Building an Agile Brand Adapting in the 4.0 Era
DOI:
https://doi.org/10.55938/wlp.v1i4.139Keywords:
Agility, Agile Supply Chain Management, Brand Equity, Branding 4.0, Marketing 4.0, Agile Business Model InnovationAbstract
The study explores at how consumers perceive agility when making purchases from a digitally-enabled premium organization. It demonstrates that improving agility—a component apart from customer service—by satisfying customer expectations and instantly adapting to digitalization improves interaction with customers. This emphasizes the importance for managers and practitioners of high-end businesses to optimize customer experiences while adapting to evolving service interactions. By merging conceptual and theoretical frameworks with practical application, this study attempts to present an overall understanding of Industry 4.0 and agile businesses. It focuses on the relationship between past and contemporary globalization and outlines the history and current state of affairs in terms of digitalization, globalization, technological and economic aspects, and the most recent theoretical framework for flexible organizational structure and management. As the initial in-depth examination of the literature, this study establishes an association between Industry 4.0 and agile and lean manufacturing. Establishing a conceptual framework for their interactions, it demonstrates how Industry 4.0 encourages and promotes the implementation of both systems. While agile manufacturing increases flexibility, integrating Industry 4.0 with lean manufacturing promotes cost-competitiveness. With an emphasis on businesses introducing technological advances and a new wave of evolution, the study looks at the implications and difficulties of Industry 4.0 from a business perspective. It makes the point that Industry 4.0 is the most complex and advanced revolutionary era at this point radically altering established business practices with its cutting-edge features and modifications.
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Copyright (c) 2024 Sanjeev Kumar Shah, Mohammed Ismail Iqbal
This work is licensed under a Creative Commons Attribution 4.0 International License.
