Inspiring the World: My 51-Year Journey Through Indian Pharma (Part 2)

Authored by Vivek Hattangadi and Shailaja Dwivedi Pathak

Copy Editor: Shailaja Dwivedi Pathak

2004 to 2014 –  India Accepts The Challenge of Product Patent: Two Robust Brands Emerge   

Process patent to product patent

In 2004, India introduced the “Patents (Amendment) Ordinance, 2004” which significantly changed the patent laws by bringing in product patent protection for drugs, food, and chemicals, effectively aligning with the TRIPS agreement; this ordinance came into effect on January 1, 2005, and was later replaced by the “Patents (Amendment) Act, 2005

A small explanation to this.

Imagine you’re Sanjeev Kapoor, India’s culinary icon, and you’ve unveiled a game-changer: “Baingan Tawa Fry Without a Single Drop of Oil.” A revolutionary recipe, naturally, you patent it.

Now, let’s journey back to a time before 2005. In that era, your ingenious creation could be replicated, reimagined, and served up by anyone who dared, provided they took a different path to the same delicious destination.

But then, the rules of the game changed. India’s legal tapestry was rewoven, and your ” Baingan Tawa Fry” transformed from a mere recipe to a protected entity. You didn’t just own the “how” anymore; you owned the “what.” The very dish itself, a product of your genius, became your exclusive domain.

This shift happened when India amended its patent laws to align with global trade rules under the TRIPS agreement. Before this, Indian companies could legally manufacture medicines using different processes, even if the original drug was patented elsewhere. But with the new law, the patent now protects the drug itself, not just how it’s made.

TRIPS (Trade-Related Aspects of Intellectual Property Rights) is an international agreement that ensures a fair balance between innovation, business interests, and public welfare. It helps countries protect intellectual property while allowing room for local policies to support public needs.

Before the 2005 amendment, India’s pharma industry thrived on process patents. This meant companies could take an expensive, patented drug from a multinational company, figure out a new way to make it (through reverse engineering), and sell it at a fraction of the cost. This allowed India to become a global hub for affordable medicines, especially for life-saving drugs like antibiotics, antiretrovirals, and cancer treatments.

However, the 2005 shift to product patents changed the game. Now, instead of just protecting the process of making a drug, the patent covered the drug itself. This meant Indian pharma companies could no longer manufacture a patented drug simply by tweaking the process. They either had to:

1. Wait for the patent to expire (a long wait)
2. Develop entirely new drugs (which required heavy R&D investment)
3. Seek voluntary or compulsory licenses (government permissions to produce patented drugs under special conditions, like for public health emergencies)
4. Establish alliances with originators (either marketing under their brand or pursuing co-branded ventures)

This law pushed Indian pharmaceutical companies to evolve. Some transitioned into original drug research, while others focused on generic medicines, waiting for patents to expire.

India also became a major player in contract manufacturing, producing drugs for global pharma giants.

While the law aligned India with global trade norms, it also raised concerns about access to affordable medicines, particularly for life-threatening diseases in developing nations. This is why India’s patent system still includes safeguards, like compulsory licensing, to ensure life-saving drugs remain accessible.

Special Economic Zones (SEZs) in India are designated areas that offer special economic regulations and incentives to businesses, aimed at boosting economic growth, attracting foreign investment, and increasing exports. These zones provide a business-friendly environment with tax benefits, streamlined customs procedures, and reduced regulatory hurdles. SEZs were formally introduced in India through the Special Economic Zones Act of 2005, although the concept had been implemented in various forms since the 1960s.

Driven by lucrative tax incentives, major pharmaceutical companies expanded their manufacturing into picturesque SEZ regions like Himachal Pradesh, Uttarakhand, Sikkim, and Jammu. The establishment of pharmaceutical units in SEZs created numerous jobs, contributing to economic development.

Companies in SEZs enjoy exemptions from taxes for a specified period. SEZs enabled pharmaceutical companies to set up manufacturing units dedicated to exports. However, this growth spurred a rapid increase in smaller, less regulated manufacturers, including numerous SMEs. Sadly, some of these SMEs exported products that fell short of international quality benchmarks, casting a shadow over the entire Indian pharmaceutical industry.

This raised critical questions among industry experts, prompting them to re-evaluate India’s claim as a reliable ‘pharmacy to the world’ and highlighting the urgent need for stricter quality control measures.

Two Mega Brands Of The 21^st Century

The most interesting aspect of both these brands was the patient-centered approach in marketing and not traditional marketing.

Januvia / Janumet

Thyronorm

Thyronorm’s ascent to market leadership in India’s thyroid medication segment, displacing Eltroxin, stands as a testament to strategic marketing, robust distribution, and astute brand positioning. Today, Thyronorm boasts a significant market share, solidifying its position as a leading prescription brand for hypothyroidism.

Abbott India strategically capitalized on the rising prevalence of hypothyroidism by recognizing the critical need for affordable, high-quality levothyroxine. Notably, they identified a significant gap in the market: patients need accurate and precise dosage of levothyroxine. Existing brands did not have the diverse range of SKUs necessary to cater to the precise dosage requirements of all patients.

Thyronorm effectively addressed this unmet need, offering a comprehensive portfolio.

However, Thyronorm’s competitive edge extended beyond product availability. Abbott India implemented a robust patient support program designed to enhance medication adherence. This focus on adherence was particularly significant, given reports like the Capgemini study, which highlighted the staggering $564 billion in global revenue lost due to non-adherence.

By prioritizing patient support and ensuring consistent medication intake, Abbott India not only filled a crucial market gap but also effectively dethroned Eltroxin, demonstrating the profound impact of patient-centric strategies in the pharmaceutical industry.

Here’s a puzzle: if your brand is not being pushed in a patient centered approach, can it really lead to brand building and growth?

Why?

1. Trust and Loyalty: By focusing on patients’ needs, pharma companies build trust. When patients feel that a company genuinely cares about their well-being and is providing solutions that work for them, they’re more likely to stick with that brand. Over time, this trust develops into strong brand loyalty. People remember which companies listened to them and provided meaningful support.
2. Word-of-Mouth and Advocacy: Patients today have a lot of influence, especially through social media and online forums. When pharma companies address patient concerns and deliver real value, patients are likely to share positive experiences with others. This organic advocacy can greatly boost the brand’s reputation without needing aggressive marketing.
3. Emotional Connection: Building a brand isn’t just about the product; it’s about creating an emotional connection with the target audience. By focusing on the patient’s journey and well-being, pharma companies can create a deeper bond with patients. This emotional connection helps turn a brand from just a product to something people care about and trust.
4. Customer-Centric Innovation: When you take a patient-centered approach, you often discover new ways to improve products or services. Patients might provide feedback that leads to innovation or improvements, which in turn makes the brand even more valuable. This kind of innovation helps the brand stay competitive and grow in the market.
5. Reputation and Differentiation: In a crowded market, a company that genuinely focuses on the patient can stand out. When patients feel valued and heard, the company earns a reputation for being more than just a business. This reputation makes it easier to grow and build the brand, especially as healthcare choices become more patient-driven.

In short, while the brand might not be the direct focus in patient-centered marketing, this approach builds brand value through trust, advocacy, and emotional connections, all of which are powerful drivers of brand growth.

Two Mega Brands Of The 21^st Century

The most interesting aspect of both these brands was the patient-centered approach in marketing and not traditional marketing.

Januvia / Janumet

The introduction of gliptins marked a paradigm shift in the oral hypoglycemic agents (OHA) market, with Januvia/Janumet leading the charge. Its success, a compelling case study in itself, stemmed from a novel, patient-centric approach. Rather than relying on traditional marketing tactics, Januvia/Janumet fostered a deeper connection through “SPARSH,” a platform that embodied the Sanskrit concept of “healing touch.”

While numerous gliptins followed, including Galvus and its co-marketed variants, Januvia/Janumet had already established a strong foundation of trust with both doctors and patients.

This robust brand equity allowed it to not only withstand subsequent market competition but also solidify its position as the category leader, demonstrating the power of prioritizing patient experience in pharmaceutical marketing.

Thyronorm

Thyronorm’s ascent to market leadership in India’s thyroid medication segment, displacing Eltroxin, stands as a testament to strategic marketing, robust distribution, and astute brand positioning. Today, Thyronorm boasts a significant market share, solidifying its position as a leading prescription brand for hypothyroidism.

Abbott India strategically capitalized on the rising prevalence of hypothyroidism by recognizing the critical need for affordable, high-quality levothyroxine. Notably, they identified a significant gap in the market: patients need accurate and precise dosage of levothyroxine. Existing brands did not have the diverse range of SKUs necessary to cater to the precise dosage requirements of all patients.

Thyronorm effectively addressed this unmet need, offering a comprehensive portfolio.

However, Thyronorm’s competitive edge extended beyond product availability. Abbott India implemented a robust patient support program designed to enhance medication adherence. This focus on adherence was particularly significant, given reports like the Capgemini study, which highlighted the staggering $564 billion in global revenue lost due to non-adherence.

By prioritizing patient support and ensuring consistent medication intake, Abbott India not only filled a crucial market gap but also effectively dethroned Eltroxin, demonstrating the profound impact of patient-centric strategies in the pharmaceutical industry.

Does the principle of reciprocity also help in increasing brand prescriptions?

Here’s a puzzle: if your brand is not being pushed in a patient centered approach, can it really lead to brand building and growth?

Why?

1. Trust and Loyalty: By focusing on patients’ needs, pharma companies build trust. When patients feel that a company genuinely cares about their well-being and is providing solutions that work for them, they’re more likely to stick with that brand. Over time, this trust develops into strong brand loyalty. People remember which companies listened to them and provided meaningful support.
2. Word-of-Mouth and Advocacy: Patients today have a lot of influence, especially through social media and online forums. When pharma companies address patient concerns and deliver real value, patients are likely to share positive experiences with others. This organic advocacy can greatly boost the brand’s reputation without needing aggressive marketing.
3. Emotional Connection: Building a brand isn’t just about the product; it’s about creating an emotional connection with the target audience. By focusing on the patient’s journey and well-being, pharma companies can create a deeper bond with patients. This emotional connection helps turn a brand from just a product to something people care about and trust.
4. Customer-Centric Innovation: When you take a patient-centered approach, you often discover new ways to improve products or services. Patients might provide feedback that leads to innovation or improvements, which in turn makes the brand even more valuable. This kind of innovation helps the brand stay competitive and grow in the market.
5. Reputation and Differentiation: In a crowded market, a company that genuinely focuses on the patient can stand out. When patients feel valued and heard, the company earns a reputation for being more than just a business. This reputation makes it easier to grow and build the brand, especially as healthcare choices become more patient-driven.

In short, while the brand might not be the direct focus in patient-centered marketing, this approach builds brand value through trust, advocacy, and emotional connections, all of which are powerful drivers of brand growth.

As Sanjiv Navangul, the brain behind the success of Januvia / Janumet said in a recent podcast:  ”You are ultimately in business and do not be ashamed of this. Healthcare is not a business but ultimately you are into business. Healthcare is something to commit to it.”

Yes, the principle of reciprocity can indeed play a significant role in increasing brand prescriptions, particularly in the context of patient-centered marketing in the pharmaceutical industry. Let me explain how this works:

Reciprocity is a psychological principle where people tend to return a favor or respond positively to actions that benefit them. In the context of pharma marketing, here’s how this works:

1. Providing Value to Patients: If a pharmaceutical company takes a patient-centered approach and provides value to patients—whether through education, helpful resources, or support programs—patients may feel a sense of gratitude. This feeling of indebtedness can lead them to prefer that company’s treatment over others when making healthcare decisions.

For example, a company that offers easy-to-understand patient materials or tools that improve the patient’s quality of life might build a positive relationship, encouraging patients to ask their doctors for that brand.

• Building Trust with Healthcare Providers: Similarly, reciprocity can work with doctors as well. If a pharma company invests in educating doctors and providing resources to improve patient outcomes (such as clinical data, patient support programs, or educational materials), doctors may feel more inclined to prescribe that brand.

The idea is that doctors will feel a sense of appreciation for the value the pharma company is providing to both them and their patients, which can positively influence their prescribing behavior.

• Creating Positive Experiences: By focusing on patient care, offering valuable support, and making treatment management easier, pharma companies can create a positive experience for patients.

When patients feel that a company is genuinely helping them, they might reciprocate by showing loyalty to the brand, recommending it to others, or asking their doctors for prescriptions of that specific brand.

• Building Strong Relationships: The principle of reciprocity strengthens relationships over time. When patients and healthcare providers feel that a pharma company is genuinely helping and providing on-going support, they are more likely to continue engaging with and recommending that brand.

This leads to increased brand prescriptions as the relationship grows stronger and more positive.

In short, the principle of reciprocity enhances brand prescriptions by creating a cycle of goodwill between patients, healthcare providers, and the pharmaceutical company.

When people feel they are receiving real value and care, they are more likely to respond by choosing that brand, asking for it by name, and recommending it to others.

2014 to 15 March 2025 – The Philip Kotler Catalyst: H2H Marketing Ignites India’s Pharma on his 90^th Birthday

Renaissance of Good Marketing Practices

In April 2014, Black Belt Brand Builders, formerly known as The Enablers, published the “White Paper on Good Marketing Practices” (GMaP). This critical document, which subsequently appeared in the pharma magazine PharmaBiz, addressed the vital issue of patient well-being within the pharmaceutical landscape.

A white paper serves as a definitive resource, offering expert insights and solutions to complex challenges. In this instance, the GMaP white paper identifies and clarifies the obstacles patients encounter, particularly regarding the desired outcomes of medical treatment.

The implementation of Good Marketing Practices necessitates a commitment to continuous improvement. Pharmaceutical companies are expected to maintain rigorous oversight of their marketing activities. This includes:

• Regular reviews of all marketing materials: Ensuring accuracy and adherence to current regulations.
• Systematic audits of marketing practices: Identifying areas for enhancement and compliance.
• Comprehensive training for marketing and sales personnel: Fostering a culture of ethical conduct and informed communication.

By adhering to these principles, the pharmaceutical industry can effectively contribute to improved patient outcomes and maintain the highest standards of professional integrity.

In December 2014, the Government of India introduced the Uniform Code of Pharmaceutical Marketing Practices (UCPMP), a significant step towards regulating pharmaceutical marketing. Issued by the Department of Pharmaceuticals (DoP), this code establishes clear guidelines to ensure ethical drug promotion and prevent practices that compromise patient well-being. Specifically, the UCPMP = 2014 addressed the issue of undue influence on healthcare professionals (HCPs) through gifts, incentives, or misleading information.

The UCPMP’s alignment with the principles outlined in Black Belt Brand Builders’ (formerly The Enablers) “White Paper on Good Marketing Practices” (GMaP) was a welcome development. This synergy spurred Black Belt Brand Builders to intensify its efforts in promoting GMaP.

In the heart of Mumbai, on a crisp January morning in 2017, a group of passionate brand builders and Pharma CEOs gathered to honor a visionary. Professor Chitta Mitra, the man who had once called out unethical practices in marketing as “transactional marketing,” had left an indelible mark on the pharmaceutical industry. Though he had passed away five years prior, his legacy lived on, inspiring a movement toward ethical branding. This CEO Conclave marked the first World Pharma Brand Managers Day (WPBMD), a day dedicated to celebrating integrity and innovation in pharmaceutical marketing.

The room buzzed with energy as Dr. Suneel Deshpande took the stage, his voice filled with reverence as he spoke of Professor Mitra’s groundbreaking work. “He wasn’t just a teacher; he was a beacon,” Deshpande said, his words echoing through the hall. Though Professor Tarun Gupta, another luminary in the field, couldn’t be there due to health reasons, his contributions were celebrated with equal fervor. A framed photograph of Professor Mitra stood at the front, a silent yet powerful reminder of the values they were all there to uphold.

As the years passed, World Pharma Brand Managers Day became a cherished tradition, a day to reflect, connect, and recommit to ethical practices. When the Covid pandemic swept the globe, the commemoration moved online, but the spirit remained unshaken. Dr. Swati Sinha, the CEO of PharmaState Academy, ensured that the event continued with unwavering dedication, her leadership a testament to the resilience of the community.

By the time the world had recovered from the COVID-19 pandemic, the World Pharma Brand Managers Day resumed its in-person format. In 2024, the event was hosted at the IES-MCRC auditorium in Mumbai. This year, in 2025, it took place at Dr. Reddy’s Leadership Academy in Hyderabad, with Dr. Reddy’s Laboratories generously covering all associated costs. Notably, the speakers and facilitators participated on a self-funded basis, contributing their time and expertise without financial considerations. Under the guidance of Shailaja Dwivedi Pathak, the event was a vibrant tribute to the pioneers who had shaped the industry. Attendees shared stories, exchanged ideas, and reaffirmed their commitment to ethical marketing, knowing that the legacy of Prof. Chitta Mitra, Prof. Tarun Gupta and his contemporaries would continue to guide them.

As the sun set over Hyderabad, casting a golden glow on the gathering, it was clear that WPBMD was more than just an event—it was a promise. A promise to honor the past, inspire the present, and build a future where ethics and excellence walked hand in hand. And in that moment, Professor Mitra’s vision felt alive, his voice a quiet whisper in the hearts of all who carried his torch forward.

Limitations of UCPMP – 2014

UCPMP – 2014 had its limitations. The UCPMP – 2014 is a voluntary code  and did not have legal enforceability. There is no central authority to monitor or penalize violations effectively.

Industry leaders argued that the lack of strict enforcement has led to continued unethical practices in the industry.

Come 2024 and the UCPMP – 2024 was proposed.

The UCPMP – 2024 is an updated version of the code, which is expected to address some of the shortcomings of the 2014 version. It is likely to introduce stricter enforcement mechanisms and clearer guidelines to ensure ethical marketing practices in the pharmaceutical sector.

The Uniform Code for Pharmaceutical Marketing Practices (UCPMP) 2024 in India is a significant step toward ethical and transparent pharmaceutical marketing, directly benefiting patients. By curbing misleading promotions and restricting undue incentives to doctors, it ensures that prescriptions are based purely on medical need rather than commercial influence. This enhances trust in the healthcare system, ensuring that patients receive evidence-based, appropriate treatments.

The code also mandates transparency in drug promotions, preventing exaggerated claims and ensuring that only scientifically validated information reaches healthcare professionals. By prohibiting extravagant hospitality, gifts, and sponsorships that could bias medical decisions, UCPMP 2024 strengthens the integrity of prescriptions.

Additionally, the regulation promotes disclosure of clinical trial data, allowing patients and doctors to make informed choices. In the long run, this ethical framework enhances patient safety, ensures rational drug use, and fosters greater confidence in India’s pharmaceutical industry and healthcare professionals.

In summary, the UCPMP – 2024 is a significant step toward regulating pharmaceutical marketing practices in India In a first, the department of pharmaceuticals (DoP) has reprimanded a US multinational in India for unethical marketing practices after a top panel found the company violated provisions of the Uniform Code for Pharmaceutical Marketing Practices (UCPMP) by sponsoring foreign vacations to Monaco and Paris for 30 doctors. (Source: https://economictimes.indiatimes.com/industry/healthcare/biotech/healthcare/abbvie-healthcare-under-government-lens-for-violations/articleshow/116608295.cms?from=mdr Viewed  on 16 January 2025)

The Impact of COVID-19 on the Indian Pharmaceutical Industry

The COVID-19 pandemic was an unprecedented event that reshaped the Indian pharmaceutical industry, creating clear winners and losers. While some brands strengthened their market dominance, others faded into obscurity. The industry witnessed rapid shifts in demand, disruptions in salesforce operations, and the rise and fall of blockbuster drugs in record time.

Strong Brands Became Stronger, Weak Ones Weakened

One of the most defining trends during the pandemic was the widening gap between strong and weak brands. Established pharmaceutical companies with a robust product portfolio, reliable supply chains, and strong doctor relationships thrived. In contrast, smaller players, especially those dependent on chronic therapies or elective procedures, struggled due to supply disruptions and reduced doctor visits. Companies like Cipla, Sun Pharma, and Dr. Reddy’s saw their strong respiratory, antiviral, and immunity-boosting portfolios gain traction, while many weaker brands suffered declining sales and market irrelevance.

The Meteoric Rise of Zincovit and Dolo 650

Zincovit, a multivitamin supplement by Apex Laboratories, became a household name during the pandemic. With growing awareness of immunity boosters, sales of Zincovit and similar formulations surged dramatically. Paracetamol brand Dolo 650, manufactured by Micro Labs, also experienced an unprecedented rise in demand, becoming synonymous with fever management during COVID-19 waves. Its widespread adoption among doctors, pharmacies, and patients led to record-breaking sales, turning it into one of India’s most recalled drug names during the pandemic.

Fabiflu: From Blockbuster to Forgotten

Perhaps the most dramatic rise and fall was that of Fabiflu (Favipiravir), an antiviral drug launched by Glenmark Pharmaceuticals. Approved for mild-to-moderate COVID-19 cases, Fabiflu became the top-selling drug in India for two months. Doctors prescribed it widely, and patients hoarded it in panic. However, as research progressed, its efficacy was questioned, and newer treatment protocols excluded it. Demand collapsed as quickly as it had risen, making Fabiflu a case study in how pandemic-driven hysteria can create temporary pharmaceutical blockbusters.

Impact on Pharma Field Force

The pandemic fundamentally altered the role of Medical Representatives . With lockdowns restricting in-person doctor visits, pharma companies rapidly adopted digital engagement strategies, including virtual detailing, webinars, and AI-driven doctor interaction models. While digital platforms kept the industry functioning, many companies downsized their field force, prioritizing efficiency over headcount. The role of MRs evolved from traditional face-to-face promotion to a hybrid model, where tech-driven communication became essential.

Digital Transformation in Pharma: A Pandemic Boom, But Was It Sustained?

COVID-19 accelerated the digital transformation of the pharmaceutical industry at an unprecedented pace. Telemedicine became mainstream, reducing the dependency on in-person doctor visits. E-pharmacies flourished, offering direct-to-patient medicine delivery. AI-driven data analytics helped pharma companies predict demand and optimize supply chains. Virtual doctor engagement, through webinars and omnichannel marketing, became the norm. Additionally, electronic health records (EHRs) and real-time prescription tracking gained traction, allowing for better patient management and adherence monitoring.

However, by 2025, as normalcy was restored, the sustainability of this transformation has been mixed. In-person doctor visits have bounced back, reducing dominance of telemedicine.

In the coming times it is expected and predicted that , telemedicine will dominate for routine and non-urgent care, while in-person visits will remain essential for complex and emergency cases. The key will be the seamless integration of both modalities into a hybrid healthcare model that prioritizes patient convenience, accessibility, and quality of care. Patients will likely choose based on their specific needs, with telemedicine becoming the default option for many scenarios.

Many doctors, especially in semi-urban and rural areas, prefer face-to-face interactions with pharmaceutical representatives, making virtual detailing less effective than during the pandemic. E-pharmacies continue to grow but face regulatory challenges.

AI-driven analytics and omnichannel engagement remain vital for pharma companies, but traditional salesforce interactions have also regained importance. Thus, while digital transformation has left a lasting impact, it has not entirely replaced conventional methods—it has rather become a complementary tool for enhanced efficiency.

An Interesting Twist: The Vaccine Race and Global Recognition

India’s pharmaceutical sector gained global recognition through the rapid development and mass production of COVID-19 vaccines. Bharat Biotech’s Covaxin and Serum Institute’s Covishield played a crucial role in India’s vaccination drive and global supply. The industry’s ability to scale up vaccine manufacturing and distribution reaffirmed India’s position as the ‘pharmacy of the world.’

The pandemic was a defining moment for the Indian pharmaceutical industry, accelerating digital transformation, reshaping brand dynamics, and reinforcing India’s critical role in global healthcare.

Celebrating Philip Kotler’s 90^th Birthday in India – Launching H2H Marketing

30 May 2021 marked a truly remarkable day in the history of pharmaceutical marketing—a day worth remembering in golden letters.

On an invitation initiated by B – Black Belt Brand Builders (formerly The Enablers) and taken forward by Swati Sinha of PharmaState Academy, the 90th birthday of Philip Kotler, widely regarded as the ‘Father of Modern Marketing,’ was celebrated in India through a virtual event, held two days later to align with a Sunday.  It was a virtual event due to the lockdown restrictions in place at the time.

On this special occasion, Philip Kotler, shared his wisdom and insights with 7,527 sales and marketing professionals from India and Bangladesh. It was an inspiring moment that left a lasting impact on everyone present, reminding us of the power of human-centric marketing in the pharmaceutical world.

The occasion also marked the launch of the book “H2H Marketing: The Genesis of Human-to-Human Marketing”, authored by Philip Kotler, and co-authored  by Waldemar Pfoertsch, and Uwe Sponholz.

During the event, Kotler emphasized that H2H Marketing is about redefining the role of marketing by placing people at its core. The book highlights that marketing should work for people, not against them, and that marketing strategies must align with the goal of delivering people-for-people benefits.

In the pharmaceutical industry, this translates to Patient-Centered Marketing, which is essentially Human-to-Human Marketing tailored to healthcare. This approach ensures that marketing efforts are ethical, empathetic, and focused on improving patient outcomes, making it a vital concept for newcomers in the Indian pharma sector to understand and embrace.

Here’s a more humble and audience-focused revision of your text: 

The author of this essay never anticipated being invited to speak at the “Executive Seminar – Humanistic Marketing,” an event graced by distinguished personalities such as Philip Kotler, Waldemar Pfoertsch, and Uwe Sponholz as the main speakers. 

In 2024, the book “Humanism in Marketing: Responsible Leadership and the Human-to-Human Approach”, edited by Philip Kotler and Waldemar Pfoertsch, featured a 28-page chapter titled “Humanistic Marketing – The Pharma Perspective,” which the author of this blog had the privilege of contributing. 

The Pharma Odyssey: A Journey of Breakthroughs and Belief

Looking back over these five decades, the Indian pharmaceutical industry has undergone a remarkable transformation. What began as a modest challenge to multinational companies in the 1970s has evolved into a robust and globally competitive sector.  This is a graph which compares the growth of the population of India and the growth of the Indian pharmaceutical market.

Source: Sheetal Sapale (February 2025). Pharmatrac: Indian Pharma Industry Performance. Property of Pharmarack  (With due permission)

It’s tempting to infer that the rapid growth after 1990 was only because of new process patent laws. However, the growth exploded even more after product patent laws were introduced in 2005. So, the authors suggest something else was at play: the strong branding and marketing skills Indian pharmaceutical companies learned from experienced Indian marketing experts, notably Prof. Chitta Mitra, Prof. Tarun Gupta, and others. Essentially, they got better at selling their products thanks to these influential figures. 

The strategic use of process patents in the 1980s and early 1990s laid the foundation for India’s emergence as a pharmaceutical powerhouse, though this period of growth wasn’t without its complications, as seen in the ethical challenges that emerged in marketing practices during the 21^st century.

The industry’s maturation is particularly evident in the shift from traditional marketing to a patient-centered approach in the 21^st Century. This evolution, coupled with the transition to product patents, demonstrated how the sector could adapt while keeping patient welfare at the forefront. The success of major brands built on this patient-first philosophy proved that ethical business practices and commercial success could go hand in hand.

The most recent decade has been perhaps the most transformative. The COVID-19 pandemic, while challenging, accelerated the industry’s digital transformation. The introduction of the UCPMP-2024 regulations marks a significant step toward ensuring good marketing practices, suggesting a future where technology and ethics work together to advance healthcare delivery.

As someone who has witnessed these changes firsthand over 51 years, I can say that despite its ups and downs, the Indian pharmaceutical industry has shown remarkable resilience and adaptability. While challenges remain, especially from the US Big Pharma, the sector’s journey from being a challenger to becoming a global player shows its potential to continue innovating while maintaining its commitment to improving global health.

The future of our pharmaceutical industry will depend on industry leaders who will invest in people and technology. As the digital pharma marketing guru Salil Kallianpur says: “…it most likely won’t be the existing people and the existing view of technology. I guess it will need new people (thinking and imagination) and new technology (at levels which will make today’s tech seem like Ford’s T-models) to manage the new/evolved compounds, competitors and consumers.”