Aiming to enter newer categories, generate revenue of Rs 1500 crores: Cipla Health

With the launch of initiatives across the categories you play in, what is the revenue you are targeting?

We intend to get to a revenue of ₹1,500 crore in a couple of years from now and have seen a huge ramp-up. We touched ₹1,000 crore a couple of years back. We have seen almost 10x revenue spike in the last 6-7 years. The idea is to maintain the momentum of growth.

Most of the categories we play in is about category development, convincing, cajoling, and joining hands with consumers to ensure they adopt these healthy wellness products in their lives. The penetration of these categories continues to be very low. The growth that we are seeing is no surprise, because consumers have become very conscious of leading healthy lives. They are seeking products that help them lead these healthy lives. And that’s where we see the growth coming in, despite the penetration in such a large size being still single-digit

What new categories are you planning to get into in the consumer health wellness space?

We operate in many categories, including smoking cessation, cough and cold, skin care, and hair care. We have our own D2C brands in skin and hair care. They are one of the widest offerings available that we have within the portfolio on consumer health.

Within the categories we play in, there is scope and potential for growth. Having said that, there are incremental categories; sexual wellness, gut health are great categories for us.

Will you get into the sexual wellness and gut health categories in FY26?

We have already made a small start with Unfold, which is a condom brand that we launched in the last quarter. We are seeing a great response from consumers. And to give you a sense, the idea is, the faster we get in, the better it is, because consumers are seeking solutions in these newer categories as well. FY26 or FY27 is when we should be getting into it. Sexual wellness, we have entered into the category. Gut health is something that we are now figuring out the right way to get into. But even for our existing categories, newer formats, and newer opportunities to satisfy consumers’ requirements, we are continuously figuring out a way to get there faster. 

Is the company looking for inorganic growth opportunities? Are you looking at acquisitions for the newer categories that you plan to get into?

We have done inorganic acquisitions in the past. We bought Endura Mass, which is a weight gain supplement. We bought Astaberry, which is a skincare brand. So, we are open to both organic and inorganic means of growing, if the asset fits into our philosophy and our principles are making a real difference to consumers. We believe that within our current ecosystem, we can make it a big brand. So, we are open to inorganic acquisitions as well in the future.

Newer categories that are emerging become very credible ones to seek out inorganic brands for, but even for existing categories, for example, pain care. There can be multiple ways of delivering the same benefit to the consumer. If there are products that have a different format and a different way that they are delivering the same benefit to the consumer, or it could be different price points, or it could be different geographies. So, even for existing categories, because the potential is so large, the addressable market is so large, if there are brands that allow us to add significant value to what we are doing, we would be open to that as well. We will not restrict it to categories where we don’t play. We are open to acquisitions, even in the categories in which we play.

How do you plan to ramp up the distribution network?

There are 7 to 8 lakh chemists in the country, and we go to more than 6 lakh plus. The objective that we are chasing is that by the end of this year, we should ensure that Cipla Health products are available in every single chemist across the country. We have a collection of brands: Nicotex, Omnigel, and Cipladine; these are very large, strong, and well-distributed brands across the length and breadth of the country. Wherever we see demand, our ability to take the product to that pin code and town is not constrained. It’s an unconstrained supply availability from that perspective.

We are also available in relevant formats across modern trade, various e-pharmacies and e-commerce sites. Wherever a consumer goes, that is where we seek to be available with our products.

What growth are you seeing in Quick commerce across your product categories?

We are channel agnostic. If it is e-commerce or q-commerce, whichever kind of products are allowed in the channels, we are open to taking the products there. But it is not a channel-specific opportunity, it is rather a consumer-specific opportunity. So, wherever consumers are seeking to shop the categories that we operate in, it is our responsibility to be present in those channels, and that’s how we look at these newer channels or even traditional channels.