Shibaji Gupta and Arup Chakraborty
India has over half a million diabetics, with many others at risk. The Indian Diabetes Risk Score (IDRS) is a simple and validated tool used for mass screening of diabetes…
Abstract
Purpose
India has over half a million diabetics, with many others at risk. The Indian Diabetes Risk Score (IDRS) is a simple and validated tool used for mass screening of diabetes mellitus type 2 at the community level. This study assessed the vulnerability of developing diabetes in adults of a rural community of West Bengal using the IDRS and finds out the relationship of the risk of developing diabetes with socioclinical variables.
Design/methodology/approach
Multi-stage sampling was employed to select one eligible nondiabetic adult from selected families residing in the rural field practice area of a medical college in West Bengal. They were interviewed with a predesigned and pretested data collection schedule and examined.
Findings
Among 197 participants, 83.8% were female, 51.8% were illiterate and 57.4% came from Class IV of Prasad's socioeconomic scale. Of participants, 22.8% had existing known morbidities, and 23.9% had some form of substance addiction. In total, 46.8% of the participants on whom the IDRS could be applied (n = 175) were at high risk of developing diabetes (Score = 60). Gender and existing comorbidities significantly predicted a high risk of diabetes.
Originality/value
A large proportion of the Indian population yet to be diagnosed with diabetes are at a high risk of having the disease. Early detection of the disease can help curtail its complications and reduce its clinical, social and economic burden. Mass screening tools like the IDRS thus become a very important tool in India's attempts to fight diabetes.
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Subrata Saha, Nikunja Mohan Modak, Shibaji Panda and Shib Sankar Sana
This paper aims to explore optimal pricing policies and characteristics of a two-level dual-channel supply chain under price- and delivery time-sensitive demand. Besides price of…
Abstract
Purpose
This paper aims to explore optimal pricing policies and characteristics of a two-level dual-channel supply chain under price- and delivery time-sensitive demand. Besides price of the product, the delivery lead time is also a crucial factor in customers’ purchase decisions. A longer delivery lead time would diminish customers’ acceptance and faithfulness on the online channel, while a shorter delivery lead time would lead to incorporation of a substantial amount of logistics costs. In formulation of mathematical model, the effects of delivery lead time on the manufacturer and the retailer’s pricing strategies and profits in cooperative and non-cooperative dual-channel supply chain are explained analytically.
Design/methodology/approach
The analytical models are formed for both non-cooperative and cooperative scenarios under inconsistent and consistent pricing. The authors examine whether revenue sharing (RS) contract or delivery cost sharing contract can solely coordinate the dual-channel supply chain. If a single contract fails, then the combination of RS contract with delivery cost sharing to achieve channel coordination is discussed.
Findings
It is found that the RS or delivery cost sharing contract cannot coordinate the channel individually but revenue and delivery cost sharing contract jointly coordinate the channel. All analytical results are illustrated numerically, along with sensitivity analysis.
Research limitations/implications
There are many correlated issues that need to be further investigated. First, one good extension to this research may include the consideration of the channel structure with competitive retailers. It will be interesting to analyze the performance of coordination mechanisms by considering the retailer as a Stackelberg leader in retailing.
Originality/value
The findings and subsequent methodological discussions aim to provide practical guidance to retailers who are allowing customers to choose how, when and where they interact and purchase by offering a combination of websites (fully functional and mobile-enabled), catalogs and stores with increasing convergence of channels.