My recent articles

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I started my business alone, and there was nobody beside me to support me except my best friend and my wife. Even my parents and relatives were in the position of refusing to accept my entrepreneurship as it was something very unusual for them.

As the Great Resignation continues, one in five employees say they are planning to switch jobs in the next year. Experts have cited a few reasons why so many people are making the switch since the start of the pandemic, with one of those reasons being poor management or leadership.

In this life, everything is a balance: between work, life, love and family. We can describe this as a work-life balance. All this can affect your quality of life, including the quality of achieving success in life, because when there is a bias in one direction, your balance wheel may not move in the same way or as fast as you're used to, which can lead to a deterioration of quality in other areas. 

During the pandemic, consumers who couldn't safely shop in brick-and-mortar stores turned to online shopping instead. Whether it be for mundane tasks like grocery shopping or picking up prescriptions, or more leisurely activities like clothes shopping, these errands could be done efficiently from the comfort of home.

Starting and running a business is difficult in any climate, but it is significantly more difficult in a new country. This research makes a contribution to the entrepreneurship literature by shedding light on the most common barriers encountered by most entrepreneurs during the seed and growth stages of doing business in a new foreign country. When launching a new company in a new nation, the first hurdle is acquiring funds for the enterprise due to short or poor credit history. Individuals with insufficient native language competence may struggle to communicate with potential clients and suppliers, as well as understand the regulation of the new country, and gain access to local entrepreneurial institutions. Additionally, many newcomers struggle to gather appropriate knowledge about the market conditions, current needs, the kind of business, and the market dynamics prevalent in the new country. Additionally, the majority of new businesses started by newly arrived company owners are small, making it more difficult for them to hire experienced, qualified, and skilled native human resources to compete with local competitors. People are going to continue to migrate around the globe, and immigrants will bring new ideas and commercial endeavors with them. This study recommends that the government and other agencies must ensure that immigrants have access to services that meet their specific requirements and help them integrate into the local business community.

The economic effect of the COVID-19 pandemic is as significant as the threat it poses to public health. Companies are negotiating a new world dealing with new risks. Organizations seek confidence in their risk management and control frameworks and reaction strategies for the short, medium, and long term as COVID-19 grows to threaten commercial life. As a result, it is critical for firms to be proactive in analyzing their risk and susceptibility from many aspects. This exploratory research seeks to discuss some major risks faced by many organizations during the pandemic, namely, the strategic, compliance, regulatory, financial, and operational risks. To thrive in this new business climate, organizations must take immediate action to limit risks and prepare for both fast and gradual recovery. Businesses that properly manage risk not only endure but also strengthen their endurance and equip themselves to capitalize on new possibilities.

Remote working offers a series of benefits not only to the employees individually but importantly to the companies as a whole. This research discusses how altering business strategy to accommodate remote working may boost the profitability of a firm. More specifically, we proposed the RW (Remote-Work) led growth hypothesis. We derived this hypothesis from two perspectives: the VEP (Virtual employee productivity) and VOC (Cost-cutting through the virtual office). We argued that employee productivity increases through factors such as work-life balance and employee engagement. Additionally, a firm can reduce operational expenses by adopting a work-from-home model. Although working remotely can increase the profitability of a firm, certain hidden expenses must be evaluated. This research also discusses these challenges that may cause the degrowth of a firm. We recommend that firms should resolve these issues to make a robust growth strategy that can achieve growth in the remote working model. The remote work trend is a recent phenomenon and there is not enough empirically workable dataset from different firms. Some post-pandemic surveys suggest that companies enjoyed profits to some extent but these surveys lack rigorous empirical models.

Economic predicting has existed for ages. It was the Great Depression of the 1930s that gave rise to the current levels of formal forecasting analysis. Following the economic crisis, a greater focus was placed on knowing how the economy works and where it is headed. This resulted in the development of a broader range of statistical and analytical approaches. The current COVID-19 pandemic is projected to put significant strain on the economic performances around the world. There is a need for prediction studies so that the countries can navigate their macroeconomic policies to maintain the current trends of economic performances even after they are hit by the pandemic. This study is an effort to forecast major macroeconomic indicators for seven major economies, namely, the US, UK, China, France, Japan, Russia, and India. We used WDI datasets for the period 1972-2019 and forecasted for the period 2020-2024 using the Automatic ARIMA forecasting technique. The findings show that employment and inflation in the USA will continue to decrease. The other macroeconomic indicators are expected to have positive trends according to the results. The UK GDP is expected to remain steady and the UK inflation will increase and the labor force participation rate will decrease. The inflation rate in China, according to our analysis, will be close to 5% at the end of 2024. Employment is also expected to decrease. The inflation rate in France will remain below 1% from 2020 to 2024. The projected inflation rate in 2024 is 0.451 percent. The inflation rate in Japan will continue to increase till 2021. It will fall in 2022 and will continue falling until it reaches 0 …

This study attempts to examine the business cycle, coherence, and persistence of the GDP, investment, export, consumption, and savings from the period 1992 to 2019. We used Bry and Boschan quarterly (BBQ) algorithm to examine the business cycle, and Granger causality and correlation tests to examine the coherence and persistence, respectively. The BBQ algorithm showed that the expansion periods ranged from 12 quarters to around 32 quarters; the contraction period ranged from 5 quarters to around 9 quarters. According to the results, the investment, export, consumption, and savings were hit by the 1998 rouble crisis, 2008 global and 2014 Russian financial crisis. The causality test showed that there are bidirectional causal relationships between investment and GDP, as well as between savings and GDP. Additionally, the data imply that there is one-way causation between consumption and GDP, as well as between trade and GDP. The majority of variables, except for export, are extremely procyclical. As can be observed, all variables are persistent, which means that their values do not considerably deviate from those of their preceding period. While trade and investment are significant, their persistence rate is weak in comparison to the other variables. The Great Recession, the Ruble crisis, and the post-crisis economic situations have provided a chance for Russia to reconsider and expedite economic reforms, as well as encourage diversification. The majority of these difficulties will need robust and comprehensive reform measures.

Recessions often result in the temptation of price cuts. For a firm to prosper despite a slow economy, a more holistic plan is required. Firms reduce their prices to increase sales volume. However, with an appropriate pricing strategy, a business may compete and even prosper during slow economic conditions. This study is an effort to shed light on pricing challenges for firms in recession. We posit that although buyers want to save money in a recession, price is generally a secondary consideration in the majority of buying decisions. When customers make buying decisions, other variables such as quality, service, variety, availability, ease, recognition, trust, and support typically take priority even in a recession. Purchasing inertia is high in the domain of recurring business-to-business transactions, and customers form long relationships with the items, suppliers, and processes they use to make repeat purchases. Switching costs are high, and unless there is a major service breakdown, it is uncommon for a customer to defect for a little price difference. Because cutting prices has large influence on profit, it is rare that low prices produce enough more demand to generate extra profits. Firms should avoid allowing a slow economy to diminish their value and should instead focus on non-price ways of assisting customers in difficult economic times. This study concludes that slashing prices in a recession is rarely a proven strategy to boost profits.

Volume discounts are particularly prone to misinterpretation in the B2B sector. This is because corporate clients are more inclined to purchase things in large quantities. This research argues that when considering a volume discount, the first line of examination should be volume discount sensitivity analysis. We define volume sensitivity as how much a product's volume discount influences a customer's desire or readiness to purchase. It indicates the relative relevance of volume discount to other product features or buying factors for purchasers. We discussed how techniques such as the Ladder method, Van Westendorp method, and Gabor-Granger approach can assist the firms in devising optimal volume discount strategies. This research also discusses the volume hurdle analysis in the context of volume discounting. If a firm anticipates meeting the volume hurdle, a volume discount may be necessary. If the volume hurdle exceeds the predicted change in sales, the volume discount cannot be supported, and the company should adopt other options.

As Organizational leadership training, whether in leadership or technical skills, is a crucial instrument for achieving strategic goals. Assessing leadership training productivity is important because it shows how well the training funds are used and whether the training was enough to be a profitable investment for the organization. High performers and employees with influence potential and passion are more likely to be welcomed to leadership training programs. This research empirically examined how leadership training productivity is impacted by the selection of leadership training participants based on performance record, influence potential, and passion for leadership training. We also investigated the impact of other training characteristics on leadership training productivity. We test our hypotheses using a primary dataset of 249 leadership training participants across Volga district in 2017. The multiple regression results show that participant selection based on performance record, and influence potential do not significantly impact leadership training productivity. The selection based on passion, however, has a positive and significant impact on leadership training productivity. The results also indicate that the training atmosphere, delivery method, training materials, training timetable, and passion have a significant positive impact on leadership training productivity. Training facilities, however, did not have any impact on leadership training productivity. The findings of this study may aid management in addressing the selection shortcomings of their leadership development programs.