint and product offerings, particularly in key markets.

- Mankind Pharma’s acquisition of Bharat Serums & Vaccines (2024): This recent deal highlights the strategic intent of Indian companies to diversify into high-growth segments like biologics and specialty care.

Increasing Dominance of Top Companies:

While precise historical market share data for the top 10 over many decades is complex to aggregate, the trend is clear: consolidation has significantly increased the contribution of the top pharmaceutical companies to the total market.

Today, companies like Sun Pharmaceutical Industries, Divi’s Laboratories, Cipla, Dr. Reddy’s Laboratories, and Torrent Pharmaceuticals are consistently at the top of the market capitalization and revenue charts. For instance, as of June 2025, Sun Pharma alone holds a substantial market share, and the top 10 companies collectively command a significant portion of the overall Indian pharmaceutical market. This is a stark contrast to the highly fragmented landscape of previous decades where market leadership was far less concentrated. The proposed Torrent-JB Chemicals merger is expected to further solidify this trend, potentially placing the combined entity among India’s top five pharma companies by market capitalization.

An Assessment: Benefits and Challenges:

Experts generally agree that this consolidation has benefited the Indian Pharmaceutical industry in several ways:

- Enhanced Scale and Efficiency: Larger entities can achieve economies of scale in manufacturing, R&D, and distribution, leading to cost efficiencies and improved profitability.

- Global Competitiveness: Mergers have enabled Indian companies to expand their geographical reach, acquire advanced technologies, and strengthen their product pipelines, making them more competitive on the global stage. India is now the third largest in production volume and a major supplier of affordable generics and vaccines worldwide.

 - Increased R&D Investment: While concerns about innovation decline post-merger exist, larger companies often have greater financial muscle to invest in research and development, particularly in high-value areas like biologics, biosimilars, and specialty drugs, moving beyond traditional generics.

- Improved Quality and Compliance: Consolidation can lead to better adherence to stringent international quality standards (like USFDA and EU-GMP), as larger companies have the resources and infrastructure to implement robust quality control measures.

- Portfolio Diversification: M&A allows companies to broaden their therapeutic areas and product offerings, reducing reliance on a few key drugs and mitigating risks. The potential acquisition of JB Chemicals would add several established domestic brands to Torrent’s portfolio and also provide an entry into the Contract Development and Manufacturing Organization (CDMO) business.

Challenges and potential downsides also exist:

- Potential for Reduced Competition (in specific segments): While the overall market may not be concentrated, specific therapeutic categories or drug molecules can experience high concentration ratios, raising concerns about potential monopolistic practices and impact on drug affordability.

- Innovation vs. Cost Savings: The focus on integration and cost synergies post-merger can sometimes lead to a reduction in R&D spending or the elimination of overlapping research projects, potentially impacting overall innovation in the short term.

- Impact on Smaller Players: Consolidation can make it harder for smaller, independent players to compete, potentially stifling new entrants and diverse approaches to drug development.

Defining the Strategic Imperatives:

As of today, the Indian pharmaceutical industry is poised for continued growth and evolution, with the following key trends and strategies envisaged:

- Focus on High-Value Products: The industry is actively shifting from a heavy reliance on generic formulations to investing in complex generics, biosimilars, biologics, and specialty drugs, which offer higher margins and greater innovation opportunities.

- Strengthening API and KSM Manufacturing: To reduce import dependence, particularly on China, there’s a strong push for self-reliance in Active Pharmaceutical Ingredients (APIs) and Key Starting Materials (KSMs) through government initiatives like Production-Linked Incentive (PLI) schemes.

- Digital Integration and Technology Adoption: Leveraging digital technologies, AI, and data analytics in R&D, manufacturing, supply chain management, and patient engagement is crucial for future growth and efficiency.

- Global Collaboration and Partnerships: Strategic alliances, joint ventures, and targeted acquisitions, both inbound and outbound, will continue to be vital for market access, technology transfer, and portfolio expansion.

- Quality and Regulatory Compliance: Continued emphasis on stringent quality control measures and adherence to global regulatory standards is paramount to maintain India’s reputation as a reliable pharmaceutical supplier.

- Talent Development: Addressing skill gaps and fostering a highly skilled workforce, particularly in areas of advanced research and digital technologies, will be critical for sustained growth.

Conclusion: 

The Indian pharmaceutical industry’s journey of consolidation has largely been a positive one, fostering scale, global competitiveness, and increased R&D capabilities. The path ahead involves a strategic shift towards innovation, self-reliance in key materials, and leveraging technology to solidify its position as a global pharmaceutical leader, with ongoing M&A activities like the potential Torrent-JB Chemicals deal serving as key catalysts in this transformative journey.

By: Tapan J. Ray

Disclaimer: The views/opinions expressed in this article are entirely my own, written in my individual and personal capacity. I do not represent any other person or organization for this opinion.

Pills and Payments: India’s Unethical Drug Marketing Problem

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The recent exposé by The Economic Times, titled “Rx Name Unethical practitioners,” published on June 19, 2025, which brought to light allegations of a prominent global pharmaceutical company sponsoring extravagant foreign trips for doctors in violation of ethical codes, serves as an urgent reminder, yet again, of the persistent and deeply entrenched malpractices plaguing India’s pharmaceutical marketing landscape. While India proudly holds the title of “pharmacy of the world,” this distinction is increasingly overshadowed by unethical practices that jeopardize public health, distort prescribing patterns, and erode trust in the medical profession.

The Anatomy of Malpractice: A Systemic Issue:

The incident, highlighting the Department of Pharmaceuticals (DoP) apparently shielding names despite clear breaches, underscores a systemic failure in accountability. Unethical marketing manifests in various forms:

  • “Freebies” and Inducements: Offering gifts, money, travel, and hospitality directly influences prescribing behavior. This leads to unnecessary prescriptions, a preference for expensive branded drugs, and the over-medicalization of minor ailments.
  • Misleading Claims: Companies make unsubstantiated or false claims, misleading both professionals and the public, often with dangerous health impacts as highlighted by the Supreme Court.
  • Undue Influence in CME: Company-sponsored educational events often serve as thinly veiled marketing opportunities, subtly promoting specific products.
  • Lack of Transparency: The refusal to disclose names of doctors involved in unethical practices exemplifies pervasive opacity, shielding wrongdoers.

Why Self-Governance (UCPMP) Is Not Working and Malpractices Persist:

Despite the notification of the Uniform Code of Pharmaceutical Marketing Practices (UCPMP) 2024, malpractices continue to thrive. This is primarily because the UCPMP, even in its revised form, relies heavily on self-governance, which has proven ineffective.

Why Self-Governance Fails:

  1. Not a Full Law: While the UCPMP 2024 has moved from “voluntary” to “quasi-statutory,” it still isn’t a strong, legally binding law passed by Parliament. This means there are no direct legal punishments for violations. The DoP can only “recommend” action to other bodies or associations, lacking the power to impose immediate, significant fines or sanctions. Companies know this, which reduces their incentive to fully comply.
  2. Weak Punishments and Enforcement: The penalties under the UCPMP are often too light to deter large pharmaceutical companies, for whom the profits from unethical practices far outweigh a mere reprimand or expulsion from an industry association. Enforcement relies heavily on industry associations themselves (through Ethics Committees for Pharmaceutical Marketing Practices – ECPMPs). This creates a conflict of interest, as these associations are made up of the very companies they are supposed to regulate. There’s a natural tendency for these committees to be lenient or prioritize industry interests over stricter compliance.
  3. Lack of Proactive Investigation: Enforcement largely depends on complaints being filed. This means many unethical practices go unreported or unaddressed, especially when there’s an imbalance of power, making whistleblowing risky. The system isn’t designed for active investigation, but rather reactive response.
  4. Deep-Rooted Culture of Incentives: The Indian pharmaceutical market is highly competitive. Companies face immense pressure to push their products. The ingrained culture of offering incentives, even subtle ones, has become a “cost of doing business.” When competition is fierce, relying on competitors to self-regulate fairly is often wishful thinking.
  5. Loopholes and Vague Rules: Despite revisions, the code may still have gaps, or new, indirect ways companies promote drugs might not be clearly covered. For instance, the lack of mandatory public disclosure for payments made to doctors for research or advisory roles is a significant loophole that allows conflicts of interest to remain hidden.

In essence, self-governance simply isn’t strong enough to counter the massive financial incentives driving unethical marketing. It relies on goodwill and internal discipline in an industry where competitive pressures are intense, leading to a situation where the rules exist, but the teeth to enforce them are missing.

The Ripple Effect: Impact on Public Health and Trust:

These malpractices inflict significant harm: patients receive inappropriate or excessive treatments, leading to higher healthcare costs. Public trust in doctors and drug companies erodes, and market competition is distorted.

Moving Ahead: A Stronger Path to Ethical Marketing for Viksit Bharat:

Ensuring ethical pharmaceutical marketing practices is not just a matter of professional integrity; it is a fundamental pillar for achieving India’s cherished vision of Viksit Bharat by 2047. A developed nation thrives on a healthy, productive populace and a healthcare system rooted in trust and equity, free from commercial exploitation. The UCPMP 2024 is a vital starting point, but its success – and indeed, its contribution to this national ambition – hinges on taking critical next steps:

  1. Make UCPMP a Full Law: The code must become legally binding with clear, stringent punishments directly under a parliamentary act. This means no more personal benefits for healthcare professionals, strictly enforced by law.
  2. Stronger Oversight and Enforcement: Create an independent, empowered regulatory body with real power to investigate, impose significant penalties, and ensure timely resolution of complaints. Regular, proactive audits of marketing expenses, strong whistleblower protection, and, crucially, publicly naming companies and professionals found guilty are vital for accountability. Inspired by global best practices such as the US Physician Payments Sunshine Act, which mandates public disclosure of payments to healthcare providers, this level of transparency is critical. Better coordination between the DoP, National Medical Commission (NMC), Income Tax Department, and Competition Commission is also essential.
  3. Empower Doctors and Promote Ethics: Medical schools must focus more on ethical practice. The NMC and State Medical Councils must consistently act against doctors who break rules. Encouraging doctors to prescribe generic drugs and supporting independent medical education are key steps.
  4. Industry Must Adapt to Real Regulation: While industry associations can support compliance, the primary responsibility for enforcement must shift from self-regulation to an external, statutory body. Companies must be mandated to comply, not just encouraged.
  5. Educate the Public: Inform people about their rights, how marketing can influence prescriptions, and the importance of generic alternatives. Also, encourage reporting of misleading drug ads.

Conclusion:

The path to ethical pharmaceutical marketing in India is challenging but vital. It needs a united effort from the government, regulators, drug companies, doctors, and the public. The June 19, 2025, revelations, as brought forth by The Economic Times, serve as a critical turning point. By committing to transform the UCPMP into a fully statutory and robustly enforced framework through the vital steps outlined above, we can effectively turn the bitter pill of malpractices into the sweet success of ethical healthcare, laying a crucial groundwork for a healthier, more prosperous, and truly developed ‘Viksit Bharat’ by 2047.

By: Tapan J. Ray

Disclaimer: The views/opinions expressed in this article are entirely my own, written in my individual and personal capacity. I do not represent any other person or organization for this opinion.

 

 

Robust Patents, Not Tweaked Monopolies: India’s Practical Route to Affordable Medicines

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In April 2025, the United States Trade Representative (USTR) released its annual Special 301 Report, once again placing India on its “Priority Watch List” for intellectual property (IP) concerns. The report highlights persistent issues, particularly in the pharmaceutical sector, citing challenges such as potential patent revocations, discretionary application of patentability criteria under the Indian Patents Act, and prolonged patent grant processes.

While the USTR acknowledges India’s efforts to modernize its patent system—such as the finalization of the Patents (Amendment) Rules, 2024, aimed at reducing burdens on patent applicants—it maintains that significant concerns remain. These include high customs duties on IP-intensive products and inadequate IP enforcement mechanisms.

India, however, defends its stance, emphasizing that its IP regime is fully compliant with the World Trade Organization’s TRIPS Agreement and is designed to balance innovation incentives with public health needs. The country asserts that its legal provisions, particularly Section 3(d) of the Patents Act, are crucial in preventing “evergreening” – a practice where pharmaceutical companies make minor modifications to existing drugs to extend patent monopolies without significant therapeutic benefits.

Balancing Innovation and Access:

India’s approach to pharmaceutical patents is rooted in its commitment to public health. The Patents Act, 1970, particularly Section 3(d), prevents the patenting of new forms of known substances unless they result in enhanced efficacy. This provision aims to curb “evergreening,” where minor modifications are used to extend patent monopolies without significant therapeutic benefits.

India’s patent regime also includes mechanisms like pre-grant opposition, allowing stakeholders to challenge patent applications, ensuring that only genuine innovations receive protection.

Some Recent Case Studies: Upholding the Balance:

1. Johnson & Johnson’s Bedaquiline Patent Rejection (2023):
The Indian Patent Office rejected J&J’s attempt to extend its patent on bedaquiline, a critical tuberculosis drug, citing lack of enhanced efficacy. This decision paved the way for generic versions, improving access for patients.

2. Novartis’ Entresto Application Denied (2022):
Novartis’ patent application for the heart failure drug Entresto was denied due to lack of inventive step, preventing potential market monopolization.

3. Roche’s Trastuzumab (Herceptin) Patent Lapse:
Facing legal challenges, Roche allowed its patent on the breast cancer drug Herceptin to lapse in India, enabling the production of affordable biosimilars by Indian companies.

Global Pressures vs. Domestic Realities:

Despite international pressure, India’s IP policies prioritize access to affordable medicines. The country’s stance is not anti-innovation but seeks to prevent monopolistic practices that hinder public health.

India’s role as a major supplier of generic medicines globally underscores the importance of its balanced IP approach. Diluting these safeguards could adversely affect access to essential medicines worldwide.

The Way Forward:

To strengthen its position, India should:

  • Enhance R&D Investment: Boost funding for pharmaceutical research, particularly in neglected diseases.
  • Streamline Patent Processes: Implement measures to reduce patent grant delays while maintaining rigorous examination standards.
  • Maintain Legal Safeguards: Preserve provisions like Section 3(d) to prevent patent evergreening. It ensures that only real therapeutic advances get patents, preserving access to affordable medicines while still rewarding meaningful R&D.
  • Engage Internationally: Continue constructive dialogues with global partners to address IP concerns without compromising public health priorities.

Conclusion:

Let me reemphasize here that Section 3(d) does not prohibit incremental innovation – it simply filters out superficial tweaks that offer no therapeutic benefit and are aimed primarily at extending monopolies and delaying broader patient access to medicines.

Thus, in my view, India’s pharmaceutical IP regime exemplifies a pragmatic approach that balances the protection of genuine innovations with the imperative of public health. By resisting patent abuses and ensuring access to affordable medicines, India sets a precedent for equitable healthcare globally.

By: Tapan J. Ray

Disclaimer: The views/opinions expressed in this article are entirely my own, written in my individual and personal capacity. I do not represent any other person or organization for this opinion.