By- Nikkhil K Masurkar, CEO, ENTOD Pharmaceuticals
As India cements its status as a global pharmaceutical powerhouse, it is time for the industry to turn the lens inward. Beneath the surface of high-volume generics and export milestones lies a quiet set of structural inefficiencies—what I call the “weeds” of the Indian pharma industry. These practices, though not always unethical or illegal, are stifling innovation, eroding quality, and holding back our potential to lead the world in next-generation medicine.
Copycat Brand Saturation: A Case of Too Much of the Same
India’s domestic pharmaceutical landscape is flooded with countless brands offering the same molecules under different names. Regional and local companies continue to introduce “me-too” products, creating a hyper-competitive, price-driven environment. While this may benefit affordability, it has also led to brand fatigue among doctors, confused prescribers, and drained focus from genuine innovation. In such a crowded field, differentiation becomes difficult—and investment in R&D often gets sidelined.
False Promises to Employees: A Talent Trap
A worrying trend is the growing mismatch between employee expectations and organizational delivery. Many smaller and regional companies lure sales professionals with inflated salary promises and unreliable incentives. When such promises go unmet—often accompanied by delayed salaries and job insecurity—it leads to talent churn and disillusionment. In an increasingly specialized and competitive market, nurturing talent with transparency and integrity is no longer optional—it is essential.
Minimal R&D Investment: Innovation at Risk
Despite contributing to 20% of global generic drug volume, only a handful of Indian pharma companies invest significantly in research and development. For many mid-sized and small firms, R&D remains a neglected expense. This lack of innovation not only jeopardizes India’s long-term global leadership but also prevents the industry from addressing unmet medical needs through new drug discovery, biosimilars, or advanced delivery platforms.
Discount-Heavy Strategies: A Short-Sighted Game
Excessive discounting and trade schemes have become the default market penetration tactic for many local, PCD and regional pharma players. While such tactics may drive quick wins, they weaken the financial foundations required for product improvement, scientific advancement, and sustainable business practices. In the long run, this erodes brand trust and undermines India’s global pharmaceutical reputation.
Doctor Engagement Fatigue: The Cost of Repetition
The volume of repetitive promotional material reaching doctors today is staggering. This overload has created “communication fatigue,” where clinical detailing loses its meaning and impact. Doctors are left overwhelmed, disengaged, and uninspired—an environment hardly conducive to medical innovation or meaningful feedback.
Clearing the Weeds: The Way Forward
To unleash India’s full pharmaceutical potential, the industry must collectively refocus on long-term value and scientific leadership. This requires:
• Incentivizing original research and patent creation
• Imposing regulatory checks on excessive brand proliferation
• Mandating transparent and timely employment practices
• Shifting from transactional to value-based doctor engagement
• Introducing minimum R&D investment thresholds as a regulatory norm
India’s pharmaceutical future cannot be built on volume and affordability alone. The time has come to raise our standards—not just in labs, but across business practices. If we are to lead the world in innovation, we must first pull out the weeds in our own backyard. Only then can we cultivate a fertile ground for breakthrough therapies, global trust, and sustainable healthcare leadership.