• Other research productsclose
• COVID-19 close
• Rural Digital Europe close

Annex - Grau d’execució de les actuacions previstes (pàg. 99)

A presente dissertação explora o impacto da transformação digital na experiência do consumidor em ambiente de loja no setor do luxo. Partindo do objetivo traçado, delineou-se uma base teórica que enquadra o universo do luxo com os fatores que o diferenciam e explora igualmente a experiência do consumidor nas lojas físicas de luxo apresentando os principais traços das novas gerações de consumidores deste setor. Finalmente, conceptualiza-se o fenómeno da transformação digital e as suas variantes bem como as tendências mais relevantes para o progresso do ambiente de loja, e consequentemente da experiência dos consumidores de luxo. Tendo em conta a natureza da investigação, utilizou-se uma metodologia qualitativa, que através de entrevistas estruturadas e semiestruturadas, procurou recolher a perspetiva de duas dimensões distintas, mas essenciais para o retalho, ou seja, marcas e consumidores de luxo, no contexto português. Após apresentação e relacionamento entre temas de ambas as duas dimensões, constatamos que as lojas físicas continuam a ter uma relevância significativa para os consumidores ainda para mais num setor que se caracteriza por bens de valor elevado que necessitam de validação e visualização físicas por parte do consumidor aquando da compra. Apesar do avanço registado pelo canal online, ainda mais significativo após a pandemia Covid-19, são registados obstáculos à experiência que em nada se igualam à vivência numa loja física. A evolução tecnológica é reconhecida por ambas as partes, consumidores e marcas, mas a recetividade à sua presença não é consensual. A hiperpersonalização assume-se como uma prioridade e a conveniência que a tecnologia pode trazer no que toca a procedimentos de serviço é altamente exaltada. O futuro é seguramente digital, mas o caminho para a transformação digital ainda é longo e incerto. This dissertation explores the impact of digital transformation on the consumer experience in a store environment in the luxury sector. Based on the objective outlined, a theoretical basis was outlined that frames the universe of luxury with the factors that differentiate it and also explores the consumer experience in physical luxury stores, presenting the main aspects of the new generations of consumers in this sector. Finally, the phenomenon of digital transformation and its variants are conceptualized, as well as the most relevant trends for the progress of the store environment, and consequently of the experience of luxury consumers. Considering the nature of the research, a qualitative methodology was used, which, through structured and semi-structured interviews, sought to collect the perspective of two distinct dimensions, but essential for retail, that is, luxury brands and consumers, in the portuguese context. After the definition and correlation between themes of both dimensions, we found that physical stores continue to have a significant relevance for consumers, even more so in a sector that is characterized by high-value goods that need physical validation and visualization by the consumer upon purchase. Despite the progress registered by the online channel, even more significantly after the Covid-19 pandemic, obstacles to the experience are registered that in no way equal the experience in a physical store. Technological evolution is recognized by both parties, consumers, and brands, but the receptivity to its presence is not consensual. Hyperpersonalization is assumed as a priority and the convenience that technology can bring when it comes to service procedures is highly praised. The future is surely digital, but the path to digital transformation is still long and uncertain.

A era digital impôs um novo planeamento estratégico nas organizações, congruente com as necessidades que a internet veio irrogar, assim como com uma visão otimista sobre as possibilidades que as novas tecnologias permitem (Porter, 2001). Como refere Michael E. Porter, a transformação digital não foi nem é fundamentalmente sobre tecnologia, mas sobre pensamento estratégico, exigindo à Liderança a capacidade de reinventar e adaptar determinado negócio de forma a ultrapassar os desafios. Com o avanço tecnológico, a Indústria do Retalho, materializada neste estudo na figura dos centros comerciais, encontrou uma nova forma de se relacionar com os seus clientes. Através das várias ferramentas e plataformas digitais, criou oportunidades para simplificar e acelerar processos, assim como para analisar detalhadamente as novas necessidades do consumidor, promovendo, simultaneamente, um serviço mais personalizado e atento, e a capacidade de tomar decisões perante vários cenários de forma fundamentada. No fundo, a transformação digital tornou a indústria do retalho mais responsiva e sensível à mudança que se verifica constante. De forma transversal e profunda, a COVID-19 representa um desafio para as Organizações. Os centros comerciais verificaram, numa fase inicial, uma nítida diminuição do fluxo de consumidores e, em consequência, de vendas, obrigando a uma transformação mais acentuada do seu modelo de negócios no digital. Esta investigação centrou-se no contexto específico dos centros comerciais da Sonae Sierra. Através da aplicação de entrevistas semiestruturadas foi possível perceber que a COVID-19 acelerou os processos de transformação digital no setor, forçando a adoção de medidas digitais e uma reestruturação do modelo de negócio. No futuro, os centros comerciais deverão aproveitar as possibilidades que a complementaridade entre o espaço físico e digital oferece. Não só a estratégia omnicanal deve ser privilegiada, como o novo modelo de negócio deve assentar nos novos hábitos de consumo emergentes. Os espaços físicos devem, agora, proporcionar uma experiência de visita única, com espaço para o lazer, entretenimento e trabalho remoto. Adicionalmente, deverão ser mantidas, num cenário póspandémico, todas as medidas que favoreçam a segurança dos consumidores. The digital age has imposed a new strategic planning in organizations, congruent with the needs that the internet has brought, as well as with an optimistic vision about the possibilities that new technologies allow (Porter, 2001). As Michael E. Porter states, digital transformation was not and is not fundamentally about technology, but about strategic thinking, demanding from Leadership the ability to reinvent and adapt a given business to overcome the challenges. With technological advances, the Retail Industry, materialized in this study in the figure of shopping centers, has found a new way to relate with its customers. Through various digital tools and platforms, it has created opportunities to simplify and speed up processes, as well as to analyze in detail the new needs of the consumer, promoting, at the same time, a more personalized and attentive service, and the ability to make decisions based on several scenarios. In essence, digital transformation has made the Retail Industry more responsive and sensitive to constant change. In a transversal and profound way, COVID-19 represents a challenge to Organizations. Shopping Centers have seen, in an initial phase, a clear decrease in the flow of consumers and, consequently, in sales, forcing a more accentuated transformation of their business model in digital. This research therefore focused on the specific context of Sonae Sierra's Shopping Centers. Through the application of semi-structured interviews, it was possible to understand that COVID-19 accelerated the digital transformation processes in the setor, forcing the adoption of digital measures and a restructuring of the business model. In the future, Shopping Centers should take advantage of the possibilities that the complementarity between physical and digital space offers. Not only should the omni-channel strategy be privileged, but the new business model should be based on the new emerging consumer habits. Physical spaces should now provide a unique visiting experience, with room for leisure, entertainment, and remote working. Additionally, all measures that favor consumer safety should be maintained in a post-pandemic scenario.

The aim of this report is to provide stakeholders in the public, private and community sectors with key insights into patterns of rural land ownership in the Northern Transect based on analysis of land titles data from January 2004 to January 2020, supplemented by a series of focus group discussions and interviews with regional decision-makers in November 2020, January 2021, and July 2022. Three separate visits to the transect region were required because of delays and interruptions caused by the COVID-19 pandemic. Thirteen LGAs (Moree Plains, Gwydir, Inverell, Glen Innes Severn, Tenterfield, Kyogle, Clarence Valley, Coffs Harbour, Richmond Valley, Ballina, Lismore, Byron, and Tweed) representing a continuous 480km stretch from the coast to New South Wales’s northwest, were selected for analysis. These LGAs represent a large diversity of rural landscapes. Unlike the other regional reports in this series (Hunter, Riverina and the Central West), this report is therefore not framed around a discrete biophysical and social region. It goes without saying that Byron Bay is very different from Boomi (in Moree Plains). For this reason, parts of the text here discuss the transect not as a single region but divide it into ‘Coastal’, ‘Hinterland’, and ‘Inland’.

Objetivo – Investigar e medir possíveis relações que poderão influenciar o uso e a mudança para a aprendizagem online pelo estudante, tendo presente a influência do fenómeno da COVID-19. Metodologia – Pesquisa empírica, de corte transversal, descritiva e quantitativa confirmatória, a partir da identificação de um modelo teórico, suportado pela revisão da literatura, concebível de estudar relações entre variáveis latentes. A recolha dos dados foi realizada pelo instrumento de medida questionário online, obtendo-se uma amostra de 117 respostas válidas. As hipóteses foram testadas por um modelo confirmatório de equações estruturais. Resultados –A utilidade e facilidade de utilização percebida demonstram influenciar a atitude do aluno quanto à mudança para a aprendizagem online. Igualmente, a atitude e a capacidade de autoaprendizagem afetam significativamente a mudança para a aprendizagem online, assim como a COVID-19. Foi assegurada adequada qualidade psicométrica e validade convergente e divergente. O estudo confirma todas as relações e hipóteses identificadas, com interessantes níveis de correlação e capacidades preditivas entre as variáveis, com destaque para a variável CH, explicada em 71,5% pelas variáveis SA, AT e COVID. Limitações/implicações – Os resultados necessitam de ser analisados com precaução devido ao tamanho da amostra. A pandemia trouxe entraves ao processo de recolha de dados, assim como a ausência de mais estudos sobre esta temática em Portugal para efeitos de discussão comparativa. Em contexto pandémico, a adoção de ferramentas e tecnologias de fácil utilização na aprendizagem online, estimularam uma atitude positiva quanto à mudança do paradigma educativo, assim como a importância da autoaprendizagem para este. A transição do ensino presencial para o digital trouxe implicações e desafios nunca experienciados. Originalidade/valor – Esta pesquisa produz conhecimento, que poderá servir de ponto de partida para as IES, quanto ao que fazer e o que evitar na aplicação do digital nos seus planos de estudo. Purpose - To investigate and measure possible relationships that may influence students' use of and change to online learning, keeping in mind the influence of the COVID-19 phenomenon. Methodology - Empirical, cross-sectional, descriptive and confirmatory quantitative research, based on the identification of a theoretical model, supported by the literature review, conceivable to study relationships between latent variables. Data collection was carried out by the measurement instrument online questionnaire, obtaining a sample of 117 valid responses. A confirmatory model of structural equations tested the hypotheses. Results - The perceived usefulness and ease of use are shown to influence student attitude towards switching to online learning. Likewise, attitude and self-learning ability significantly affect the shift to online learning, as does COVID-19. Adequate psychometric quality and convergent and divergent validity have been ensured. The study confirms all the relationships and hypotheses identified, with interesting levels of correlation and predictive abilities between the variables, especially the variable CH, explained by 71.5% by the variables SA, AT and COVID. Limitations/implications - The results need to be analysed with caution due to the sample size. The pandemic brought barriers to the data collection process, as well as the lack of further studies on this topic in Portugal for the purpose of comparative discussion. In a pandemic context, the adoption of easy-to-use online learning tools and technologies stimulated a positive attitude towards the change of the educational paradigm, as well as the importance of self-learning for this. The transition from face-to-face to digital teaching has brought implications and challenges never experienced before. Originality/value - This research produces knowledge, which could serve as a starting point for HEIs, as to what to do and what to avoid in applying digital in their study plans.

For a long time, B2B companies have been moving towards digital transformation, adopting new technologies to meet the needs of more demanding and empowered customers. This challenging movement is transforming the sales force and impacting the salespeople on many levels. Thus, the purpose of this study is to understand how the B2B sales force is being affected by digitalization, especially e-commerce. Using the multiple case study methodology, we conducted in-depth interviews with sales managers from four B2B companies, two traditional and two startups, and analyzed several dimensions initially found in the literature review. After analyzing the data, results demonstrated that when comparing the sales force of traditional and startup companies, there are significant organizational differences. Overall, the three companies with online sales have been dealing with the challenges of a multi-channel sales force, although the evolution has been distinct for all of them. These differences have proved that factors such as management commitment and investment, a clear e-commerce strategy, transparent communication, and proper training, are enablers for successfully selling online, as it also lessens job insecurity, one of the main consequences of digitalization within the sales force. In terms of technology, it was not surprising to find that the startups are using more recent digital tools than the traditional companies, investing in sales automation, and data analysis, which is something that the traditional companies also aim for but are still not prepared for. Finally, findings also showed the distinct impact that the Covid-19 pandemic had on the case studies, with traditional companies’ businesses slowing down, and startups booming, thanks the ecommerce. Overall, we were able to understand that B2B companies are dealing with changes caused by Digital Transformation within their sales force, which can have a different impact on similar companies, and that hybrid sales forces bring benefits and challenges that affect the structure, but mainly the salespeople. Findings add new insight to the existing academic research, and B2B sales managers should find guidance on our recommendations on to deal with the challenges of a multi-channel sales force.

Peer reviewed: True Here researchers have the disposition to engage in the scholarly discourse on how the pandemic adversely influenced individuals' mental health and what remedies should be exercised in response to the mental health challenges. There is a shortage of scholarly discussion about who benefitted from the occurrence of the pandemic. Mancini et al. argued that the pandemic benefitted the social and mental health functioning of a subset of the population, despite the pandemic causing considerable risks of harm to mental health. In this perspective, the author summarizes relevant findings and arguments to present which subsets of the population benefitted at school, at home, and in the workplace during the pandemic. Although COVID-19 is no longer deemed a pandemic, many by-products of the public health crisis, including the encouragement of remote work and studies, remain. In this perspective, by understanding who benefitted from the pandemic and why, the author can evaluate if any public policies formed in response to the pandemic should be kept in the long run in order to maximize individuals' mental health.

Estudi dels impactes de les mesures de reactivació econòmica impulsades pel Centre de Coordinació de la Resposta Econòmica (Cecore) 2020-2021

African economies are facing a series of challenges to their post-pandemic recovery. Economic activity in the region is slowing to 3.3 percent amid global headwinds, including weak global growth and tightening global financial conditions. Elevated inflation rates and resulting policy tightening, as well as the rising risk of debt distress, are also impacting economic activity. While food insecurity in Sub-Saharan Africa was increasing before the onset of Covid-19, the pandemic and the food and energy crisis have contributed to the recent steep increase in food insecurity and malnutrition. Climate shocks, low productivity in agriculture, lack of infrastructure also contribute to rising food insecurity in the region. The economic fallout from the multiple crises affecting the region has lowered household incomes, increased poverty, widen inequality and heightened food insecurity. This report discusses short-term measures combined with medium- to long-term policy actions that can strengthen African countries' capacity to build resilience and seize opportunities to unlock productivity-enhancing growth while protecting the poor and vulnerable.