Why Customers are Adopting Mobile Apps?

Authors

  • Assistant Professor, Department of Management and Social Science, Haldia Institute of Technology, Haldia, West Bengal – 721657

DOI:

https://doi.org/10.15410/aijm/2019/v8i1/140959

Keywords:

Adoption, Mobile APPS, Security, Timely information, User Friendly

Abstract

In present situation the greater part of the associations are creating versatile applications which is an approach to spare extensive measure of time and cash in light of the fact that these applications can help workers’ efficiency. Applications are presently turning into a fundamental piece of our everyday life. Time spent on versatile is soaring. Because of this, these applications are advancing radically. Through a portable application, clients can achieve a troublesome and tedious business process in only a couple of minutes or even seconds. Clients additionally advantage from the accommodation, speed and nonstop accessibility of applications administrations. In spite of the fact that portable applications give numerous points of interest, there are as yet a noteworthy number of clients who deny or hesitant to embrace the offices of applications administrations. In India the appropriation rate of the innovation is altogether not quite the same as different countries in view of the nation’s one of a kind social and practical qualities. The points of this exploration consider is to examine the elements impacting the selection of versatile applications in West Bengal, India. The Paper gives a definite comprehension of how and why particular elements influence the customer choice. Study from 211 respondents was utilized to achieve this objective. This examination study would likewise help in understanding different explanations behind this opposition (hesitance) what’s more, would be valuable for associations in planning methodologies went for expanding the general use of the innovation.

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Published

2019-01-29

How to Cite

Chakraborty, D. (2019). Why Customers are Adopting Mobile Apps?. ANVESHAK-International Journal of Management, 8(1), 138–153. https://doi.org/10.15410/aijm/2019/v8i1/140959

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