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This paper is an attempt to understand the pattern of credit among agricultural households in Eastern India and to identify the correlates of their access to institutional credit for policy imperatives.

The study uses unit-level data from the All-India Debt and Investment Survey of the 59th and 70th rounds of the National Sample Survey Office for the years 2002–2003 and 2012–2013. Cragg's double-hurdle model and the Heckman selection model are used to estimate the determinants of access to and the amount of institutional loans taken by households. These models also account for potential selection bias in the findings.

The study reveals that access to credit is strongly associated with the socioeconomic and demographic characteristics of agricultural households. However, about half of the farmers in the eastern states of India lack access to institutional credit despite the government's attempts to include them in the ambit of formal financial services. Thus, strategies for developing agriculture in Eastern India must include efforts to bring small and marginal farmers under the coverage of institutional credit.

These data are based on the responses given by the sample households and not the experimental data. The data pertain to the year 2013.

The findings emphasize that strategies for developing agriculture in Eastern India must give special push to enhance small and marginal farmers' access to institutional credit.

The paper aims to analyze the coverage of health insurance and its correlates in the north-eastern region of India.

The study accessed the raw data of the National Family Health Survey (NFHS-4) (2015–16), which was an extensive, multiround survey conducted in a representative sample of households throughout India, which included socioeconomic, demographic and information on coverage of health insurance of any member of the household. The multivariate analysis of logistic regression was adopted to find the correlates of health insurance for all the eight (8) north-eastern states of India.

The results observed that among the north-eastern states, the coverage of health insurance was highest in Arunachal Pradesh (59%) followed by Tripura (58%), Mizoram (47%) surpassing the all India level of 27%, whereas the lowest was in Manipur (4%) followed by Nagaland (6%) and Assam (10%). The multivariate analysis of logistic regression found that the socioeconomic and demographic factors, households with a bank account and below poverty line (BPL) cardholders played a significant role in the coverage of health insurance in the north-eastern states of India.

The study focuses only on the coverage and correlates of health insurance. Further evaluation studies on each scheme of the social health insurance are needed for proper assessment of the health insurance schemes in the region.

There has been evidence around the world (South Korea, Taiwan and Thailand) that health insurance could be a protective shield from the entrapment into poverty due to high health expenditure. The NFHS-4 put up the finding that in the north-eastern part of India, the coverage of health insurance had been low. This implied that the region could fall into poverty due to high medical expenses on health. Taking account of multiple health insurance providers, risk pooling and consolidation of health insurance providers have become the need of the hour.

The study is different from other studies of health insurance since it covered all the eight (8) north-eastern states of India, which are ethnically, culturally and historically distinct from the rest of India in general and within the region and states in particular and examines the impact of each of the independent variables with the dependent variables. The study has shown that the variation in health insurance coverage associated with socioeconomic and other household-level demographic attributes (although not very strong).

Purpose – This paper reflects on how does the mode, in which we ask questions, affect the responses? It explores the differences between the responses to the same questions obtained through two different modes – depth interviews and self-administered questionnaires (SAQs).

Approach – This paper is based on a series of serendipitous but enlightening insights that were obtained while conducting research that sought to examine the drivers of corporate environmentalism in firms based in Eastern and Western economies. The methodology adopted in the research project involved conducting depth interviews with senior-most managers in business organizations in India (Eastern) and New Zealand (Western). The insights that form the basis for this paper were gained when some managers treated the list of questions in the interview guide as a structured open-ended questionnaire and sent back detailed written responses.

Findings – This paper reports that the written responses obtained through SAQs in this project were different both in form and content; they were staid, reserved, clichéd and aimed at being politically correct. In contrast the responses to the same question asked in the interviews were open and candid admissions. Interview responses stood up to the triangulation tests, while the written responses did not. These differences were particularly evident in the eastern context.

Research implications – While both SAQs and interviews are prone to social desirability bias, this paper suggests that there is a greater opportunity to reduce social desirability bias in interviews. This is especially true if a trained interviewer can convince the participants of the credibility, importance and legitimacy of the study.

Originality/value – This paper contributes in two important ways:1.It addresses the issue of how responses to the same question differ across SAQs and depth interviews in strategy and management research.2.It also examines whether this effect differs across Eastern and Western organizational contexts.

The present paper aims to focus on the Indian influence in the transfer of, the business of and consumer markets for Indian products, specifically, textiles from producers in the South Asian subcontinent to the lands to the east of Bali. This aspect of the influence of Indian products has received some attention in a general but not been sufficiently elucidated with regard to eastern Indonesia.

This paper is based on archival research, as well as secondary data, derived from the published sources on early trade in South Asia and the Indian Ocean world. The study includes data about the Vereenigde Oost-Indische Compagnie, a Dutch-owned company, and its textile trade history with India and the Indonesian islands with a special focus on Patola textiles. Narratives and accounts provide an understanding of the Patola, including business development and related elite and non-elite consumption.

The paper shows how imported Indian textiles became indigenised in important respects, as shown in legends and myths. A search in the colonial sources demonstrates the role of cloth in gift exchange, alliance brokering and economic network-building in eastern Indonesia, often with important political implications.

The study combines previous research on material culture and textile traditions with archival data from the early colonial period, thus pointing at new ways to understand the socio-economic agency of local societies.

Only mapping the purchase and ownership of trading goods to understand consumption is not enough. One must also regard consumption, both as an expression of taste and desire and as a way to reify a community of people.

Marketing, strategy, and integrated marketing communication.

The case is suitable for analysis in an MBA level marketing communication course where the theories of hierarchy of effects (HoE) models, push vs pull strategies as well as positioning strategies can be introduced. The case is suitable for analysis in an MBA level marketing course for the module on marketing communications/advertising and promotions.

Sanjay, the regional head of PepsiCo India (eastern region), had been tasked with the preparation of a support plan for a new communication campaign of Mountain Dew, a yellow-coloured drink in PepsiCo's soft-drink portfolio. He had attended a meeting at the headquarters where he had been briefed on the new national campaign roll-out for Mountain Dew – for the first time with celebrity association. While Mountain Dew had been growing its market share in other regions of the Indian market, the Eastern region had been unresponsive to the mass media image building campaigns. During the meeting, the various aspects of Mountain Dew's performance were discussed and Sanjay was asked to prepare a support plan for the national campaign that will help to increase revenues and market share of the brand in the Eastern region.

To understand the complexities of differential impact of integrated nation-wide communications on various segments of the market due to cultural variations, to understand the role of push strategy vs pull strategy in marketing communications, to understand the role of consistency in image between the trade and consumers perception, to understand the impact of celebrity endorsements, an introduction to the HoE communication models and their applications, to understand limitations of the HoE and Think-Feel-Do models in objective setting and understanding the uses of alternative models, to build a communication plan based on pull vs push strategy.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

A few studies in India have related daughters’ education to their fathers, but there is little to no evidence when it comes to the intergenerational relation between daughters and mothers’ education. Using India Human Development Survey (IHDS) 2011–2012, the purpose of this paper is to investigate intergenerational educational mobility among women (15–49 years) (vis-à-vis their mothers) for all India.

The study uses transition/mobility matrices and multiple mobility measures for the examination of intergenerational educational mobility among women (15–49 years) in India. The data have been taken from the “India Human Development Survey 2011-12.”

Findings indicate that intergenerational educational mobility at the all-India level is about 0.69, that is, 69 percent of the women acquire a level of education different from their mothers. Of the overall mobility, about 80 percent is contributed by upward mobility whereas the rest is downward. Mobility is greater in urban areas and is highest among the socially advantaged “Others” (or upper) caste group. Also, the upward component is substantially lower for socially disadvantaged groups compared to others. Further, there are large inter-regional variations, with the situation being worst in the central and eastern states such as Uttaranchal, Chhattisgarh, Bihar, Jharkhand, Assam, Arunachal Pradesh, Meghalaya, Manipur, Mizoram, Tripura, etc. Moreover, mobility (overall and upward) increases consistently as one moves up the income distribution.

This study is perhaps the first study which comprehensively studies intergenerational educational mobility for women (15–49 years) at an all-India level. Findings not only capture the mobility at the aggregate level but also for different caste groups as well as regional variations and income effect.

The learning objectives of this case study are to understand business-to-business (B2B) marketing in a logistics organization; apply go-to-market (GTM) strategy in the logistics industry; design B2B distribution strategy so as to enhance geographic penetration; and develop digital marketing strategies in the logistics industry.

V-Xpress is a leading B2B player in the express cargo category in the Indian logistics industry. In March 2017, Sachin Nair, Head of V-Xpress Marketing, was presenting three different GTM strategies to the CEO for the new Assured Timely Movement services. He wanted CEO views on each of them so that he can choose the best one. Sachin was also trying to find a solution to backhaul problem in eastern India. The resolution of this problem would have helped V-Xpress to become a truly pan-India B2B logistics company. Sachin was also revamping the digital marketing strategy as part of ambitious V-Xpress marketing strategy. These initiatives were taken as part of CEO’s vision for reaching annual revenue of INR 10bn by 2020. Sachin was thinking about various options so as to implement these changes with least investments.

This case study can be used in B2B marketing, marketing management and marketing strategy course of an MBA program.

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS: 8: Marketing