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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.
© 2017 by the Indian Institute of Management, Ahmedabad
2017
Indian Institute of Management, Ahmedabad
Licensed re-use rights only. Cases of the Indian Institute of Management, Ahmedabad, are prepared as a basis for classroom discussion. They are not designed to present illustrations of either correct or incorrect handling of administrative problems. This case has been prepared by Professor Ajeet Mathur with the assistance of Ankur Sumesra at the Indian Institute of Management Ahmedabad. The author thanks (Honorary) Brigadier Dr. Arvind Lal, Dr. Vandana Lal, Dr. Om Manchanda and Dr. Neelum Tripathi for their time and candid reflections over a long period of time that enabled this narrative to be constructed.
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