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Impact of Digital Transformation on Customer Experience in Indian Banks
Vaishnavi Sharma Research Scholar,Roshan Jahan Research Scholar, Department of Commerce, Deen Dayal Upadhyaya Gorakhpur University, Gorakhpur
Pages: 1-12 | First Published: 05 Jul 2026
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Abstract

This paper focuses on the aspect of digital era contributing to better customer experience in Indian banking system. The existing literature have mainly focused on what banks have to offer digitally and how the Indian banking system is taking a technological fold, but gaps can be identified in the areas of integrating digital revolution and customer experience for a sustainable development of the financial landscape. The prime objectives of the paper is to study the growth and spread of digital transformation and its impact on customer experiences, along with the challenges faced by customers in adopting the digital culture. Secondary data have been collected from various press release and annual reports of leading organizations to gain a reliable picture of the current state. The findings of the study reveal there is a positive and significant impact of digital transformation on customer experience in Indian banks however, drawbacks associated with the area cannot be overseen. Suggestions have been made to integrate digitalization and human empathy for better customer experience. 

Indexed terms ̶ digitalization, digital banking platforms, payment innovation, cyber security, customer experience.

References

  1. Gupta, V., Awasthi, S., & Jadhav, S. (2023). Artificial Intelligence: A Revolution in the Banking Industry in India. International Journal For Multidisciplinary Research, 5(4).

https://doi.org/10.36948/ijfmr.2023.v05i04.5243

  1. Tiwari, R. (2023). The Application of AI and Machine Learning in the Financial Industry and its Effects on Risk Management and Fraud Detection. Indian Scientific Journal Of Research In Engineering And Management, 07(01).  https://doi.org/10.55041/ijsrem17595

  2. Das, S. (2024). Bridging India’s Financial Divide: The Power of Artificial Intelligence and Machine Learning. International Journal For Multidisciplinary Research, 6(5). https://doi.org/10.36948/ijfmr.2024.v06i05.29801

  3. Malasriganga, C. (2024). Assessing The Impact On Digital Transformation With Special Reference To Banking Sector. 9659–9664. https://doi.org/10.53555/kuey.v30i4.4706

  4. Agarwal, S., Malik, P., & Gautam, S. (2023). Analysis of customer satisfaction and the customer experience in digital payments: a meta-analysis review. International Journal of Business Science and Applied Management, 18(1), 1-17.

  5. Mohapatra, S., Kumar, A., Shirmila, T., Rroy, A. D., & Hota, S. L. (2024). The mediating role of customer satisfaction for a sustainable e-banking performance. Environment and Social Psychology, 9(6), 1-11.

  6. Famoti, O., Omowole, B. M., Okiomah, E., Muyiwa-Ajayi, T. P., Ezechi, O. N., Ewim, C. P. M., & Omokhoa, H. E. (2024). Enhancing Customer Satisfaction in Financial Services Through Advanced BI Techniques. International Journal of Multidisciplinary Research and Growth Evaluation, 5(06), 1558-1566.

  7. 15. United Nations Conference on Trade and Development (UNCTAD) (2002): E-commerce and Development Report, (http://r0.unctad.org/ecommerce/docs/).\

  8. Press Information Bureau https://www.pib.gov.in/PressReleaseIframePage.aspx?PRID=2057013

  9. Government of India Press Information Bureau https://www.pib.gov.in/PressNoteDetails.aspx?NoteId=154912&ModuleId=3

  10. https://www.rbi.org.in/scripts/PublicationsView.aspx?Id=23127#mainsection
  11. https://bfsi.economictimes.indiatimes.com/news/industry/indians-lose-rs-4245-crore-in-24-lakh-digital-fraud-cases-in-first-10-months-of-fy25/119326470#:~:text=Digital%20financial%20frauds%20in%20India%20reached%20alarming%20levels,the%20Ministry%20of%20Finance%20in%20the%20Rajya%20Sabha. 
The Role of Human Resource Management in Corporate Sustainability Reporting: A Comparative Study of the World’s Largest Companies
S. Indhumathy Assistant Professor, Department of Management Studies School of Management,M. Arivukodi Assistant Professor, Department of Management Studies, School of Management, Mohamed Sathak College of Arts and Science, Sholinganallur, Chennai.
Pages: 13-18 | First Published: 07 Jul 2026
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Abstract

As a reaction to the creating open care at the essentialness of legitimate responsibilities to viable improvement, there's an improved force for organizations to give a record in their supportability works out. In parallel with this has been the advancement of 'Functional HRM' which handles a developing foundation of master besides, educational composing interfacing the thoughts of corporate supportability to HRM. The purpose of this article is to think-tank practicality detailing among the segment's greatest organizations and to evaluate the HRM parts of viability internal these reports in examination with regular pieces of inside your methods the board and whether various leveled qualities – primarily kingdom of-root – impacts the revealing of training. A center in this content is the confirmation to which the announcing of various segments of viability may likewise reflect crucial models of corporate administration in the kingdom in which an endeavor is based. The revelations propose, first and against dreams, that the general disclosure on HRM-related execution isn't lower than that on home grown execution. Second, organizations report extra on their inside staff diverged from their out of entryways faculty. At extensive shutting, traditional differentiations, in exact the ones between organizations arranged in liberal venture region economies and encouraged market economies, aren't as perfect extremely. 

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Green Startups Leveraging Omnichannel Marketing for Sustainable Growth
M. Ravichandran Ph. D Research Scholor (Commerce, Part-Time), Affiliated to Tiruvalluvar University,Dr. N. Fathima Thabassum Head & Assistant Professor, Supervisor & Guide, PG & Research Department of Commerce, Mazharul Uloom college, Ambur.
Pages: 19-31 | First Published: 07 Jul 2026
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Abstract

The transition toward a low-carbon and resource-efficient economy has positioned green startups as key drivers of sustainable economic transformation. However, achieving long-term growth requires not only eco-innovation but also strategic digital marketing integration. This study develops a conceptual framework examining how green startups leverage omnichannel marketing to enhance sustainable growth in the Indian context. Grounded in the Resource-Based View (RBV), Institutional Theory, and the Triple Bottom Line (TBL) framework, the study adopts a conceptual and analytical review methodology synthesizing literature from 2000–2024. The proposed framework links green finance, innovation capability, omnichannel integration, consumer trust, and sustainable performance, with institutional support as a moderating factor. The study contributes by integrating digital marketing strategy into green entrepreneurship discourse and offers policy and managerial implications for strengthening India’s green startup ecosystem.

Keywords: Green startups, Omnichannel marketing, Sustainable growth, Green finance, Circular economy, India.

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