Dr. Lal Pathlabs (A)

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

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