Possible solutions to the trust problem in

the last-mile of service delivery.

Mark Maingi1, *
1
Kabarak university, School of Science, Engineering and technology, Computer Science.
Abstract
Research background
Trust is a crucial component of human cooperation. This paper examines the links between two
constructs: organizational trust and distrust, and provides a brief survey of the literature on
organizational and individual trust. The study begins with a concise description of the issue with our
current understanding of organizational trust. It then goes on to give a brief summary of the literature
on organizational trust as well as a definition of trust. After that, the paper briefly examines a model that
considers trust and distrust as separate variables, as well as measurement concerns linked to
organizational trust and distrust, before getting into possible solutions to trust challenges experienced in
the service delivery sector.

This case study is an in-depth review of previous research on trust issues that develop in service
delivery's last mile. The demand for faster, more efficient, and trackable service delivery is increasing,
and competition for last-mile delivery is fierce. These three variables contribute significantly to raising
customer satisfaction and, as a result, the level of trust in business-customer relationships. The optimal
relationship is one that is tailored to the precise set of circumstances. Trust in organizations has been
linked to higher levels of organizational performance and competitiveness; therefore, it is essential to
develop appropriate solutions to improve trust in business relationships in order to improve factors such
as service quality and satisfaction for both consumers and the organization.

The distinction between trust disappointments and trust breaches is frequently misunderstood.
Disappointments of trust are less significant relationship fractures caused by unintended mistakes or no
one's fault. Due to various impressions of "contract breaching, lack of care, lies, reneging, ineptitude,
indifference, cynicism, insincerity, and, fraudulent activities" trust breaches are more significant
fractures. Employers may consider such instances as acts of betrayal, regardless of the source or
intentions. Employer distrust, as well as a reduction in self-confidence, communication, cooperation,
and effort levels, might result from such acts of deceit. Larger acts can result in sabotage, lawsuits, and a
loss of reputation for the organization. The focus of this journal will be on trust breaches in the service
delivery sector and how to address the identified issues.

Purpose of the research

The degree of trust in business relationships—whether external, such as in sales or advising positions, or
internal, such as in a services function—determines success more than anything else, even content
excellence. The goal of this article is to develop some conceptual frameworks for assessing and
improving trust relationships in the service delivery industry, particularly levels of trustworthiness. The
research goes deep to describe the process of trust creation and also principles that govern trust in
different fields. The article focuses on trust amendment in three major fields which are, Trust in the
construction industry, Trust in quality-of-life service delivery and Trust in the utility providers industry.

Methods: Case-study and empirical study, comparison approach were used as research methods to
analyze the solutions of problems associated with trust in the last-mile.

Findings and value added

Transactions, information content, product, technology, and institution are all examples of how trust
can be viewed. The way firms think about creating, developing, and deploying a working trust system is
influenced by a large variety of factors. According to studies, technology has become a part of the
service sector, and its effects are beneficial, so it's critical to think of new approaches to address the
problem of trust in the service delivery industry. Organizations can, and ideally should, develop
algorithms to guarantee high levels of trust within the company. As a result, productivity will rise, and
the profit margin of the company will rise as well.

Keywords: Organizational trust, breaches of trust, trust variables, cooperation, trust problem solutions

1. Introduction
Every transaction involves risk and trust when an instantaneous exchange is not possible.
Companies in a technological collaboration trade and share sensitive information that may not
be protected by confidentiality agreements. Various forms of risks exist, including failures in
technological development, performance or market risk, inadvertent disclosure of confidential
information, and opportunistic partner activity, such as absorbing and imitating technology or
recruiting key personnel.

Building trust is particularly significant for complementing parties in order to achieve the key
system benefits of scale and scope, but it is time consuming due to the asymmetric qualities.
Natural trust formation is hampered by the fact that personal and process sources of trust are
limited due to the partners' various cultures and lack of interaction experience. The foundation
of trust in organizational interactions must extend beyond personal and interpersonal
relationships (Miles 1996 and Creed, Hardy et. al. 1998). The dominating major partner in
asymmetric technological collaborations may be compelled to utilize power to maintain control
and authority. In an imbalanced relationship, Hardy et al. (1998) examine the possibility of a
dependent partner's capitulation. As a result of anticipated reactions from a more powerful
organization, the subordinate organization loses its ability to operate fully. As a result, it falls
short of realizing its full potential as a source of cutting-edge technologies. As a result, the only
way for dominant players to take use of specialized suppliers' "synergistic innovation" is through
double-contingency alliances marked by reciprocal interdependency and equality. Small and
specialized suppliers' inventive abilities may be tapped through such partnerships, but only if
asymmetric partners can establish organizational trust and then engage with one another.

Because of the widespread usage of business tactics that rely heavily on the cooperative
behavior of groups of economic partners, trust has become increasingly important during the
last decade. In general, such tactics are a reaction to the rising complexity of the business
 environment and the challenges that this throws on businesses. Flexible strategies that can
adjust swiftly to changes in product markets, competition behavior, global pressures, and
deregulation are required in this modern business climate. The companies have consequently
created new working practices, which rely far more on developing trust and long-term
commercial interactions with clients, providers, competitors, banks and other economic
partners. With the emergence of new strategic entities such as integrated supply chain
structures, strategic alliances, and strategic webs, the term virtual organization has been coined
to distinguish between legally defined corporations and virtual organizations made up of various
legal entities that choose to collaborate.

The working definitions of trust and the virtual organization will be derived from the literature in
order to better develop these notions and give some rigor to arguments. The trust definition will
provide a measuring mechanism. The virtual organization is described under a taxonomy to
analyze and compare various forms of virtual organizations. These concepts form the basis of
empirical field study in order that theories can be developed to explain the importance of trust,
the virtual organization, and the environment.

2. Definitions
The trust and the virtual phrase are used loosely by a wide variety of authors and publishers,
and a comprehensive literature assessment is therefore not considered. Rather, just the main
literature sources that were most widely regarded are discussed. Before the concept in an
integrated framework is brought together, the working definitions of trust and the virtual
organization can be constructed and used to perform empirical field research in virtual
organizations.

2.1. Trust
There are several trust definitions and a single, simple definition is not enough to grasp the
core of the notion. Therefore, trust is defined in the environment within which it is used as a
multi- dimensional variable that defines it. However, before constructing a more detailed
description, it is instructive to give some simple definitions. Van de Ven and Ring (1994)
defines trust within the framework of business relations as "the belief that another
organization complies with its expectations and conveys goodwill." Hart and Saunders (1997)
extend this definition to say that "trust relies on fairness and reciprocity, but does not mean
that results are evenly split between parties."

The concepts of expected conduct and goodwill provide a fundamental definition, but can be
further extended by trying to describe more clearly the components of trust. The first work on
trust was centered on individuals and was carried out psychologically (Weigert and Lewis
1985, Worchel 1979). Two (related) categories of trust can be identified from this research:
dispositional and subjective. Dispositional trust is an individual's innate propensity to trust
others and is regarded to be based on their attitudes, personality and previous experience. It
is independent of a particular situation and is the measure of a person's tendency to trust or
distrust an individual. It basically determines whether a person inclined to or doesn't trust
other agents. The trust in disposition varies amongst people and may alter over the course of
time but is not linked to a specific instance or context.
 If a certain situation is analyzed, the question of what constitutes trust changes from the
general question of measuring "Do you trust others?" into the subjective concept of trust,
which can be measured by the more specific question: "Do you trust X to be comported in this
situation in a particular way?" Specialized structural and situational elements such as the
nature of the work and the partner's knowledge, power dynamics, and incentives have
different effects that alter subjective trust. Subjective trust consequently depends on the
dispositions and structural/situational elements and varies based on the other partner's
identity (Luhman 1979; Kee and Knox 1970).

It is crucial to differentiate between trust and the actual conduct, both dispositional and
subjective. Without reference to actual behavior, both trust forms can be quantified.
Subjective trust influences a person's behavior, but the unique nature of the transaction
mediates it. Behavior to an economic partner depends on subjective trust, risk and the
significance of the result. It is obvious that although the level of subjective trust is low and the
risk is great, even if the outcome is extremely low, an agent can rationally choose to show
'trust' to an economic partner, as the outcome is irrelevant. Therefore, conduct and trust are
distinct concepts and trust influence on conduct is mediated by the perceived risk and
importance of the result (Lewis and Weigert 1985).

Because it changes over time, the relationship between economic partners' trust and behavior
is similarly dynamic. For example, given two organizations A and B, A's subjective trust is
influenced by B's behavior, which may alter A's behavior, which may affect B's behavior
toward A, and so on. This type of circular process relationship has been observed in study into
the establishment of corporate partnerships in both marketing and organizational behavior
literature (Holm et al 1996; Ring and Van de Ven 1994).

2.2. Business frameworks and Trust

Due to various attempts to unify the many literatures on these themes, two frameworks for
commercial relationships and organizational trust merit special consideration. Ring and Van de
Ven (1994) and Mayer et al. (1995) are two great examples to look at. The work of Ring and
Van De Ven was chosen because it tries to explain the establishment and development of
cooperative business relationships using trust as a key variable. Mayer et al. (1995) focus on
trust as a separate subject and model the numerous elements of trust before explaining its
function in diverse social phenomena, such as organizational trust and cooperation. Before
connecting the concept of trust to the virtual organization and presenting a synthesis of the
many approaches, these models are examined independently.

Van de Ven and Ring (1994) suggest a trust framework in which discussions, commitments,
and executions are all part of a continual process of relationship development and trust
building. They suggest that the establishment of trust-based cooperative business connections
should be viewed as a continuous series of operations that are regularly assessed for efficiency
and equity. The actions are grouped into three categories for analysis: risk and trust
negotiations, commitments, and executions. The main variables in this framework are easily
linked to the prior discussion of trust. Risk and trust-based negotiations are the same as what
was once known as subjective trust. Commitments and execution are akin to the development
 of knowledge of the economic partner and subjective trust based on prior behavior, while
assessments are analogous to the development of knowledge of the economic partner and
subjective trust based on previous behavior.

Both commercial relationships and trust are clearly dynamic notions, and any structure must
be able to accommodate changes over time. The concept is credible and reliable, but it
ignores the impact of shared information systems. It can readily be extended to include virtual
organizations as an organizational idea distinct from cooperative connections, despite the fact
that it does not expressly do so. Shared information systems have a direct impact on how the
model operates in practice, as they affect the speed and efficiency with which economic
partners' judgments are made. With electronic data interchange (EDI) systems, for example, it
is feasible to monitor service providers' actual performance in terms of timeliness and
correctness in real time. Information systems also enable the creation of more complex
structures, such as virtual organizations.

Mayer et al. (1995) proposes a second approach that focuses on trust as a social phenomenon
before looking at how it affects other management issues. The model distinguishes between
the trustor's tendency and perceived trustworthiness components. These matches
conceptions of dispositional and subjective trust almost perfectly. Risk taking, or behavior
evaluated by results, is also understood to be a function of (subjective) trust and the perceived
risk of the circumstance. There is a feedback loop, similar to Van de Ven and Ring (1994), to
indicate that this is a dynamic process in which one's partner's knowledge gained from
experience of their actual behavior influences the level of subjective trust. The significance of
shared information systems is once again overlooked. It can be shown that if shared systems
were in place to continuously monitor the degree of real behavior at an operational level,
outcomes and knowledge of a partner's ability and integrity could be gained considerably
more accurately and thoroughly.

Information systems and their influence and impacts on trust models are not addressed in
either of the business frameworks for trust. This could, however, be related to the prolonged
timeframes involved in scholarly publishing. The analogies between the two models are
obvious, and the variations are more in terms of emphasis and concentration than in terms of
concept. The next section provides an overview and discussion of the virtual organization
before combining the various conversations into an integrated trust and virtual organization
model.
3. Virtual Organizations
Virtual organization, strategic web, network organization, and strategic/cooperative alliances are
only a few of the terminology used to explain the occurrence of emerging kinds of economic
organization. This lack of consensus is usual in new and rapidly evolving topic areas, but it's
important to clarify what the authors mean by the word "virtual organization" in connection to
other regularly used concepts. Traditional organizations can be described in terms of legal
ownership, and the interactions between independently held companies can be classified as either
hierarchical or market-based. Market reflects transactions between atomistic organizational units,
whereas hierarchy shows common ownership of successive segments of the supply chain. The
 study of intermediate forms of economic organization, which fall midway between a market and a
hierarchy, has gotten a lot of interest recently. Other authors refer to these as hybrid
organizations, while others use the words stated above (network, virtual etc.). What's fascinating
about this is that most businesses fall somewhere in the middle, between market and hierarchy,
and theorists have attempted to explain this "swollen middle." Many authors have used the term
"virtual" without recognizing that it includes an IT component.

The approach taken here is to demonstrate that the virtual organization is best characterized as a
taxonomy made of multiple characteristics that may be used to distinguish between different
types of economic organization in order to represent the complexity of the idea. This umbrella
approach recognizes that there are various types of virtual organizations that can be easily
classified based on their taxonomic position, but that there is a qualitative difference between
emerging virtual organizations and their historical antecedents of loosely coupled networks and
hybrid structures. Virtual organizations are distinguished from other hybrid structures such as co-
operative coalitions by the extent to which they operate as if they were a single organizational
entity despite the fact that they may be made up of many diverse pieces. The virtual organization
would often contain common marketing, production, and procurement activities, which are
commonly and increasingly coordinated through shared information systems. Given that certain
businesses, particularly those in the retail industry, are involved in a variety of product markets,
they are likely to be members of a number of virtual organizations. The marketing identities of
individual "legal" organizations are likely to be incorporated into the identity of the virtual
organization as activities across organizational boundaries become increasingly entangled and the
extent to which co-operative strategies are affected by joint operations increases. This topic
suggests that corporations may take several paths toward virtualization, ranging from the
establishment of entirely new virtual organizations to the formalization of existing networks of
interconnected firms, such as the formation of a shared marketing identity.

Before extending the notion into a more thorough taxonomy, a simple definition based on the
authors' past work in this field is proposed. A virtual organization is described as a set of
independently owned organizations that behave as if they were a single organizational unit for
certain group(s) of activities and coordinate their behavior through relationships built on trust and
shared information systems. This type of behavior is motivated by a desire to gain a competitive
edge by better allocating resources and matching distinct talents, or core competences, together
than the classic market/hierarchy duality allows. Because of the high degree of coordination
required, most virtual organizations have a high information intensity, which necessitates the
usage of shared information systems to generate and sustain the necessary communication
between the many participants.

4. Trust formation process

Relationships of trust are critical in today's corporate world. In fact, the largest determinant of
success is the level of trust in business relationships, whether internal with employees or
colleagues or external with clients and partners. The problem is that there is no conceptual
framework or analytical method for evaluating and comprehending trust. There is no actionable
approach to improve our trustworthiness without the correct framework for judging trust.

Over time, trust develops. A developing and maturing relationship progresses from calculus-
based trust to knowledge-based trust and, finally, identification-based trust. It may also finish
with the first level of calculus-based trust, as in many corporate and legal relationships. Before
we discuss the complete procedure, let's first define calculus-based trust, knowledge-based
trust, and identification-trust. These three levels of trust are interrelated and sequential, and
they all exist in professional interactions. We may learn about change, growth, and decline in
relationships by studying how trust evolves, increases, and diminishes. Consistent conduct and
the prospect of punishment if people don't do what they say they'll do are essential components
of deterrence-based trust.

i. Calculus-based Trust
Calculus-based trust goes a step further than deterrence. This form is based on
both the fear of punishment for betraying trust and the rewards for maintaining
it. Trust is earned by weighing the costs and benefits of forming and maintaining
a relationship against the costs and benefits of ending one. For deterrence to be
a viable threat, the potential loss of a relationship must outweigh the benefit
gained by leaving it. Monitoring and reporting between the parties is required.
Threats of punishment must also be carried out by the person who has been
wronged. Calculus-based trust (CBT) is built on the ability to control the actions
of others.

CBT growth can be compared to tactical climbing, such as scaling ladders or

mountains. As parties take more risks and disclose their susceptibility to one
another, they coordinate their activities.
ii. Knowledge-based Trust
When an individual has enough information and understanding about another
person to predict that person's conduct, this is known as knowledge-based
trust. Understanding, which is gained via frequent contacts, communication,
and relationship building, is required for accurate prediction. Knowledge-based
trust (KBT), unlike calculus-based trust, is based on information rather than
control. Gathering data, seeing each other in diverse circumstances, and
experiencing each other's range are all ways for parties to gain a better
understanding of each other.

iii. Identification-based Trust

When parties understand and endorse one another and may act on their behalf
in interpersonal transactions, this is known as identification-based trust. This
necessitates that both partners thoroughly absorb and align their aspirations
and intentions. Certain actions that are focused on identification help to build
trust. Organizations and people, for example, can adopt a common identity.
 They can work together in the same space, develop common products and
goals, and share core beliefs.

Identification-based trust (IBT) is based on recognizing and anticipating the

wants and preferences of another person; these needs and preferences are also
shared. Identification allows us to think, feel, and act in the person's place.

How does trust develop?

The Trusted Advisor Field book Tom Peters', Trusted Advisor by David H. Maiste's, and Charles
H. Green's the author of Trust-Based Selling, all describe The Trust Equation in detail . It's a trust
model that comes in handy when it comes to building trust. The Trust Equation has become a
cornerstone of most businesses' practices: a deconstructive, analytical model of trustworthiness
that is simple to understand and apply to individuals and organizations.

The Trusted Advisor's trust equation clearly outlines the critical parts, which are depicted in the
diagram below. The Trust Equation measures trustworthiness using four objective factors.
Credibility, Reliability, Intimacy, and Self-Orientation are the finest descriptions for these four
variables.

We combine these variables into the following equation:

Trustworthiness can be measured using the Trust Quotient (TQ), just like Intelligence Quotient
(IQ) and Emotional Quotient (EQ) since they are all numbers. TQ assesses a person's
trustworthiness based on the four factors mentioned above: Credibility, Intimacy, Reliability,
and Self-Orientation.

Now, let’s understand how the four basic elements apply in the equation:

 Intimacy
In the trust equation, intimacy refers to how comfortable we feel entrusting someone
with personal information, particularly our doubts and insecurities. It's a look behind the
scenes of life. It's an odd aspect of human life that the more we think we know about
someone, the more we believe we know about "who they really are," the more
trustworthy we believe they are. Intimacy is defined as our readiness to reveal our
vulnerability to others.

By being transparent about who we are, we can boost the level of closeness we share
with others. We can disclose personal facts, discuss our views, and confide in others
about our feelings, fears, and worries. Expressing vulnerability and being open about
who we are as individuals aids in the development of closeness with others, which in
turn aids in the development of trust.

 Reliability
Our deeds are what determine our reliability. Is it possible to rely on us? Do we follow
through on our promises? Do we follow through on our promises and deliver the quality
we promised?

We may improve our dependability by following through on our promises. This stems
from two sources. Either we raise our delivery to ensure that we always meet our
commitments, or we change our commitment. We may change our commitment by
improving our ability to say no to things so that we only commit to things we can
genuinely deliver on.
 Credibility
Our knowledge base and the words we utter have a role in our credibility. Do we know
what we're talking about? Are we able to back up our claims with evidence of our
knowledge and experience?

We can improve our credibility by expanding our knowledge, being transparent about
our knowledge, and limiting our judgment to areas in which we are competent.
 Self-orientation
In the trust equation, self-orientation refers to our attention and how well we align with
the interests of others. Self-oriented persons are difficult to trust since they are more
concerned with themselves rather than the others they work with. People are less
inclined to trust us not to seek personal gain at their expense if they believe we are
more concerned with our own interests than with theirs. We must lessen our self-
orientation to become more trustworthy since the more self-oriented we are, the less
 trustworthy we are. In certain cases, simply having a low self-orientation perception is
enough to establish trust. This could be true in one-time transactions that don't happen
again. Perception alone, on the other hand, will not suffice in the case of recurring
relationships. Instead, you must alter your own level of self-interest.

This can be partially achieved in the workplace through things like goal and objective
alignment, in which an individual's self-interest is linked to the interests of their client
base. Self-orientation can also be addressed through other areas of personal growth,
such as understanding that helping others is often associated with personal satisfaction
and wellbeing.
5. Trust and its Mechanics
We'll set the groundwork for a trust framework in technology-mediated interactions in this
section. To begin, we'll go through the structural conditions that identify risky transactions. Our
main goal is to figure out what elements promote trust development and what incentives they
provide for trustworthy behavior. This understanding can be utilized to figure out how new
technologies that permit new forms of interactions or modify old ones can help people trust one
another.

The study's models are designed to harmonize existing language and define the aspects that
influence trustworthiness perception. We focus on incentives for trustworthy behavior rather than
trustworthiness perception in this research. We want to find out what personal and contextual
characteristics support trustworthy behavior. We then consider how the presence of these traits
may be communicated to users via computer interfaces in order to foster trust. This strategy
ensures that researchers and designers concentrate on promoting trustworthy behavior rather
than simply increasing trust and perceived trustworthiness. We don't limit our study to certain
domains; instead, we start with an abstract, hypothetical situation and add attributes and
examples iteratively. We hope to find the ‘mechanics of trust' that govern many of the current
online (and offline) attempts to solving trust challenges by taking this approach. Our research aims
to uncover key aspects of trust in today's socio-technical systems, laying the groundwork for
extrapolation to new technologies and contexts of use.

5.1. The basic Model

Only in situations defined by risk and uncertainty is trust essential. We need to trust only
when something is at stake and the outcome of a situation is uncertain. Uncertainty, and
hence the need for trust, arises from a lack of detailed information of the other actor's talents
and intentions. Trust would not be an issue if we had correct knowledge of their thinking. This
system is built on the interaction of two actors: the trustor (the trusting actor) and the trustee
(the trusted actor).

Consider the following scenario: we have two players preparing to participate in a transaction
and can profit from the transaction. The exchange could be in the form of money, but it could
also be in the form of information, time, or other items that are valuable to the participants.
Prior to the exchange, both the trustor and the trustee had knowledge of each other (1). If the
trustee and the trustor are separated in space (i.e., if their relationship is mediated by
 technology), there may be less information available, which can increase uncertainty. The
trustor should take the initiative; they can only profit if they take some type of trusting action
first. Trusting action puts at risk not only cash goods and services, but also anything of value to
the trustor, such as time, personal information, or psychological fulfillment. Even trusting can
be viewed as an investment, because misplaced trust can result in not only the loss of the
invested good, but also the psychological cost of acting naively.

External possibilities will also determine how trustworthy action is taken in a certain situation.
The trustor's activity is risky because it is reliant on the trustee's actions. The trustee may or
may not complete his portion of the transaction. The trustor receives a reward in the case of
fulfillment. This could be monetary, but it could also be entertainment, sociability, time saved,
cognitive work lessened, or seamless cooperation. Defection, on the other hand, can take the
form of failing to provide a product or delivering one of inferior quality than promised. There
will be a significant lag between trusting action and fulfillment in many cases. Because a
trustee's desire and abilities can vary over time, the significance of signals observed prior to
trusting action is diminished. As a result, the temporal gap of trusting action and fulfillment
lengthens the period of uncertainty for the trustor, increasing the need for trust.

A basic Trust Game is demonstrated in the example above. We can already clarify a number of
key concepts using the basic Trust Game: A trustee who lacks the ability or motivation to fulfill
is untrustworthy. Only if the trustor has reason to believe the trustee is trustworthy may they
expose themselves. Trust-warranting characteristics are factors that impact the trustee in such
a way that they support fulfillment. If we wish to establish systems that support trust and
trustworthy behavior, we must first identify and signal them.
6. Methodology
6.1 Expected contribution to theory and practitioners
There are various disagreements in marketing literature, which may be traced back to the
different meanings assigned to the trust construct and, as a result, to the distinction
between determinants and outcomes. More authors have defined trust in terms of factors
that others have regarded determinants. As the relationship progresses, a high trust stock
can have an impact on the quality and amount of communication between parties, as well
as the parties' comprehension of customer expectations and the right creation of
expected performance that the firm can provide. After that, in a dynamic prospective,
satisfaction is influenced by trust via the communication variable. Supplier partnerships
have a lot of room to grow beyond simple product purchases and short-term transactions
to long-term, reliable, and beneficial ties.

As a result, my study in trust may provide the following results:

 While there is no commonly acknowledged definition of corporate trust or the
factors that influence it, my qualitative research may provide innovative ideas to
researchers or perhaps reinforce existing models.
  There is a good possibility that managers or project owners will be able to build a
relatively stable competitive advantage if they can employ trust and its factors
more efficiently.
 Asset specificity may lead to differing perspectives and conflicts among
individuals, and this study might help to resolve these issues early on.
 This study will aid in determining which sectors of the economy rely heavily on
trust.
6.2 Applied Methodology
It's tough to explain the complicated, hidden character of trust, which is both past-
resulted and future-oriented. The difficulties in determining the determinants of trust are
linked to the influence that it has on the variables in the past. There were various pages
on the Internet that explored the issues of last-mile trust. It's a challenging subject to
broach because trust has diverse meanings in different places and situations. New
difficulties and challenges arise as new approaches and technologies are developed to
address present trust issues.

The amount of Internet resources dedicated to this subject has risen in recent years.
When the outcome of certain events is already known, recurrence analysis, or other
retrospective analysis, is undertaken. Internet resources, donations, and science articles
from the Science web are all used as study materials. For research reasons, trust was
examined from many perspectives in order to identify the most frequent trust issues and
propose solutions.

Results
1. Construction
Planning and scheduling alone will not suffice to finish a project's planning. The other key stage
to be completed to meet the dynamic nature of construction activity is project controlling,
which includes project monitoring and updating. Even a well-planned and scheduled
construction system can experience issues, delays, and cost overruns if it is not properly
controlled. During the implementation phase of most (if not all) construction projects, schedule
and expense overruns are common. Cost overruns are one of the most pressing concerns in the
building industry.

We can focus our attention on the entire project management process for constructed facilities
by adopting the perspective of the owners, rather than the historical roles of various specialists
such as planners, architects, engineering designers, constructors, fabricators, material suppliers,
financial analysts, and others. To be true, each specialization has made significant progress in
developing new procedures and equipment for completing construction projects efficiently.
These specialists, on the other hand, can better respond to the owner's needs for their services,
promote their expertise, and improve their productivity and quality of work if they understand
the complete project management process.
Construction costs have changed dramatically in recent years as a result of technological
advancements in design, materials, and construction methods. Computer-aided design has
enhanced the ability to generate high-quality designs while also reducing the time it takes to
create alternative designs. New materials have improved the quality of construction while also
reducing the time it takes to fabricate in the shop and erect in the field. Construction methods
have progressed through various stages of mechanization and automation, culminating in the
most recent development of construction robotics.

The Internet and its private, corporate Intranet counterparts have been the most striking new
technology deployed to construction. The Internet is commonly used to promote project
collaboration among professionals, to communicate bids and results, and to obtain necessary
goods and services. Real-time video from specific construction sites is commonly utilized to
show interested parties how development is progressing. As a result, teamwork,
communication, and procurement have improved. This contributes to the development of trust
within the respective teams.

Because of the high development costs of new technologies, the effects of many new
technologies on construction costs have been mixed. It is undeniable, however, that
design experts and construction contractors who have not adapted to changing
technologies have been pushed out of the design and construction industry. Ultimately,
construction quality and cost can be enhanced by implementing new technologies that
have been proven to be effective from both a performance and cost standpoint.

As described in our previous research, construction industry is classed as a unique-product

production industry since its major goal is to deliver a unique product at a certain time and
location in which supplies, labor, equipment, and management must all be delivered to a
construction site. The whole team working together will ensure and guarantee that any project
offered will smoothly work out and materials in its best condition. To ensure that the supply of
services between them is at its best, a proper supply chain management system has to be
installed. What is a supply chain management system and why is it important?

The flow of resources utilized to meet a demand, such as materials, labor, knowledge, skills, and
so on, is referred to as ‘supply’. It can also relate to skills and symbolize resource combinations.
Commodity suppliers are more concerned with pricing, whereas strategic suppliers are more
concerned with quality and delivery. The concept of 'chains' refers to connections inside and
between resources and competencies. They are founded on interpersonal and organizational
relationships, as well as internal and external processes. The exercise of formal authority inside
a structured organizational framework, directed towards aims and objectives through the labor
of others utilizing processes and procedures, is referred to as "management." Supply chain
management necessitates a holistic approach and a vision of the organization as a whole. It
necessitates the ability to see beyond organizational borders and an understanding of
interdependence. At this point having known what supply chain management is, we are
prompted to ask ourselves why do we need it?
Understanding the breakdown and traceability of products and services, organizations, logistics,
people, activities, information, and resources that change raw materials into a final product
appropriate for its purpose is part of supply chain management. The industry is project-based,
with clear start and finish points and a typical separation between design and construction, so
the supply chain is rather unpredictable. Demand is viewed as a sequence of prototypes built by
transitory coalitions in response to competitive tenders. All of this has an effect on inter-
organizational interactions. Project connections are typically informal/ad hoc, with stated start
and end dates, and are centered on the project rather than the business. Competency
relationships differ from project to project. The lack of consistency that results inhibits process
innovation and improvement, as well as the formation of more complex interactions. The client
could also have an effect on it. On large or complex projects, responsibility and performance are
typically passed down the supply chain to plenty of providers who aren't always known at the
top. The first and second tiers of the supply chain may sign agreements that are rather
expensive, but as the network grows, so do the contractual duties, until suppliers at the end of
the chain are frequently not locked in at all. Changing the perspective from project delivery to
project delivery process necessitates the formation of long-term relationships (both official and
informal), collaboration, and alliancing.

Companies that provide construction continuity are becoming more interested in forming
partnerships with people other than their direct, first-tier suppliers. This technique was
pioneered by framework contracts and partnering agreements, which encourage the
involvement of selected suppliers at relatively early phases of projects while providing
continuity of work. As a result, there has been more collaboration between the main designers
and product designers to the advantage of all parties. Private finance initiative (PFI), prime
contracting, and design and build are three potential procurement procedures advocated by the
Government Construction Strategy to improve the supply chain management (SCM) process.
The client establishes a relationship with a single integrated supply team, which could comprise
the general contractor, designers, subcontractors, suppliers, facilities managers, and so on.

An effective SCM offers numerous benefits that improve the bottom line. Let us take a look at
some of the benefits of an effective supply chain management.
Better Collaboration – For businesses, information flow is a major issue. According to Oracle,
76 percent of businesses lack an automated flow of information across the supply chain, and
half of those businesses claim fragmented data leads to missed sales opportunities. Integrated
software solutions eliminate bottlenecks and enable for seamless information sharing, providing
a comprehensive view of the supply chain from beginning to end. Supply chain leaders now have
the knowledge they need, in context, to make more educated decisions, thanks to better data
access.
Improved quality control - Improved quality control benefits companies that have more
control over not only their direct suppliers but also their suppliers' suppliers. Using common
minimum quality criteria, for example, allows direct providers to find and engage with
secondary suppliers who match those criteria. Similarly, process standards can assist suppliers in
meeting your company's quality requirements. Some businesses go over and beyond by
establishing criteria, performing periodic audits, and requiring paperwork to verify suppliers'
compliance procedures. Companies can engage with the highest-performing vendors and
suppliers to maintain stringent quality control by examining performance data.
High efficiency rate - Companies can use real-time data on raw material availability and
manufacturing delays to adopt backup plans, such as procuring materials from a second
supplier, to avoid further delays. Companies typically don't have time to implement plan B
without real-time data, resulting in challenges like out-of-stock inventories or late delivery to
end customers. Implementing smart automation solutions improves efficiency as well. For
example, Healing Hands Scrubs used River Systems' collaborative mobile robots to double
productivity and reduce wasteful walking by 75%. Investing in the correct automation
technologies and harnessing data to reduce delays helps your company's reputation and
provides a great customer experience.
Keeping up with the demand - According to a VISA analysis, “if consumer sales climb by 5% in
a given week, a retailer may end up buying 7% more inventory in response to the increase and
the belief that demand will continue.” “After noticing what looks to be a 7% rise in demand, the
next link in the chain orders a greater increase from his supplier. The factory may eventually
notice an inflated 20% increase in orders. This phenomenon, known as the bullwhip effect, is
caused by delays in conveying supply and demand changes. Supply chain leaders that have real-
time, accurate data and integrated data may better estimate demand and respond quickly to
changing market conditions, avoiding problems such as the bullwhip effect.
Shipping optimization - Freight transportation expenses climbed by 7% from 2016 to 2017,
according to Logistics Management's The State of Logistics Report, while private and specialized
trucking prices increased by 9.5 percent. The cost of a less-than-truckload shipment increased
by 6.6 percent, while the cost of a full truckload shipment increased by 6.4 percent. Supply chain
management are prioritizing shipment optimization as a result of growing expenses. Companies
can get orders to clients faster while lowering costs by identifying the most efficient shipping
options for small parcels, huge bulk purchases, and other shipping circumstances. Not only do
cost reductions help the company's bottom line, but they can also be passed on to customers,
increasing customer satisfaction.
Reduced overhead cost - Companies can lower the overhead expenses associated with
maintaining slow-moving goods by stocking less low-velocity merchandise to create place for
higher-velocity, revenue-producing product with more accurate demand estimates. Overhead is
heavily influenced by warehouse fulfillment expenses. Reduce these costs by optimizing your
warehouse architecture, using the appropriate automation solutions to increase efficiency, and
implementing a more effective inventory management system. Another strategy to develop
leaner operations is to identify needless spending. Switching to another provider that offers the
same level of service and quality at a cheaper cost, for example, is a quick gain if you're battling
high logistical expenditures.
Improved risk mitigation - Analyzing both big-picture and detailed supply chain data can
uncover possible hazards, allowing businesses to devise contingency plans in advance of
unforeseen events. Companies can avoid bad consequences by taking proactive action rather
than reacting to supply chain disruptions, quality control issues, or other concerns as they
develop. Understanding risks also aids businesses in achieving leaner operations. For example,
87 percent of businesses feel that if they had a better understanding of supply chain risks, they
could cut inventory by 22 percent.
Improved cash flow - The advantages of supply chain management outlined above assist
businesses to make better decisions, select the best partners, precisely predict and adapt to
market and demand changes, and decrease supply chain interruptions, but that's not all: they
also enhance the bottom line. Working with dependable suppliers, for example, not only means
fewer disruptions and happier customers. However, it increases cash flow by allowing you to
invoice (and be paid for) items and services more quickly. Positive cash flow can also be
achieved by using more cost-effective solutions to remove unnecessary spending and reduce
overhead costs. Disruptions in the supply chain have a domino effect, affecting every point along
the way. On the other hand, successful supply chain management has direct and indirect
impacts that support the efficient, seamless movement of information, goods, and services from
procurement through final delivery.
A digital supply chain can aid in the synchronization of the supply chain network across the
various project participants. While coordinating the schedules of the various stakeholders,
digital technologies can give data related to resources, equipment, and construction milestones.
It can also help gather inventory information from all stakeholders and enable real-time
decision-making based on that information. In addition, technologies like the Internet of Things
(IoT) and artificial intelligence (AI) can give information about the performance of equipment
and assets. Quality enhancement, resource usage, and cost reduction can all be aided by such
technologies.

Software solutions Enhancing Trust in the construction industry

Despite the fact that new building technologies attract a lot of attention in management studies,
the social and human factors that determine how these technologies are employed are
sometimes disregarded. In construction management research, soft management aspects such
as trust are becoming increasingly popular. This is mostly due to the fact that construction
projects include people and their beliefs. Construction projects rely on coordination among
contracting parties to achieve project goals. As a result, immediate creation of teams and
establishing efficient communication among team members is crucial. According to previous
research, trust is a major factor of project success and is required for the formation of
integrated project teams.
The use of information technologies in the construction industry has increased collaboration in a
variety of sectors. Due to collaboration improvement, there has been an increase in confidence
in the relevant fields. Office software, computer aided design (CAD), tools software, such as cost
evaluation software, quota management software, quantity calculation software, steel quantity
calculation software, and communication networks, are among the most frequent applications
in the construction sector. Internet-based communication is the fastest-growing sector.
The most common usage of IT is for office applications, such as word processing and
spreadsheets for office and contract management. Its purpose is to allow construction
documents to be transmitted digitally. The use of office automation can help increase internal
management efficiency while also lowering costs. Architects should learn how to use CAD
technologies in order to boost their productivity.
The most common usage of IT is for office applications, such as word processing and
spreadsheets for office and contract management. Its purpose is to allow construction
documents to be transmitted digitally. The use of office automation can help increase internal
management efficiency while also lowering costs. Architects should learn how to use CAD
technologies in order to boost their productivity.
 Quota management software can aid in the maintenance of quota databases while also lowering
administration costs. How to recognize drawings is the key technical issue with quantity
computation software systems. In general, one can input more components and sizes; the
system will then calculate quantities and create the bill of goods automatically. We can also
raster scan drawings first, and then have the system calculate quantities by identifying
components and their sizes. Steel amount computation software is designed to figure out how
much steel is utilized in a construction project. To compute quantity and shape of steel in this
system, component drawings and parameters are also required. Internal or external
communication networks for sharing information have seen the most rapid rise in IT application
in the construction industry.
Communication networks are essential for all parties engaged in a construction project to
communicate data and information. Teamwork and coordination may improve when the flow of
information improves. For example, a communication network may make it easier for an
estimating department to collaborate with site management so that their subcontract estimates
can be tracked and compared to actual trade letting data. Ordering on-line may be possible, as
well as fast access to the pricing of items (e.g., concrete, steel, and wood). Data from previously
completed projects can also be shared both internally and externally.

Topic to do further research on

The use of Blockchain Technology to enhance Trust and collaboration in the Construction
industry.
2. Quality of life
The degree to which a person is healthy, comfortable, and able to participate in or enjoy life
events is referred to as quality of life. The word "quality of life" is inherently ambiguous because
it can apply to both an individual's personal experience of life and the living situations in which
they find themselves. As a result, quality of life is extremely subjective. While one person may
describe quality of life in terms of riches or life pleasure, another may define it in terms of
capabilities (e.g., the ability to live a happy and healthy life in terms of both mental and bodily
well-being). A disabled person may have a good quality of life, whereas a healthy individual who
recently lost a job may have a bad one. Quality of life is considered as a holistic concept in
health care, covering emotional, physical, material, and social well-being.

The last-mile gap also exists in the health sector. The 2014 Ebola outbreak in West Africa
resulted in nearly 27,000 illnesses and 11,000 fatalities, costing billions of dollars in lost revenue
and humanitarian aid. This catastrophe may be traced back to a single two-year-old boy in rural
Guinea, a region of our world where basic amenities, such as healthcare, are difficult to come
by. The last mile is how we refer to this section of the world. Rural areas are home to 75% of the
world's poor, who lack access to education, healthcare, clean water, and sanitation. In rural
areas, the percentage of children not in school is twice as high as in urban areas, and children in
rural areas are 1.7 times more likely than children in urban areas to die before their fifth
birthday. Nearly half of those living in rural regions do not have access to proper sanitation, and
one in four defecates in the open. Rural investment has been delayed, with policies that
frequently favor the urban poor.
 In addition to the human and financial constraints and lack of infrastructure, one of the
challenges in reaching the last mile is that interventions and services are not planned or suited
to reach these specific situations. Last-mile solutions must address difficulties specific to low-
resource environments in order to be viable. Despite the fact that countries have policies
defining how the supply chain should run, a lack of resources can cause the process on paper to
differ from reality. While supply chain logistics may not be a popular cause among contributors,
it is critical.

Several organizations are focusing on leveraging technology to offer services to those living in
the last mile. To assure excellent healthcare delivery, VillageReach combines information and
communication technology specifically built for low-resource contexts to optimize data
gathering, improve data presentation, and improve communication. The Last Mile Mobile
Solutions from World Vision were created to streamline and improve aid delivery by allowing
information to be transmitted wirelessly without the use of mobile phone networks, Internet
access, or electricity. In drought-stricken areas in the Horn of Africa, World Concern collaborated
with Seattle start-up ScanMyList to develop a mobile app to track food supplied to
disadvantaged rural families as well as payments to local merchants. Public-private partnerships
are also assisting in this attempt, in addition to NGOs creating new technology to reach the last
mile. Melinda Gates wondered why, if Coca-Cola can reach far-flung corners of the globe,
vaccinations, medications, and other essential services can't. In 2010, The Coca-Cola Company,
The Coco-Cola Africa Foundation, The Global Fund, the United States Agency for International
Development, and the Bill and Melinda Gates Foundation launched Project Last Mile, a
collaboration between the Coca-Cola Company, The Coco-Cola Africa Foundation, The Global
Fund, the United States Agency for International Development, and the Bill and Melinda Gates
Foundation. The partners stated in 2014 that they will invest $21 million in cash and in-kind
resources to provide vital health services to ten African countries by 2020.

In our hospitals, electronic health records (EHR) are far behind in terms of technology. Here the
gap exists between the EHR system where all the patient data resides and the bedside. We're
talking about diagnosis, treatment, communication, and the need for good healthcare outcomes
instead of defective products and late delivery. A tremendous moment of truth, in other words
trust, frequently leads to an improved quality of life. Effective communication is typically at the
heart of these moments of truth, ensuring that physicians, nurses, and other caregivers have the
knowledge they need to make decisions that are in the best interests of the patient. To avoid
such, the doctors, nurses, project managers, strategists, and thought-leaders to can sit together
brainstorm and create a software that can truly empower the staff to maximize patient
outcomes and also increase trust. A sophisticated healthcare communication platform isn't
enough on its own; it must also be light, simple to use, customizable, secure, and effective thus
enhancing every part of the healthcare process.

So, just how can this software help you deliver better care?

 Reduced misunderstandings and errors - Staff, patients, treatment quality, and the bottom
line all suffer from inefficiency and miscommunication. It improves the efficiency of your
healthcare company as a whole.
 Better EHR and software integration – An organization's patient and medical data
management relies heavily on electronic health records. Several EHR platforms work together to
maximize real-time dissemination of results, pictures, admissions, discharges, and transfers,
patient requests, and important bedside notifications.

 Smart alert systems - When crucial updates arise in patient and case records, it analyzes EHR
data and notifies the appropriate personnel. Receive notifications as soon as diagnoses,
treatment plans, and lab results are available. Set smart criteria to avoid alert fatigue and ensure
that the correct medical professionals receive the right information at the right time.

 Secure App to App Calling and Communications - Medical and patient data must be
appropriately protected and encrypted. This ensures that all communications are conducted
safely and securely.

 Improved Resource Allocation - It aids with the efficient management of personnel, space,
and equipment. This can help enhance patient throughput without sacrificing care quality.

 Enhanced Patient Management - Streamline the admission, transfer, and discharge

processes for patients. Ensure that patient consult requests are sent to the appropriate
individuals, and keep track of how well those consult requests are fulfilled.

Smart technology, well-informed employees, simplified procedures, and solid security all contribute
to better trust. With the implementation of some of these innovations, healthcare organization's
"Last Mile Problem" will no longer be a concern.

Many parts of clinical practice have been revolutionized as a result of health care providers' usage of
mobile devices. As mobile devices have grown more ubiquitous in health-care settings, the creation
of medical software applications for these platforms has exploded. Information and time
management, health record maintenance and access, communications and consultation, reference
and information collection, patient management and monitoring, clinical decision-making, and
medical education and training are just a few of the things that apps may help HCPs with. The use of
several of these apps boosts productivity and, as a result, trust.

HCPs now have access to a multitude of mobile clinical resources because to the ability to download
medical apps to mobile devices. Apps for electronic prescribing, diagnosis and treatment, practice
management, coding and billing, and CME or e-learning are among the many medical apps available.
Drug reference guides, medical calculators, clinical guidelines and other decision support tools,
textbooks, and literature search portals are just a few of the apps that can help with clinical practice
and other questions at the point of care. There are also mobile apps that can imitate surgical
procedures or do basic medical assessments like hearing and vision testing.

Medical gadgets and apps are used for a variety of purposes by health care workers, the majority of
which may be categorized into five categories: administration, health record maintenance and
access, communications and consultation, reference and information collection, and medical
 education. Developing superior apps in each of the five key categories will essentially aid in the
development of solid trust relationships.

Topic to do further research on

The application of Blockchain technology to enhance quality of life service industry (Health).

3. Utilities
Utilities constitutes of things like electricity, gas, water, cable, and telephone that are beneficial in
the home. The utility business as a whole believes that it provides “excellent customer service.”
However, understanding how your clients engage with your firm is a difficulty in reality. You may
know what kind of experience you want your clients to have, but do you know what that experience
is? Customers want to see businesses as a single entity, as if they had their own personal concierge
who knows and understands everything about them and ensures that they have a positive
experience no matter what they require. The capacity to compassionately direct the engagement to
the greatest potential outcome for the client and the organization is a vital component of the Last
Mile. Employees that interact with customers need the capacity to guide smarter interactions with
them across all touchpoints.

Any customer-facing professional, regardless of the channel they manage, must be able to pick up
where they left off in a previous engagement with a customer. This is an important concern because
most transactions are completed over time and across channels rather than in a single engagement.
While a firm must be sure that its customer-facing personnel are capable of doing their duties, the
truth is that the majority of employees have little expertise, education, training, or experience.

This is where technology may assist in the transition to a more customer-centric business model,
equipping your customer-facing workers to:

 Apply ever-changing rules, procedures, and regulatory demands correctly and consistently
(and know when to make proper exceptions).
 Assess issues and complaints quickly and make well-informed solutions that benefit both
the consumer and the company.
 Provide personalized follow-up that honors the interaction's promises.

When this Last Mile limitation is removed, customer interactions are transformed. Intelligent Guidance
leads to better experiences and outcomes for your customer-facing staff. It effectively drives first-call
resolutions, resulting in a stronger emotional connection with the customer. This customer bonding has
a clear cause-and-effect relationship with the success metrics the company is after: cross-/upselling,
lifetime value/profitability, retention/loyalty, and advocacy. Smarter interactions turn purchases into
enjoyable and valuable dialogues for clients.

Because of worldwide advances over the last 50 years, you may easily transfer money from any country
in the globe to any country in minutes—from any bank account to any bank account in an instant. This is
actually the easiest part. What happens when it reaches the destination account in a national bank is the
difficult part. Accounts, acceptance points, and cash distribution networks are required to provide funds
to individuals in need—clients, users, or beneficiaries, as the case may be. Financial services
infrastructure is badly insufficient in most nations around the world. The scenario worsens as you travel
further into the countryside.

Most of the time, the individuals you want to send money to don't have identification, don't
comprehend the product or service, operate informally and have done so for decades, don't have access
to liquidity networks, and only deal with a few businesses that accept digital money. Financial inclusion
is also rooted in a lack of common and interoperable solutions, a lack of perceived profitability, the cost
of recruiting and servicing a customer, and a lack of financial education and infrastructure. The final mile
difficulty that we all face is the figurative – and sometimes actual – mile between the bank branch, ATM,
or agent and the beneficiary. Over 1.2 billion people have had access to a financial account since 2011.

Thousands of tiny retail establishments were transformed into human ATMs thanks to agent networks.
This improved access is helping to alleviate many of the last-mile issues. However, even with
breakthroughs in technology, the most disadvantaged are not actually the aim of financial inclusion:
they have little long-term profitability, reside far away, and are still expensive to serve. The goal of
digital humanitarian aid is to provide much-needed financial support to the poorest people on the
planet. It allows an organization to uncover efficiencies in delivering aid while also allowing beneficiaries
to better manage the assistance they get.

Are humanitarian organizations, on the other hand, entrusted with attaining financial inclusion? Or are
they merely there to provide financial aid? Financial inclusion is primarily aimed at the top and bottom
of the pyramid, with the bottom remaining unaffected. Many large businesses are having conversations
about this, and there are chances to play a key role in increasing financial inclusion as a result.
Unfortunately, as a result, humanitarian groups' digital help is frequently offered in a market-distorting
manner, with no regard for the impact on existing services and partners in the space. It is frequently
administered in a clumsy manner, with several limits, and with the organization's requirements taking
precedence over the beneficiaries.

It is increasingly evident that humanitarian assistance delivered through digital methods, including cash
payments, is the way of the future. Pandemics, natural disasters, and political upheavals all contribute
to the demand for digital payments and access to institutional savings, insurance, and credit. However,
many organizations employing payment systems to give humanitarian aid have limited knowledge and
exposure, resulting in complex solutions that make life more difficult for their clients. This does not have
to be the case. Individuals with particular training in payments are needed by humanitarian
organizations to build solutions that satisfy the demands of beneficiaries. They need to hire people who
are familiar with financial services, financial modeling, and customer service. Humanitarian
organizations may use the best elements of payments solutions to give assistance to those who need it
most by concentrating on the beneficiary and delivering a solution that matches their needs through a
payment’s lens.

Trust enhancement solutions in the ecommerce.

i. Security seals and Trust badges
 Displaying security seals and trust badges on your website is a terrific method to lower the
perceived risk of visitors. It relieves their anxiety and encourages them to make a purchase. In
fact, according to a research done by Yankee Group Research, Inc., 71% of customers believe
that ecommerce sites should display a trust symbol or badge. Several case studies have
indicated that showing a trust emblem increases conversions. According to a Visual Website
Optimizer research, putting a "100% Money Back Guarantee" logo increased conversions by 32
percent.

ii. Use a Reputable Payment Gateway

Building trust and lowering risk are inextricably linked. Many people believe that submitting
credit card information is unsafe because hackers and credit card fraud are always in the news.
To combat this, one can employ a reputable payment gateway service. This entails using a
service that is well-known among customers and regarded as reliable.

iii. Display Genuine Reviews from Real Customers

 A person's claim about a product's fantastic qualities and benefits, cannot necessarily guarantee
that the product is of the expected quality.   One must back up their assertions with real client
feedback. This ought to be visible on the product page. According to a Moz study, 67 percent of
customers read internet reviews before making a purchase. Without reviews, two-thirds of your
buyers are likely to have less faith in the product's quality and performance.

iv. Make it Easy to Get Help

When it comes to purchasing online, the majority of consumers have concerns that can
influence their decision to buy. What is the company's policy on shipping? What is the
procedure for handling returns? Is there a money-back guarantee if customers don't like the
product? It's a good idea to make all of this information readily available to customers so that
they can acquire answers to their questions and move closer to making a purchase decision.

One must guarantee that their contact information, such as phone number, store/office
address, customer service email address, and so on, is prominently displayed. Customers will be
reassured that they can always the company if they have an issue. Another way to go about it is
to use the Live Chat tool. This enables a person/company to respond to queries and resolve
concerns in real time.

Digitizing Payments
Traditional banking, money-transfer, and payment systems are inefficient, costly, and vulnerable to
fraud. Sending money abroad to a person, for example, might cost up to 10% of the amount transferred
in some situations, which is retaliatory. While paying for goods or services with a credit card is faster,
although, you are effectively handing over the keys to your account in the form of the account number,
making yourself vulnerable to fraud. Sending money to a friend necessitates knowing their sort code and
account number, which is inconvenient for the same reason.

Various digital currencies have evolved as a result of technological advancements and the fast expansion
of the Internet. There are dozens of additional digital currencies available, each with its own unique
feature or benefit. In this paper, we look at bitcoin, the most popular digital currency. Bitcoin is a digital
currency that uses encryption and a new area of computer science called the Blockchain to allow two
parties to trade money securely and almost instantly around the world in a zero-trust environment
where the parties know nothing about each other.

Operators would be able to send bitcoin and other digital currencies from consumer to consumer,
consumer to business, and business to business, anywhere in the world, using the mobile phone as a
wallet (where bitcoin is stored on the phone) or as a proxy, using applications on smartphones and other
methods (where the bitcoin is stored in a secure account hosted by the operator, but is controlled by
the phone).

When the sending and receiving devices are both offline, mobile operators should create mechanisms to
conduct bitcoin or other digital currency payments while off-line (not connected to the internet).
Currently, the receiving device cannot validate that it has received the Bitcoin unless it is connected to
the internet peers who process the transaction and construct the Blockchain; As a result, in this
scenario, the receiving party is at danger. One example would be if a customer wants to pay a taxi driver
but is in an area with no mobile/internet reception. This could be accomplished by connecting the two
phones via Bluetooth, a personal WIFI hotspot, or NFC and relying on the mobile operator's knowledge
of both parties' trust; the data would then sync back to the main block-chain once internet connectivity
is restored. More research and testing will be required in this area. When such a system is discovered,
digital currency will become the most efficient method of transaction by far.

Topics to further research on

The application of blockchain technology in the utility industry.

The application of blockchain technology in the ecommerce.

Conclusion
Designing for trust has become a top priority for researchers as a growing variety of technologies
facilitate transactions over long distances and replace conventional modes of connection. While much
research has focused on boosting trust in mediated encounters, this work takes a systemic approach to
identifying the characteristics that encourage trustworthy behavior. In the second stage, we look at how
the presence of these factors might be conveyed so that well-placed trust can be formed. Contextual
qualities (temporal, social, and institutional embeddedness) and the intrinsic properties of the trusted
actor are the most important determinants in establishing trust in another actor (Ability and
motivation). Contextual features, which give external incentives and the prospect of punishment, are
primarily responsible for trust in early exchanges. Intrinsic traits become more significant as encounters
are repeated over time and trust increases. To raise the degree of well-placed trust, researchers and
designers must develop reliable and easy-to-interpret indications for the presence of such trust-
warranting features.

Conversely, they must be inexpensive to emit for actors whose conduct are governed by them, but
expensive to imitate for untrustworthy actors. Our findings serve as a framework for developing studies
on trust in technology-mediated interactions, as well as a guide for establishing trust criteria in design
processes.
Human interactions require a high level of trust. It enables us to engage in transactions that benefit both
parties; it lowers the cost of these transactions; and, on a societal level, trust is linked to productivity,
low crime, and good health. New technologies enable interactions between people who know very little
about each other before meeting. Traditional face-to-face transactions are now mediated by technology,
or even carried out with technology as a transaction partner. The designers of the technical systems
involved are responsible for fostering confidence and trustworthy action as a result of these
improvements.

Risks, advantages, and trust-warranting features are all modified when transactions are mediated. Most
crucially, once signals of trust-warranting qualities and identity are mediated, they can lose some of
their relevance. In this new environment, however, trustors may be unaware of the signals and their
importance. This research dwells on trustworthiness indications, such as e-commerce interface cues, as
well as systemic risky transactions. We have proposed a comprehensive approach of risky interactions,
drawing on relevant knowledge from various fields. We intended to show how contextual and intrinsic
qualities influence the incentives of the trusted party – and how their presence might be conveyed – in
order to uncover the "mechanics of trust."

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