Impact Of Digitalization and the On-Demand Economy On Labor Markets and the Consequences for employment and Industrial Relations M. HALIMABEE S. JAYASHREE M. KOKILA I B.B.A.K.C.S.KASI NADAR COLLEGE OF ARTS & SCIENCE, CHENNAI-21 Abstract Digitalization is transforming business landscapes and the world of work, and redefining the boundaries of production, consumption and distribution. This has created tremendous opportunities, as new products, processes and techniques have emerged, but has also
decades. In such changing times, technology has emerged as the great enabler for banks. “Digital Banking” has become the new buzz word in the industry. Banks nowadays have been vying to transition from the providers of plain vanilla banking services to become universal banks where ATMs, Internet banking, mobile banking and social banking are the norm. The customers have become more demanding which has led to the concept of "Anytime Anywhere Banking". Smartphone penetration is also growing and the customers
Customer behaviour has undergone a radical transformation due to the advent of digitalization and social media ‘explosion’. Consumers have access to a vast array of information regarding products and brands and also ‘customer experiences’. This has upped the ante for companies in terms of the overall consumer experience and product and services provided. New techniques of customer engagement like opt-in marketing have revolutionized the way companies are doing business. The use of social technology
Introduction: Although the term is not yet widespread in the French vocabulary, the concept of gamification it's interesting because it can be defined in several ways depending on different theories. The "gamification" is a process that is becoming more and more common in our modern world, in fact it relates more and more activities and can therefore be observed in many areas such as work, food, education, tourism, culture, etc... Gamification is a recent phenomenon, linked directly to the new place
and a decrease in brand recognition, mainly because of their unsuccessful brand/product diversification strategies in the early 90’s. Changes were introduced cutting production costs, involving customers in product developments and integrating digitalization. The cost-reduction strategy recovered growth and stability; many jobs were outsourced to Flextronics while headquarters and key production lines stayed in Billund, Denmark. The procurement organization had more than 11,000 suppliers, with no