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International Oncology Services Private Limited
內容大綱
International Oncology Services Private Limited initially had plans to start operations as a stand-alone facility offering cancer care to patients in Delhi, India, but escalating real estate costs combined with the capital intensive nature of the business were a big barrier. Moreover, the high gestation period in a greenfield project led the company founders to think of an alternative business model: a collaborative arrangement on a hub and spoke basis with an established healthcare provider in the city of Jaipur. This was a success. The company could leverage the infrastructure and in-patient facilities of the partner hospital, while adding its own medical, technological and research expertise to offer services at a cost-effective price. Though the company grew rapidly in its initial years, continued success was by no means assured. The management has to decide whether to expand with a single partner or adopt a multi-partner approach to take the business to the next level of growth.
學習目標
This case can be used at the graduate and executive education level in courses on entrepreneurship and management to discuss entrepreneurship in the healthcare sector. This case is an example of how an entrepreneur’s passion translates into a business. It highlights the entrepreneur’s ability to identify and exploit a market opportunity and analyzes six forces that may drive or kill innovation in the Indian healthcare sector.