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This article examines the use of various tools aimed at establishing and strengthening long-term customer loyalty in the vending industry. The relevance of the topic is determined by the current high level of competition in this sector, combined with the clear necessity for creating effective consumer retention strategies based on service personalization, environmental responsibility, and the deliberate implementation of the latest technologies in practice. The study aims to identify key factors influencing customer loyalty, systematize relevant tools, and develop recommendations (in the form of an action algorithm) for integrating these tools into organizational activities. The article analyzes various approaches, with a particular focus on digital solutions, such as intelligent management systems and social initiatives, capable of strengthening emotional connections. It identifies contradictions between a focus on technological innovations and the need to consider the human factor in consumer interaction processes. The conclusion emphasizes that successful long-term loyalty strategies should be based on a comprehensive approach. The author’s contribution includes the systematization of modern tools, an examination of their adaptation to the vending industry, and the proposal of an algorithm combining technological and social aspects to enhance loyalty. The materials presented are valuable for marketers, vending business operators, researchers in digitalization, and entrepreneurs interested in the sustainable development of the industry

This study analyses the determinants of job satisfaction among bank officers in both public and private sector banks with regard to inter-sectoral differences. The research covers pivotal predictors like ‘Career Growth’, ‘Motivation and Compensation’, ‘Nature of the Job’, and ‘Relationship and Support’, with a sample comprising of 202 bank officers, equally split between private and public sectors. From the demographic perspective, there was an equitable distribution of respondents in terms of gender, age, education, and experience, which is representative of the workforce. Multi-group analysis showed that Career Growth does predict job satisfaction for both sectors which underlines the significance of promotional avenues and advancement in one’s career to every employee’s satisfaction. It is surprising that Motivation and Compensation were not significant predictors of satisfaction in either sector which implies that rewards and incentives per se are not sufficient to improve job satisfaction. In the private sector, The Nature of the Job was an exclusive significant predictor which implies that task diversity, autonomy, and purposeful work are more relevant to private bank employees. Relationship and Support on the other hand, were significant predictors of job satisfaction only for the public sector which points to the crucial role that upper management and peer relations have in this sector. The Importance-Performance Analysis ranking indicated that Career Growth and Nature of the Job were areas that needed more focus by management because of the high importance but lower performance levels. On the other side Motivation and Compensation along with Relationship and Support were in the “Possible Overkill” quadrant where there was sufficient performance, but the effort outstripped priority for further enhancement. The results indicate differentiated human resource policies for public and private banking institutions concerning employee satisfaction and performance.

Regardless of business considerations, customer perception is the most crucial element since it reveals how satisfied customers are with any given service or product. Beneficial customer perceptions do have a significant and positive impact on a business’s profitability, as they increase repeat business, brand loyalty, good word-of-mouth referrals, and long-term viability. It is difficult to keep customers in today’s competitive business climate, which includes retailing sector. Thus, retailing stores including hypermarkets in the industry is to be improving their high-quality services with consistent manner. This study aimed to analyze the effect of consumer’s demographic profile namely gender, age, marital status, type of family, no. of family members, place of living, education, occupation and family income with their perception towards impulsive buying in Hypermarkets. The primary data collected from 100 respondents in various hypermarkets in Coimbatore City. Multiple regression analysis was used to analyze the effect of demographic profile of the consumers on their perception towards impulsive buying. This study found that education, occupation and family income of the consumers is most important demographic factors on impulsive buying in hypermarkets, because these demographic factors have positive effect on their perception towards impulsive buying

The relevance of environmental, social, and governance (ESG) standards for banks and other financial organisations has been rising in recent years. The increasing regulatory scrutiny of financial institutions’ lending and investment decisions, the growing demand for sustainable products among investors, and the growing awareness of the long-term risks associated with unsustainable business practices have all contributed to a widening spectrum of environmental, social, and governance responsibilities that these institutions are increasingly embracing. Recent areas of study are still in their infancy, including ESG-fintech integration, ESG risk modelling, and the impact of digital transformation on sustainable banking. These points are interesting places to go for more study. The research shows that the Indian banking industry is starting to see ESG integration in financial planning as a strategic objective, not only a compliance issue with regulations. Indian financial institutions and planners need to step up their ESG efforts in response to the growing focus on sustainability in global finance.

In the modern fast-paced and ever-changing business world, successful organizational change management (OCM) plays an important role in maintaining competitiveness and responsiveness. This research explores the interrelated functions of strategic planning, leadership, and employee engagement as key pillars that facilitate successful and sustainable change. Through qualitative multiple case study analysis of two internationally acclaimed organizations Kodak and Apple based only on secondary data, the study investigates how differing focus and implementation of these factors impacted their own change outcomes. The results illustrate that Apple’s success was supported by a responsive and vision-oriented strategic planning strategy that aggressively looked forward to technological revolution and market transformation. Balancing this approach was transformational leadership that energized and enabled employees, coupled with substantive employee involvement creating a sense of ownership, innovation, and resilience. Confronting, Kodak’s fall was in significant part due to its inability to shift its strategic vision during digital disruption, risk-averse and centralized leadership stifling change momentum, and constricted employee involvement that amplified resistance and cultural inertia. These findings underscore that lasting change is not predicated on isolated factors but, instead, on the synergistic blending of lucid, adaptive strategy; inclusive, dedicated leadership; and engaged, authentic employee participation. Omitting any one of these factors can critically disenable change efforts and organizational sustainability. This research therefore contributes to OCM theory by providing a comprehensive, human-oriented paradigm that prioritizes the dynamic interactions between strategic intent, leadership efficacy, and workforce empowerment. Practically, organizations are urged to create adaptive capacities, build transformational leadership skills, and implement continuous employee engagement to heighten readiness and success in complex change contexts for final organizational survival and growth

This article investigates the comparative influence of bankruptcy costs and taxation on corporate capital structure decisions in developed economies and emerging African markets. While classical trade-off theory posits that firms balance the tax benefits of debt against the expected costs of financial distress, cross-country differences in institutional quality, legal frameworks, and fiscal regimes significantly alter this balance. In developed markets, where creditor rights are stronger, insolvency procedures more efficient, and tax enforcement stricter, leverage decisions tend to reflect predictable responses to interest tax shields and thin-capitalization rules. In contrast, emerging African markets are characterized by higher bankruptcy costs, prolonged restructuring procedures, weaker recovery rates, and uneven tax administration, all of which constrain the ability of firms to exploit tax advantages of debt. Using a panel dataset covering listed firms across multiple regions from 2015 to 2024, the study applies dynamic panel regressions (system-GMM) and difference-in-differences approaches to capture the impact of tax reforms and insolvency regulations on leverage. The findings suggest that while taxation remains a significant determinant of debt usage in both contexts, its marginal effect is dampened in African markets by elevated financial distress risks and institutional frictions. By highlighting the interaction between tax incentives and bankruptcy environments, this study contributes to a deeper understanding of capital structure dynamics in heterogeneous financial systems. It further provides policy insights for regulators seeking to design tax and insolvency frameworks that foster corporate resilience, sustainable financing, and capital market development

The Fourth Industrial Revolution, in which artificial intelligence (AI) affects the economic and social systems of our world, is a game changer for labour markets across the globe. With its large and youthful human capital, India is at a crossroads. In this study, we explore the implications of AI for the Indian workforce, considering its potential both as a force of disruption and as a source of unprecedented growth. This work is about taking the discussion beyond the old automation lens towards how AI is changing the essential skills and competencies taxonomy of the future. Using a mixed-method approach, combining secondary data analysis of contemporary industry vision papers (NASSCOM, WEF, McKinsey) and government initiatives, this study identifies critical emergent skill clusters—AI Literacy, Cognitive Flexibility, Socio-Emotional Intelligence, and Digital Dexterity. The paper suggests that India can capitalise on this demographic dividend only through a complementary approach of large-scale, multi-sectoral skilling, educational syllabus transformation, and proactive policy interventions in creating a habit of lifelong learning. The conclusion provides a strategic roadmap for India to both address the challenges posed by job displacement due to AI and gain the leading edge in the upcoming AI-driven economy.