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The purpose of this paper is to discuss how the rush of technological change will consolidate the worldwide reach of the internet with more capacity, specifically to control the physical world, including the machines, industrial facilities and frameworks that characterize cutting-edge technology.

The data were collected from 203 respondents predominantly from emerging economies, specifically India and SEA. Most of the participants are working professionals. Structural equation modelling was used to analyze data, as it is a popular statistical technique because of its ability to model selected independent variables and take into account all possible forms of measurement error to test an entire theory.

The Industrial Internet of Things (IIOT) platform comprises four fundamental capabilities: connectivity, big data, advanced analytics and application development. The IIOT has the potential to provide a high level of synergies between the 4 Ms of manufacturing, namely, man, machine, material and method.

The collected data are predominately from India and SEA (close to 75 per cent), while contributions from other regions are comparatively less, so the findings cannot be generalized to the global context.

It is in the interest of service providers to collaborate and provide a universal solution to retain legacy systems to minimize the investment and reduce the security threat, which could boost IIOT adoption while ensuring that manufacturers are able to leverage this new technology efficiently.

The framework obtained has good quality of validity and reliability indicators. Thus, an alternative framework has been added to customer expectation which is currently a popular topic in the technological changes.

In the current business environment, more uncertain than ever before, understanding consumer behavior is an integral part of an organization's strategic planning and execution process. It is the key driver for becoming a market leader. Therefore, it is important that all processes in business are customer centric. Marketers need to harness big data by engaging in data driven-marketing (DDM) to help organizations choose the “right” customers, to “keep” and “grow” them and to sustain “growth” and “profitability”. This research examines DDM adoption practices and how companies can aim to enhance shareholder value by bringing about “customer centricity”.

An online survey conducted in 2016 received 180 responses from junior, middle and senior executives. Of the total responses, 26% were from senior management, 39% from middle management and the remaining 35% from junior management. Industries represented in the survey included retail, BFSI, healthcare and government, automobile, telecommunication, transport and logistics and IT. Other industries represented were aviation, marketing research and consulting, hospitality, advertising and media and human resource.

Success of DDM depends upon how well an organization embraces the practice. The first and foremost indicator of an organization's commitment is the extent of resources invested for DDM. Respondents were divided into four categories; Laggards, Dabblers, Contenders and Leaders based on their “current level of investments” and “willingness to enhance investments” soon.

With storming digital age and the development of analytics, the process of decision-making has gained significant importance. Judgment and intuition too are critical to the process. Choosing an appropriate action cannot be done strictly on a rational basis.

The results of the study offer interesting implications for managing the growing sea of data. An iterative and incremental approach is the need of the hour, even if it has to start with baby steps, to invest in and reap the fruits of DDM. The intention to use any system is always dependent on two primary belief factors: perceived usefulness and perceived ease of use; however, attitudes and social factors are equally important.

There is a dearth of knowledge with regards to who is and is not adopting DDM, and how best big data can be harnessed for enhancing effectiveness and efficiency of marketing budget. It is, therefore, imperative to build a knowledge base on DDM practices, challenges and opportunities. Better use of data can help companies enhance shareholder value by bringing about “customer centricity”.

Social media has fundamentally changed the leisure travel behavior of Singapore residents. The purpose of this paper is to focus on Facebook and its impact on travel behavior. The study focuses on Singapore residents.

A total of 16 input and five output variables were tested, with a sample of 203 Facebook users residing in Singapore. Primary data modeling was done using ADANCO, a structural equation modeling tool that uses composite modeling approach for hypothesis testing. The analysis performed an estimated structural model and then determined the best model fit by measuring reliability, validity and path analysis and estimating model parameters.

Research findings indicate that Facebook has had a strong behavioral influence on the frequency of travel, itinerary planning and social sharing, while it had no impact during the destination-selection stage of travel planning.

Facebook’s influence on leisure travel behavior confirms the theory of planned behavior proposed by Icek Ajzen. From Facebook’s perspective, the outcome of this study is helpful in recommending the best use of the platform for destination providers.

A retail brand is an asset of value to the stakeholders. Nurturing it enhances quality and stability of earnings. Franchising it across emerging countries provides an opportunity for growth. The challenge, however, is to ensure that the brand stays “connected” with the local markets and “relevant” during changing times. Current research is highly inadequate in guiding the retail brands to stay vibrant when traveling to emerging markets. This research aims to look at how a successful fashion brand in the UK is struggling to grow its retail business through franchise in the Middle East. While the opportunity is vast, the retail brand has been struggling for it has not stayed “relevant”. The paper seeks to present a framework for monitoring its performance so the retail brand can “stay alive”.

Qualitative research was done to understand the profile of the walk‐in customers, their shopping behavior, spending motives, and lifestyles. Quantitative research was done to ascertain how the retail brand was perceived in comparison with other brands in the choice set. Further, the study investigated if the shoppers’ profile and preferences varied across different outlets located in different malls.

By carrying out the analyses, distinct segments were deciphered. It has been noticed that the customer profiles for the retail brand studied varied across different retail locations. Variations in their shopping preferences implied that different merchandising and in‐store promotion activities are required at different outlets to connect with different segments.

The research addresses the gaps in existing literature. The study emphatically confirms that a retail brand franchised cannot take its existence for granted. The study also presents a framework – a dashboard of retail metrics, for measuring, monitoring, evaluating and rejuvenating the performance of retail brands.