International Oncology Services Private Limited initially had plans operations as a stand-alone system provides cancer treatment for patients in Delhi, India to start, but escalating costs of real estate were combined with the capital-intensive nature of the business a major obstacle. In addition, led the high load time in a greenfield project to rethink the founder of an alternative business model: a collaborative arrangement on a hub and spoke basis with an established healthcare provider in … Read more »

International Oncology Services Private Limited initially had plans operations as a stand-alone system provides cancer treatment for patients in Delhi, India to start, but escalating costs of real estate were combined with the capital-intensive nature of the business a major obstacle. In addition, led the high load time in a greenfield project to rethink the founder 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. Could use the company’s infrastructure and in-patient facilities of the partner hospital, while offering his own medical, technological and research experience of services at an affordable price. Although the company grew quickly in the early years was by no means assured continued success. The management has to decide whether to extend it with a single partner or to adopt a multi-partner approach to take the business to the next level of growth.
Authors Suren Mansingka and Rajesh Chakrabarti affiliated with Indian School of Business. Author Sonia Mehrotra affiliated with MOP Vaishnav College for Women
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Suren Mansingka,
Rajesh Chakrabarti,
Sonia Mehrotra
Source: Ivey Publishing
12 pages.
Release Date: 24, April 2013. Prod #: W13155-PDF-ENG
International Oncology Services Private Limited HBR case solution