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        <title>INSEAD Knowledge</title>
        <link>https://knowledge.insead.edu</link>
        <description>The business school for the world</description>
        <lastBuildDate>Wed, 13 May 2026 10:21:16 +0800</lastBuildDate>
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        <item><title>The Playbook for RIMOWA’s Transformation</title>
                  <link>https://knowledge.insead.edu/marketing/playbook-rimowas-transformation</link>
                  <description> <![CDATA[Before 2016, when LVMH acquired German luggage manufacturer RIMOWA, few would associate the brand founded in 1898 with luxury. After all, the household name from Cologne was distributed in mom-and-pop stores and wasn’t well-known outside of Germany.That took a turn when it entered the list of “10 coolest new things” after the acquisition, under the leadership of then-CEO Alexandre Arnault. From then on, known for its product design, functionality and craftsmanship, it “made flying look like a luxury again”.Branding is so often tied to imagery that few attempt to transform their brands inside-out. But a fervent focus on product turned out to be the winning factor in creating a product-centric brand out of RIMOWA. In this way, it carved out its own market: functional luxury luggage.From product to experienceRIMOWA’s transformation playbook was based on four key pillars: retailisation, traction, innovation and sustainability.Retailisation was key to elevating the brand. Pivoting from wholesale distribution, RIMOWA turned to selling directly to customers so it could provide them with the full brand experience. In addition, it had a strict no-discount policy and a distribution philosophy based on simplicity: minimalist, efficient stores, coupled with flagship stores in metropolitan cities such as New York, Paris, Tokyo, Seoul, Singapore and Hong Kong. From the shop window to the staff uniform, the brand radiates timelessness.Then there’s traction. What sets the luggage maker apart from its competition are its product excellence, embodied in the “Germanness” of the brand, and its client care. In fact, reparability and durability are at the heart of its design, and circularity is a large part of its ethos. Instead of being tucked away in a workshop, product servicing that offers instant repair is highly visible in RIMOWA stores. The brand doesn’t shy away from showing beaten-up products. Instead, it portrays them as symbols of a lifetime of memories.To drive desirability, innovation is indispensable. In July 2022, RIMOWA upped the ante by offering unconditional lifetime warranty. It also rolled out a buy-back programme, creating a secondary market for used and refurbished RIMOWA aluminium luggage, which helped normalise the use of pre-loved products. The brand is able to do because it fully owns its manufacturing facilities and because it had long made repair service available in shops.Other initiatives towards more sustainable products include limiting air transport to less than 4 percent of freight cost and using more environmentally friendly materials.Style + functionality = demandEven though Louis Vuitton rose from similar roots of crafting luggage, being part of LVMH didn’t mean RIMOWA had to follow the same high-fashion path. Instead, the brand built on its global reputation for design, make and client care, and stayed true to its product-centricity. Featuring the aluminium body, polycarbonate material and multi-wheel system, its marketing campaigns carried messages such as “Designed in Germany. Engineered for Life” and “Born in Germany. Engineered for the World.”As RIMOWA continues to innovate and build a new innovation lab in Cologne, it is keenly aware that it takes more to create a contemporary luxury suitcase market. To strengthen its positioning in the fashion and luxury sphere, the brand partnered with celebrities such as Rosé, Jay Chou and Lewis Hamilton, who are actual users of its luggage. It innovates through artistic collaborations with museums and German design schools to surprise and excite consumers and create demand through style that complements functionality. RIMOWA’s strategic approach to collaboration means that collaborating is never a commercial exercise.The road aheadWhere does a brand like RIMOWA go from here? This is a vital question for all brands in the luxury industry. New products such as bags, mahjong cases and eyewear are some initial forays and more may follow. Importantly, beyond the landscape, the brand must stay true to its vision built on authority, luxury and being cool.Specifically, authority comes from the product and must be maintained at all costs to ward off threats from new entrants or copycats. In order to be, and remain, cool, creativity is essential. After all, you can’t just claim that you’re cool: you’re cool because people believe you are. Finally, for luxury brands, control of distribution is key, but it’s not enough. You need to avoid complacency, constantly add new features and keep innovating.]]></description>
                  <pubDate>Mon, 11 May 2026 01:00:00 +0000</pubDate>
                  <guid isPermaLink="false"> 48551 at https://knowledge.insead.edu</guid>
                  <comments> https://knowledge.insead.edu/marketing/playbook-rimowas-transformation#comments</comments>
                <enclosure url="https://knowledge.insead.edu/sites/knowledge/files/styles/panoramic_large/public/2026-05/rimowa_exhibition.jpg?itok=ZmnfSby_" type="image/jpeg" length="859556" /><dc:creator>Frederic Godart</dc:creator><dc:creator>Hugues Bonnet-Masimbert</dc:creator></item><item><title>What Happens When You Actually Listen to Customers</title>
                  <link>https://knowledge.insead.edu/marketing/what-happens-when-you-actually-listen-customers</link>
                  <description> <![CDATA[When did you last ask your customers what they thought of your business, and then actually made changes based on what they said? A field experiment my colleagues* and I conducted with hundreds of small businesses in Rwanda produced some findings worth paying attention to. We found that systematically seeking customer feedback from just a small subset of customers and acting on it increased monthly revenues by 62 percent and profits by 54.5 percent. What's interesting is how acting on feedback has an impact beyond the customers who provide it, and what that means for how businesses should engage with customers.It's the learning that matters mostFor our study, published in the Marketing Science journal, we ran a field experiment with 274 business recruited across retail and service sectors in the greater Kigali region of Rwanda. Our year-long experiment was deliberately low-tech and scalable, designed to be something small businesses could realistically sustain.First, we provided each firm with a smartphone and a basic app to collect customer contact details. The firms were divided into two groups: treatment and control. The treatment group was given templates to collect customer feedback. The template had just two questions: how customers rated their purchase experience and what they'd suggest for improvement. These business owners were asked to seek feedback from a randomly-selected subset of their customers. The control group of firms received the smartphone and app to collect customer contact details, but no feedback templates or prompts for seeking feedback from any of their customers. The results uncovered two ways customer feedback affects business performance. The first is straightforward. When you ask customers for their opinion, they feel valued and remember your business better, and are therefore more likely to come back. This "solicitation effect", as we call it, is substantial: Customers who were asked for feedback showed a 19.9-percent higher heavy-aided (i.e. respondents are given multiple identifying details about a firm to see if they can remember it) recall rate and spent 27 percent more than the untapped customers of the same firm.The second mechanism is less obvious but more important. When firms made changes based on the feedback, such as tweaking their product line-up, opening hours and order delivery as suggested, everyone benefits. This is a win for the firm. In fact, in our study, changes made by feedback-seeking firms had a significant impact on the untapped customers who were never asked for their feedback. These customers showed 38.2-percent higher recall rate and spent 77.4 percent more compared to customers of the control firms. We call this the “learning effect”. This suggests something important about the value of customer feedback. Most businesses approach it as a relationship management tool, which isn’t wrong, but it misses the bigger opportunity: discovering what's lacking or even broken in your business and fixing it.Small effort, big impactOur study focused on small and medium-sized businesses in Rwanda that had been operating for roughly a decade. And yet putting a proper feedback system in place still reaped substantial revenue and profit improvements. This suggests that most of us probably understand our customers less well than we think we do. Our study uncovered another counterintuitive aspect of feedback-seeking. We randomised the number of customers each firm should contact – 70 percent or 30 percent. Firms that sought feedback from 70 percent of their customers didn't perform significantly better than those who surveyed only 30 percent. While both groups substantially outperformed businesses without feedback systems, more feedback didn't mean much better results. For these small businesses, getting monthly feedback from 10 to 12 customers on average was enough to identify areas for improvement.This matters for how businesses design feedback programmes. The instinct is often to maximise coverage by surveying as many customers as possible, collect as much data as possible, and measure response rates. But if the goal is learning and improvement, a smaller random sample appears to work just as well.Back to basicsThe real takeaway from our study is about how much room for improvement exists in most businesses, even established ones.For entrepreneurs and business strategists, before optimising your operations or refining your positioning, ask yourself: Do you know exactly what your customers want? Have you asked them directly? And have you done anything with the answers?For owners and executives of established businesses, the question is similar. If your firm has been operating for years without a systematic way to gather and act on customer feedback, or has feedback processes whose findings go unheeded, what might you be missing?Based on our research, quite a lot. Sometimes the most valuable business insights merely requires companies to go back to the basics, which many mistakenly forsake for complicated marketing or promotions. What your customers want may just be your listening ear and follow-up action. Before trying anything fancier, start here.*Stephen J. Anderson, Texas A&M University; Pradeep K. Chintagunta, University of Chicago; and Naufel Vilcassim, London School of Economics and Political Science.]]></description>
                  <pubDate>Thu, 19 Mar 2026 03:33:33 +0000</pubDate>
                  <guid isPermaLink="false"> 48446 at https://knowledge.insead.edu</guid>
                  <comments> https://knowledge.insead.edu/marketing/what-happens-when-you-actually-listen-customers#comments</comments>
                <enclosure url="https://knowledge.insead.edu/sites/knowledge/files/styles/panoramic_large/public/2026-03/shutterstock_2369503599_1.jpg?itok=-PGkOrcq" type="image/jpeg" length="165095" /><dc:creator>Rupali Kaul</dc:creator></item><item><title>How Stigma Affects Male Friendships</title>
                  <link>https://knowledge.insead.edu/marketing/how-stigma-affects-male-friendships</link>
                  <description> <![CDATA[Much has been written about the “male loneliness epidemic” – a rise in social isolation and emotional disconnection among men. In the United States, the share of men without close friendships increased from 3 to 15 percent between 1990 and 2021. Men also tend to have less intimate and supportive friendships with other men than women have with other women.Research by INSEAD PhD student Sherrie Xue and Assistant Professor of Marketing and The Cornelius Grupp Fellow in Digital Analytics for Consumer Behaviour Stephanie Lin, along with Chris du Plessis from Singapore Management University, suggests that men tend to pass up certain opportunities to connect platonically with other men due to pressure to conform to heterosexual norms. Even if they actually want to watch a movie or go out to dinner with a friend of the same gender, some men will avoid doing so if the activity could be perceived to have romantic undertones.Why it mattersBe it in a professional or personal context, shared experiences form the bedrock of social connections. When men avoid partaking in certain activities with other men, it might affect the quality and closeness of these relationships and contribute to their loneliness. This could, in turn, negatively impact those around them. Such behaviour may also reinforce heterosexual norms, potentially upholding a gendered power structure dominated by stereotypically masculine men that marginalises women, gender-nonconforming men and the broader queer community.The studyThe researchers conducted five studies and one supplementary study involving over 3,200 participants in the US, the United Kingdom and Singapore. Studies compared same-gender experience-sharing between pairs of men and women. Scenarios included consuming a drink from the same container, watching romantic and non-romantic film clips together, and ordering two different dishes to share.The takeawayThe researchers found that men generally avoided shared activities with same-gender friends more than women did, especially when it came to experiences with romantic connotations, such as sharing food or watching a romantic movie like The Notebook. Certain male participants even made suboptimal decisions (i.e. forgoing a cash reward or their preferred choice) to avoid these activities. This was linked to their discomfort with implied romance rather than concerns of appearing feminine. In one study, men indicated that social constraints – not their personal preferences – were the primary reason why they chose not to engage in a shared experience with a friend of the same gender. Societal attitudes towards gay people may have evolved, but the cultural pressure to behave in an unambiguously heterosexual manner can still shape some men’s behaviour within their friendships. A shift in these standards could help improve both individual and societal well-being.]]></description>
                  <pubDate>Wed, 29 Apr 2026 04:00:00 +0000</pubDate>
                  <guid isPermaLink="false"> 48441 at https://knowledge.insead.edu</guid>
                  <comments> https://knowledge.insead.edu/marketing/how-stigma-affects-male-friendships#comments</comments>
                <enclosure url="https://knowledge.insead.edu/sites/knowledge/files/styles/panoramic_large/public/2026-03/shutterstock_1493383928.jpg?itok=rIYvd0XD" type="image/jpeg" length="1026992" /><dc:creator>INSEAD Knowledge</dc:creator></item><item><title>How GenAI Is Driving Personalised Marketing in the UAE</title>
                  <link>https://knowledge.insead.edu/marketing/how-genai-driving-personalised-marketing-uae</link>
                  <description> <![CDATA[The United Arab Emirates is one of the most complex markets for those seeking scale and effectiveness. Among the roughly 200 nationalities that make up the resident population, expatriates account for around 85 percent, staying for an average of just 4.4 years. This fluid demographic, coupled with pronounced linguistic and cultural diversity, makes it difficult to rely on traditional customer segmentation or historical purchase data.Against this backdrop, the ability to hyper-personalise products and services has become a key competitive differentiator – which is where generative AI (GenAI) comes in. The UAE’s appetite for innovation, forward-looking regulation and flexible data protection laws has made it one of the fastest adopters of the technology. The majority of the population use GenAI tools regularly, and consumers show a relatively high willingness to share their data with companies in exchange for personalisation and loyalty benefits. For example, a study on grocery retail trends by consulting firm Oliver Wyman found that UAE-based consumers were consistently more open to using AI tools than their peers in the United States. A total of 71 percent of UAE respondents were interested in customised promotional offers (vs. 56 percent of US respondents), and 55 percent expressed interest in enhanced online customer service chatbots (vs. 17 percent of US respondents).In this article, we build on insights from our recent panel discussion at INSEAD’s Middle East Campus on hyper-personalisation in marketing, exploring how marketers in the UAE are using GenAI to provide individualised experiences to its diverse and dynamic population. The UAE’s unique need for personalisationTried and tested segmentation variables, such as past behaviour, age, life stage and income level, offer limited predictive power when your customer base is inherently fluid and turns over every four or so years. This challenges the very foundations of established personalisation practices, requiring agility and new approaches.GenAI provides a way forward. By ingesting and processing multilingual content, cultural nuances and real-time behavioural signals simultaneously, it enables contextual personalisation at a scale, speed and cost-effectiveness that traditional methods can’t match. UAE customers increasingly expect this level of tailored engagement; a survey found that 67 percent of respondents wanted businesses to remember their previous shopping experiences and preferences to tailor their browsing journeys. The rise of predictive and culturally aware AIBusiness in the UAE have moved quickly to put these abilities to work. For instance, Abu Dhabi-based technology company e& (formerly Etisalat) announced a partnership with Amazon Web Services to deploy GenAI technologies that generate real-time personalised recommendations across its ecosystem. The technology analyses customer preferences to suggest tailored products across multiple touchpoints, well beyond what traditional algorithms could achieve.Emirates NBD (ENBD), one of the UAE’s leading banks with over 9 million customers and 35,000 employees across 13 countries, began its transformation even earlier. As far back as 2021, before GenAI gained global momentum, it set out to become an AI-driven organisation, focusing on internal capability-building, cultivating AI-native talent and unlocking new growth streams. Today, ENBD uses predictive GenAI to deliver personalised customer experiences at scale, including advising first-time retail investors on tailored investment solutions and recommending appropriate spending strategies in real-time. The bank aims to generate a five- to seven-times return on its AI investment through data-driven initiatives.What makes this a genuine strategic shift, and not an incremental upgrade, is the move from reactive to anticipatory personalisation. Rather than inferring future preferences from consumers’ past behaviour, GenAI continuously processes streams of unstructured, near-real-time data – including social activity, voice interactions and browsing patterns – to anticipate customer needs at the right moment, and with the right context.GenAI also enables personalisation grounded in cultural intelligence, which is especially critical across the UAE and broader Middle East. In a multicultural society where religious and cultural calendars shape consumer behaviour, AI-powered adaptability marks a meaningful evolution: personalisation that’s both precise and culturally appropriate, reflecting local sensitivities.Challenges and considerationsEven in a progressive, innovation-first market like the UAE, this degree of personalisation faces real obstacles. Below are five hurdles for marketers to overcome:Algorithmic bias: AI must avoid discriminating based on nationality, religion or cultural background. This requires diverse development teams, clear compliance guardrails and strong ethical guidelines.Data privacy: Data protection regulations require businesses to balance personalisation ambitions with respect for individual privacy rights.Date sovereignty: Frequent cross-border travel patterns within the region make it difficult for marketers and technologists to navigate different countries’ respective data regulations. Cultural evolution: Demographics and cultural diversity add complexity to GenAI training, as AI models must continuously learn new inputs and preferences.Integration complexity: Legacy systems and traditional marketing tools can slow down the adoption of GenAI platforms.We explored these tensions at our panel discussion, joined by industry experts Marie de Ducla from Google and Joe Abi Akl (MBA'11D) from Oliver Wyman. Both underscored potential personalisation risks, including the personalisation paradox: consumers increasingly expect relevance, but excessive personalisation can backfire if it feels intrusive or limits serendipitous discovery. There’s also the risk of a “sea of sameness” – if every marketer deploys AI-generated personalisation, how does anyone stand out?De Ducla pointed to Etihad Airways’ Black Friday campaign as a compelling answer. The airline used AI-driven insights to match consumers’ purchase interests to relevant travel destinations (e.g. suggesting a trip to Paris for someone interested in buying a Louis Vuitton bag). This campaign turned shoppers into passengers, resulting in one of the airline’s best digital sales days on record and demonstrating that personalisation can enhance creativity rather than constrain it.Indeed, the commercial case is becoming harder to ignore. A recent study showed that retailers experimenting with AI-powered personalisation are seeing a 10- to 25-percent increase in return on ad spend for targeted campaigns.The path forwardThe UAE’s experience with AI-driven personalisation offers a blueprint for marketers in other culturally diverse, economically dynamic markets. Organisations that navigate cultural complexity, address privacy concerns and take a clear-eyed view of regulation will be best placed to compete – and the lessons being learned in the UAE today can be used to shape personalisation strategies across emerging markets tomorrow.GenAI-enabled personalisation represents a real shift in how businesses can serve sophisticated, globally connected consumers. For the UAE, it’s an opportunity to lead the next phase of digital transformation while honouring the cultural legacy that makes the country distinctive.The authors would like to thank Marie de Ducla, Ads – Sales Lead at Google, and Joe Abi Akl (MBA'11D), Partner and IMEA Retail & Consumer Practice Head at Oliver Wyman, for their invaluable contributions to our panel discussion. ]]></description>
                  <pubDate>Tue, 07 Apr 2026 02:05:00 +0000</pubDate>
                  <guid isPermaLink="false"> 48436 at https://knowledge.insead.edu</guid>
                  <comments> https://knowledge.insead.edu/marketing/how-genai-driving-personalised-marketing-uae#comments</comments>
                <enclosure url="https://knowledge.insead.edu/sites/knowledge/files/styles/panoramic_large/public/2026-03/shutterstock_2400964429.jpg?itok=EyU9tH9s" type="image/jpeg" length="929121" /><dc:creator>Danil Starobogatov</dc:creator><dc:creator>Wolfgang Ulaga</dc:creator></item><item><title>How Do We Excuse Our Bad Behaviour?</title>
                  <link>https://knowledge.insead.edu/marketing/how-do-we-excuse-our-bad-behaviour</link>
                  <description> <![CDATA[Have you ever splurged on luxury products you couldn’t afford, turned down a donation request or indulged in unhealthy food while on a diet? You’re not alone. Even with the best intentions, people can behave in ways that – by their own and societal standards – are “bad” and have negative consequences for themselves, others and society.Most of us want to see ourselves as good, virtuous people, but the choices we make can sometimes clash with this desired self-image. How do we reconcile this tension? In a paper published in Consumer Psychology Review, I introduce the Pathways for Avoiding Self-Sanction (PASS) model, which explains how consumers can escape guilt or self-punishment when they fall short of their own standards for good behaviour.What does it mean to be virtuous?Many consumers don’t have a problem with maintaining their standards for good behaviour – they may enjoy nutritious food or genuinely want to help others in need. However, at times, some people may feel tempted to buck these standards, leading them to act in ways they perceive as wrong, sinful or simply bad.These situations typically involve either self-control or moral conflicts. The former arise when people must choose between short-term pleasure and long-term goals. Here, examples of virtuous choices include picking a salad over a pizza, saving money instead of overspending, and investing in experiences that support personal growth rather than pure enjoyment. In all these cases, consumers must forsake immediate gratification to benefit their future self.Moral conflicts come into play when consumers need to weigh others’ or society’s welfare against their self-interest. Most people would like to view themselves as having good moral character. To maintain this self-image, they must avoid actions that signal disregard for the well-being of others and society and behave in ways that show they care – think volunteering, donating to charity and buying ethical products.As defined in my study, someone is virtuous when they meet their subjective self-standards for self-control and moral character. But what happens when consumers are tempted to violate these standards by streaming content illegally instead of paying for it or skipping their weekly workouts to relax on the couch? Failing to resist temptation – and realising they’ve fallen short of their own standards – triggers self-sanction, where people judge themselves as lacking self-control, acting out of self-interest or even behaving unethically.Avoiding self-sanctionWhen individuals knowingly breach their own behavioural standards, they anticipate the self-sanction that follows. In order to enjoy the benefits of these violations without the guilt, they may employ pre-emptive strategies.This is where the PASS model comes in. It’s centred on the idea that consumers have a personal self-sanction threshold – the point at which they shift from seeing themselves as good to bad. These thresholds vary by individual and context. For instance, people may have higher diet and fitness standards when they need to lower their cholesterol or stricter moral standards when they know they’re being observed by others.The PASS model assumes that people start on – and are motivated to stay on – the virtuous side of the boundary. When tempted to engage in behaviours that could push them to the “bad” side, they may follow one of three routes to avoid self-sanction: the self-based path, the behaviour-based path or the threshold-based path.Self-based pathConsumers may raise the level of their perceived virtue before breaking a standard, creating a buffer that lets them engage in bad behaviour afterwards without crossing their self-sanction threshold. By evaluating themselves as more virtuous initially, they feel entitled to – or even deserving of – a lapse they may otherwise avoid.They can achieve this through virtuous actions (e.g. donating to charity before overspending), by perceiving themselves as making strong progress towards worthy goals, or by convincing themselves that they’ll engage in future good behaviour. These strategies elevate their initial self-assessment of how virtuous they are, so that subsequent violations don't push them into “bad” territory.Behaviour-based pathAlternatively, people can reinterpret bad behaviour so that it no longer crosses their self-sanction threshold. Some downplay the severity of their actions by stretching or redefining the rules around what counts as a violation. Others shift how much responsibility they feel for their actions or take steps to minimise their agency (e.g. as my other work shows, physically avoiding someone who seems to be soliciting donations).Another strategy is to downplay the perception of harm caused by their actions, either by discounting negative consequences or exaggerating positive ones. As an example, people could justify not giving money to charity by questioning whether the organisation would use it effectively, or emphasise the benefits of sweatshop labour as a source of income and development in emerging economies when tempted by fast fashion. They could also partake in unethical consumption, such as returning used clothing against store policy, to “punish” the company if its corporate stance on a sociopolitical issue is opposed to their own.Threshold-based pathConsumers can also adjust their standards for what counts as a violation. In these cases, they may acknowledge the negative consequences of their behaviour, but either temporarily or permanently move their self-sanction threshold to allow for it.They may do this on special occasions, on designated “cheat days”, if they believe they’ve experienced unfair suffering, or if they anticipate future regret about missing out on having fun in the present. People also take cues from those around them: seeing others litter, overeat or engage in disorderly acts might make them more likely to perceive this as acceptable. They may even encourage others to join in, thereby moving their own threshold to allow them to indulge as well.Getting away with itThe PASS model offers an explanation for why consumers purchase unsustainable products, support unethical business practices, overeat, overspend and watch trashy reality shows – even if these actions contradict their self-standards for virtue. It sheds light on how, in a world where consumers face increasing pressure to be ethical – be it by adopting more sustainable habits, supporting minority-owned businesses or advocating for moral causes – individuals can avoid “walking the talk” without suffering self-judgement. It might also explain why people give in to other harmful consumption patterns, such as excessive drinking, drug use or gambling.Beyond consumer behaviour, the model also illuminates how industry practitioners avoid self-sanction for ethically questionable behaviour. Marketers or salespeople, for instance, may employ strategies to justify violating users’ privacy or misrepresenting attributes of their products, while maintaining a positive view of themselves.The PASS model provides a flexible, comprehensive framework to explain how individuals navigate the evolving realm of virtuous consumption. By adopting the strategies outlined above, consumers can give themselves permission to engage in behaviours they might otherwise avoid – essentially allowing them to have their cake and eat it, too.]]></description>
                  <pubDate>Thu, 05 Mar 2026 01:30:00 +0000</pubDate>
                  <guid isPermaLink="false"> 48196 at https://knowledge.insead.edu</guid>
                  <comments> https://knowledge.insead.edu/marketing/how-do-we-excuse-our-bad-behaviour#comments</comments>
                <enclosure url="https://knowledge.insead.edu/sites/knowledge/files/styles/panoramic_large/public/2025-12/shutterstock_329043617.jpg?itok=xffQoFVO" type="image/jpeg" length="920413" /><dc:creator>Stephanie Lin</dc:creator></item>
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