Search results

Purpose: This chapter aims to lay out the issues regarding the world of digital currencies, private and central bank digital currency (CBDC). In that connection, the authors want to, as much as possible, systematically present the terminology, examples of various digital currencies and the technology behind that phenomenon. The chapter also highlights the occurrence of CBDC and the possible implications of its introduction to day-to-day commercial banking practice, possibly taking the payment systems and transactions alternation, balance sheet and profits’ issues into consideration.

Need for the study: Digital currencies already have and are also soon going to have an enormous impact on society as such, where payments for everyday goods and services are taken on a whole new platform and level, in the sense of how the payments are made and payment systems are constructed, as also in the sense of quantity, as the number and sum-wise payments carried out via such platforms are growing.

Methodology: A triangulation method, a mixed qualitative methodological approach was implemented, so the research offers a synthesis of previously published contributions in this field, followed by deductive and inductive reasoning interconnected with descriptive and comparative analyses.

Findings: As digital currency already have a vast impact on payment systems and modes of payment, the CBDC, an imperative of today and not the matter of the future, will have implications for commercial banks, probably in the field of lowering banks’ commissions, no big customer data-selling ability, accumulating the deposits and deposit policies and credit policies due to higher funding costs for banks. There is an interwovenness among the central bank activities, bank customer’s behaviour and commercial bank activities. Therefore, the change of payment and spending behaviour of customers because of central banks’ introducing novelties will also have consequences for the banking industry.

Practical implications: The choice to handle cash or digital currency will be obsolete, and an individual’s or a firm’s financial knowledge must be upgraded in the field of new money using angles. The issue of digital currencies and CBDCs are no longer a matter of choice but are becoming a new reality. Therefore, it is necessary for the common public, economy and banking system, especially now carrying out most of payments and transfers of money, to study this field and foresee the possible consequences and risks emerging.

The objective of this chapter is to identify the key characteristics of Global Services businesses that will thrive and achieve success in the future. These factors are integrated into three main pillars, which we refer to as the Triple-Win. The first and most obvious pillar is technology as a tool. The second pillar is the design and sustainability of the business model, without which the previous factor would be merely a cost and not an investment. And last but not the least, there is the purpose which gives meaning to the proposal, focusing on the human being and their environment. The DIDPAGA business model sits at the intersection of these three elements.

Réal Plourde helped to oil the Couche-Tard/Circle K machine for Alain Bouchard, speeding up the pace of acquisitions and smoothing out the integration of newly acquired chains. As an engineer and MBA graduate with extensive international experience, he brought considerable added value to Alain Bouchard's team. Among other things, he helped to train many of the organization's senior executives, including the current CEO, Brian Hannasch, who joined the company in 2001, working closely with Réal Plourde for nearly a decade before replacing him as Head of Operations in 2011 and ultimately taking over from Alain Bouchard as CEO in 2014.

Although officially retired for some years now, Réal Plourde continues to sit on the boards of several organizations. He also chairs the board of an engineering firm employing more than 2,000 engineers. His Foundation has received several awards for its social and community contributions.

Drawing from in-depth ethnographic interviews conducted at an American public research university with 46 professors I analyze the meanings that faculty in the natural sciences, social sciences, and humanities assign to the aspect of their work known as service and institutional governance. Regardless of disciplinary affiliation, almost all faculties perceive feelings of self-inauthenticity when they engage in service and governance and view this aspect of their work as meaningless, inconsequential, trite, and as a waste of time. Yet, interviews with two professors show that service and governance work leads them to feel true to themselves because they view it as of a meaningful symbolic space where a truly effectual cultural politics of resistance against alienating institutional forces can take place. I reflect on the latter two professors’ agency and power to redefine symbolic occupational spaces within and outside their selves and occupation.

Upon reading this chapter, the reader will understand

• How consumers perceive a privacy loss when exposed to retailers' big data analytics

• The role played by the social environment in terms of the opinions of relatives and friends largely influence how youth perceive the risk of privacy loss

• What makes the information about retailers' usage of data not entirely accessible by consumers

• Consumers perception of retailers' usage of their data

How consumers perceive a privacy loss when exposed to retailers' big data analytics

The role played by the social environment in terms of the opinions of relatives and friends largely influence how youth perceive the risk of privacy loss

What makes the information about retailers' usage of data not entirely accessible by consumers

Consumers perception of retailers' usage of their data

This chapter provides an overview of technology management to support retailing, before and during the COVID-19 pandemic. Specifically, it focuses on the technologies developed and in use before the pandemic, the ones further developed as response to the pandemic, while the final part of the chapter proposes a new technology implementation process (cycle) to support retailers in introducing new technology. In particular, the process in based on seven main activities: (1) Technology need recognition; (2) Technology screening; (3) Initial development and testing; (4) Business analysis; (5) Technology development; (6) Market acceptance testing; and (7) Technology adoption, while monitoring and learning actions should occur constantly throughout the process to evaluate the benefit of the technology at each stage (or to discard for further investment).

Nowadays companies are constantly changing their retail settings and strategies to keep up with technological developments and consumer needs. Digital transformation enabled one’s shopping experience to be more efficient in terms of money, time, physical effort and other elements that determine the price a consumer has to pay. Channels of communication and distribution have evolved, increased in number and also became integrated. Mobile devices, mobile applications and location services help consumers in their shopping journey. These developments have led us to a new concept called omni-channel management. In theory, the omni-channel refers to a single and unified channel experience with multiple touchpoints, which include physical stores, online stores and direct marketing; mass communication channels (television, radio, print media, C2C, etc.), online channels (social media, search engines, comparison sites, e-mail, display etc.) and mobile channels (SMS, branded apps, etc.). Some examples of omni-channel practices are click-reserve, click-collect, tablets as in-store sales tools, in-store product order through mobile apps, etc.

In this chapter, the latest trends in marketing channels are discussed with enabling digital technologies and relevant success factors. Challenges and opportunities in implementing omni-channel strategies and several omni-channel initiatives from Turkey are reported.

A research was employed to present consumers’ preferences of touchpoints/channels for search, payment and delivery, and to find out the drivers that lead consumers to use more than one channel simultaneously and/or interchangeably in a buying process. The results will guide the readers to understand consumer behaviour in the new omni-channel world.