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    The AI paradox: Will generative AI enhance or destroy the business model of 99designs.com? (Cartoon case)

    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 va…

    Strategy Business to Business Digital Disruption
    By Stefan Michel
    Case reference: IMD-7-2505, © 2024
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    The AI paradox: Will generative AI enhance or destroy the business model of 99designs.com? (Cartoon case)
    By Stefan Michel
    Case reference: IMD-7-2505 ©2024
    Summary
    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.
    Reference IMD-7-2505
    Copyright ©2024
    Copyright owner IMD Copyright
    Industry Manufacturing, Graphic Design
    Available Languages English
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    Research Information & Knowledge Hub for additional information on IMD publications

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    Strategy
    Business to Business
    Digital
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    Case Study
    Contabilizei: Freeing entrepreneurs from Brazil’s tax complexity

    The case focuses on Contabilizei, a Brazilian startup providing online accounting services for small and medium-sized enterprises (SMEs). The case study delves into the challenges faced by the company’s founder and CEO, Vitor Torres, as he navigated Brazil’s complex social and economic landscape. Issues such as Brazil’s byzantine tax system, dis…

    Entrepreneurship Business to Business Digital Strategy
    By Benoit F. Leleux, Diego Dias, Ariella Pfenninger, Daniel Töller and Thomas Villiger
    Case reference: IMD-7-2546, © 2024
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    Contabilizei: Freeing entrepreneurs from Brazil’s tax complexity
    By Benoit F. Leleux Diego Dias Ariella Pfenninger Daniel Töller and Thomas Villiger
    Case reference: IMD-7-2546 ©2024
    Summary
    The case focuses on Contabilizei, a Brazilian startup providing online accounting services for small and medium-sized enterprises (SMEs). The case study delves into the challenges faced by the company’s founder and CEO, Vitor Torres, as he navigated Brazil’s complex social and economic landscape. Issues such as Brazil’s byzantine tax system, disparate educational quality and accessibility, and the high cost of doing business in the country are explored. Despite these barriers, Contabilizei demonstrated impressive growth, transforming digital innovation into standardized services. However, the rise of competitors and persistent profitability concerns prompt Torres to thoroughly explore future strategies to maintain market leadership and improve financial performance. The case provides an in-depth analysis of Brazil’s entrepreneurial ecosystem, examining its business, educational, legal and infrastructural realities and their implications for startups as well as the difficult step for startups to become established companies.
    Reference IMD-7-2546
    Copyright ©2024
    Copyright owner IMD Copyright
    Organization Contabilizei
    Industry Finance and Insurance, Financial Services
    Available Languages English
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    Research Information & Knowledge Hub for additional information on IMD publications

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    Entrepreneurship
    Business to Business
    Digital
    Strategy
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    Case Study
    Metalshub: A steely approach to launching a B2B metal trading platform

    Few Business to Business (B2B) marketplaces have succeeded. Metalshub has successfully combined a software platform as a service, with a marketplace matching supply and demand for raw materials used in the Metals and Mining industries. Through innovative pricing and business models, the company has managed to scale its operations in a short time…

    Business to Business Digital Disruption Economics Operations Strategy
    By Didier Bonnet, Geoffrey G. Parker and Lisa Simone Duke
    Case reference: IMD-7-2457, © 2024
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    Metalshub: A steely approach to launching a B2B metal trading platform
    By Didier Bonnet Geoffrey G. Parker and Lisa Simone Duke
    Case reference: IMD-7-2457 ©2024
    Summary
    Few Business to Business (B2B) marketplaces have succeeded. Metalshub has successfully combined a software platform as a service, with a marketplace matching supply and demand for raw materials used in the Metals and Mining industries. Through innovative pricing and business models, the company has managed to scale its operations in a short timeframe.
    Reference IMD-7-2457
    Copyright ©2024
    Copyright owner IMD Copyright
    Organization Metalshub
    Industry Materials, Metals and Mining
    Available Languages English
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    Research Information & Knowledge Hub for additional information on IMD publications

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    Business to Business
    Digital
    Disruption
    Economics
    Operations
    Strategy
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    Case Study
    The physics of leadership: Mobilizing, focusing and sustaining leadership in your organization

    This note uses physics metaphors like energy and momentum as a framework for leaders to drive success in their organizations. Effective leaders mobilize their organization’s latent potential – skills, talent and creativity – turning it into work for progress and innovation. Steve Jobs’s culture of learning at Apple illustrates how potential can …

    Communication Digital General Management Human Resources Leadership Organizational Behavior
    By Michael D. Watkins
    Case reference: IMD-7-2511, © 2023
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    Case Study
    From Telco to Techco: Globe’s dual transformation

    Many companies today face the need to embark on a dual transformation: Reinventing and sustaining their core business while concurrently creating new, future businesses. This case about Globe Telecom, Inc., in the Philippines presents the s.tory of just such a transformation The case is bookended by the CEO’s 14-year tenure and describes success…

    Disruption Leadership Strategy Digital
    By Richard Roi, Mark J. Greeven and Martin Králik
    Case reference: IMD-7-2426, © 2023
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    Case Study
    J.P. Morgan Private Bank (A): From advisory to best-in-class service offering

    SEPTEMBER 2020: Adam Tejpaul and Gabriele Zaninetti were just tasked with the most transformative project J.P. Morgan Private Bank had faced in over 15 years, i.e. the integration of advisory services as part of their offerings. Adam knew the private banking industry inside-out and had witnessed all major changes in the private banking industry….

    Strategy Digital Disruption Finance Leadership
    By Benoit F. Leleux, Morris Naqib, Pierre Christian Wüst, Rain Sepp and Sylvain Gioux
    Case reference: IMD-7-2493, © 2023
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    Case Study
    J.P. Morgan Private Bank (B): Engage … or disengage?

    MAY 2022: The planning phase for the Engage project has taken way too long, in part because the technological platform was so critical to the success of the project. After months of discussions with a fintech company, a proof of concept had been delivered, showing promising results but it was still far from the fully integrated solution that had…

    Strategy Digital Disruption Finance Leadership
    By Benoit F. Leleux, Morris Naqib, Pierre Christian Wüst, Rain Sepp and Sylvain Gioux
    Case reference: IMD-7-2494, © 2023
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    Case Study
    Vestiaire Collective: What lessons for luxury brands’ next business models? (Mini case)

    By 2023, the global online resale marketplace Vestiaire Collective – founded in 2009 – had attracted more than 23 million members across 50 countries. Investors included global luxury group Kering. According to Vestiaire Collective’s executives, the secondhand apparel market was valued at between US$100 billion and US$120 billion. The company de…

    Sustainability Digital Strategy
    By Stéphane J. G. Girod and Martin Králik
    Case reference: IMD-7-2526, © 2023
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    Vestiaire Collective: What lessons for luxury brands’ next business models? (Mini case)
    By Stéphane J. G. Girod and Martin Králik
    Case reference: IMD-7-2526 ©2023
    Summary
    By 2023, the global online resale marketplace Vestiaire Collective – founded in 2009 – had attracted more than 23 million members across 50 countries. Investors included global luxury group Kering. According to Vestiaire Collective’s executives, the secondhand apparel market was valued at between US$100 billion and US$120 billion. The company described itself as having a “a circular business model” and being “one piece of the puzzle in circularity.” Vestiaire’s leaders estimated that buying a used garment extended its life by 2.2 years, on average, reducing its environmental footprint by 90%. In addition, 82% of items bought on Vestiaire were believed to have replaced a first-hand purchase. Furthermore, Vestiaire was the first fashion resale platform to ban ultra-fast fashion. The company was also one of the first marketplaces to insert itself as a trustworthy middleman by authenticating the items for sale. Nevertheless, the fashion resale market was seeing significant consolidation, suggesting that only the biggest and fittest would survive. As of April 2023, Vestiaire Collective was still not profitable. Selling pre-worn clothes online remained a challenging process where every item must be sorted, priced, photographed and described in a listing. Against this backdrop, what were Vestiaire Collective’s best bets to achieve profitability? Importantly, should luxury brands venture into this territory – and if so, how?
    Reference IMD-7-2526
    Copyright ©2023
    Copyright owner IMD Copyright
    Organization Vestiaire Collective
    Industry Consumer Goods, Luxury Goods and Jewelry;Consumer Goods, Apparel and Fashion
    Available Languages English
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    Research Information & Knowledge Hub for additional information on IMD publications

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    Sustainability
    Digital
    Strategy
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    Case Study
    Pandora: Mastering the success factors of circular supply chains (Mini case)

    Jewelry manufacturer and retailer Pandora is one of the largest jewelry players in the world. One of the key programs in Pandora’s circularity efforts had to do with the target of sourcing 100% recycled silver and gold by 2025. Executing on this goal became a complex journey, particularly as recycling precious metals represented a supply chain i…

    Sustainability Global Business Operations
    By Stéphane J. G. Girod and Martin Králik
    Case reference: IMD-7-2524, © 2023
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    Case Study
    Patagonia: Can circularity and sustainability win together? (Mini case)

    Although Patagonia is not a player in the luxury segment per se, its track record in achieving circularity speaks volumes to luxury brands in terms of what a more mass-market brand is prepared to achieve in the circularity space and on its implications. Patagonia has discouraged overproduction and overconsumption, consistently working to create …

    Sustainability Operations Strategy
    By Stéphane J. G. Girod and Martin Králik
    Case reference: IMD-7-2525, © 2023
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    Case Study
    ZENITH: The opportunities and challenges of eco-conception (Mini case)

    The collaboration between ZENITH and Nona Source – the LVMH group’s resale platform for deadstock – resulted in a 2021 product launch that saw ZENITH unveil a series of changeable textile straps as part of its women’s watch collection named DEFY Midnight. It reflected a choice the ZENITH brand made to step outside its traditional territory and e…

    Sustainability Strategy Business to Business
    By Stéphane J. G. Girod and Martin Králik
    Case reference: IMD-7-2523, © 2023
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    Case Study
    Netflix (E): Capture value (Cartoon case)

    This case is part of a series on Netflix. Case (A) discusses the company’s growth until July 2011. Case (B) tells the story of Netflix’s sharp share price decline after it announced it was splitting the business in two and increasing prices. Case (C) covers the years 2012/13, when Netflix found its way back to success. Seeing that the industry b…

    Strategy Marketing Digital
    By Stefan Michel and Sarah Von Blumenthal
    Case reference: IMD-7-2499, © 2023
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    Case Study
    The journey to digitize tennis: Infosys (A), the past

    Case A explores the transformative role of data analytics in the sports industry through the lens of Infosys, an innovative tech company. Infosys aims to showcase its AI and analytics expertise by partnering with the Association of Tennis Professionals (ATP). Recognizing the potential of data to reshape the experience of fans and to advance the …

    Digital Business to Business Disruption Strategy
    By Carlos Cordon and Franck Calleeuw
    Case reference: IMD-7-2440, © 2023
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    Case Study
    The journey to digitize tennis: Infosys (B), the present

    The ATP Leaderboards evolve to provide real-time insights for fans, players and coaches, while the Second Screen capability aids players in refining strategies. Innovations like MatchBeats, Rally Analysis, Stroke Summary and 3D CourtVision enrich fans’ understanding of the game.

    Digital Business to Business Disruption Strategy
    By Carlos Cordon and Franck Calleeuw
    Case reference: IMD-7-2441, © 2023
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    Case Study
    The journey to digitize tennis: Infosys (C), the future

    Infosys collaborated with the International Tennis Hall of Fame (ITHF) to create a metaverse-based digital twin, bridging tradition and innovation. The post-Covid drive for sustainability prompted Infosys to address carbon emissions by developing an ATP carbon tracker app, highlighting its environmental and societal commitment. Enhancing visibil…

    Digital Business to Business Disruption Strategy Sustainability
    By Carlos Cordon and Franck Calleeuw
    Case reference: IMD-7-2442, © 2023
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    Case Study
    Drinkotec: Changing a company, changing a life (C): Dream big or go home

    It is now four years later, and Drinkotec is scaling up fast. They’ve had to make some tough decisions in order to focus, have the best people and build the culture that they want, but today, major beverage companies are seeking their technology in order to go packaging-free. This case is about leadership, culture, sustainability and taking the …

    Entrepreneurship Business to Business Digital Leadership Sustainability
    By Jim Pulcrano, Giancarlo Luchetta Bedin, Srinivas Reddy (Srini) Mamidi, Anton Rozhkovskiy and Bakel Walden
    Case reference: IMD-7-2488, © 2023
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    Drinkotec: Changing a company, changing a life (C): Dream big or go home
    By Jim Pulcrano Giancarlo Luchetta Bedin Srinivas Reddy (Srini) Mamidi Anton Rozhkovskiy and Bakel Walden
    Case reference: IMD-7-2488 ©2023
    Summary
    It is now four years later, and Drinkotec is scaling up fast. They’ve had to make some tough decisions in order to focus, have the best people and build the culture that they want, but today, major beverage companies are seeking their technology in order to go packaging-free. This case is about leadership, culture, sustainability and taking the leap to follow your dreams.
    Reference IMD-7-2488
    Copyright ©2023
    Copyright owner IMD Copyright
    Organization Drinkotec
    Industry Consumer Goods;Consumer Goods, Food and Beverage
    Available Languages English
    Contact

    Research Information & Knowledge Hub for additional information on IMD publications

    Related topics
    Entrepreneurship
    Business to Business
    Digital
    Leadership
    Sustainability
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    Related content
    Case Study
    Drinkotec: Changing a company, changing a life (A): Daring to change

    Franck-Erik Flegbo and Cyril Le Terrien were already successful executives in a major multinational when they decided that it was time to dream, and to build their own company, with a culture that delivered performance, created a culture where everyone wanted to work, used the latest technologies, and did its part to save the planet. The opportu…

    Entrepreneurship Business to Business Digital Leadership Sustainability
    By Jim Pulcrano, Giancarlo Luchetta Bedin, Srinivas Reddy (Srini) Mamidi, Anton Rozhkovskiy and Bakel Walden
    Case reference: IMD-7-2459, © 2023
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    Case Study
    Drinkotec: Changing a company, changing a life (B): Taking the leap

    The deal is closed; Franck-Erik Flegbo and Cyril Le Terrien become the owners of Drinkotec but discover that the existing team doesn’t really have the capabilities or culture to innovate. The Covid-19 pandemic hits, and they discover that their customers need Drinkotec’s help.

    Entrepreneurship Business to Business Digital Leadership Sustainability
    By Jim Pulcrano, Giancarlo Luchetta Bedin, Srinivas Reddy (Srini) Mamidi, Anton Rozhkovskiy and Bakel Walden
    Case reference: IMD-7-2487, © 2023
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    Case Study
    Drinkotec: Changing a company, changing a life (A): Daring to change

    Franck-Erik Flegbo and Cyril Le Terrien were already successful executives in a major multinational when they decided that it was time to dream, and to build their own company, with a culture that delivered performance, created a culture where everyone wanted to work, used the latest technologies, and did its part to save the planet. The opportu…

    Entrepreneurship Business to Business Digital Leadership Sustainability
    By Jim Pulcrano, Giancarlo Luchetta Bedin, Srinivas Reddy (Srini) Mamidi, Anton Rozhkovskiy and Bakel Walden
    Case reference: IMD-7-2459, © 2023
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    Case Study
    Drinkotec: Changing a company, changing a life (B): Taking the leap

    The deal is closed; Franck-Erik Flegbo and Cyril Le Terrien become the owners of Drinkotec but discover that the existing team doesn’t really have the capabilities or culture to innovate. The Covid-19 pandemic hits, and they discover that their customers need Drinkotec’s help.

    Entrepreneurship Business to Business Digital Leadership Sustainability
    By Jim Pulcrano, Giancarlo Luchetta Bedin, Srinivas Reddy (Srini) Mamidi, Anton Rozhkovskiy and Bakel Walden
    Case reference: IMD-7-2487, © 2023
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