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http://hdl.handle.net/11718/22166Full metadata record
| DC Field | Value | Language |
|---|---|---|
| dc.contributor.author | Mathur, Ajeet | - |
| dc.date.accessioned | 2019-06-04T22:34:29Z | - |
| dc.date.available | 2019-06-04T22:34:29Z | - |
| dc.date.issued | 2017-12-20 | - |
| dc.identifier.uri | http://hdl.handle.net/11718/22166 | - |
| dc.description.abstract | Diagnostics services in India were growing at 20% annually with billing of USD 3.4 billion. With WTO’s GATS, foreign competition was arising. Dr. Lal PathLabs had formidable brand recognition and Dr. Arvind Lal was wondering whether to accept private equity and induct management professionals to keep pace with competitors through acquisitions or greenfield or sell out. He worried over loss of proprietary control. The industry practice of incentivizing doctors for referrals meant that acquisitions brought perverse incentive systems. The choice of compromising ethics or inventing another business model had to be made alongside whether to expand in India or abroad. | en_US |
| dc.publisher | Indian Institute of Management Ahmedabad | en_US |
| dc.relation.ispartofseries | BP0408(A); | - |
| dc.subject | management | en_US |
| dc.subject | incentivizing | en_US |
| dc.title | Dr. Lal Pathlabs (A) | en_US |
| dc.type | Cases and Notes | en_US |
| Appears in Collections: | Cases and Notes | |
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