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The authors aimed to examine the incarceration experiences of injecting drug users in accessing harm reduction, and HIV‐related services inside prisons in India.

The authors conducted three focus groups with a purposive sample of 23 formerly incarcerated male IDUs and four key informant interviews with a former police official, a drug dealer and service providers. Data were analyzed using a constant comparative method.

Participants reported availability of alcohol and injectable or oral drugs such as heroin, dextropropoxyphene, and marijuana inside prisons. Inmates obtained drugs and clean syringes (one syringe bought for 2.5‐4 USD) through prison staff, and collected used syringes and needles from the dustbins in prison sickrooms. Needles and syringes were reused and shared. Prisons did not have needle and syringe programmes, detoxification, overdose management or opioid substitution treatment. Drug‐using prison inmates faced several challenges in accessing antiretroviral treatment and HIV testing.

The authors' findings emphasize the need to protect the health of injection drug‐using inmates by introducing harm reduction programmes and removing barriers to HIV testing and antiretroviral treatment.

This study illustrates, for the first time, the contexts behind high risk injecting drug use behaviours among prison inmates in India. It also highlights the lack of availability of harm reduction services such as needle and syringe programmes, drug detoxification and opioid substitution treatment inside prisons. Further, it demonstrates the difficulties faced by HIV‐positive prison inmates in getting timely and uninterrupted antiretroviral treatment.

Entrepreneurship.

The case can be used to teach behavioural perspective of the entrepreneurship theory for the students of Master of Business Administration (MBA) level. The case may be equally important to teach the marketing and operational context to discuss the perspectives of small- and medium-sized enterprises (SMEs).

A young Indian professional had left his lucrative job in the pharma industry to start his own business of a small training centre that trained and placed young graduates with various pharmaceutical companies as medical sales representatives (MSRs). Without borrowing anything from the financial institutions, he plunged into the business in a rented room of a school in Kolkata, India. With every sincerity and path-breaking strategy, his vocational centre, named Carreograph Institute of Management Studies (CIMS) became number one in eastern India in training and placing MSRs and managers. With a number of hand-picked professionals from the industry, this young entrepreneur changed the concept of training by introducing short-term courses like Diploma in Pharmaceutical Management to technically prepare pharmacy undergraduates with professional skills and industry overview, Post Graduate Diploma in Pharmaceutical Management to cater to the contemporary management needs of the pharma industry. For the first time in India, Carreograph launched MBA in Pharmaceutical Management in the distance learning mode, and this strategy revolutionised the concept of management teaching in India. With a huge success in MBA, Carreograph was on the verge of launching another path-breaking course, i.e. Bachelor of Business Administration (BBA) in pharma in the distance learning mode.

To analyse Tamal Chatterjee's entrepreneurial characteristics, motivations and expertise in the field and how these parameters support his proposed new venture, to consider the effectiveness of his entrepreneurial methods for finding out more about the proposed business area in which he is interested and to evaluate his idea of newly developed MBA and BBA programmes in terms of its expected acceptance among the student communities and consider if and when he should go ahead with expanding his current venture.

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