Student at Amity Law School, Amity University Rajasthan, India
The concept of the metaverse has been discussed in science fiction and video games for decades, but it is now becoming a reality with advancements in virtual and augmented reality technologies. The metaverse is essentially a virtual world where people can interact with each other and with digital objects in a fully immersive environment. It is being developed by a number of tech companies, including Facebook, which recently changed its corporate name to Meta, emphasizing its commitment to building the metaverse. The metaverse has the potential to revolutionize the way we work and socialize, presenting a range of opportunities and challenges for businesses. One of the most exciting opportunities is the potential for virtual reality training and development. With the metaverse, employees can be trained in a fully immersive environment, allowing them to practice skills and procedures in a safe and controlled setting. This can be particularly useful in industries such as healthcare and manufacturing, where mistakes can have serious consequences. In this article we will do case study on Mark Zuckerberg, the CEO of Meta, on how he introduced metaverse on his platform and what are its advantages and scope for future. The main question is ‘how to get into the metaverse’ and the first step is to find the right platform. There are many platforms which can be considered as a version of the metaverse. Metaverse can include many different digital platforms which focus on different-different areas such as real estate, gaming, non-fungible tokens (NFTs), etc and One of the most popular platforms is Roblox, which currently has more than 49 million active users. In this article we will understand about how to find the right platform, how to Boost your online presence, what are the benefits of AR and VR apps and how to develop them, how to focus on our target audience and what is the future of metaverse and whether we should shift to it.
Article
International Journal of Law Management and Humanities, Volume 6, Issue 1, Page 2171 - 2182
DOI: https://doij.org/10.10000/IJLMH.114292This is an Open Access article, distributed under the terms of the Creative Commons Attribution -NonCommercial 4.0 International (CC BY-NC 4.0) (https://creativecommons.org/licenses/by-nc/4.0/), which permits remixing, adapting, and building upon the work for non-commercial use, provided the original work is properly cited.
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