The Rise of Generic Pharma Marketing: What It Means for the Future of Medical Representatives

Having graduated in 1979 with a B.Sc. (ZBC) and coming from a family of very modest means, I never had the opportunity to appear for PMT—later known as CPMT and now replaced by NEET. Although medical science fascinated me and I dreamt of becoming a doctor, circumstances led me to choose the next closest profession.

In 1980, at the age of 20, I began my career as a Medical Representative in a Milan-based pharmaceutical company.

My journey started with a rigorous 30-day classroom training program. It covered human anatomy, disease pathology across organ systems, and their treatments—effectively compressing years of medical learning into a month. Once in the field, my manager personally demonstrated the art of detailing: how to open the Visual Aid Binder (VAB), use a pointer effectively, modulate voice, create emphasis, and engage doctors through pauses and storytelling. It was structured mentorship—not a “sink or swim” approach.

Field training lasted two weeks, during which I gradually progressed from detailing interns to confidently engaging Heads of Departments.

When I began independent visits, I rarely waited more than five minutes to meet a doctor. Consultations were interactive—doctors interrupted, asked questions, took notes, and appreciated detailed product discussions. Providing even six units of a product sample was considered meaningful support.

In those days, promotional inputs were modest—plastic pen holders, paperweights, writing pads, and occasionally ball pens. Yet, the respect and engagement we received were immense.

I took pride in my role. My peers envied my “princely” salary of ₹550 per month, along with allowances—₹3 per day for headquarters work, ₹4 for outstation headquarters, and ₹7 for travel.

My career progressed rapidly. By 1987, I was a Regional Sales Manager for the East, overseeing Bihar, West Bengal, Odisha, and the North-East. Organizational structures were lean—District Managers handled small teams of Medical Representatives, supported by four Regional Managers (North, South, East, West), reporting up to a National Sales Manager and then to senior leadership.

The industry functioned smoothly, apart from occasional challenges from trade unions like FMRAI, which had significant influence in the field.

Then came 1991—and with it, a relatively unknown company called Mankind. Its entry reshaped the rules of the game. Today, Mankind Pharma stands as a giant with thousands of Medical Representatives and a wide portfolio catering to every level of medical practice, from specialists to RMPs.

Around the same time, the internet began making inroads into public life (1993–1995), accelerating access to information and gradually transforming how doctors engage with pharmaceutical companies.

These two developments marked a turning point for the Indian pharmaceutical industry.

Now, we are witnessing another major shift: the rapid rise of generic pharmaceuticals, strongly supported by government policies. This transition threatens to disrupt traditional branded marketing models and, in many ways, feels like the “last nail in the coffin” for the conventional Medical Representative role.

This raises critical questions:

• What lies ahead for those currently working as Medical Representatives?

• What about those who have already been displaced?

• Are Medical Representatives still relevant in a generic-driven market?

• Can they reinvent themselves and remain meaningfully employed?

In the next part of this blog, I will attempt to explore these questions and examine the future of this profession in a rapidly evolving pharmaceutical landscape.