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http://hdl.handle.net/11718/22168Full metadata record
| DC Field | Value | Language |
|---|---|---|
| dc.contributor.author | Mathur, Ajeet | - |
| dc.date.accessioned | 2019-06-04T22:39:20Z | - |
| dc.date.available | 2019-06-04T22:39:20Z | - |
| dc.date.issued | 2017-12-20 | - |
| dc.identifier.uri | http://hdl.handle.net/11718/22168 | - |
| dc.description.abstract | India’s diagnostics business valued at USD 10 billion was growing at 20% annually. Several players with different business models competed. Dr. Lal PathLabs, the world’s largest histopathology centre led with a menu of 3,500 tests, 1,600 collection centres and 7,000 pick-up points. Its Initial Public Offer had been oversubscribed 33.41 times and the team at Dr. Lal PathLabs was excited about expanding its international footprint. Two overseas companies were incorporated in Netherlands and Nepal. Yet, there were enormous unmet needs in India alongside potential for public-private partnerships. Trade-offs over portfolio choice and regional versus international footprint needed thinking through. | en_US |
| dc.publisher | Indian Institute of Management Ahmedabad | en_US |
| dc.relation.ispartofseries | BP0408(B); | - |
| dc.subject | Family Business | en_US |
| dc.subject | Growth Strategy | en_US |
| dc.subject | Dilation of Ownership | en_US |
| dc.title | Dr. Lal Pathlabs (B) | en_US |
| dc.type | Cases and Notes | en_US |
| Appears in Collections: | Cases and Notes | |
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