Parikalpana: KIIT Journal of Management

Abstract

The Indian Diagnostics services market is estimated around $ 3.5 billion. The market has witnessed a considerable growth rate since 2012 ($ 2.5 billion) and it is estimated to reach $ 5.5 billion by 2020. The diagnostic and pathological test market has a potential to grow at a CAGR of more than 17%. Currently, more than 1,00,000 diagnostic and pathology labs including specialized laboratories, laboratories in hospitals and nursing homes, and small testing centres are operating in India. Of these, only about 10 – 12 percent of the market is organized and composed of laboratories with proper accreditation3. The research reveals that there is an ongoing shift from unorganized and non-branded providers to the organized and branded diagnostic chains that provide higher quality and reliable services. The present paper attempts to offer insights into the Indian market with special reference to Delhi/ NCR (Noida, Faridabad, and Gurgaon), with regard to: current players in the diagnostics market, the consumer decision making process for selecting diagnostic facilities, and an understanding of consumer preferences and motivators and/or influencers of brand choice.

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References

Abstract

DPPL, a public sector enterprise operating globally, involved in mining, processing and marketing of heavy metals like Zircon and Titanium Dioxide, is facing multidimensional challenges in its internal organisational matters and in external environment, facing volatile scenarios of competition from global markets and industry. The Managing Director is saddle with the task of crafting and f ine tuning the competitive strategy to build the organisation as a pro-people, pro-customer entity that sustains its market presence over global volatilities of markets, industry, technology and customer needs for these products.

Case is developed to help orient the students with volatility of industrial products and markets that are b2b and help build elements of a pro-people organisation that addresses all stakeholders of the company. Especially, the case attempts:

-to understand and appreciate VUCA scenarios in global businesses

-to conduct and analyse external and internal environment appraisals to map the dynamics of heavy metals industry and paints and pigments business.

-to build sensitivity to the issues of society and environment while involved in mining and metal processing industry

-to map the global market dynamics and build a high level of responsiveness as a core competence to compete in global markets and global competitors.

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