Digital preparedness of the Hungarian SME sector in light of the COVID situation and their expectations from their banks
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| Dokumentumtípus: | Diplomadolgozat |
| Kulcsszavak: | bankfejlődés digitalizálás - digitalizáció digitális felületek digitális transzformáció kis- és középvállalkozás - KKV koronavírus-járvány (COVID-19) mobil bankolás online technika pandémia távmunka vállalati rugalmasság |
| Online Access: | http://dolgozattar.uni-bge.hu/38294 |
| Kivonat: | Small and medium-sized enterprises (SMEs) take a capital role in every economy. In today’s world when everything is automatized, online, web-related, and fast paced it is inevitable for this sector to keep up with the trends in order to stay marketable and agile. In a business sector, where digital presence generates remarkable profit for the representatives, the lack of digital preparedness count as a handful of missed opportunities internally and externally as well. What if the ’20s caused an overuse of digital platforms and an overrate towards IT businesses? This study focuses on the digital preparedness of the Hungarian SME sector and their internal and external expectations including their banking practice. Digital preparedness can be measured from several aspects, as COVID-19 caused pandemic hit Hungary in March 2020 the most reasonable account for the measurements is the pandemic-caused digital transition of companies. Mapping the business behavior and toolkit SMEs used while coping with the pandemic, the structure of global business transition, the EU SME sector, on a smaller scope the Viegrad Four SMEs and most importantly the digital transition of Hungarian Small and Medium-sized Enterprises are the spine for the paper. A general overview about the pre- and post-pandemic digital tools and organizational behavior that can become the predictor of their needs and attitudes faced towards digitalization as a base of new tools to be developed after the pandemic. Because the pandemic can be understood as a fast lane in terms digitalization for all SMEs, they can find their new way of thinking and operating including digital innovations. The question of the research is: What were the new habits introduced throughout the pandemic and could be implemented in future operation models? As the research analyzes what were the new habits introduced throughout the pandemic and which seemed effective and favored while outpointing the ones that did not work well in practice. These results can serve as a strong base for further internal and external digital innovations. As digitalization effects all aspects of business structures it correlates with organizational development, employment structures, systems and processes, clients and customers, and competitors as well. |
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