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The case is directly related to courses on corporate social responsibility (CSR) in the Management of Business Administration (MBA) Programme.

Courses like “International Business/Marketing”, “Strategic Planning” and “Business Ethics” of the MBA Programme. Management Development Programmes for working executives, on the Topics “Corporate Social Responsibility”, “Manpower Planning”, “Growth of Business Clusters” and “Social Accountability”.

The labour-demanding industry of Tirupur knitwear exports is facing both happy and sad situations. While orders from importers are piling up, lack of manpower planning proves a stumbling block. The industry employs more than 300,000 workers. After hours of toiling, workers still lead a pathetic life; have no access to good housing or quality education for their children. Highlighting on this situation, the case brings forward the questions, why is it that firms have not realised their CSR to provide commendable standards for their employees? what situations would provide the drive or compulsion to adapt social responsibility? and how far is fulfilling the social responsibility a direct answer to solving the labour issue faced by the export firms?

The case serves to help students to understand the theoretical concept CSR. It brings to the students understanding: the drivers of CSR; challenges that would make the business units to honour their social responsibility; what lies as the practical situation on awareness of CSR; and to have a wholesome practical view of CSR in the context presented in the case.

Teaching note.

International business/International marketing.

Courses: the case is directly related to courses on “International Business” and “International Marketing” in the Master of Business Administration programme.

Training programmes: management development programmes for working executives, on the topics “Business across borders”, “Business stabilization in foreign markets”.

In 1999, the liberalization of the insurance sector as per the recommendations of the Malhotra committee gave way for privatization and foreign firms entered this sector through joint ventures. The business growth, which was enjoyed by these firms from 1999 to 2008, was tremendous. The growth percentage started declining following the global economic downturn in the capital markets. This situation compelled the insurance firms to re-look into their business strategy. On one hand whatever growth they had, 80 percent of it was through unit linked insurance plans depending on the capital market. On the other, it was identified that in a country like India the untapped market potential was among the rural millions. Reaching those people who are at the bottom of the pyramid necessitated a completely new business model to be developed as the need of the hour. The take stock of the position at this vnjuncture is the crux of the present case study, which envisages finding out alternative delivery models to suit the Indian rural market taking into account the intrinsic nature of life insurance and the basic living styles and mentality of the rural folk.

After discussion and analysis of this case, students will be able to:

• understand how market culture in a target country differs from that in the home country;

• appreciate how challenges in a developing country market have their own unique features to be understood;

• identify various courses of action and evaluate them on the basis of the host country factors;

• understand the “international planning process”; and

• appreciate how important it is for a country manager of a multinational firm to plan and execute the marketing mix suited to the inherent qualities of the target market.

understand how market culture in a target country differs from that in the home country;

appreciate how challenges in a developing country market have their own unique features to be understood;

identify various courses of action and evaluate them on the basis of the host country factors;

understand the “international planning process”; and

appreciate how important it is for a country manager of a multinational firm to plan and execute the marketing mix suited to the inherent qualities of the target market.

Teaching notes.

Over the years, nearly eight marketing paradigms have been recognised. Yet, what really is the extent of the changes/paradigms adopted by firms in India? What changes have the forces of challenges brought in, in the marketing management of Indian firms? The purpose of the present study is to find answers to these questions.

Expert opinion method has been adopted, wherein CEOs/Heads of marketing department have been personally interviewed.

Content analysis of the responses gathered shows that, Indian firms are now coming forward to accepting professional management. Conflict paradigm, where primary emphasis is on competition has been greatly acknowledged. Social constructionism, with its strong emphasis on consumers’ view, is also reflected in the responses. From being inward‐looking, the respondent firms are becoming outward‐looking due to the pressures of the market. It is “quality” which is the paradigm that has gained a new momentum, in the form of customer‐specific quality to gain market, quality to withstand competition and quality pressure from world market.

Coverage of many more industrial cities like Mumbai and Delhi has not been included due to insufficient response to the mailed questionnaires. Hence the study has been to the extent of personal interviews in selective cities.

For academicians and marketing professionals, the study provides a practical insight into the changes in business practices among Indian firms. Policy makers and trade associations should on the basis of the changes identified, take steps to provide the necessary structural adjustments and supportive framework. If need be, they can carry out the relevant studies mentioned in the future scope of research and base their decisions.

China and India are pursuing cooperative arrangements while simultaneously maintaining their own independence, especially with respect to foreign policy. Today, decisions about cooperation are made on a case‐by‐case basis, opting for cooperation when necessary and competition where this strategy is justified. Maintaining a balance in a contradiction‐ridden relationship is important from the points of view of the national interests of both India and China. The purpose of this paper is to describe development in the notion of CHINDIA and provide some pointers for maintaining the balance between the two countries.

Learning from history and current happenings, the paper looks to the future of CHINDIA. A SWOT analysis is undertaken of the basic trade figures of the two economies in the context of the global environment and various bilateral moves. Trade details are assessed and analysed. A content analysis method is used to identify prevailing sentiments relayed to CHINDIA and its future.

This review identified strengths, weaknesses, opportunities, threats and sentiments relayed to CHINDIA. Together, these form basic points for considering any future actions related to the two economies.

The study will be useful for academics and business professionals working in the area of international business/relations and those engaged in tracking development in CHINDIA for strategic ends. Policy makers can streamline their efforts, taking into account the pointer that emerged for this study.