Reverse Innovation in Ayurveda: Lessons to Learn

International Journal of Modern Research in Engineering & Management (IJMREM)
||Volume|| 1||Issue|| 3 ||Pages|| 32-42 ||March 2018|| ISSN: 2581-4540
www.ijmrem.com IJMREM Page 32
Reverse Innovation in Ayurveda: Lessons to Learn
Dr. Shailly Nigam
----------------------------------------------------ABSTRACT------------------------------------------------------
Ayurveda has existed as a system of medicine in India since times immemorial. Earliest references to it are made
in the ancient religious scriptures called Vedas dated more than 5000 years ago. The cross-country trade among
the nations made the science of Ayurveda known to the western world and impress it due to the absence of adverse
side effects present in Allopathy, the most widely used medical practice system in that region. Since middle
twentieth century, Ayurveda has been adopted and popularised as an accepted form of alternative medicine in the
Western world. However, various laws and medical regulations, unregulated practice and fast commercialisation
of Ayurvedic system of medicine has also resulted in ethical and legal issues. This paper initially discusses the
significance of reverse innovation and thereafter presents a case study of reverse innovation in Ayurveda to draw
suggestions for the benefit of other fields. The methodology used includes analytical study of relevant documents,
archival records and interviews. The research shows how indigenous frugal products can prove themselves to be
financially beneficial for the global market and at the same time be used for fulfilling the need of inclusive welfare,
thus playing a significant innovative role in the growth of an economy. Nevertheless, there can be certain caveats
too, which, if taken care of, shall lead to a win-win situation for all the stakeholders.
KEYWORDS: Emerging Economies, Reverse Innovation, Ayurveda, Case Study, Innovation, Economic
Growth
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Date of Submission: Date, 19 February 2018 Date of Accepted: 25 March 2018
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I. INTRODUCTION
Reverse innovation (RI) is a new product development approach where an innovation is planned and implemented
first in developing economies earlier than introducing it to the West. The term was first coined by Vijay
Govindrajan, Chris Trimble and Jeffery Immelt (2011). RI is a significant phenomenon in for the growth of
developing economies, given the comparative advantage of developed economies to take on rigorous research and
development work. Popular devices such as cameras, phones, computers etc. were invented in developed
economies only and were introduced in developing countries remodelled in accordance to their needs and
affordability. Amongst this all, there are innovations that get initiated in emerging economies and are later
remodelled to be transported to developed countries as per their demands. Figure 1 illustrates the difference in
both these innovations.
Global Innovation
Reverse Innovation
Figure 1. Global Innovation vs Reverse Innovation
The main drivers of the reverse innovation are the high rate of globalisation in world economies, low rate of
growth in rich countries and escalating level of growth and income in developing countries. These factors also
enable the emerging economies to take the advantage of low price and enormous pool of human and natural
resources of housing them. Indian MNCs being no different, exploit the endowments to their favour and make
efforts to remodel their goods and services as per the needs and conditions of the developed economies. This
process has produced several benefits for both Indian as well as developed countries in terms of variety of relevant
goods at cheaper prices, rise in employment opportunities in the relevant industries, technology advancement in
the associated sectors and so on. In this way Reverse Innovation has gradually developed the production methods
and consumption patterns across the world.
Developed
Economies
Adaptation
Developing
Economies
Developing
Economies
Innovation
Developed
Economies

Reverse Innovation in Ayurveda: Lessons…
India has also experienced the above stated benefits when its businesses adopted the Reverse Innovation strategies
in the indigenous field of Ayurveda and continues to reap huge profits from the redesigning their products
according to the need of the consumers in developed economies. At this backdrop, this study aims to explore the
gains of reverse innovation strategies in India by drawing lessons from the case of reverse innovation in the field
of Ayurveda. For this purpose, a few successful companies have been studied to understand the trends and explore
the benefits reaped by these companies in terms of their increased revenues, share and positioning across the
world. These benefits have been enhanced manifold by the rapid shift of global consumption power towards
organic and unadulterated products.
This paper is divided into six section, first section introduces the term Reverse Innovation and suggests why
Ayurvedic products serve as the classic example of reverse innovation. Second section reviews the literature
prevailing on the topic. Third section explains the research methodology to be followed to explore the phenomena
of reverse innovation undertaken in Ayurveda. Fourth section discusses the case of reverse innovation in
Ayurveda, presents a detailed analysis and draws lessons for other industries in general. Fifth section concludes
the study.
II. LITERATURE REVIEW
Though the term reverse innovation has multiplied in strategic importance, the literature in the above field is
limited. A close examination of the literature submits that there is a plenty of possibility of confusions as to what
reverse innovations exactly is, how it becomes dissimilar to other innovations as well as what are the drivers and
environmental requirements needed for it to be successful.
Most modern-day business at noteworthy stages has taken place “within” the regions of the European Union,
North America, or Asia rather than “across” these regions (Rugman, 2003). Much of the global business literature
has discussed upgrading of firms in emerging markets, instead of their competencies to generate innovations of
interest to developed markets (McDermott & Corredoira, 2010; Kumaraswamy, Mudambi, Saranga, & Tripathy,
2012). These businesses generally comprise of small and medium size enterprises (SMEs) building their own
recognition and making local industrial benefits. RI approaches have established highly inadequate attention in
perspective of SMEs benefiting their countries through the development of new emerging market industries.
Govindarajan and Ramamurti (2011) have suggested five reasons for the occurrence of RI in SMEs :
• low-end markets in developed economies may accept what are otherwise emerging economy offerings;
• features of lower cost designs could be assimilated into offerings for developed economies that eventually
make allowance for price breaks;
• certain functional innovations might also be attractive to developed country markets;
• low cost products might become better in time to be accepted in developed markets; and
• sometimes, some frontline technologies may surpass heritage technologies. Moreover, foreign direct
investment (FDI) from emerging markets to developed economies may be an important driver of RI, as
explored from industry-based, resource based, and institution-based perspectives (Yamakawa, Peng, &
Deeds, 2008).
High consideration has been paid to firms from emerging economies and how in going global they threaten
western MNCs in their local grounds which they have dominated hitherto. Testing their new products/services
and business model solutions in “emerging” economies learn how to innovate and disturb international
competition by leveraging on their high-tech low-cost capacity to reach the market (Williamson & Zeng, 2004;
Williamson, 2005; Williamson & Zeng, 2008; Williamson, 2010). Immelt et al (2009) suggested that because
majority of current and future global economic growth is likely to happen in emerging economies, innovation
particularly targeted at these markets is crucial.
III. METHODOLOGY
This study aims to addresses the following three research questions:
(1) How is reverse innovation being implemented in Ayurveda industry?
(2) How successful has the reverse innovation in Ayurveda been in domestic and global markets?
(3) What socio-economic implications does this reverse innovation have for emerging markets?
Due to the novelty of the reverse innovation phenomenon and lack of appropriate empirical discernments into
reverse innovation’s organizational implementation, the study adopts a case study approach and adopts a
qualitative research based on studies of the main firms in Ayurveda industry.

This study began by investigating existing literature on innovation for resource-constrained consumers in
emerging markets. For the purpose of collecting extensive data of high quality, the research focusses on some of
the most frequently used sources of data for case studies suggested by Yin (2009):
• Documentation
• Archival records
• Interviews made by others.
IV. CASE OF AYURVEDA
Ayurveda is a traditional holistic medical system of India. Its notions about health and disease endorse the use of
herbal compounds, special diets, and other distinctive health practices. Though the system has been in practice
from around 5,000-10,000 years, as an all-inclusive health care system with eight branches, together with
pediatrics and gynecology, the West became interested in it only in the mid 1970's as Ayurvedic teachers from
India began visiting other countries. Today Ayurvedic colleges and companies producing Ayurvedic medicines
are opening throughout Europe, Australia, and the United States.
Analysis of Firms : Ayurvedic medicines manufacturing is quite prevalent among indigenous small sized
companies in India. The industry remains dominated by some key firms for decades, joined recently by some
others following suit, and generates a business of estimated at around a billion dollars per year. The products of
the industry are categorised under "fast moving consumer goods" (FMCG), hence majority of the larger Ayurvedic
medicine producers also make items in the areas of foods and toiletries (soap, toothpaste, shampoo, etc.).
The main participants in Ayurveda business are Dabur, Baidyanath, and Zandu, which together command about
85% of the revenues. The following is a brief description about them:
• Dabur India Ltd: Dabur India is also a world leader in Ayurveda with a portfolio of over 250 Ayurvedic
products. It was established in 1884, and stands at a revenue of over Rs 8,436 Crores in 2017. Dabur's
products also have huge presence in the overseas markets and are today available in over 120 countries
across the globe. Its brands are highly popular in the Middle East, SAARC countries, Africa, US, Europe
and Russia. Dabur's overseas revenue today accounts for over 30% of the total turnover.
• Shree Baidyanath Ayurved Bhawan (p) Ltd.: The company was established in 1917 and specializes in
Ayurvedic medicines and allied FMCG. The Company's export division is rapidly widening its network
worldwide, making its presence felt in the USA, UK, Italy, Germany, France, Netherlands, Latvia,
Singapore, Mauritius, Kenya, Seychelles, Greece, Morocco, New Zealand, Bangladesh, Australia.
Baidyanath also undertakes outsourced work for international brands of different countries.
• Zandu Pharmaceutical Works: Started in 1919, the company focuses primarily on Ayurvedic products.
Zandu’s Ayurvedic Herbal Health Care products are available in almost all major international markets.
One of its current projects is to develop a dopamine drug from a plant extract, applying for new drug status
in the U.S.
• The Himalaya Drug Company: Started in 1934, the company boasts of offices in India, USA, Europe,
Middle East, South Africa and South East Asia. These offices manage and monitor the marketing and
distribution of the Himalaya range to 88 countries. Innovation at Himalaya does not begin and end in the
research lab, but extends to the procedures we apply to quality control, cultivation and standardization of
herbs, safety measures and formulation processes-in short, from start to finish.
• Charak Pharmaceuticals: The journey of Charak began in the year 1947 with a vision to improve the
quality of life by making herbal healthcare available internationally. Its products are well accepted in more
than 35 countries worldwide including USA, UK, Greece, Portugal, Bulgaria, Ukraine, Kazakhstan,
Tajikistan, Uzbekistan, Algeria, Kenya, Ghana, Nigeria, South Africa, Sri Lanka, Malaysia, Cambodia,
Singapore, Mauritius, Bangladesh, Fiji Islands, Oman, Yemen, Bahrain, Dubai, and many more.
• Vicco Laboratories: It was established in 1958 and its products include Ayurvedic topical therapies. The
company is best known internationally for its toothpaste product, Vajradanti, which has been marketed in
the U.S. for more than 25 years. The company has established strong foothold in almost every developed
country in Asia, Europe, America, Africa and Australia.

• The Emami Group: Started in 1974, the company provides a varied range of products, doing 12000 crore
of business annually, though only a portion is involved with Ayurvedic products, through its Himani line;
the company is mainly involved with toiletries and cosmetics, but also provides Chyawanprash and other
health products. It has presence in 63 countries.
• Aimil Pharmaceuticals Ltd.: Established in 1984, and engaged in manufacturing and sale of both generic
and proprietary Ayurvedic medicines, with a business level of about 20 million dollars annually. Its wide
range of Ayurvedic herbal formulations, covering most therapeutic segments, was honored by the Indian
government's National Award for Quality Herbal Preparations and National Award for R & D in the year
2002. It is known for its proprietary formulas for hepatitis, diabetes, menstrual disorders, digestive
disorders, and urinary diseases.
• Universal Medicaments: It has a joint venture for research and manufacturing of herbal products with
Cipla Ltd. and Lupin Ltd, two leading pharmaceutical companies of India. Universal is engaged in
manufacturing and exports of both pharmaceutical formulations and research-based herbal medicines.
Several small companies that have grown rapidly, especially in Kerala, in recent years envisage themselves as
crucial players in the Ayurvedic market. The market for Ayurvedic internal medicines is dominated by
Chyawanprash, an herbal honey comprised of about 3 dozen ingredients, with amla (emblic myrobalans) as the
key ingredient. The leader in this field is Dabur, which had a 69% market share at the end of 2002; followed by
Baidyanath, with nearly 11%, and Zandu and Himani (Emami Group) with about 7.5% each. A variety of
individual herbs, traditional formulations, and proprietary medicines make up the rest of the health products
section involving internal remedies, while the remainder of the market is taken up by toothpastes and powders,
skin creams, massage oils, shampoos, and other topical preparations.
Exports of Ayurvedic medicines have gone past 100 million dollars a year. About 60% of this is crude herbs which
have to be used as intermediary goods in developed economies. About 30% is finished product shipped abroad
for direct sales to consumers, and the remaining 10% is partially prepared products to be finished in the foreign
countries.
Analysis of Products : Indian companies have also innovated by developing of a new product marketed as
"nutriceuticals" (substances not registered as drugs, but used like nutritional and dietary supplements, sold over
the counter in various formulations with specific health benefits portrayed for them). These products are made
from plant isoloates and are in high demand across the globe. Today, Japan, China and USA have emerged as
bigger suppliers than India, but the companies have direct or indirect link with Indian counterparts. One such
example is Sabinsa Corporation which is a U.S. company having Indian affiliates s the Indian tradition, though it
also takes on similar projects involving herbs from other sources. The company was founded by Dr. Muhammed
Majeed, a first generation Indian immigrant to the USA. Today the Indian research and development branch of
the company has over 500 employees. The company makes huge profits from converting traditional Ayurvedic
ingredients into modern products, such as guggulsterones and boswellic acids that are now in high demand. For
both these herbs, the research and product development instigated in India.
However, not all producers are as innovative and there are some such as New Delhi based Surya Herbal which
promotes well-known prescriptions or make up new proprietary formulas. They are the manufacturers and
exporters of a wide range of Ayurvedic generic, branded specialties and other OTC herbal healthcare products.
The company provides 15 formulations, which match, for the most part, the categories of natural therapeutics in
international demand. The company’s success is marked by a gradual move away from traditional Ayurvedic
products to the new formulations and dosage forms that suit the current demands.
Some of the most famous and widely accepted Indian innovations in Ayurvedic medicine are shown in Table 1.1.

Table 1.1. Indian Innovations in Ayurvedic Medicine
Product Name Uses
Adhatoda Vasica- (Adhatoda vasica)
Standardized Extract
respiratory support,
cough-cold aid
Amla- (Emblica officinalis)
rejuvenating agent
Andrographis paniculata
liver support
Ashwagandha (Withania somnifera)
Adaptogen
Asparagus Racemosus
Adaptogen
Bacopin (Bacopa monniera)
memory support
Bioperine (Piper nigrum)
nutrient bioavailability
enhancer
Boswellin (Boswellia serrata)
anti-inflammatory,
arthritis support
Boswellin Forte (Boswellia serrata)
anti-inflammatory,
arthritis support
Calcium Sennosides (Cassia angustifolia)
laxative action
Centellin (Centella asiatica)
skin health, general tonic
Coleus Forskohlii
Traditional use:
circulation support; new
uses: sports nutrition,
weight management
Curcumin C3
Complex® (Curcuma longa)
antioxidant, anti-
inflammatory
Fenusterols ® (Trigonella foenum graecum)
sports nutrition
Ginger Dry Extract (Zingiber officinale)
digestive aid

Ginger Soft Extract (Zingiber officinale)
digestive aid
Gugulipid® (Commiphora mukul)
healthy cholesterol
Gymnema Sylvestre (Gymnema sylvestre)
healthy blood sugar
Hot Sip® (Combination of 4 herbs)
Powdered Extract
cough & cold aid
Inula Racemosa
circulation support, skin
health
Licorice - (Glycyrrhiza glabra)
Expectorant
Momordicin® - (Momordica charantia)
blood sugar support
Mucuna Pruriens tonic, energy
Neem Leaf Extract (Melia azadirachta)
Antiseptic
Phyllanthus Amarus (Phyllanthus amarus)
liver support
Picroliv® (Picrorhiza kurroa)
liver support
Piper Longum
thermogenic
Rubia Cordifolia
skin health
Silbinol™ (Pterocarpus marsupium)
blood sugar support
Terminalia Arjuna
circulation support
Terminalia Belerica
rejuvenating agent
Terminalia Chebula
rejuvenating agent
Tinofolin ® (Tinospora cordifolia)
urinary health
support

Trikatu (Ayurvedic Formula)
Powder
thermogenic, digestive aid
Triphala (Ayurvedic Formula)
digestive aid
Tulsi Extract (Ocimum sanctum)
blood sugar
support, rejuvenating agent
Tylophora (Tylophora indica/asthmatica)
respiratory support
This process has produced several benefits for both developing countries as well as developed countries in terms
of variety of goods at cheaper prices, rise in employment opportunities, technology advancement etc.
Innovation in Market Development : A distinctive discussion is required for the SAARC (South Asia
Association for Regional Cooperation) economies. The member countries include India, Pakistan, Nepal,
Bangladesh, Bhutan, Maldives, and Sri Lanka and all of them have been influenced by Ayurvedic medicine. Inter-
SAARC Ayurvedic medicine business has been usually limited to raw materials that grow in northern mountain
regions and are is later exported to southern lowland regions. Because of the large number of very small factories
that try to service the local communities, with products labeled with the local language, there is little opportunity
for suppliers in one SAARC country to send finished products to another SAARC or even abroad. Entrepreneurs
in these countries (mainly in India) seeking to break into the market for natural products have determined, rightly,
that the demand for traditional style Ayurvedic medicines both inside and outside the region is limited, despite
growth trends as high as 20% annually encountered in the late 1990s. They have aimed to bolster interest by
carrying out scientific research into promising herbs and formulas that are based on Ayurveda but not necessarily
reflecting traditional practices.
The Reverse Innovation in Ayurveda has led to high growth in industry. Businesses implement new technologies
resulting from a product innovation process and prove their range of applicability which is consequential to
increase in process innovations thus leading to an increased efficiency and decrease costs. As more and more
Multinationals adopt and opt to produce and/or invent new products in India for local as well as western markets,
the Indian organisations are receiving higher FDIs and also the indigenous companies are increasing their
investments to build advanced R&D facilities Reverse Innovation in Ayurveda has led to the overall development
of the entire ecosystem comprising of Tier I and II suppliers, technology vendors, educational institutions which
support, fortify and facilitate this unparalleled growth.
V. CONCLUSION
Reverse innovation means developing the products in the developing markets and selling it to the developed
world. It leads to products which are created locally in developing countries, tested in local markets, and, if
successful, then upgraded for sale and delivery in the developed world.
Ayurvedic science is an age old medicine system in India and the businesses involved in Ayurvedic products have
participated successfully in the process of reverse innovation. This has resulted in significant benefits for them.
The main advantages of the businesses practising reverse innovation in Ayurveda are as follows:
• revenues,
• global presence,
• updated products
• ensure the survival, sustenance and success over global competitors
• open the new avenues of growth through creation of a vast customer base
• making entries in new emerging markets
The case study can be used to derive learning for various industries interested in reverse innovation.

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