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30 Minute Interview
'Selling is not just a matter of sales force'
 Concordas,
a professional service company providing research, development and commercialisation
services to life sciences industries, has recently joined the OPPI. It is now
the first British professional services company to join the premier trade association
for pharmaceutical MNCs and R&D in India. Colin Greenstreet, Founder
and Chief Executive discusses Concordas's plans for India with Sonal Shukla.
Why do you prefer India as a destination to leverage your
professional services?
I visited India in 1998 as the Head of a scientific
and Business delegation from GlaxoWellcome plc. I had been asked
by the R&D Executive Committee to look at R&D prospects
outside USA and Europe. During my visit to India, I had a chance
to meet pharma professionals in leading companies like Ranbaxy,
Dr Reddy's. I could also view government and private research facilities
and understand the medical and clinical trial infrastructure. We
were impressed by the intellectual capital in the country—the
people, their education levels, skills and energy.
As an entrepreneur, I have returned to India and building a professional services
company which combines the best of the West and India. The opportunity to work
with a highly educated, skilled, and motivated group of employees is what attracted
us to the country.
What kind of marketing services are you planning to offer
to the pharma industry?
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Indian companies are realising
the need for strategic marketing. They require consultancy skills both
for the domestic market as well as for their growing portfolio of later
stage NCEs under development targeted at world markets
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Our US and European clients are sophisticated marketers, but
they face challenges of a high cost base, relatively poor productivity
and a huge unfulfilled need for marketing insight early in the R&D
process. Our consultancy services are offered with a view to help
them overcome their marketing challenges. We help both the R&D
and commercial sides of our US and European clients. On the KPO
side, we take on more routine tasks of in-house market research
and analytical groups to allow our clients to focus their resources
on high value added and revenue generating activities.
Indian companies are realising the need for strategic
marketing. They require consultancy skills both for the domestic
market as well as for their growing portfolio of later stage NCEs
under development targeted at world markets. Our knowledge of western
markets and marketing practices and tools makes us a unique consul-tancy
partner for Indian companies as they develop their portfolios.
Do you plan to offer any special package designed particularly
to suit the needs of the Indian pharma industry?
We are right now looking at offering consultancy services and not KPO services
to the Indian companies. This is because we believe that Indian companies are
internationalising and that they will need partners to assist with marketing
and consulting skills.
The domestic Indian market is changing. Western companies are now increasingly
launching new products in the Indian domestic market with the implementation
of intellectual property rights. Indian companies themselves will be launching
patent protected products. This gives them an opportunity to differentiate their
products not only on the basis of price but also on parameters like value and
information. So, selling is not just a matter of sales force but of strategic
positioning.
Right now, we are in talks with a number of Indian companies about assisting
them with both commercial and R&D matters. Our primary focus will be assisting
them in issues related to international marketing.
Can you give prominent examples of internationalisation
of Indian companies for R&D?
Since 1998, the Indian pharmaceutical industry has changed enormously. In 1998
Ranbaxy and Dr Reddy's were pioneering R&D, and were pursuing strategies
of internationalisation. In 2006, there are 10 to 15 Indian pharmaceutical companies
building R&D capabilities, acquiring foreign marketing operations and exploring
foreign R&D and commercial partnerships. International revenue has been
growing much faster than domestic revenue. There has been a huge shift in the
mindset. I meet many senior Indian pharma professionals at international airports
and conferences who are on the move to build their busi-nesses not just in USA
or Europe but also in Brazil, Russia, Africa and China. Specific examples include
Torrent Pharmaceuticals, which has established several interesting and creative
R&D partnerships with international pharmaceutical companies, and Glenmark
Pharmaceuticals, which is pursuing an exciting policy of international acquisition
and marketing expansion.
How do you view the intellectual property protection scenario
in India?
The intellectual property protection environment in India is encouraging as
seen by the passing of recent Patent Amendment Act. The focus should now be
on converting the legislation and the spirit behind it into practice. Much is
being done in India to increase the number of trained patent agents and to expand
the patent review system to handle an expanding case load.
It is in the interest of all R&D led pharmaceutical companies,
Indian and western alike, to support these activities and to foster a culture
of respect for intellectual property. Investment in Indian R&D capabilities,
partnering with Indian R&D led companies and use of Indian research and
clinical development services will all be encouraged by this culture of respect.
What are your plans for Concordas in coming years?
Our focus is on serving and developing our client base and on building up and
developing our staff. Over time, we will no doubt add new services but for the
moment we are focused on excellent delivery of our existing services.
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