How Fuchs built a future ready China strategy

The idea of an EU bond, a common safe asset, has been gaining attention lately, particularly following calls for its introduction this month by for...

99designs.com is a global platform connecting freelance designers with potential clients. The case study examines the potential impact of generative AI on 99designs’ business model. The platform uses a crowdsourcing approach that invites designers to compete for projects with only the winning designer getting paid. This model offers clients a variety of design options at a fixed fee, fostering creativity and competition among designers. The authors of the book “Real Impact Strategy” used the competition model at 99designs to design their book cover. The authors appreciated the interactive and collaborative nature of the process, which allowed them to incorporate feedback from potential readers into their final decision. However, the use of 99designs sparked criticism from traditional designers and colleagues regarding potential exploitation of designers and claims that genAI tools could have done the job instead. This criticism highlights the growing influence of genAI as proponents claim it can produce high-quality designs quickly and at low cost. Generative AI poses both opportunities and threats to 99designs. It can enhance the platform by increasing the quantity and quality of design submissions, making design services more accessible and affordable. Conversely, it threatens to devalue human creativity, reduce the demand for freelance designers, and undermine the platform’s business model by enabling clients to generate designs without professional assistance. The case ultimately raises questions about the future role of generative AI in the creative industries. In the teaching note, but not in the case itself, the authors conclude that 99designs.com provides publishers, and in this case, the co-authors, many benefits beyond designing the cover. It involves them in a learning process as well as helps them to create awareness and interest for the book through the cover survey.

Families are the most prevalent type of business owners in any global economy. But succeeding across generations is tricky, and only a few continue...

Western media's alarmist tone focuses on China’s growing surplus while data reveals foreign firms have made gains in China.

Discover how Paris overcame uncertainty to successfully host the 2024 Olympics, demonstrating crisis management, leadership and excellent commercia...

Panelists debate the next US administration’s policy on China

The call by the former Italian prime minister and ECB president for massive investment in the EU is a wake-up call to Europe's economic stagnation....

This note explores key aspects of cross-cultural negotiations, providing a framework and strategies for conducting successful international transactions. It begins by highlighting the importance of understanding cultural differences in negotiations, focusing on seven key areas: • Communication style • Decision-making processes • Attitude toward time • Relationship expectations • Power distance • Risk tolerance • Emotional display These dimensions are illustrated through comparative examples of negotiations between the UK and Netherlands, and Saudi Arabia and China, demonstrating how cultural differences can impact business interactions. The note then details practical strategies for preparing and conducting cross-cultural negotiations. Key strategies include: • Cultivating cultural intelligence (CQ) • Active listening and adapting communication styles • Building rapport and relationships • Managing expectations • Finding common ground and shared interests • Embracing flexibility in approach A cross-cultural preparation checklist is included covering aspects such as communication style, relationship expectations, time orientation, decision-making processes and logistical considerations.

Fashion is one of the most taxing industries on our planet, behind oil, gas, and cement, due to its high-water consumption, chemical pollution from...

This case picks up the story in 2014 and describes how Bostelmann and SAP spread and deepened the roots of the grassroots program over the span of a decade.