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Future of E-Commerce: Uncovering Innovation 2 Contents
Future of e-Commerce: Uncovering Innovation www.deloitte.com/in 2 Contents Foreword 04 Message from ASSOCHAM 05 Message from ASSOCHAM 06 Overview of e-Commerce 07 Innovative and Emerging Business Models 16 Modern Enabling Technologies 20 Cyber Security Challenges 23 Taxation Challenges 28 The Way Ahead 31 Acknowledgements 35 About ASSOCHAM 36 References 37 3 Foreword The listing of Alibaba on the New York Stock Exchange The supply chain and logistics in e-commerce business at the valuation of $231 billion has brought global are highly complex to manage in a vast country like focus on the e-commerce market. The e-commerce India where infrastructure is not well-developed to industry continues to evolve and experience high growth reach every remote and rural area. The taxation policies in both developed and developing markets. With the for the e-businesses are not well-defined depending emergence of non-banking players in the payments on different business models and transaction types. industry and innovative vertical specific startups, the The complexity has further amplified with transactions Indian e-commerce market is expanding at a rapid happening across borders for online selling of goods and pace. The digital commerce market in India has grown services. Moreover, e-businesses do not take sufficient steadily from $4.4 billion in 2010 to $13.6 billion in steps to deploy a security solution, which is hindering Hemant Joshi 2014 while the global market is forecasted to reach the consumer from transacting online. $1.5 trillion in 2014. Increasing mobile and internet penetration, m-commerce sales, advanced shipping and Newer technologies that could significantly bring a payment options, exciting discounts, and the push into paradigm shift in the online businesses are analytics, new international markets by e-businesses are the major autonomous vehicles, social commerce, and 3D printing. -
List of Brands
Global Consumer 2019 List of Brands Table of Contents 1. Digital music 2 2. Video-on-Demand 4 3. Video game stores 7 4. Digital video games shops 11 5. Video game streaming services 13 6. Book stores 15 7. eBook shops 19 8. Daily newspapers 22 9. Online newspapers 26 10. Magazines & weekly newspapers 30 11. Online magazines 34 12. Smartphones 38 13. Mobile carriers 39 14. Internet providers 42 15. Cable & satellite TV provider 46 16. Refrigerators 49 17. Washing machines 51 18. TVs 53 19. Speakers 55 20. Headphones 57 21. Laptops 59 22. Tablets 61 23. Desktop PC 63 24. Smart home 65 25. Smart speaker 67 26. Wearables 68 27. Fitness and health apps 70 28. Messenger services 73 29. Social networks 75 30. eCommerce 77 31. Search Engines 81 32. Online hotels & accommodation 82 33. Online flight portals 85 34. Airlines 88 35. Online package holiday portals 91 36. Online car rental provider 94 37. Online car sharing 96 38. Online ride sharing 98 39. Grocery stores 100 40. Banks 104 41. Online payment 108 42. Mobile payment 111 43. Liability insurance 114 44. Online dating services 117 45. Online event ticket provider 119 46. Food & restaurant delivery 122 47. Grocery delivery 125 48. Car Makes 129 Statista GmbH Johannes-Brahms-Platz 1 20355 Hamburg Tel. +49 40 2848 41 0 Fax +49 40 2848 41 999 [email protected] www.statista.com Steuernummer: 48/760/00518 Amtsgericht Köln: HRB 87129 Geschäftsführung: Dr. Friedrich Schwandt, Tim Kröger Commerzbank AG IBAN: DE60 2004 0000 0631 5915 00 BIC: COBADEFFXXX Umsatzsteuer-ID: DE 258551386 1. -
Press Release November 2, 2018 Avail Attractive Deals, Discounts And
Press Release November 2, 2018 Avail attractive deals, discounts and cashback offers this Diwali with NPCI’s flagship products RuPay and UPI Mumbai: In an attempt to enhance the festive fervor this Diwali, National Payments Corporation of India (NPCI) has launched some attractive deals on its flagship products, RuPay and Unified Payments Interface (UPI). From cashback offers to attractive discounts across various categories like fuel, travel, grocery, dining, jewellery, online shopping, entertainment, grocery and pharmacy, NPCI is enabling customers to enjoy the festival without burning a hole in their pockets. Over 560 million RuPay card holders and millions of UPI users can make the most of the deals and discounts offered on purchases made at both retail and online stores. Some of the top offers by RuPay are on Amazon, Big Basket, Zomato, Swiggy, Indian Oil, GoAir, Cleartrip, RedBus, BookMyShow, Kalyan Jewellers. UPI users too can avail value-added offers on brands like Ola, SpiceJet, Foodpanda, Netmeds, Cinepolis, Thomas Cook, EazyDiner, IOCL, Amazon and Indian Railways. Commenting on the festive offers on NPCI’s leading products, Mr. Kunal Kalawatia, SVP – Marketing & Branding, National Payments Corporation of India (NPCI) said, “By offering attractive discounts and offers on NPCI’s flagship products we are enabling our customers to fulfil their shopping desires besides driving the adoption of payment methods like UPI and RuPay. We have associated with top brands to so that consumers can avail valuable deals this festive season.” RuPay is India’s own card network which is issued by over 1,100 banks in the country. UPI, which is an instant bank-to-bank settlement mechanism, has witnessed rapid growth over the years. -
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Piano Annuale Di Marketing E Promozione 2021
Piano annuale di marketing e promozione – V6 Piano Annuale di marketing e promozione 2021 1 Piano annuale di marketing e promozione – V6 Premessa Dopo anni di crescita costante, solo marginalmente interrotta da fenomeni naturali, geo-politici ed economici, il turismo riparte dall’anno 0, ove la lettura dei dati e delle tendenze pre-Covid, non è di supporto alla pianificazione perché sono nuove le sfide da affrontare che ci vengono poste. Nell’immediato, la capacità di consolidare le quote di mercato dovrà essere il vero obiettivo, insieme alla capacità di cogliere questa crisi quale opportunità di nuovo posizionamento del brand Italia e di messa in atto di strumenti innovativi di intelligence e di marketing, ai fini di una futura conversione in turisti verso l’Italia, una volta 2 che la ripartenza sarà reale. Tra le poche certezze, c’è la consapevolezza che la pandemia ha accelerato processi già in corso, creando ulteriori gap, tra digitalizzazione diffusa e difficoltà del sistema turistico a intercettarla, così come ha incrementato lo spending divide, tra chi può spendere e chi non può. A fronte di un mondo connesso globalmente dalla rete e della circolazione costante e in tempo reale delle informazioni, la geografia che abbiamo davanti per i prossimi anni è profondamente cambiata. La ridotta accessibilità aerea, le restrizioni di viaggio, l a crisi economica e i fattori psicologici che hanno minato la fiducia dei viaggiatori per i prossimi anni renderanno più difficili gli spostamenti da una parte all’altra del pianeta. Nuovi modi di lavorare, come lo smart working e i meeting virtuali, ridurranno i flussi di business travel e della meeting industry nei paesi e tra paesi. -
Airline Ticket Cheap Price
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Air Canada Montreal to Toronto Flight Schedule
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Air India Ticket Refund Policy
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Axis Credit Card Flight Booking Offers
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Being Innovator Or 'Imovator': Current Dilemma?
J Knowl Econ (2018) 9:212–227 DOI 10.1007/s13132-015-0336-6 Being Innovator or ‘Imovator’: Current Dilemma? Veronica Scuotto1 & Sunil Shukla2 Received: 25 October 2015 /Accepted: 11 November 2015 / Published online: 21 December 2015 # The Author(s) 2015. This article is published with open access at Springerlink.com Abstract Currently high competitive environment of emerging markets is characterized by a new typology of firm. Such new kind of firm has been defined second mover or ‘imovator’. An imovator combines aspects of both imitation and innovation strategies (Shenkar 2010). It exploits the external resources and capabilities of its own network system in order to improve business performance and increase technological capabilities. It takes inspiration from successful innovative products in order to create a similar product but with technical improvements and lower production costs. In the current management literature there are different points of view regards to the competitive advantage to be innovator or imitator: some scholars argue that being innovator is advantageous to com- panies in order to dominate new market and to acquire a wide range of consumers whereas others point out that it is more efficient and successful to follow the first comer. However none has been studied how the combination between innovation and imitation may affect firms’ performance through adpting knowledge exploitation approach and creating rela- tionship with firms’ Innovation Network System. So in order to address this gap, the paper analyses two case studies, that is Lenovo from China and redBus.in from India. Keywords Imovator. Innovation . India . China . Emerging markets Introduction The high competitive markets face companies to implement not just an innovation strategy or an imitation one but an imovation strategy, i.e. -
Fidelity® Nasdaq Composite Index® Fund
Fidelity® Nasdaq Composite Index® Fund Semi-Annual Report May 31, 2021 Contents Note to Shareholders 3 Investment Summary 4 Schedule of Investments 6 Financial Statements 85 Notes to Financial 89 Statements Shareholder Expense 97 Example Board Approval of 98 Investment Advisory Contracts and Management Fees Liquidity Risk 106 Management Program To view a fund’s proxy voting guidelines and proxy voting record for the 12-month period ended June 30, visit http://www.fidelity.com/proxyvotingresults or visit the Securities and Exchange Commission’s (SEC) web site at http://www.sec.gov. You may also call 1-800-544-8544 to request a free copy of the proxy voting guidelines. Nasdaq®, OMX®, NASDAQ OMX®, Nasdaq Composite®, and The Nasdaq Stock Market®, Inc. are registered trademarks of The NASDAQ OMXGroup, Inc. (which with its Affiliates are the Corporations) and are licensed for use by Fidelity. The product has not been passed on by the Corporations as to its legality or suitability. The product is not issued, endorsed or sold by the Corporations. The Corporations make no warranties and bear no liability with respect to shares of the product. Standard & Poor’s, S&P and S&P 500 are registered service marks of The McGraw-Hill Companies, Inc. and have been licensed for use by Fidelity Distributors Corporation. Other third-party marks appearing herein are the property of their respective owners. All other marks appearing herein are registered or unregistered trademarks or service marks of FMR LLC or an affiliated company. © 2021 FMR LLC. All rights reserved. This report and the financial statements contained herein are submitted for the general information of the shareholders of the Fund.