Mahesh Malhotra

🚨 Pharma Export Alert India’s CDSCO has rolled out a new rule: ➡️ No pharma exports allowed if the product has less than 60% of its shelf life remaining. 👉 Example: A drug made in Mar 2024, expiring in Feb 2026 → By May 2025, it becomes non-exportable, even though it still has 9 months of life left! ⸻ ❓ Why the rule? To prevent substandard exports and protect India’s image as the “Pharmacy of the World.” ⸻ ⚠️ The issue? • Mass destruction of usable stock • MSMEs face big losses • Exporters stuck with customized batches they can’t repurpose ⸻ 💬 Industry voices say: • Align with importing countries’ shelf-life norms • Restrict the rule only to high-risk drugs (narcotics, injectables, etc.) • Don’t penalize low-risk products like vitamins & OTC medicines ⸻ 🔥 The debate is clear: Quality vs. Practicality Can we strike a balance that ensures both patient safety and business sustainability? ⸻ 👉 What do you think? Should India relax this rule or stick to it for global credibility? #PharmaExports #CDSCO #DrugSafety #IndianPharma #HealthcarePolicy #GlobalHealth

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Marketing & SFE: Strengthen the Foundation of Pharma Growth In the evolving landscape of the pharmaceutical industry, Marketing and Sales Force Effectiveness (SFE) have emerged as critical drivers of sustainable business growth across markets. Marketing today is an end-to-end responsibility ,encompassing strategic planning, seamless execution, and continuous performance evaluation. It is no longer confined to strategy formulation alone rather, it involves translating strategic intent into measurable outcomes through effective execution on the ground. However, even the most well conceived marketing strategy cannot succeed in the absence of strong business hygiene. When the foundational elements of the business ,such as data integrity, operational processes, compliance, and field readiness if are not in place, the best strategies often fail to deliver their intended impact. Success in today’s dynamic and competitive environment requires organizations to: • Strengthen business fundamentals by ensuring accuracy, compliance, and operational excellence. • Balance strategy and execution, giving equal importance to both design and delivery. • Empower field teams through robust SFE frameworks that align objectives, capabilities, and outcomes. • ciltivate a culture of continuous learning and improvement, where feedback from execution informs future strategies. Ultimately, strategy without execution remains only a vision. True success in pharmaceutical marketing is achieved when strategic foresight is complemented by disciplined execution—transforming plans into performance and insights into impact.

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The U.S. government has waived tariffs on Indian pharmaceutical exports, while India maintains a 10% tariff on 50% of overall U.S. pharma imports (~$800M). Shares of Indian pharmaceutical firms that have significant U.S. market exposure, such as Dr. Reddy’s (46%), Aurobindo Pharma (48%), and Zydus Lifesciences (47%), surged up to 13% on April 3, 2025. Meanwhile, the Nifty Pharma index jumped up to 4.5% in early trading on April 3, 2025, marking its biggest single-day gain since September 2020.

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100% TARIFF ON PHARMA Did you know? A majority of Indian pharmaceutical giants rely heavily on the US market for their revenues. 📊 As per FY24 data: Gland Pharma → 54% from US Dr. Reddy’s → 53% Aurobindo → 48% Zydus → 44% Piramal Pharma → 41% Lupin → 34% Sun Pharma → 32% Cipla → 30% While India is known as the “Pharmacy of the World”, the domestic market contributes far less to these companies compared to exports — especially to the US. This raises an important question: 👉 Should Indian pharma companies focus more on domestic healthcare access along with global expansion? #IndianPharma #Healthcare #BusinessInsights #Exports #USMarket

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H&H Healthcare and Cosmetics Private Limited has officially started the construction of it’s new 1.80 lack sqft warehouse (1,80,000sqft), marking a huge milestone in diclining the logistics and inventory management cost by it’s automation and being the first of it’s class warehouse that has dedicated air handling units designed as per the rooms and segregated for the same. This multimillion dollar investment marks another example of H&H Healthcare and Cosmetics Private Limited’s commitment towards quality and being the benchmark in the industry for quality driven processes, as we (H&H Healthcare and Cosmetics Private Limited) is strategically positioned in the centre of India, in Indore, MP, we are near every port of the country and in 10 km from the nearesr dry ports connectivity station. #CDMO #indore #manufacturing #nutrition #nutraceuticals #herbalsupplements #foodsupplements #innovations #researchanddevelopment #india

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Laurus Labs Invests ₹833 Crore in Krka Pharma for New Manufacturing Facility In a strategic move to bolster its manufacturing footprint, Laurus Labs Limited has announced an investment of ₹833 crore in Krka Pharma Private Limited, its joint venture with Slovenia-based KRKA d.d., Novo mesto. The investment, approved by Laurus Labs' Board of Directors on March 6, 2025, will facilitate the acquisition of land and the establishment of a new manufacturing facility aimed at serving the Indian and other emerging markets. KRKA d.d., the co-venturer, will also contribute ₹867 crore to the venture, maintaining the existing 51:49 shareholding ratio between KRKA d.d. and Laurus Labs Limited. The funds will be utilized to set up infrastructure for the production of finished pharmaceutical products. Krka Pharma, incorporated in April 2024, is still in its early stages and yet to commence operations. The investment, structured through a cash subscription to equity shares, is expected to be completed by March 31, 2025.

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📈 Indian Pharma Market – October 2025 Snapshot The Indian Pharmaceutical Market (IPM) recorded a robust 9.5% value growth in October 2025. Among top therapies, the Respiratory segment led the charge with double-digit growth in both value and units. 💊 Mounjaro emerged as the No.1 brand in IPM, achieving ₹100 Cr in sales for the month. Our PharmaTrac Monthly Report dives deeper into therapy trends, growth drivers, and brand performance. 📄 Download the full October ‘25 report below. 🎥 Also, catch our latest webinar covering insights from the Cough & Cold and ORS markets here: https://shorturl.at/7xFhE

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This move isn’t just about numbers — it’s a statement of intent. With consolidation becoming a trend in India’s pharma sector, Torrent’s strategic bet places them firmly in the race to dominate high-margin chronic therapies and global CDMO services. If executed well, this deal has the potential to reshape the competitive landscape and deliver robust returns by FY27–28. 📌 Execution and synergy integration will be key watchpoints in the coming quarters. Exciting times ahead for the pharma industry! #TorrentPharma #JBchemicals #PharmaM&A #HealthcareBusiness #LeadershipMoves #IndianPharma #Strategy.

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🛑 Hard Truth: Many deserving Pharma Salespeople Stay Stuck at ABM/RBM/ZBM level — not because of lack of performance, but because they are victims of Politics? What are those Practical Obstacles for a Pharma Salesperson to Become GM/VP in India ? 1. Delivery vs. Politics . Even if you deliver targets year after year, it’s NOT enough unless you are seen in "good books" of the senior leadership. . Solution: Build smart relationships — not just with your immediate boss but also 2–3 levels above. 2. Limited Business Exposure Field sales alone won’t prepare you for GM/VP. . Top positions require P&L understanding, marketing strategy, regulatory know-how, team leadership across states. . Solution: Ask for special projects like new product launches, marketing team coordination, or training assignments to show your versatility. 3. Unspoken Education Requirements . Companies often prefer MBA, Executive MBA, or Strategic Management certifications silently (even if not written in JD). . Solution: Invest early in an executive online MBA or certifications (IIMs, ISB, NMIMS online are some examples). 4. City and HQ Politics . Being based only in a "small city HQ" can block your career — most leadership grooming happens in metros (Delhi, Mumbai, Hyderabad). . Solution: Plan relocation after Area Manager/Regional Manager level — move to Delhi/Mumbai/Bangalore for better visibility. 5. The “Yes Boss” Trap . Many build their career by saying "Yes" to everything, without questioning wrong strategies. . But GMs and VPs are expected to challenge, think independently, and drive business plans. . Solution: Cultivate critical thinking skills along with compliance. 6. Short-Term vs. Long-Term Thinking . Chasing quarterly incentives is necessary, but GMs are judged by year-on-year business development. . Solution: Learn to think in 12-month or 3-year cycles — brand building, field development, people grooming. 7. “Field Only” Branding . If you are seen as only a "good field guy" (doctor coverage + POB), it’s hard to break into corporate office. . Solution: Regularly interact with marketing/product managers, and align your field inputs with company strategy. ✨ Real Success Formula (Practical): 🎯 Deliver + Smart Networking + Business Skills + Education + Visibility at HO = GM/VP Material 👉 But sadly, in some places, sycophancy (Chamchagiri) and bribery (Ghoos) are taking centre stage. 👉 Real talent stands in line with patience, honesty, and hope... While others, armed with "connections" and "gifts," climb faster, bypassing merit. 👉 An organisation that rewards flattery and favouritism over skills and sincerity will eventually lose its best people. 👉 It's time we celebrate genuine achievers — not just "Yes Men." 👉 It's time organisations realise: short-term gains through wrong practices = long-term damage to credibility. #CorporateCulture #PharmaSales #Leadership #Meritocracy #WorkplaceCulture #Integrity #CareerGrowth ✍️ Preet Pal Singh

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#goodmorningtoall #sundayvibes This statement encapsulates a core truth about sustainable and successful businesses. Here's a breakdown of its key components and some reflections: Solving People's Problems At its heart, this emphasizes the customer-centricity of business. If you're not addressing a genuine need, pain point, or desire for someone, your product or service is unlikely to gain traction. "Problems" can be broadly defined: * Tangible issues: A broken car, a dirty house, a need for transportation. * Convenience: Saving time, making a task easier. * Emotional needs: Entertainment, security, connection, self-expression (e.g., fashion, art). * Aspirations: Helping someone achieve a goal, learn a new skill. A successful business identifies these problems, understands them deeply, and then innovates to create effective solutions. This requires empathy, market research, and a genuine desire to add value to people's lives. Without solving a problem, a business has no inherent reason to exist in the long run. At a Profit This part acknowledges the fundamental difference between a charity or a hobby and a business. While solving problems is crucial, a business must do so in a way that generates more revenue than it costs to operate. Profit is essential for: * Sustainability: It allows the business to continue operating, pay its employees, and cover its expenses. * Growth and Innovation: Profits can be reinvested into research and development, expansion, and improving products/services, leading to even better problem-solving in the future. * Reward for Risk: Entrepreneurs take risks, and profit is their reward for identifying opportunities and bringing solutions to market. * Scalability: A profitable model can be scaled to reach more people and solve problems for a wider audience. Without profit, a business is not sustainable, no matter how noble its problem-solving intentions are. The Interplay The beauty of the statement lies in the synergy between these two elements. * You can solve problems without profit (e.g., a non-profit organization), but it's not a business in the traditional sense. * You can aim for profit without solving a real problem, but such ventures are often short-lived, unsustainable, or even exploitative. Think of businesses that rely on fads without offering lasting value. The most successful businesses are those that find a sweet spot where they deeply understand customer needs and create solutions that are both effective and economically viable. This leads to a virtuous cycle where solving problems generates profit, and that profit enables the business to solve even more or bigger problems. In essence, this statement serves as a powerful reminder that true business success isn't just about making money; it's about making money by making a positive impact on people's lives.

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Following the release of Piramal Pharma's sustainability report, Mr. Ganesh Tripathy, Senior Vice President and Global Head - Sustainability & EHS engaged in an interaction with Express Pharma resulting into an exclusive story in the publication - 'From Compliance to Commitment: How Piramal Pharma is Reimagining Sustainability in Pharma.' The story highlights Piramal Pharma’s significant progress and clear commitments to responsible growth. The company aims to cut Scope 1 and 2 emissions by 42% and Scope 3 by 25% by 2030, with a 6% reduction already achieved in FY25.  Read more: https://lnkd.in/df_WE7VY #PPLSustainabilityReport2025 #PPLInsights

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India's pharma exports might soon hit a tariff wall. Fitch Ratings just warned that, while Indian corporates currently face limited direct impact from recent U.S. tariffs, the pharmaceutical sector stands vulnerable if the U.S. ramps up protectionist trade measures. Natco Pharma’s CEO Rajeev Nannapaneni didn’t mince words: “You can’t ignore 60–70% of your business and run your company.” That’s because the U.S. accounts for a massive chunk of Natco’s export revenue. So, how is Natco hedging its bets? They’re going global: A decisive ₹2,000 crore ($226 million) investment to secure a 35.75% stake in South Africa’s Adcock Ingram Holdings, a strategic move to diversify beyond the U.S. market. The takeaway? When policy shifts threaten your core market, you pivot and you do it fast.

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🗓️ The Tour Plan of a Manager – More Than Just a Schedule! 🚴‍♂️💼 In the dynamic world of pharmaceutical sales, a Manager’s tour plan is not just a calendar entry—it's a strategic tool that drives growth, performance, learning, and alignment. Whether you're an ASM (Area Sales Manager), RSM (Regional Sales Manager), or a ZSM (Zonal Sales Manager)—touring the field with your Medical Representatives (MRs) is where real leadership begins. Let’s break it down 👇 🔹 Why is the Tour Plan Important? . On-ground market pulse – Understand customer behaviour, doctor expectations, and competitive threats. . Real-time coaching – Help MRs improve call techniques, objection handling, and scientific detailing. . Relationship building – Meet KOLs (Key Opinion Leaders) with the team to build trust and long-term rapport. . Team motivation – Presence of a manager boosts MR morale; it signals care and accountability. . Compliance check – Ensure proper implementation of strategies, target coverage, and in-clinic conduct. 👨‍👩‍👧‍👦 Role Differences on Tour👇 . RoleFocus on TourObjectiveASMDay-to-day executionImprove MR productivity, area coverage, and Rx generation . RSM Strategic reinforcement-Evaluate ASM & MR performance, meet key clients, ensure strategy alignment . ZSM-Leadership & Vision Understand zone trends, meet top doctors, coach RSMs/ASMs, review future potential 🧠 Essentials for a Successful Tour👇 ✅ Pre-planned agenda ✅ Alignment with HO strategy ✅ Joint calls with purpose (coaching + sales) ✅ Regular feedback sessions ✅ Time with MRs individually ✅ Avoid bias – treat all MRs with fairness and intent ✅ Document observations & next steps 🧩 Do ASMs, RSMs, and ZSMs Need to Act the Same with Every MR? Not really. While fairness is key, personalization matters. Every MR has different strengths, gaps, and motivations. Uniform behaviour ≠ Uniform impact. Adapt your approach—some MRs need encouragement, others need coaching, and some just need acknowledgment. This differential leadership makes a massive difference. 💬 Bottom line👇 A well-planned, thoughtful tour creates value on the ground, sharpens execution, and strengthens the bond between strategy and action. Let’s not treat tour planning as a formality. Let’s make it purposeful, people-centric, and performance-driven. 💪 🎯 Helping organisations build strong sales teams in Indian Pharma #PharmaSales #Leadership #PharmaManager #IndianPharma #SalesTour #MRLife #ASM #RSM #ZSM #PharmaLeadership

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The Science of Dominating Hyper-Competitive Branded Generic Indian pharma Market: In India’s branded generics market, standing still means falling behind. When within most of the segments, rivalry is intense, what should a brand’s true objective be? And more importantly—how can you achieve it? From a pure business lens, the goal is singular: Sustainable market share growth. Not just short-term spikes, but long-term increase. But how do you translate that into action? The answer lies in a deceptively simple formula: Market Share = Brand Preference × Share of Brand Recall Each component is a function of a few other factors 1) Brand Preference is a function of: Company Equity Customer reach Relationships with HCPs & Few others 2) Share of Brand Recall is a function of: Reach of recall efforts Recall parity Recall differentiation & Few others Each factor carries a different weight and these weights vary further with each segment. So what’s the winning playbook? Map the rules of your segment—understand which factors matter how much Conduct competitive benchmarking—see where you stand on each success factor Allocate resources strategically to outperform competitors When you’re consistently one step ahead of competing brands, market share growth isn’t a hope—it’s an inevitability. As per my learning, business is science, when applied deliberately, it delivers results. #PharmaStrategy #BrandManagement #MarketShare #CompetitiveAdvantage #IndianPharma #Generics #BusinessStrategy #MarketingScience #Leadership #GrowthMindset Disclaimer: My personal perspective, shaped by my experiences. (The image used is for representation and sourced from the internet.)

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Torrent Pharma is acquiring JB Chemicals & Pharmaceuticals Ltd (JB Chem) from KKR at a valuation of ₹25,689 crore ($3 billion). • This is one of the largest pharma M&A deals in India, resulting from over a year of negotiations. • The deal gives Torrent access to a strong portfolio, especially in the cardiac and gastrointestinal (GI) segments. Market Position: • Torrent will move from 6th to 5th position in India by market share, surpassing Alkem. • Combined market share now at 4.9%, closer to Abbott (5.9%) and Mankind (5.7%). Revenue Boost: • Torrent’s combined annual revenue could exceed ₹13,500 crore, giving it significant scale benefits and improved margins. • Distribution Edge: Torrent gains JB’s deep reach in rural/semi-urban markets and diversified product mix. • ⁠ PE Exit: KKR scores a 5x return on its 2020 investment—strong validation of India’s pharma growth potential. #Pharmasectorgrowth

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