Relevant for GS paper-3,GS paper-1,society,sociology paper-1,unit 10(agents of social change
Changing consumer behaviour through digital transformation
- I ndia’s consumer behaviour has experienced a radical transformation at the most fundamental levels.
- The rise in smartphone use fuelled by afordable data plans has catalysed an online revolution in the country. The novel coronavirus pandemic has further accelerated the process of digital inclusion, and it is now not only routine to transact online and have food, personal care items or anything else delivered at the one’s doorstep, but it is also common to learn online, have medical consultations online, and even resolve disputes online.
Exclusion create by digital transformations
- Despite the rapid advancement of digital platforms on the one hand and the pervasiveness of the Internet-enabled phone on the other, small enterprises such as local kirana stores have not gained from this.
- Online purchases from “near and now” inventory from the local store remain in a digital vacuum. This is because, to sell on numerous platforms, sellers must maintain a separate infrastructure, which only adds costs and limits participation.
- The distinct terms and conditions of each platform further limit the sellers’ fexibility. Consequently, small and medium-sized businesses have lost their freedom to choose and participate in the country’s e-commerce system at their will and on their terms. Alarmingly, centralising digital commerce transactions on a single platform creates a single point of failure.
ONDC initiative create level playing field
Promotion of Industry and Internal Trade (DPIIT) of the Government of India established the Open Network for Digital Commerce (ONDC) to level the playing feld by developing open e-commerce and enabling access to small businesses and dealers. The ONDC network makes it possible for products and services from all participating e-commerce platforms to be displayed in search results across all network apps
ODR (online dispute resolution ) can enhance effectiveness and efficiency
- Online Dispute Resolution, or ODR as it is popularly called, has the propensity to work alongside the incumbent setup and deliver quick, afordable and enforceable outcomes.
- The ODR is not restricted to the use of legal mechanisms such as mediation, conciliation and arbitration in an online environment but can be tailor made for the specifc use case keeping the participants in mind.
- While the ODR commonly involves case management systems, integration of communication technologies such as email, SMS, WhatsApp, In teractive Voice Response, audio/ video conferencing, overtime and with appropriate data sets in place, it can also involve advanced automation, the use of technologies such as artifcial intelligence and machine learning to enable resolutions at the same time as it would take to initiate a transaction over the network.
- From making dispute resolution simple to handling complex multi-party disputes; from 24×7 accessibility from the remotest regions to availability in regional languages; from enabling a safe and secure online infrastructure to ensuring minimal touchpoints, the ODR can not only digitise the entire value chain but can also facilitate an enhanced user experience.
Growing adoption
- The ODR is no more a distant dream for India as well. Governments, regulators and private enterprises have been adopting and encouraging its use. For instance, the National Payments Corporation of India (NPCI) has mandated platforms in the UPI ecosystem to adopt the ODR for complaints and grievances connected to failed transactions.
- Ingram, SEBI SCORES (or the Securities and Exchange Board of India SEBI COm plaints REdress System), RBI CMS (or the Reserve Bank of India Complaint Management System), MahaRERA (or the Maharashtra Real Estate Regulatory Authority), MSME Samadhaan (or the Micro Small and Medium Enterprises Delayed Payment Monitoring System), and RTIOnline (or the Right to Information Online) are other examples of ODR systems that are widely used in the country.
A dispute resolution framework that includes a customised ODR process can play a role in the network achieving its steep fve-year target of adding $48 billion in gross merchandise value to India’s e-commerce market, a network of 90 crore buyers and 12 crore sellers with the least hiccups.
