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Technology has disrupted many industries from the start of Industrialization era to the Industry 4.0 era. There has been an exponential growth in the technological front and people are talking about Industry 5.0. Digital transformation is a critical direction in which organizations will have to move toward in order to succeed in this competitive world. To make a smooth transition, firms must understand the basic building blocks of the digital transformation process and the key areas it touches upon namely customer experience, operational process and dynamic business models. Organizations will also have to identify the enablers of digital transformation which they can work on to smoothen the transformative process. Firms will also need the framework of digital transformation spelling out the roadmap for effective digital transformation. Firms on the urge to go for digital transformation will face numerous challenges in all the stages of implementation namely the initiation phase, the execution phase and the governance phase. A clear understanding of these challenges will help the firms to overcome or mitigate these challenges and be successful in their digital transformation process.

The unavoidable connection between automation and digitalization is already in the business horizon in the name of Industry 5.0. Industry 4.0, the robotic and technological revolution were largely hit among the manufacturing industries, but Industry 5.0 is meant for all sectors across ranges from manufacturing to services. Evolution from the days of mechanization (Industry 1.0) to smart factory (Industry 4.0) witnessed the improvisation of metrics related to efficiency and optimization. And now its turn for the balance between optimization and efficiency with the support from robots in assisting the smarter generation’s technologies and machineries and tools through Industry 5.0 in the domain of marketing too where the change is constant and dynamic would be more accommodative to opportunities and challenges through the next wave of 5.0. The disruption by Industry 5.0 will change existing nature of marketing in terms of customer experience, supply chain, procurement, product development, retail operations, etc. The market which predominantly flourishes with the help of customers in co-creation is going to have robot as bystander with the intervention of this Revolution 5.0 which will level up the existing customer experience. Marketing by its nature demands the cooperation at multiple levels and is becoming easier prey for the Industry 5.0 revolution as it’s expected to create the cooperation between the humans and machines. Product development, customer engagement and customer experience will undergo the transformation due to this industry revolution and also there are other areas in the marketing domain to go through the impact are addressed in this chapter.

The purpose of this article is to investigate the labor and environmental risks that exist in potato crops in an agricultural area of Colombia and to propose good labor and environmental welfare practices.

The study was conducted through the combination of quantitative and qualitative research approaches, applying pragmatic techniques and tools such as direct observation by field journal, questionnaire survey, checklist of working conditions and a specific methodology for the risk assessment.

It is identified that the production practices carried out by the cultivators studied are rudimentary, that the agrochemicals used affect the health and safety of the farmers and their families, constituting high-risk products for people and the environment. On the other hand, it is established that the training and qualification of workers is low, they do not use protection elements, or they are not adequate, representing a considerable degree of vulnerability.

With the findings of this research it is expected to improve the working conditions of potato growers and sustainability of agricultural processes in the area, whose results will also be very useful for the analysis of the issue throughout the agricultural sector in general, at a national or international level. Contributing in the same way to the fulfillment of the goals of the sustainable development goals.

The purpose of this paper is to understand the dimensions of mall attractiveness for Indian shoppers from the metro cities of New Delhi, Kolkata, Chennai and Mumbai; and subsequently investigate the effect of these dimensions on shoppers’ mall experience.

A shopper intercept survey was conducted in the aforementioned cities and 400 responses were obtained which were analysed with exploratory factor analysis and stepwise regression.

The results indicate that tenant management, facilities management, atmospherics and entertainment potential are the factors which attract shoppers to malls. Tenant management, facilities management and atmospherics also emerge as significant predictors of mall shopping experience.

Due to limited resources, the research results may lack generalizability. Therefore, researchers are encouraged to test the derived factors and hypothesized relationships further.

Contemporary retail settings have transited to offer holistic experiences, generated out of tenant mix, facilities and atmospherics. Managers of shopping malls can enhance their mall attractiveness by identifying an optimal mix of factors such as crowd management, tenant variety, parking, etc. as seen in the results of this study. Entertainment emerges as a mall attractiveness dimension but not as a significant predictor of shopping experience which shows that Indian shoppers’ inclination towards hedonism is still in elementary stages and economic pursuit continues to be a dominant motivator for visiting a mall.

This paper attempts to provide a holistic overview of mall attractiveness dimensions in India and its implications for shopping experiences.