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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

Beyond the Business Card: What Retirement Truly Gives Back

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A thought-provoking LinkedIn post by a highly accomplished veteran of the pharmaceutical industry — long retired, but still as insightful as ever — recently caught my attention. It sparked a series of reflections on an issue that deeply resonates with the evolving dynamics of our industry. That inspiration led me to write this article — and here it is.

When the Rush Finally Stops:— A reflection on life’s quieter rewards after leaving the corporate race

After decades in a demanding corporate life — where every day revolved around deadlines, decisions, and discussions — retirement often arrives as an unexpected silence. The phone calls slow down, invitations fade, and the once-crowded calendar turns blank. For many, it feels unsettling at first, as though the world has quietly moved on. Yet hidden within that quiet lies one of life’s most meaningful transformations.

The Habit of Pretending to Be Busy:

In the early phase, many retirees still pretend to be busy. It’s not deceit — it’s conditioning. After years of being constantly in demand, the idea of doing nothing feels almost unacceptable. So, they talk about “projects” and “commitments,” reassuring both themselves and others that they still matter. But over time, this need to appear busy fades. What remains is a deeper calm — the confidence that life need not be full to feel fulfilled.

The Gift of Time — and Freedom:

When the external noise subsides, the first gift is time — the one thing we always chased, yet never truly owned. Mornings become unhurried, walks feel longer, and even silence feels alive. Time, once ruled by deadlines, now flows freely — not as emptiness, but as freedom.

Rediscovering the Person Behind the Position:

Freed from professional identity, one begins to rediscover the person behind the position. For years, we defined ourselves by what we did; now we ask who we are. In that quiet self-inquiry begins a journey toward authenticity and inner clarity.

Staying Productive — But with Purpose:

Many top corporate leaders, used to constant relevance, seek new ways to remain productive — serving on boards, mentoring, writing, or starting ventures. The motivation shifts from power to purpose, from profit to impact. It’s no longer about proving worth, but about creating value that feels personally meaningful.

Relationships That Truly Matter:

Relationships too become more genuine. The ones that remain are not transactional but real — based on warmth, not utility. The circle may shrink, but it deepens. And solitude, once feared, becomes a trusted companion — giving space for reflection, gratitude, and creativity.

Conclusion:

A Return to Life, Not a Retreat from It:

Ultimately, retirement, I reckon, is not a retreat from life, but a return to it. One may lose attention and activity, but gains something far greater — awareness, authenticity, and quiet contentment. It marks not an ending, but a beginning that finally belongs entirely to you.

— 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.

 

From Share-of-Voice to Share-of-Outcomes: How Indian Pharma Is Rewriting Marketing

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If you zoom out on India’s pharma market over the past 18 months, one pattern jumps off the page: marketing is no longer just about pushing brands; it’s about owning moments across the care journey - from the first symptom search to diagnosis, therapy start, adherence, and even sustainability expectations from doctors and payers.

The winners are reframing “promotion” as evidence, services, platforms, and purpose—and doing it measurably. This post brings together recent Indian examples and global parallels so readers can see where India sits in a worldwide shift.

What’s New: Fresh Moves by Indian Pharma:

  • Corporate trust as a growth lever

Sun Pharma ran a large-scale multilingual corporate brand campaign in 2025 – TV, digital, OOH and OTT- explicitly positioning purpose to patients, physicians and talent. The campaign signals how corporate reputation is being deployed to protect and accelerate product launches.1

  • Consumerization & D2C pathways

Dr. Reddy’s launched a diabetes-focused direct-to-consumer platform, Celevida Wellness, aiming to combine commerce, education and services for people with Type 2 diabetes – an early Indian example of a product company building a services-and-data arm.2

  • Disease-first awareness, compliance-forward

Alkem’s Reliever-Free India outreach (large camp footprint and inhaler training) exemplifies how Indian firms are investing in disease-awareness programs that drive correct use and build measurable public-health outcomes.3

  • Sustainability in product differentiation

Lupin announced plans to use Honeywell’s Solstice Air (a near-zero‑GWP propellant) for pMDIs -moving sustainability into product choice and procurement conversations.4

  • Portfolio shaping for sharper marketing

Biocon sold its India branded formulations business to Eris Lifesciences to focus Biocon Biologics on biosimilars and specialty – an explicit marketing and commercial refocus through portfolio design.5

  • Performance media & culture-first acts

Mankind Pharma increased ad and promotion investment (FY25) and mounted high-frequency cultural placements (metro OOH, festival activations) while OTC brands like Micro Labs’ DOLO are leveraging sports partnerships for deeper regional penetration.6

Global Parallels: Comparable Strategic Moves Abroad:

  • Direct-to-consumer platforms – LillyDirect and PfizerForAll

Eli Lilly’s LillyDirect (launched Jan 4, 2024) and Pfizer’s PfizerForAll (2024) are examples of major global pharma firms building platforms that combine telehealth connections, patient resources and home delivery – aiming to own parts of the care journey and shorten friction between diagnosis and treatment start.7

  • Beyond-the-pill — Novo Nordisk & digital partnerships

Novo Nordisk has actively built digital partnerships and patient-support programs to improve onboarding, adherence and long-term outcomes for people on diabetes and obesity medicines -reflecting a strategic move from product to continuous care.8

  • Real-World Evidence & platform acquisitions — Roche + Flatiron

Roche’s acquisition of Flatiron (announced Feb 2018) showed how pharma can integrate oncology-focused EHR/data platforms to generate RWE that supports outcomes claims, clinical development and product positioning – an early example of platforms becoming central to commercial strategy.9

  • Performance and access-linked models

Across markets companies are experimenting with value/outcome-based contracting, digital therapeutics tie‑ups and service bundles that pay for verified starts or persistence rather than impressions – shifting commercial metrics from reach to results.

Why This Shift—Right Now:

  • Compliance tightening. Regulatory codes and disclosure expectations push companies away from gray‑area inducement and toward transparent, outcomes-oriented programs.
  • Platformized demand. E-pharmacies, marketplaces and hospital apps concentrate patient flows – owning (or partnering on) those flows creates a competitive moat.
  • Specialty and outcomes pressure. As portfolios skew to biologics and specialty care, market access increasingly depends on adherence, persistence and RWE-backed value propositions.
  • Sustainability salience. Green product attributes move from CSR to procurement levers in institutional tenders and buyer evaluations.

The Next: Plausible Futures:

A) Outcome-Backed Omnichannel

Marketing begins with adherence and persistence targets and reverse-engineers media, field and patient-support investments to hit those outcomes.

B) Platform Partnerships as Distribution

Co-branded digital pathways with hospitals, insurers and marketplaces replace many legacy trade schemes; contracts reward verified starts, not GRPs.

C) Green-Rx Differentiation

Climate credentials – low‑GWP propellants, recyclable packaging – become tender-winning features.

Risks to Watch:

  • Compliance surprises when disclosures don’t align with activations.
  • D2C initiatives without real services will have poor retention.
  • Superficial purpose claims invite backlash; purpose must map to measurable patient and system benefits.

Suggesting A Checklist:

Five actions pharma leaders can start this week:

  • Design for compliance: Turn UCPMP/Code needs into campaign requirements and audit trails.
  • Own one patient journey end-to-end: Launch a staffed PSP/D2C pilot for a flagship therapy and track 90‑day persistence.
  • Run twin-engine branding: Corporate trust campaigns + category growth programs measured separately.
  • Green your hero SKU: Brief R&D + procurement + brand to produce a climate-impact target and timeline.
  • Shape your portfolio for focus: Consider partnership/divestment to reallocate selling resources.

Conclusion: Closing Provocation:

For a decade Indian pharma marketing optimized messages and reach. The next decade will reward those who optimize behaviors and outcomes - with compliance, platforms and purpose built into launch plans from day one.

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. Sun Pharma corporate campaign press release / media note, May 2025 ↩
  2. Dr. Reddy’s Celevida Wellness press release, Oct 25, 2023 – Economic Times coverage ↩
  3. BW HealthcareWorld – Alkem Reliever-Free India coverage, 2023–24 ↩
  4. Honeywell & Lupin joint release, May 2025 – Times of India coverage ↩
  5. Reuters – Biocon divestment to Eris Lifesciences, Mar 14, 2024 ↩
  6. Exchange4Media / Storyboard18 – Mankind Pharma campaigns and filings, 2024–25 ↩
  7. Eli Lilly LillyDirect press release, Jan 4, 2024 / PfizerForAll press release, 2024 ↩
  8. Novo Nordisk – NovoCare and digital partnership resources ↩
  9. Roche acquisition of Flatiron press release, Feb 2018 ↩

Indian Pharma Marketing’s AI Moment: Lead the Change or Fall Behind

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(With An Actionable AI Adoption Checklist below for Indian Pharma Marketers)

India’s pharmaceutical market is one of the most complex and exciting in the world. With over 60,000 brands battling for attention, millions of patients, and a healthcare landscape rapidly evolving, marketing here is anything but straightforward.

For pharma marketing leaders – whether you head brands, commercial strategy, or sales and marketing – the challenge is clear: how do you cut through the noise and connect meaningfully with doctors and patients? Today, its answer squarely lies in Artificial Intelligence (AI).

Global Leaders Are Already Ahead – What About Us in India?

Globally, pharma giants like Pfizer, AstraZeneca, and Novartis have woven AI deep into their marketing playbooks. They use AI to understand doctors’ prescribing habits, create content faster, and personalize engagement at scale. Meanwhile, many Indian teams still rely on broad, one-size-fits-all campaigns, manual content production, and intuition-based decisions.

But the Indian market is changing fast. Expected to nearly double from $65 billion today to $120 billion by 2030 (IBEF, 2024), the competition will intensify. The doctors and patients you want to reach are getting digitally savvy and demand relevant, personalized communication.

Unlocking Market Potential with AI:

AI can sift through massive datasets – prescription trends, regional demand shifts, and social media chatter – and reveal opportunities that traditional methods miss.

For example, Dr. Reddy’s reportedly uses AI to forecast oncology and dermatology demand regionally, tailoring messaging and supply accordingly. However, only about 25% of Indian pharma marketers use AI for segmentation and forecasting (EY India, 2024), leaving a huge gap – and opportunity.

Crafting Distinctive Brand Identities with AI:

AI doesn’t just analyze data; it helps craft brands that stand out. Cipla used AI-powered sentiment analysis to sharpen respiratory care campaigns, winning industry awards in 2024. Instead of guesswork, you get real-time insights into what doctors and patients want.

Accelerating Content Creation:

Producing multilingual, compliant, and scientifically accurate content manually is slow and expensive. Pfizer reduced content production time by 40% globally using AI. Novo Nordisk India simplifies complex clinical data for doctors through AI tools.

For Indian marketers, this means faster, fresher, and more engaging content without exploding costs.

Personalizing Engagement with Healthcare Providers:

The old “one message fits all” approach is dead. AI enables personalized outreach tailored to each doctor’s specialty, region, and prescribing behavior.

Doceree’s AI-driven campaigns in India have delivered 2.5 times more engagement than traditional outreach, proving precision pays off.

Measuring Impact and Maximizing ROI:

Many marketers struggle to see which activities actually drive prescriptions. AI-powered attribution models provide clarity, showing exactly where marketing investments perform best.

EY (2024) reports that AI attribution improves ROI visibility by up to 60%, enabling smarter budget decisions.

An Actionable AI Adoption Checklist From Me for Indian Pharma Marketers:

Start Small:

  • Pilot AI-generated content for one key brand or therapy area.
  • Deploy AI-powered social listening to monitor patient and physician sentiment.
  • Test AI-driven prescriber segmentation to prioritize outreach.

Scale Smart:

  • Integrate AI into your CRM and Customer Lifecycle Management (CLM) systems for real-time insights.
  • Implement AI-enabled marketing attribution tools to optimize spend allocation.
  • Develop AI-driven personalized multi-channel campaigns.

Build a Future-Ready Team:

  • Train your marketing team on AI tools and data literacy.
  • Collaborate with AI-focused technology partners familiar with pharma compliance.
  • Establish cross-functional teams bridging marketing, IT, and analytics.

Measure and Iterate:

  • Use AI dashboards to monitor campaign performance continuously.
  • Reallocate budgets dynamically based on AI insights.
  • Regularly update AI models with new market and behavioral data.

Conclusion: 

Thus, I reckon: Today AI Is Not a Luxury – It’s Your Lifeline

The Indian pharma market is poised for explosive growth and complexity. The brands that win will be those that embrace AI – not as a trendy tool but as the core of their marketing strategy.

Whether you lead brand strategy, commercial marketing, or sales enablement, AI will keep you relevant, agile, and ahead.

Are you ready to start and get your team moving?

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.

Revolutionizing Indian Pharma: The Rise of AI and Its Transformative Impact

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I find it fascinating that some well-established consulting firms like E&Y have recently published multiple reports on AI in the pharmaceutical industry. These reports, often released alongside industry events or as part of broader research initiatives, provide valuable insights rather than a single definitive publication.

Notably, these studies incorporate survey findings from industry executives and in-depth analyses of AI’s evolving role within the pharmaceutical sector. A closer examination of these reports reveals key takeaways that could inspire many:

  • AI is driving a major shift in pharmaceutical marketing – Around 50% of Indian pharmaceutical companies have launched AI-driven initiatives, with 25% advancing to full-scale implementation.
  • Adoption levels vary widely – The depth and scale of GenAI integration differ significantly across individual companies.
  • AI holds immense potential for productivity gains – Studies project an estimated 30-40% improvement in efficiency by 2030.

In essence, Indian pharmaceutical companies are increasingly recognizing AI’s transformative power in marketing and beyond. However, for this momentum to sustain, responsible AI governance and strategic investments in AI talent are crucial. While challenges remain, the trend signals a strong and growing commitment to AI adoption.

Its Game-Changing Impact:

AI, as it emerges, is not just enhancing pharmaceutical marketing in India—it’s redefining it, as I shall narrate below. With AI at the helm, many drug companies are unlocking unprecedented levels of efficiency, cost-effectiveness, and customer engagement. As adoption accelerates, the industry is poised for a radical transformation, delivering game-changing advantages:

  • Unparalleled Efficiency – AI-driven automation streamlines workflows, eliminates bottlenecks, and accelerates decision-making.
  • Strategic Cost Optimization – Smart resource allocation minimizes waste and maximizes return on investment.
  • Revolutionized Customer Engagement – AI enables hyper-personalized interactions, predictive insights, and real-time responsiveness.
  • Exponential Productivity Gains – AI-powered analytics and automation fast-track data processing and market intelligence.

Thus, I reckon, AI is no longer optional—it’s the driving force behind the next era of pharmaceutical marketing. As its influence deepens, Indian pharma is evolving into a smarter, faster, and more adaptive powerhouse, ready to meet the demands of an increasingly dynamic healthcare landscape.

A Look At The Depth of  AI-Powered Transformation in Indian Pharma Marketing:

A large number of Indian pharmaceutical companies are rapidly integrating AI into their marketing strategies, revolutionizing efficiency, engagement, and precision. Here are key examples of AI-driven innovations in some key areas across the industry, as compiled from available documents:

  1. Predictive Analytics for Sales Forecasting – Sun Pharma uses AI to anticipate sales trends, optimize inventory, and tailor regional marketing strategies.
  2. Chatbots for Customer Interaction – Cipla employs AI-powered chatbots to provide real-time responses, enhance engagement, and disseminate product information.
  3. Programmatic Advertising – Dr. Reddy’s leverages AI to precisely target healthcare professionals and patient demographics, boosting campaign efficiency.
  4. Content Personalization – Glenmark utilizes AI to deliver tailored digital content to healthcare providers based on their specialties and interests.
  5. Market Basket Analysis – Torrent Pharma applies AI to analyze prescribing patterns, identifying cross-selling and bundling opportunities.
  6. Sentiment Analysis – Lupin monitors social media and online discussions using AI-driven sentiment analysis to refine marketing strategies.
  7. Virtual Reality (VR) for Product Demonstrations – Zydus Cadila combines AI with VR to create immersive product presentations for healthcare professionals.
  8. Email Campaign Optimization – Biocon enhances email marketing with AI, optimizing content, subject lines, and timing for higher engagement.
  9. Voice-Activated Assistance – Aurobindo Pharma develops AI-driven voice assistants to provide instant support to healthcare professionals.
  10. Compliance Monitoring – Novartis India employs AI to ensure marketing materials adhere to regulatory standards, reducing compliance risks.

The large number of examples highlight AI’s growing influence in Indian pharma marketing, driving smarter, more effective, and highly targeted engagement with stakeholders.

Conclusion:

AI adoption in Indian pharmaceutical marketing is accelerating, with nearly 50% of companies initiating AI-driven projects and 25% moving toward full-scale implementation. Both domestic firms and multinational corporations (MNCs) operating in India recognize AI’s game-changing potential, driving investments to enhance efficiency, engagement, and regulatory compliance in India.

The details on AI adoption among Indian pharma companies and MNCs in India remain uncertain due to limited comparative data. However, significant investments—such as Amgen’s $200 million AI and data science center in Hyderabad (Reuters report, February 24, 2025)—reinforce AI’s growing role in shaping the future of the industry.

As AI continues to revolutionize drug marketing, Indian pharmaceutical companies and global players must focus on strategic implementation, responsible governance, and talent development. The future of pharma marketing in India will be defined by those who successfully leverage AI’s transformative power, ensuring smarter, faster, and more adaptive business strategies in an increasingly digital world.

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 Indian Drug Industry’s Looming Talent Crisis – A Recent Landscape

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India’s pharmaceutical industry, a global generics and drug manufacturing powerhouse, is facing a critical talent deficit. The shortage of skilled professionals is impeding innovation, drug development, and the industry’s overall competitiveness.

This challenge, exacerbated by recent industry dynamics, demands immediate attention to unleash the sector’s full potential. In today’s article, I shall dwell on this area.

Talent challenges and focus areas:

The industry is facing a significant talent crunch. Here’s a breakdown of the key challenges with recent, specific examples:

1. Skill Shortage:

The industry demands expertise in areas like regulatory affairs, data science for clinical trials, biosimilars, and gene therapy. However, the current education system and skill development programs haven’t kept pace with this evolving landscape.

Example: A 2023 report by TeamLease points out a growing demand for professionals with expertise in regulatory affairs, particularly, those adept at navigating international regulations for drug approvals. This is crucial as Indian companies increasingly target overseas markets.

2. The Great Resignation Impact:

Example: A 2024 article in The Economic Times highlighted a recent exodus of mid-level managers from several Indian pharma companies. The report cited factors like stagnant salaries, lack of growth opportunities, and a competitive job market as reasons for the increased job hopping.

3. Competition for Talent:

Example: A recent news piece in BioSpectrum Asia (May 2024) discussed the fierce competition for experienced professionals in the biosimilars space. Companies like Biocon and Reliance Life Sciences are aggressively hiring and offering lucrative packages to attract top talent in this rapidly growing field.

4. Lack of Industry-Academia Collaboration:

Example: A joint report by FICCI (Federation of Indian Chambers of Commerce and Industry) and Ernst & Young (2023) highlighted the growing gap between the skills taught in universities and the practical needs of the pharma industry. The report urged closer collaboration between industry and academia to ensure curriculum updates reflect current industry requirements.

5. Diversity Issues:

Example: A 2024 study by Express Pharma revealed that despite comprising a significant portion of the workforce, women hold only around 15% of leadership positions in the top 20 Indian pharmaceutical companies. This highlights the need for targeted initiatives to promote women into leadership roles.

In such a scenario, some may obviously ask, what is my recommendation or the ways some companies are trying to address this issue. Here below is my prescription:

A prescription – A Multi-Pronged Approach, with Indian examples: 

Re-skilling and Up-skilling:

Example: Dr. Reddy’s Laboratories, reportedly launched targeted training programs to equip existing employees with data science skills for clinical trial design and analysis. This approach empowers the current workforce and addresses the immediate skill gap.

Industry-Academia Collaboration:

Example: Lupin, as reported, partnered with IIT Delhi to establish a joint research center focused on drug delivery systems. This collaboration bridges the gap between academic knowledge and industry applications, better preparing graduates for real-world challenges.

Fostering Diversity and Inclusion:

Example: According to reports, Biocon’s “Women in Biopharma Leadership” program provides mentorship, training, and networking opportunities for aspiring women leaders. This initiative tackles the under-representation of women in leadership roles and unlocks the industry’s full talent potential.

As I discussed in my earlier article, ‘Diversity And Inclusion: A Missing Link For Indian Pharma‘ (June 25, 2018), the Indian pharma industry faces a critical talent shortage.

Building a Strong Employer Brand:

Example: Companies like Cipla can invest in employer branding initiatives to showcase their work culture, growth opportunities, and commitment to diversity. This can attract talent seeking a fulfilling career path and a positive work environment.

Leveraging Technology: Implementing AI-powered talent acquisition platforms can streamline recruitment processes and identify suitable candidates from a wider pool, including those from non-traditional educational backgrounds.

Conclusion:

By addressing these challenges through strategic investments in skill development, nurturing industry-academia partnerships, and fostering a more inclusive work environment, the Indian pharmaceutical industry can build a robust and future-proof talent pool. This will be equipped to drive innovation and ensure its continued success in the global market to maintain its competitive edge, sustainably.

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.

 

UCPMP 2024: Game Changer or False Dawn?

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On March 12, 2024, the Department of Pharmaceuticals (DoP) of the Government of India notified the new Uniform Code for Pharmaceutical Marketing Practices (UCPMP) 2024.

Having gone through the details, many construe that aiming to finally clean up pharmaceutical marketing practices in India, as demanded by many stakeholders – including the Supreme Court of India, the new one released by the DoP in March 2024 still appears to be a ‘work in progress.’ One therefore, wonders whether UCPMP 2024 is a step forward or status quo in establishing desirable standards for pharma business ethics in India.

In this article, let me dwell on this issue, highlighting examples of some key points in this regard.

Some key points to take note of:

There are several key points to take note of some examples, which will include:

  • Unlike its predecessor, the 2024 UCPMP removes the word “voluntary” but doesn’t explicitly make the code mandatory. It requests industry associations to implement the code.
  • The code doesn’t explicitly prescribe penalties for pharmaceutical companies beyond removal from industry associations (if they are members).
  • Doctors who violate ethical codes can face license suspension and fines under the National Medical Commission (NMC) guidelines. However, the NMC’s stricter 2023 code revisions were put on hold due to industry pressure.

Thus, several issues, including the following, need to be answered, beyond any ambiguity whatsoever. That said, let me start with how the UCPMP 2024 brings both opportunities and challenges for Indian drug companies, and then we will try to fathom whether the new code as it presents today will prove to be a game changer to improve the quality of ethical standards, especially, in Indian pharmaceutical marketing. 

UCPMP 2024 – some key challenges for drug companies:

A.  Marketing Revamp:  The new UCPMP demands a complete overhaul of marketing practices and strategies. Companies need to find new, compliant ways to educate doctors about their products, likely focusing on:

  • Scientific Data and Value Proposition: Stronger clinical trial data and highlighting a drug’s actual benefits will be crucial.
  • Transparency and Credibility: Building trust with doctors through clear, accurate information and high-quality educational materials is essential.

B.  Salesforce Transformation: Medical representatives, previously reliant on personal connections, now need expertise in:

  • Scientific Communication: Effectively engaging doctors with the science behind the drug.
  • Product Knowledge: Deep understanding of the drugs they are promoting.
  • Potential Sales Slump: Stricter marketing might lead to a decline in sales, particularly for established brands that rely heavily on promotion. Companies need to adapt their sales strategies to address this.

Effectively navigating these challenges requires significant investments in:

  • R&D: Stronger focus on research and development to create innovative drugs with a clear value proposition.
  • Data-Driven Marketing: Utilizing data science to understand doctor needs and target marketing efforts effectively.
  • Salesforce Training: Upskilling representatives in scientific communication and product knowledge.

By adapting their approach, Indian drug companies can leverage UCPMP as an opportunity to move towards a model focused on the quality and scientific merit of their products.

UCPMP 2024 – some key opportunities for drug companies:

The UCPMP 2024, while presenting challenges, also offers some key opportunities for Indian drug companies to thrive:

  • Level Playing Field: The ban on gifts and incentives removes an unfair advantage for larger companies. This allows smaller or generic drug companies to compete based on the merits and affordability of their products.
  • Focus on Innovation: With less emphasis on promotion, companies may be incentivized to invest more in R&D, leading to the development of new, innovative drugs with stronger scientific backing.
  • Building Brand Trust: Transparency and accurate information mandated by UCPMP can help companies build trust with doctors and patients alike. This strong reputation can be a valuable asset in the long run.
  • Data-Driven Marketing: The shift towards data-driven marketing allows for targeted communication based on doctor needs and preferences. This can be more cost-effective and lead to better engagement with healthcare professionals.
  • Focus on Patient Education: UCPMP encourages companies to provide clear information directly to patients. This can empower patients to make informed decisions about their healthcare and potentially increase the demand for effective medication.

By capitalizing on these opportunities, Indian drug companies can:

  • Differentiate themselves: By focusing on innovation and patient-centricity, they can carve out a niche in the market.
  • Building long-term value: Investing in R&D and building trust with doctors can lead to sustainable growth and brand loyalty.
  • Becoming more competitive globally: A focus on innovation and scientific merit can help Indian companies compete effectively in the international pharmaceutical market.

Interestingly, the UCPMP presents a chance for Indian drug companies to move away from an outdated marketing model and embrace a more ethical and sustainable approach. By focusing on innovation, data-driven marketing, and building trust, they can seize this opportunity to become leaders in the global pharmaceutical industry.

Is UCPMP 2024 a game changer or a false dawn?

Having said all this, the question still remains whether UCPMP 2024 is a game changer or a false dawn. I reckon, while aiming to curb unethical practices in the pharmaceutical industry, questions linger about its effectiveness. Let’s delve into both sides of the argument:

A Game Changer:

  • Stronger Stance: The removal of “voluntary” from the code suggests a stricter approach compared to its predecessor.
  • Focus on Transparency: Provisions like mandatory expenditure disclosure for conferences organized by pharma companies could increase transparency.
  • Addressing Travel & Hospitality: Discouraging pharma-funded travel and hospitality for doctors might reduce undue influence.
  • Potential for Improved Ethics: A well-enforced UCPMP could lead to a more ethical environment where marketing focuses on the merits of drugs rather than lavish incentives.

False Dawn:

  • Missing Teeth: The lack of clear penalties beyond industry association removal for pharma companies raises concerns about enforcement.
  • Rollback of NMC Code: The NMC’s stricter code for doctors with potential financial penalties was rolled back due to industry pressure. This weakens the overall impact.
  • Ambiguity on Non-Member Companies: The code’s effectiveness might be limited if pharmaceutical companies outside industry associations are not held accountable.
  • Uncertain Implementation: The success of UCPMP hinges on robust implementation and a clear mechanism to address violations.

Conclusion:

From the above perspective, the true impact of UCPMP 2024 remains to be seen. While it has positive intentions, its effectiveness depends on stricter enforcement mechanisms, penalizing violations, and ensuring all companies are held accountable. Only time will tell if UCPMP 2024 ushers in a new era of ethical practices or remains a symbolic but unenforced reform.

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.

Criticality of Bridging the Skill Gap in Today’s Indian Pharma Industry

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To address the shortage of adequately skilled workers in the country, in 2023, the Government of India released a new version of the national skill development initiative called Pradhan Mantri Kaushal Vikas Yojana 4.0 (PMKVY 4.0). It is touted as a major upgrade over the previous versions of the scheme and aims to train 100 million people in different skills by 2024. This is expected to have a positive impact on the economy, creating new employment opportunities.

In this article, I shall deliberate on its current relevance in the Indian pharmaceutical industry. Let me start with some of the new features of this scheme and their relevance to the drug industry as I move on.

Some new features and details of the scheme:

As I see it, PMKVY 4.0 includes a number of new features and details over the previous versions, as follows:

  • A focus on high-demand skills: The scheme will focus on training people in high-demand skills, such as artificial intelligence, machine learning, and cloud computing.
  • A greater emphasis on apprenticeships: The scheme will encourage more apprenticeships, which will provide trainees with hands-on experience.
  • A focus on women and underrepresented groups: The scheme will make special efforts to train women and underrepresented groups.
  • A greater focus on quality: The scheme will have a stronger focus on quality assurance to ensure that trainees are getting the best possible training.

Similarly, the specific details of the scheme include:

  • The scheme will be implemented by the National Skill Development Corporation (NSDC).
  • The scheme will cover a wide range of skills, including IT, manufacturing, healthcare, and retail.
  • The training will be provided by a network of training providers, including government institutions, private training institutes, and industry partners.
  • The training will be free for all eligible candidates.
  • The scheme will also provide financial assistance to trainees to help them cover their living expenses during the training period.

Studies on the lack of a skilled workforce in the Indian pharma industry:

In tandem with the above, the lack of a skilled workforce in the Indian pharmaceutical industry has also emerged as a major concern in 2023. The industry is growing rapidly, creating a high demand for skilled workers.

Unfortunately, a huge shortage of adequately skilled workers keeps increasing. A contemporary study by the Indian Pharmaceutical Alliance found that the industry will need an additional 1 million skilled workers by 2025. Moreover, the National Skill Development Corporation (NSDC) has also identified the pharmaceutical industry as one of the top 10 industries facing a shortage of skilled workers. 

Factors contributing to this shortage:

Several factors have contributed to this shortage, including:

  • The rapid growth of the Indian pharmaceutical industry: The Indian pharmaceutical industry is growing at a rate of 10% per year. This rapid growth has created a demand for skilled workers that the industry is struggling to meet.
  • The increasing complexity of pharmaceutical manufacturing and marketing: Both are becoming increasingly complex, demanding employees with different skill sets. who have the knowledge and skills to operate complex equipment and follow strict procedures in the manufacturing process. Similarly, pharmaceutical marketing is also becoming increasingly complex due to the increasing number of regulations governing the industry, the growing importance of digital marketing, and the need to target a wider range of patients with varied demands and expectations. 
  • The lack of adequate training opportunities: There are not enough training opportunities available to meet the demand for skilled workers in the pharmaceutical industry. This is due to a number of factors, including the high cost of training and the lack of qualified trainers.
  • Mismatch between salary and expectations: There is often a mismatch between the salary offered and employee expectations. The average salary offered in pharmaceutical marketing is not as high as in other industries, such as technology. This makes it difficult to attract and retain skilled marketing professionals. 

The impact of the shortage of adequately skilled workers:

The shortage of skilled workers gives rise to negative consequences for the Indian pharmaceutical industry, such as:

  • Reduced productivity: The shortage of skilled workers is leading to reduced productivity in the pharmaceutical industry. This is because unskilled workers may lack the knowledge and skills to perform tasks efficiently.
  • Increased costs: The shortage of skilled workers is also leading to increased costs in the pharmaceutical industry. This is because companies have to pay higher salaries to attract and retain skilled workers. 
  • Quality problems: The shortage of skilled workers can also lead to quality problems in the pharmaceutical industry. This is because unskilled workers may not be able to follow GMP procedures correctly. Also, because unskilled marketing professionals may not be able to develop and implement effective marketing campaigns. 
  • Compliance issues: The shortage of skilled workers can also lead to compliance issues in the pharmaceutical industry. This is because unskilled workers may not be aware of the regulations that apply to the industry or the consequences of their violations on patients and society.

What the industry is doing today:

Some steps, though not considered enough by many, are being taken by the Indian pharmaceutical industry to address the shortage of skilled workers. Here are some specific recent examples:

  • Establishing training institutes: The industry is establishing training institutes to provide training to workers in the pharmaceutical industry. For example, the Indian Drug Manufacturers’ Association (IDMA) has established the IDMA Skill Development Institute in Hyderabad. The institute offers courses in pharmaceutical manufacturing, quality control, and regulatory compliance. 
  • Partnering with educational institutions: The industry is partnering with educational institutions to offer courses in pharmaceutical science and technology. For example, the Indian Pharmaceutical Alliance (IPA) has partnered with the National Institute of Pharmaceutical Education and Research (NIPER) to offer a diploma in pharmaceutical technology.
  • Promoting apprenticeships: The industry is promoting apprenticeships as a way to train workers in the pharmaceutical industry. For example, the Department of Pharmaceuticals (DoP) has launched the Apprenticeship Training Scheme for the Pharmaceutical Industry. Under the scheme, apprentices are paid a stipend and receive on-the-job training from experienced professionals.
  • Offering scholarships and grants: The industry is offering scholarships and grants to students studying pharmaceutical science and technology. For example, the IPA has launched the IPA Scholarship Scheme for Women in Pharmaceutical Sciences. The scheme provides scholarships to female students studying pharmaceutical sciences at the undergraduate and postgraduate levels.
  • Emphasizing on continuous learning: The industry is emphasizing on continuous learning for its employees. For example, several pharmaceutical companies offer their employees training programs and workshops on new technologies and regulations. 

Industry needs to work more closely with the government: 

The Indian pharmaceutical industry needs to work more closely with the government to address the shortage of skilled workers. The areas could possibly include:

  • Increasing the number of training institutes
  • Providing financial assistance to students studying pharmaceutical sciences
  • Relaxing the eligibility criteria for apprenticeships
  • Recognizing the skills of workers trained in other countries 

Where the government should take greater initiatives:

These areas may include the following:

  • Funding training programs
  • Partnering with educational institutions
  • Promoting apprenticeships

Conclusion: 

The shortage of skilled workers is a major challenge for the pharmaceutical industry. However, the industry is taking steps to address the challenge. There isn’t an iota of doubt in the contemporary pharma business environment that rebalancing the skill sets required, especially for employees in pharma sales and marketing, is more imperative today than ever before. Thus, it is important for the industry to continue to take steps to bridge the skill gap by addressing the shortage of its skilled workforce. This is essential today to maintain India’s position in the global market, at least as the reliable pharmacy of the world.

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.