Informed i’s Weekly Business Insights

Not a week goes by without new threats from Donald Trump to slap fresh duties on imports into America. Sweeping tariffs risk becoming “existential” for companies. For many, moving production to America—as Mr Trump would like—remains prohibitively expensive. Companies are therefore likely to explore more creative approaches instead.

Those hoping to dust off their playbooks from Mr Trump’s first term will probably be disappointed. Some bosses may look instead at wily workarounds. One of these is known as “tariff engineering”, which includes tweaking products to change their official classification. Duties can vary significantly even when merchandise appears similar, and “therein lies the opportunity.

Companies may take inspiration from Converse, a footwear brand which over a decade ago altered the design of various models of its Chuck Taylor All Star shoes, which are imported from countries such as Vietnam, to change their classification. Simply by adding a layer of fabric on about half the insole, Converse was able to cut the duties it pays on the canvas trainers to as low as 7.5%, compared with tariffs of up to 48% for other footwear. Clothing manufacturers such as Columbia Sportswear have similarly added pockets below the waist on shirts, t-shirts and blouses to move them into a product category for which tariffs are lower.

Another form of tariff engineering involves fiddling with where a product ostensibly comes from. Consider the cable harnesses in Hyundai’s cars, made up of wires, plastic coverings and connectors. American customs officials have deemed these to be made in South Korea, where the carmaker hails from. Yet although the raw material is manufactured there, most of the production process happens in China, with the finished harness then sent back to South Korea for testing and packaging. Designing supply chains so that just enough production happens in a place that benefits from lower tariffs is cheaper than shifting manufacturing in its entirety, and allows firms to be more nimble when new levies come in.

Even if none of this is possible, there are other clever ways companies can lessen the burden of tariffs. The “first-sale” provision, created by a court ruling in 1988, allows importers to value goods based on the price charged by the manufacturer, rather than the higher ones charged by middlemen along the way. To preserve cash, companies can also delay the payment of duties. In a note sent to clients this month, Maersk, a shipping giant, advised using “bonded warehouses” that allow companies to store goods without paying duties until they are sold, as well as “temporary import bonds” for goods that are set to be re-exported.

Of course Mr Trump may eventually stop these manoeuvres, too. In 2008 America’s customs agency proposed scrapping the first-sale rule, though lawyers fended off the threat. Yet even if some loopholes are closed, companies are bound to find others.

President Donald Trump’s election victory initially had the stock market in raptures. The S&P 500 surged 6.25% from Nov. 5 to Feb. 19, when the index hit a new record high above the $6,145 mark. The S&P is down more than 3% since, however, as soft economic data and renewed tariff threats from the Trump White House elevate Wall Street’s concern about the state of the U.S. economy.

Markets hate uncertainty, the saying goes, and investors are desperately awaiting clarity on Trump’s plans for taxing imports as the Street debates whether the president’s economic agenda will slow growth, reignite inflation, do both—or result in none of the above. Traders got more bad news on Monday, as the Federal Reserve Bank of Atlanta’s GDPNow tracker signaled a 2.8% contraction for the first quarter of 2025.

To be sure, that data is volatile. As recently as Feb. 26, the tracker pointed to GDP growth of 2.3% before dropping to –1.5% on Friday. Still, Jay Hatfield, CEO of Infrastructure Capital Advisors, highlighted those forecasts last week as he warned the U.S. economy is headed into recession.

Hatfield, whose firm manages ETFs and a series of hedge funds, has said that tariffs are often misunderstood as inflationary, and he expects DOGE’s mass layoffs of federal workers to cause a significant uptick in unemployment. In his eyes, however, the biggest danger to the economy is the Federal Reserve. He believes the central bank has been overly hawkish on monetary policy, particularly after it decided not to cut interest rates at its January meeting.

Discontent about inflation helped Trump return to the White House, but more everyday Americans have become concerned about the economy, cutting spending in January at the fastest pace in four years. Famed consumer sentiment surveys from the Conference Board, a think tank, and the University of Michigan also came in weak.

In a globalized world, businesses increasingly look to international markets for growth. But cutting deals across borders is difficult. Teams of individuals from various cultures must negotiate in the face of differing expectations about not only the outcome but also the process. The parties may lack both a common language and shared working norms, complicating an already complex endeavor.

In bridging these gaps, negotiators are often left to fend for themselves, relying on anecdotal or conventional wisdom that has little bearing on the negotiation at hand. Or they may turn to academic or other theories that seem to explain cultural differences but generalize about cultures as a whole, ignoring individual variances. All this may encourage dealmakers to overascribe negotiation difficulties to cultural differences.

So how can negotiators successfully navigate the complexities of culture? Based on their research and work with the clients according to the  author secret to good outcomes in cross-cultural contexts involves respecting four basic rules: 

Rule 1.  Negotiate with the Person, Not the Culture.  In a very specific context like a negotiation, knowledge of local culture is of limited value because your counterpart may not represent its norms. In a negotiation, you are trying to understand the individual in front of you. And in this context, a focus on cultural differences may encourage unconscious stereotyping—that is, narrowly classifying and attributing expected behaviors to others.  Another reason to focus on the individual rather than the culture in a negotiation is the infeasibility of becoming an expert in the customs and norms of all the geographies in which one might do business.  In such situations, it is nearly impossible to memorize and leverage all the cultural dimensions relevant for each interaction. What’s more, trying to be all things to all people only encourages your counterparts to question your integrity. You will constantly be outside your comfort zone, which makes you more vulnerable to ignorance, doubt, insecurity, and exploitation.

One key to a successful cross-cultural negotiation is, to some extent, taking culture out of the equation. Business negotiators often have much in common with their counterparts—maybe even more than with their parents, partners, or children. After all, our international counterparts may be closer to us in age, education level, professional interests, the corporate world they operate in, or functional expertise. For these reasons it is important to focus specifically on their counterparts, learning their own particular intentions, rituals, and preferences.

Rule 2.  Identify Your Counterpart’s Intentions.  All negotiations should begin with the question, “Does my counterpart want to work with me or against me?” The role culture will play in the negotiation is largely determined by the answer to this question.  If the counterpart is a win-win or, better still, a value negotiator—that is, someone who is ready to pursue his or her goals without the use of power—cultural differences become operational challenges to be solved together. But if the counterpart is a win-lose or, worse, a power negotiator—ready to use whatever power is in his or her arsenal to secure negotiation success—the person will harbor adversarial intentions and is likely to use cultural differences as a tool for exploitation. 

The best way to gauge intentions is to make your own explicit, because this typically encourages reciprocal behavior. It can also reduce your counterpart’s fears and resistance to the negotiation and open a path for a more-collaborative process and superior outcome.

Casting people’s words and actions in a positive light may look naive, but it is a best practice in cross-cultural negotiations—even if you are facing a win-lose counterpart. If the gesture was indeed the expression of a good intention, you’ve shown that you understood and have validated the behavior. If the counterpart had a win-lose intention, you’ve shown that the person’s power move did not faze you, thus reducing the odds that the domineering behavior will continue. Even if it persists, you’ll have given an early warning that you will not be intimidated.

Rule 3.  Don’t Adapt Rituals, Co-Create New Ones.  Cross-cultural negotiations are further complicated by rituals—the established and sometimes symbolic actions, behaviors, or even ceremonies through which people convey messages and meaning within a social or cultural group.   Many negotiators attempt to show respect by adapting to their counterpart’s rituals. That is a dangerous negotiation approach—even more so if you face a win-lose counterpart intent on taking advantage of you. When you adapt to your counterpart’s rituals, you cede the power to determine what is or is not appropriate in your negotiation. Similarly, forcing counterparts to adapt to your rituals is a win-lose move; the cognitive challenge of negotiating outside their comfort zone will likely compromise their performance.  Instead of adapting, cross-cultural negotiators should create a new set of desired rituals together. They should engage in open conversations to define what a good relationship means, decide how much time they are willing to invest in building it, and lay out the process for working together.  This can be challenging. Negotiators should make their own rituals explicit up front, share the intentions behind them, and discuss how adopting each other’s rituals may introduce difficulties. 

In any cross-cultural negotiation, it is important for teams to have ongoing conversations about their shared rituals and behavior. Skipping or phasing out these conversations usually results in negotiators from each side defaulting to their preferred ways of operating and increases the odds of misunderstanding and miscommunication.

If adapting to another culture’s ritual appeals to you, then go ahead and enjoy the experience, but beware of the implications and the cognitive toll it may take on your negotiation performance. Otherwise, negotiate new rituals for communication and relationship building that will satisfy, not compromise, most team members’ preferences and avoid forcing anyone to adapt or be at a disadvantage. 

Rule 4.  Leverage Differences in Preferences, Not in Power.  Win-lose negotiators try to leverage power, often using cultural differences as a way to improve their position or conceal predatory behavior. But in win-win negotiations, each side leverages preferences: inclinations toward options, objects, experiences, or outcomes.  To close successful deals, make money, minimize risks, feel appreciated, and be seen as a good negotiator. The differences are not so much what negotiators want but how much each of those things matters relative to one another.   It’s important to recognize that while intentions and cultural rituals make negotiations harder as they diverge, the reverse happens with preferences. The more preferences differ among negotiators, the easier it is for them to make deals that create value for both sides.  By leveraging differences in preferences—which are often more abundant in cross-cultural negotiations—dealmakers may find more ways to increase value for both sides.

B2B sales leaders today stand at a crossroads. The environment they face is dynamic and challenging. Economic growth is uneven across the world, competition is evolving, and B2B customers are adopting many more consumer-like behaviors, seeking more robust buying experiences, and showing a willingness to find alternative vendors. How can B2B leaders break through in such a challenging landscape?

Of course, companies still need to execute on core principles of commercial excellence—which include operating with a thoughtful strategy, delivering effective value propositions, optimizing for a wide variety of channels, and sustaining growth. But to stay on the front foot, B2B sales organizations can leverage technology to find the right markets while discovering, retaining, and delighting customers across all channels.

Today’s leaders understand the value of embracing innovation and using cutting-edge technology to execute strategies. McKinsey’s latest B2B Pulse Survey reveals a widespread willingness to adopt advanced digital solutions. And yet only 20 percent of respondents say they have a proven track record of consistently implementing technologies that fuel outsize growth. That means there’s still a wide-open playing field for players who want to get ahead.

Smart efforts will likely pay off. Top leaders who can turn growth mindsets into action can unlock success. A McKinsey study on courageous growth found that companies that outperform on growth invest more aggressively in digital-led transformations and AI to boost sales and marketing productivity. Companies that master innovation see an additional four-percentage-points-higher cumulative TSR growth than their peers.

The authors sought to understand how successful B2B sales organizations use technology for greater accuracy and speed. They spoke with more than 70 commercial leaders around the world to uncover how they propel above-market, sustainable growth trajectories.  They found that they use tech and data to get a more precise view of opportunities, eliminate time wasted on low-yield initiatives, empower sales teams with better information for nuanced decision-making, and optimize resources, pitches, and pricing. Doing all this can help growth leaders get in front of industry trends, high-growth markets, and specific customer opportunities before their peers.

The most successful B2B players are leveraging technology in five key ways to rewire their approach to growth and outgrow their peers.

1. AI-powered opportunity identification: Growth leaders in B2B sales are using AI to find new pockets of growth both within their core business and beyond.
2. Personalization: Innovators are tapping into gen AI to effectively tailor their offerings and pitches in response to increasingly specialized customer pain points and needs.
3. Value-based, AI-enabled pricing: Companies are using technology innovations to better inform value, transitioning away from manual, static pricing and toward dynamic models that can automate prices, tailor deals to customer segments, and improve price discipline.
4. Digitally enabled seller task automation: B2B players are using technology to improve their sales force efficiency and productivity, incorporating tools to better prioritize opportunities, speedily deliver customer value, and inform go-to-market strategies with better insights.
5. Digitally driven talent improvement: Sales organizations are leveraging tech to more effectively assess seller performance in line with their goals while also improving performance by implementing capability-building programs.

In 2025, when Chick-fil-A announced it was launching its own content platform, industry experts didn’t laugh—they took notes. The fast-food giant had recognized what savvy brands have known for years: The future of marketing isn’t just about interrupting content; it’s also about being the content.

This movement started from content creators becoming powerful brands themselves. Consider “Hot Ones,” the viral interview series where celebrities eat increasingly spicy wings while answering personal questions. When thinking about this in the context of creating something for your brand, don’t worry about reinventing the wheel. Just look at formats that have been successful for others and make it your own.  Picasso gets the credit for saying, “Good artists copy; great artists steal.”

“Hot Ones” started as a homegrown YouTube series and has evolved into a hot sauce empire, with signature sauces generating over $20 million in annual revenue. The show’s success isn’t just about entertainment—it’s proof that serial content can create passionate communities that eagerly support related products.

Now more than ever, brands should be looking to create YouTube channels and podcasts with series-style content that audiences look forward to.  There is a very real cost of not doing this. If you don’t have an organic content series strategy, you are most likely shackled to doing paid media to sell products in perpetuity. The problem here is obvious: Increasingly higher costs and tighter margins. And you’re beholden to ad networks like Meta and Google to reach audiences—where you are not the client—you’re the product.  This shift from traditional advertising to story-driven serial content isn’t just a trend—it’s a fundamental reimagining of how brands connect with audiences.

The success of content-first brands offers valuable lessons for traditional companies:

1. Authenticity > Production Value.  These creators often started with minimal resources but maximum authenticity. Their content wasn’t polished, but it was real—a quality that increasingly resonates with modern audiences.

2. Community > Conversion.  Rather than focusing on immediate sales, they built communities around shared interests and values. The products came later as natural extensions of these communities.

3. Iterative Development.  These creators constantly refined their content based on audience feedback, creating a deep understanding of their community’s wants and needs before launching products.

The Two Seismic Shifts You Can’t Ignore.  First: Having a massive follower count means almost nothing anymore; it’s about views, watchtime, CTR, and engagement. The algorithms have evolved and continue to be a moving target. Each piece of content needs to resonate with a specific audience segment, or it simply won’t be shown. If you’re trying to appeal to everyone through one account, you might be basically invisible to everyone.  Second: The playing field has been leveled in ways we’ve never seen before. Creators with a few hundred followers are getting as many views as someone with a million followers if their content is great. Make content worth watching.

The most successful companies have already pivoted to this reality. They’re not just managing a single branded account; they’re operating five or six distinct channels, each with: 1. a laser-focused demographic target,  2. a unique content series or show concept, and 3. different creative approaches and personalities.

Your main account might be at capacity. Or maybe certain audience segments simply aren’t interested in following your primary brand. That doesn’t mean you’re done growing—it means you need to get more strategic and creative.

Ask yourself: What would our specific customer segments actually want to watch? Could we launch a man-on-the-street series on a separate account? Should our podcast have its own dedicated channel? Would our founder connect with audiences through a personal show?

You may feel that this is a time of radical uncertainty, when past patterns no longer reliably predict the future. Uncertainty inherently leads us to a place of emotional discomfort because it signals both potential opportunity and adversity. Neuroscience shows that powerful and automatic brain responses are simultaneously triggered in the form of approach emotions (excitement) and avoidance emotions (doubt and anxiety). Because the resulting state of ambivalence is tense and painful, there is a potential rush to ill-considered action, whether it be to grasp opportunity or forgo it as quickly as possible.

The author recently collaborated with HSBC to study the question of how we can empower more people with effective decision-making skills in a world of complexity and disruption.  The research report, “Seizing Uncertainty,” reveals that effective decision makers share five key attributes that emotionally equip them to overcome the decision paralysis caused by doubt and anxiety — and enable them to undertake effective action when faced with uncertainty. It’s a vital skill.  Five Traits of Leaders Who Handle Uncertainty Well.

1. They view change positively.  One key attribute linked to effective decision-making under uncertainty is that these leaders feel equipped to deal with change.  Employing the power of imagination can be a key to alleviating this burden.  Removing the stigma of change is all about appealing to the imagination, starting with a small, tangible step.
2. They frame unexpected challenges as opportunities instead of problems.  Another shared trait of confident decision makers is the habit of reframing unexpected changes as opportunities to be exploited or explored rather than problems to be fixed. These leaders found enjoyment in stepping out of their comfort zone.  Like each of the other traits identified, this is a skill that can be nurtured by personal decisions.
3. They train themselves to be tolerant of uncertainty.  One common emotional response to uncertainty is freezing. Of the business leaders who participated in the research, 32% said they have felt paralyzed by uncertainty when it was time to act. Even more, 42%, said they have put off thinking about decisions because it is uncomfortable.  Treating decisions as experiments can make a difference. Experiments can be monitored, through predefined indicators, to assess whether an approach is working or needs to be modified. This can help leaders overcome the initial paralysis that hinders action.
4. They’re fluent in failure (and they don’t fear it).  Participants in the study who were able to confidently move through the discomfort of uncertain variables had a sunny view of failure. As noted earlier, they saw value in taking risks, even ones that didn’t pay off, viewing challenges and setbacks as a chance for self-improvement. Eighty-three percent said they agree that the fact that they’ve made mistakes in the past has made them better decision makers.  It follows that in times of uncertainty, it’s important to create space for failure and make it a platform for learning.  Creating a culture where failure is destigmatized and teams feel comfortable expressing regret is also crucial when navigating change and embracing the potential for tripping up along the way.
5. They’re grounded in optimism.  Effective decision makers possess a genuine belief that even if things don’t go as planned, the eventual outcome will be positive. Discouraging this mindset can be detrimental to cognitive function, and we found it to be the most important trait of the five for managing through uncertainty.  In a highly risk-averse culture, this concept can feel abhorrent to many people. Countering the bias toward pessimism can be challenging. But attitude counts: Among the survey respondents, 70% said that their mindset has enabled them to make the most of the opportunities they have been afforded.

When employees consistently feel nervous about their performance, it can impact productivity, morale and long-term engagement. Whether the anxiety stems from unclear expectations, lack of support or fear of failure, managers must identify the root cause(s) and create an environment where their team feels valued and empowered.

Here,17 Forbes Coaches Council members offer their top strategies for uncovering and alleviating performance-related stressors among your team. Follow their advice to help your employees build trust, motivation and resilience.

1. Create A Culture Of Safety And Belonging.  It starts with creating an intentional culture of safety and belonging. If you have nurtured a culture with regularly scheduled one-on-ones where the team members have access to a mentor, and they can advance their skill and knowledge, perhaps there is a basic lack of transparency that is undermining trust. – Edward Doherty, One Degree Coaching, LLC
2. Determine Whether Your Goals Are Realistic.  The leader might want to check whether the direction and goals set are realistic and how much “bottom-up” input was included. They should also clarify the consequences of not meeting stretch targets. Management by fear, hire-fire and hero-to-zero leadership practices are very destructive to company performance and employee mental health. Focus on creating a high-performing and high-learning culture. – Isabelle Claus Teixeira, Business and Human Development Consulting Pte Ltd
3. Understand Your Team’s Values And Motivations.  The more a manager understands the intrinsic values and motivations of their team, the easier everything else follows. If there is nervousness around performance, the manager should work to understand the root cause as well as their overall desire for “next” (whatever that might be). The combination of these two pieces of information will be invaluable in supporting the development of their team. – Tami Chapek, WeInspireWe
4. Lead With Empathy And Open Communication.  Treating employees as family, with empathy and support, builds trust and boosts confidence, morale and drive. Managers can uncover the root cause of team members’ performance anxiety by fostering open communication through one-on-ones. Prioritizing emotional intelligence (EQ) over IQ, they should recognize achievements, provide clear expectations and offer coaching.
5. Help Employees Reframe Their Thoughts And Beliefs.  Emotions come from the thoughts you think and the beliefs you have, so feeling nervous is a byproduct of those things. Help them identify how they would like to feel and have them discuss and write down statements and thoughts that align more with the desired feeling. Ask them how they could practice those thoughts and desired feelings on a more consistent basis and, “Feel forward to who you want to be.”
6. Use ‘Confidence Mapping’ To Identify Hidden Triggers.  Create “Confidence Mapping Sessions”—one-on-ones where you trace the anxiety ripple effect backward. In many cases performer’s presentation jitters stemmed not from fear of public speaking, but from uncertainty around data interpretation. Built a “skill scaffolding” approach—micro-challenges that built mastery gradually. Remember, anxiety isn’t the problem; it’s the symptom.
7. Shift The Focus From Criticism To Growth.  Start with curiosity, not criticism. Ask open-ended questions to uncover fears and barriers. Often, lack of clarity or trust fuels nerves. Build confidence by setting clear expectations, celebrating wins and empowering them to take ownership. Confidence grows when leaders lead with support.

The others are:

Prioritize Recognition And Meaningful Feedback, 

Increase The Frequency Of Good Quality Feedback, 

Provide Clear Success Indicators And Growth Opportunities, 

Host Reflection Sessions To Identify Hidden Performance Stressors, 

Embrace The Role Of Manager-Coach, 

Connect With Your Team On A Personal Level, 

Encourage Leadership To Reflect On Their Own Impact, 

Use Anonymous Feedback To Uncover Workplace Stressors, 

Clarify Expectations And Provide Tailored Support, 

And Help Employees Challenge Assumptions And Reduce Self-Doubt.

For small businesses, SEO is an invaluable tool for increasing visibility and attracting more customers without breaking the bank. Unlike larger corporations with vast marketing budgets, small businesses need to be strategic about how they allocate their resources. SEO helps level the playing field, allowing them to compete with bigger players by enhancing their online presence.  By optimizing their website and content for search engines, small businesses can improve their search rankings, attract more targeted traffic and, ultimately, drive more sales.  5 Powerful SEO Strategies for Small Businesses in 2025 are:

1. Produce data-driven content.  Producing data-driven content is a strategy every business, regardless of size, can and should adopt. In fact, according to Dancing Numbers — 87% of marketers believe that their company’s most under-utilized asset is data. Utilizing this asset can significantly boost a company’s media coverage and digital PR efforts. Journalists are more likely to link to and mention your brand as a credible source when your content is based on solid data. This exposure can lead to invitations for company representatives to appear on media outlets like radio and television, further expanding your brand’s reach.
2. Ongoing digital PR campaigns.  Digital PR goes beyond just generating data-rich content and positioning yourself as a source for the industry. It’s crucial not only to produce compelling content but also to actively distribute it to journalists who have a keen interest in the field. This targeted approach ensures that your content reaches the right audience, enhancing engagement and visibility. Moreover, staying abreast of industry trends and events allows you to tailor your campaigns to align with current interests and needs, potentially leading to more impactful media coverage.
3. Create video content.  Creating videos is no longer just an advantage; it’s essential to stay competitive. Videos distributed across various platforms enhance your business visibility as people can find your YouTube channel and start searching specifically for your brand. This increased recognition is very beneficial. When visitors come to your website and watch your embedded videos, they spend more time on your pages. In fact, according to IgniteSEO, posts with videos earn more backlinks and see a 157% boost in search traffic, demonstrating the powerful impact of video content on your online presence.
4. List your business on professional classified sites.  Submitting your business to classified sites geared towards business professionals can be a beneficial strategy for small business owners looking to enhance their SEO and get relevant visitors. By listing on these platforms, you can directly reach an audience that’s actively searching for services like yours. This approach not only increases your visibility but also boosts your website’s backlink profile, which is a crucial factor for improving your search engine rankings. Additionally, these sites often have high domain authority, lending greater credibility and relevance to your digital presence.
5. Website speed — overrated yet fundamental.  The idea that website speed is the most important factor for ranking high on search engines is often overstated. While it plays a role, it’s not the only thing that matters. Many successful websites use simple drag-and-drop builders or WordPress templates and still perform well. However, that doesn’t mean website speed should be ignored entirely.