Sourabh Agrawal, Executive Vice President – Sales and Marketing, Lupin

What are the biggest marketing challenges and opportunities, respectively, for your brand currently?

Healthcare’s regulated nature presents specific marketing challenges like raising awareness about therapies, ensuring access to underserved populations, and navigating rapid digital transformation, but these also create unique opportunities. Lupin has been focusing on harnessing technology-driven evidence-based solutions that offer real-time patient support and insights. This includes the use of AI-powered chatbots and remote monitoring tools, redefining how we cater to the growing demand for personalised care.

Additionally, India is a highly price-sensitive market. While this presents a challenge, it also creates an opportunity to focus on value-based pricing strategies, tiered product offerings, and innovative financing models. Balancing these dynamics is at the core of our strategy, turning challenges into opportunities for growth and impact.

Has the Uniform Code for Pharmaceutical Marketing Practices’ (UCPMP) rollout impacted marketing practices in the pharmaceutical and medical device industry at large, and your company in particular?

The UCPMP has been a catalyst for change in the entire sector. Lupin embraced this change with resilience and redirected its focus to transparency and ethical practices, which have always been at the core of our operations. This shift has not only reaffirmed our commitment to trust through integrity but also inspired us to push towards value-led interactions, focusing on education, partnership, and patient outcomes. It hasn’t been without its challenges, but our ability to adapt and overcome these challenges has made our approach sharper and more intentional.

Where are you investing your marketing budgets this year?

This year, we focus on areas that create a real impact for patients and caregivers. We’re investing where it matters most—patient-centric initiatives, including support programs. Our budgets reflect a shift towards tools and platforms such as telehealth platforms, educational resources, and patient engagement apps that improve health outcomes.

Simultaneously, we are conducting a comprehensive assessment of every spend to ensure it aligns with our objective. It’s not just about reaching people; it’s about making our spending relevant and meaningful. This thorough approach to financial management is a testament to our commitment to responsible stewardship.

Has Gen AI shifted the fundamentals of marketing, especially when it comes to creativity?

Today marketing is no longer about discussions in a room but how quickly teams can ideate, flesh out the steps, and implement. At Lupin, we use AI to create personalised, culturally relevant patient education materials that resonate with different audiences.

What excites me the most is how it levels the playing field. Creativity is no longer about access to big budgets; it’s about ideas and how smartly you can deploy them. This emphasis on creativity in the AI-driven process is truly inspiring and motivates us to push the boundaries of marketing innovation.

80% of consumers are more likely to buy from a brand that uses humour. But why do 95% of business leaders fear using humour in their communications?

Humour in healthcare is tricky. Having said that, this doesn’t mean humour has no place in pharma. In fact, when used appropriately and thoughtfully, it can be a powerful tool.

The key is prioritising sensitivity and ensuring the humour aligns with the brand’s values and the patient’s experience. But I can understand why many leaders hesitate. In pharma, trust is not just important, it’s everything. It’s the foundation of our relationship with patients, and humour can undermine that trust if not done right.

Which industry topic doesn’t get talked about enough?

Urgently demanding our attention, health literacy is a pressing yet neglected issue in our field today, which leads to misinformed decisions, non-compliance with treatments, and, ultimately, poorer health outcomes. It’s also time to move beyond market trends and innovations and truly put the patient at the heart of our marketing strategies. Amidst our discussions on innovation, we must not lose sight of our social responsibility to ensure that new treatments and therapies reach all populations, particularly those in rural or economically disadvantaged areas.

Which topic should the industry stop talking about, and why?

While pricing often dominates industry discussions, shifting towards a value-based approach in healthcare is imperative. This approach emphasises patient outcomes and overall well-being rather than just the cost of treatments.

The industry should stop relying on broad, general campaigns and instead focus on personalised care and targeted messaging that truly meets patients’ individual needs.

How is your brand walking the sustainability talk?

Sustainability is all about ensuring a better tomorrow. At Lupin, we are aligned with the United Nations SDGs, ensuring our actions contribute to a larger global purpose.

Our initiatives reflect our dedication to reducing our environmental footprint and fostering a positive social impact. Our current S&P Global ESG score is 76, well above the industry average, highlighting our leadership in driving sustainable change within the pharma sector.

What separates your brand culture from others?

Lupin’s culture is defined by a singular focus—patient-centricity; we put patients at the heart of everything we do. This isn’t just a tagline; it’s a dedication that shapes every decision, every innovation, and every partnership we pursue. Whether it’s the way we design our products or how we engage with communities, the patient always comes first.

What needs to change in your industry when it comes to working culture?

The industry has come a long way with flexibility and inclusivity, but we still need to work on striking that balance between work and life, especially for younger professionals. Else the pace of the industry may lead to burnout.

Further, I believe we need to break the silos. Imagine a place where collaboration flows like coffee at 4 p.m., where you can be yourself—without worrying about wearing a mask; literally and figuratively. When we build a culture that lets people be their authentic selves and encourages team collaboration, we’re not just creating a happier workplace; we’re setting the stage for some serious success.

What is the best piece of professional advice you ever got?

In a challenging period of my youth, a mentor told me, ‘Change is the only constant, so embrace it and don’t be afraid’. This advice has stayed with me throughout my career. In the world of pharma and healthcare, where regulations, technology, and patient needs are constantly shifting, being able to adapt and discuss changes while not limiting our purviews is very crucial. This mindset has helped me stay ahead of the curve and carry on even during uncertain times with confidence.

Name a brand with an amazing customer experience that you really admire.

Amazon’s customer service is truly impressive. Their dedication to providing a seamless client experience, from fast delivery to a no-questions-asked return policy, is commendable. What I find most inspiring is how their commitment to continuous improvement, fueled by client feedback, has become a cornerstone of their brand. They have set the standard for exceptional service and have made customer convenience a core part of their brand commitment.

What keeps you up at night as a CMO?

Most days, I find myself reflecting on the profound impact we can have through healthcare marketing. It’s not about persuading consumers to make impulsive or mindless purchases. Instead, every choice, every marketing initiative, and every product introduction is an opportunity to enhance lives. I often contemplate how we can strengthen our connection with patients, meet their needs, and ensure healthcare is accessible to all.

This interview was first published in Campaign India on 22^nd January 2025