Rötheli also explains why CCS is now participating in the Outdoor Advertising Association and is also seeking to rejoin the SPR+ poster research project. In 2005, CCS had dropped out and started its own project, but never finished it.

Read more about this in the current print edition of Werbewoche.
 

The three black double yokes on a golden background become cow horns with a little twist and thus an eye-catcher on posters, postcards and car stickers.

Responsible at the Herrliberg farmers: Peter Ledergerber (President OK Viehschau). Responsible at KSB: Flo Wacker (Creative Direction), Jowita Jaskiewicz (Art Direction), Christoph Bürge (Consulting Management), Caroline Wyss (Consulting).
 

I will take the liberty of quoting from it here: "I can no longer listen to the politicians. I can no longer look at their fetuses. I don't like to follow political discussions anymore. I have had enough. I don't care who is elected and who is not. Yesterday on SF the continuation of this endless loop discussion of the state radio: There is a Mr. Müller from the FDP, Mr. Blocher, a woman, whose name I don't have to remember, from the center and then Mr. Fehr from the SP. (...) It's over. I don't like to listen to this stupid chatter anymore. What kind of people are these who seriously think they are stars. They're all pompous roosters and hens who worry more about the right lighting for their election campaign photos than about anything else. And hop from headline to headline thinking this is about politics." What Messmer writes here is balm to my soul. Last week, I had the pleasure of having to endure two political representatives at the Swiss Media Congress.

The first contribution came from Media Minister Doris Leuthard. One would expect a Federal Council speech at the Media Congress to offer some content and depth. But no, it was just a call for joint action between publishers and SRG regarding SRG's controversial online activities. The statement that the technological environment has changed a lot in recent years and that the Internet and mobile devices (soso) pose new challenges for the media probably did not bring any new insights either. The fact that an obscure episode from the last century had to be used as a backdrop was just embarrassing. Last year, Leuthard was unable to land because of fog; this year, unfortunately, the sun was shining.

The next day then the elephant round of party exponents. Only just two presidents thought it necessary to appear (Pelli and Brunner), the other parties sent representatives, which was a stroke of luck for the CVP. Norbert Neininger was a brilliant moderator, but what good is that if, with the exception of one participant, only phrases are trotted out. This week, the Syndicate of Media Professionals SSM published a survey of politicians on their satisfaction with the Swiss media. What came out of it? Nothing at all. The well-known banalities repeated many times, such as lack of research, lack of diversity or pseudo-primeurs. To quote Messmer once again: "I don't like to listen to this stupid gibberish anymore."

Pierre C. Meier, Editor-in-Chief [email protected]
 

In the highly competitive donations market (see interview below), the balancing act between emotionalization and a sober presentation of reality is part of daily business. Michel Henry, partner at one marketing services AG bsw, knows this too. The agency, which specializes heavily in fundraising, is responsible for the Swiss Red Cross's current "I am a fan" campaign. "Fans" are people like Rosius from Haiti, who tells in the 30-second TV spot how he lost everything in the 2010 earthquake and now has a roof over his head again thanks to the help of the Red Cross. Or Chérifatou, who was able to give birth to a healthy baby boy and stay healthy herself thanks to the provision of medical care, the assurance of hygienic conditions and the presence of a trained midwife. "We deliberately focus on a positive message and avoid pitying images," says Henry and continues, "the reduction to a real person who, on behalf of millions of people, tells their individual fate to the viewer at eye level is much more touching and leads to more solidarity." As is often the case with NPOs, only limited funds were available to implement the campaign. The agency and client agreed that these should be used to make the campaign as authentic as possible. Thanks to the regional SRC managers, the recipients of the donations were recruited from Togo, Haiti and Laos. Martin Grossenbacher, Head of Marketing & PR SRC: "Each of the eleven campaign faces represents a key area of our work abroad. These are humanitarian services such as basic medical care, eye care, water and hygiene or emergency aid." According to Grossenbacher, all of the people portrayed took part with pleasure and without remuneration and are proud to help others in need. The new campaign can be seen on television, in print media, at major railroad stations and on the Internet. The aim is not just to appeal to people with an affinity for donations, most of whom come from the 55-plus segment, as Michel Henry says. The campaign aims to encourage younger people to donate smaller amounts. In order to reach these potential new donors, those responsible rely on appropriate channels that make "impulse donations" possible. This includes, in particular, the SMS donation, which can be made at any time and from any location. Banners or Facebook ads as well as a donation app on the Facebook profile of the Swiss Red Cross are also used. In addition, existing and potential donors are addressed with a donor letter.

Simone Fankhauser

Michel Henry, Partner at One Marketing Services AG BSW, on the new fundraising channels

WW: What has changed in fundraising in recent years? The pressure of competition has increased: on the one hand, foreign organizations are entering the Swiss fundraising market and, on the other, competition from national institutions such as universities, zoos and museums is becoming tougher. The latter are forced to raise funds privately due to declining state contributions. Increasing competition results in falling response rates and higher fundraising costs. Professionalism is vital in order to avoid conflicting with the interests of donors. Success comes to those who master the cycle of donor acquisition, retention, upgrading and reactivation and thus professional communication.

What role does the Internet play in NPO fundraising?
Today, you need a holistic approach to marketing, a clear and consistent message, direct dialog with donors and, last but not least, emotion and staying power. The internet with its website, blogs and social media is an excellent NPO channel, firstly because it brings the project work closer to the donor, secondly because it can create more donor proximity through dialog and thirdly because it can be managed with comparatively little effort. Donation income via the internet is also constantly increasing.

The new SRC campaign relies on SMS donations, among other things. Where do you see the advantages?
Donating by SMS minimizes the donation hurdle and reaches both existing and new donor segments. This is because the cell phone is permanently available to over nine million SIM card users in Switzerland. People can donate out of immediate concern, at the same time as the message and therefore from the sofa, on the train or while waiting at the station. In the past, the SMS donation channel was effectively ruled out due to high costs. Today, all NPOs in Switzerland have more favorable rates for SMS donations. As a result, the SMS.

Are there already success evaluations?
Naturally. As an agency that specializes heavily in fundraising, we are constantly working to improve fundraising results. For example, a single Swiss NPO received a six-figure donation via SMS during an emergency aid collection. At live events, response rates of almost 3% have been proven. In general, we expect the SMS donation market to grow rapidly - also in Switzerland. Initially, it was assumed that SMS donations would tend to be small amounts. But this is not the case. People use SMS donations because there is simply no easier way to do good. Interview: Simone Fankhauser

 

Straumann is in second place, followed by Novartis. In the online annual report rating, Nobel Biocare wins ahead of Roche and Georg Fischer. The annual reports of all listed companies represented in the SPI were included in the annual report rating. In addition, the 50 companies with the highest turnover in 2010, the 15 insurance companies with the highest gross premiums in 2009 and the 25 banks with the highest total assets in 2009 were also included. 249 reports were evaluated in turn by four juries. Firstly by the jury of the Institute for Banking and Finance (Value Reporting), secondly by a design jury headed by Peter Vetter from the Zurich University of the Arts. A final online jury then assessed the twelve best online presences selected by the preliminary juries from an investor relations perspective. A second final jury determined the 20 best-ranked annual reports from the sum of both print ratings and selected the overall winners of this year's annual report rating.

It is fundamentally difficult to produce for yourself. Agencies have the distance needed to find the objectivity that the client lacks a priori. Those who work for themselves are fundamentally biased. An agency that produces is too critical of its own product. Criticism of the product is not perceived from a distance, but as direct criticism of the agency. This fuels fears that are not directly felt in client projects. After all, the success of the product also puts the agency's image at stake to a certain extent ("If they build such garbage for themselves, how bad will it be when they work for us?").

How do you deal with the problem of distance? You have to learn to listen to the end customer as if they were a service customer. Agencies know only too well that the customer is usually right. If you work for yourself, you have to learn to distance yourself from your customers and yourself. This is only possible if you separate the production team from the service department and manage the two separately. For this reason, we have set up a separate company for our product department.

And the customers?
We no longer have the typical agency ebb-tide cash flow that forces us to ingratiate ourselves as salespeople. We are allowed to do what we are paid to do; we can say what we think. Not every customer likes the fact that we are just as able to choose them as they are to choose us. This is particularly unpleasant in price negotiations. But:

- The fact that we are now in a position to select our customers gives both parties the certainty that we are a good match.
- Our prices are more realistic because we no longer have to lower the initial price in the hope of upselling due to the lack of competitive pressure.
- The fact that we do not have to make up for the unproductive time between projects gives the customer the security of not having to pay for it.

Sounds good, but...
iA's original recipe for success was to be generous with technical knowledge. This was both annoying and gratifying for the competition: the competition always knew everything we knew, but couldn't sell this knowledge on. Because more or less everything we knew was naked, on our website, for everyone to read.

Since we have our own product on the market, we have become stingy. The practical experience we have in the app business gives us a significant head start. For example:

- We know which online and offline factors sell an app better or worse.
- We know the bridges between the web and the app store.
- We have a knowledge advantage in interface design that is decisive in the war (iA Writer is the best-selling writing application in its category for a reason).
- Based on sales figure comparisons, we know exactly how much revenue can be generated with which app in which app store.

And we are now in a position to both keep this knowledge secret from our competitors and to sell it to customers as market-tested exclusive knowledge.

And the other side of the coin? While the practical experience and the reassurance of cash flow are generally good for an agency, from a business perspective we are perhaps sometimes a little too relaxed. We don't have a sales department. At the moment, everything sells itself. How smart that is in economically difficult times remains to be seen.

Conclusion
Do we recommend that other agencies take the step from service to service agency and producer? In terms of risk, there are more arguments against it than in favor of it, but if you have the right entrepreneurial spirit and the luck to go with it, you will enjoy your agency more than ever before.
 

Anyone who sends us an email to [email protected] will be entered into a prize draw to win two dinner ball tickets. This year's celebrity guests include Federal Councillor Eveline Widmer Schlumpf and National Council President Jean-René Germanier. The guest canton of Valais will be represented by Jean-Albert Ferrez, President of the Grand Council, ski legend Pirmin Zurbriggen and ski acrobat Art Furrer. Two different ballrooms with top-class bands and an exclusive supporting program provide plenty of variety. Entertainment also awaits in the casino, the Mauritius Lounge, the "Weisch no?" bar and the beauty corner. Spectacular prizes with a total value of over 300,000 francs can be won at the popular ball raffle. This year's guest country, Mauritius, will present an exquisite gala dinner and exotic dance shows. As a charming ambassador, Miss Mauritius Ameeksha Dilchand will present her country and raffle off a trip to the dream vacation island as the main prize. The Media Ball will feature a number of innovations in 2011. Among other things, the dinner and dancing will take place in the same room. Guests who wish to attend the ball after dinner will now also have a reserved seat at a table in the ballroom. Tickets can be ordered by e-mail to [email protected] or by calling +41 43 960 70 68.

Consuming TV and video via the internet is becoming increasingly popular. Be it online via the web on a PC, via mobile on smartphones and tablets or directly as IPTV on the TV. The demand for video podcasts, which can be subscribed to, downloaded and also used offline, is also unbroken, according to a statement from Swiss TXT. Since Swiss television made its programs available as podcasts in 2006, demand for them has multiplied. This is despite the fact that the importance of video streaming has exploded, according to Swiss TXT.

The company has been responsible for the internet distribution of SRG videos for three years.
 

"Miles or the pendulum clock from Montreux" is a tribute to the jazz genius Miles Davis, a man who suffered from loneliness and prejudice. Draftfcb/Lowe realized the current motif for the piece with a legendary Miles Davis photo by star photographer Michel Comte.
The text by Henning Mankell not only sheds new light on a great musician, but also describes the friendship between an ordinary man and the musical genius, the agency said in a statement. The agency is delighted to have received the support and approval of the Michel Comte Estate. The motif was used for the program booklet and on cultural posters. The premiere is on September 27, 2011.

Responsible at Theater Rigiblick: Daniel Rohr (theater manager), Brigitta Stahel (deputy theater manager). Responsible at Draftfcb/Lowe: Daniel Comte (ECD), Frédéric Nogier (AD), Tizian Walti (text), Michel Comte (photographer).

WW: Nowadays, you often get the feeling that work is all about turnover and output, about managing, administering and processing - and no longer about standing behind what you do, using the scope, discovering and inventing new things. Money fights against spirit - can it go on like this?
Dominic Veken: You are right: an overemphasis on money is contrary to the development of spirit. And it will no longer be successful in the future. The strategy of squeezing more and more out of people like a lemon by constantly increasing efficiency has clearly reached its limits. Creativity, like the desire to work, will be massively curbed, and then not only companies, but also educational institutions, politics and almost all other social systems will no longer be efficient. I founded the Institute for Brand and Corporate Philosophy because I have found that most people are in no way enthusiastic about what they do. It's always about working through brand models and process chains, ticking boxes everywhere and driving processes with market research batteries - and all of this with a very machine-like character. But the question of "how do I inspire my customers, how do I inspire consumers, how do I inspire people?" is completely lost. This is the basic problem: many companies and brands today function like machines. Whether companies, schools, prisons or clinics, everything has to be efficient today. Everything has to start at a certain time and a certain amount of work has to be completed within a certain time. Michel Foucault already pointed out this development, which has shaped our everyday lives since the beginning of the industrial revolution a good 300 years ago. Experts estimate that in Germany alone, nine million people suffer from burnout and four million from depression. Mind you, these are estimates. People get problems because this way of working drains them internally. They fulfill their job and their duties - but what they do no longer fulfills them. The solution is to get away from thinking that everything has to work as well as possible, that everything has to become even more efficient, that work has to be even more condensed and that people have to meet ever higher demands. My idea is that companies and brands need to function more like a social movement, like communities of spirit.

Spiritual communities? That sounds remote ...
By this I mean groups like the hippies, the Hells Angels or the mafia - my book* is all about this topic. These groups have a common spirit that everyone in the group believes in, around which everything revolves and to which everything is aligned. All spiritual communities have similar structures: the members are there voluntarily and are fulfilled by what they do. They have a sparkle in their eyes. I think that brands and companies need to be like spiritual communities in the future so that we are all more fulfilled by what we do. Then brands will also develop a strong appeal, then advertising communication can touch people and evoke reactions in them. The brands or companies that have been extremely successful in the last ten years - Google, Starbucks, Apple - are companies that are already a bit like a movement. Obama's election campaign also went in the direction of the "social movement". Such movements are slowly beginning to break down the rigid, industrial model of the machine, to get people moving again so that they voluntarily join in. In future, we will only consume advertising voluntarily. So it must inspire and touch. Wikipedia also thrives on this voluntariness - if Wikipedia were a company, it would be brilliant.

So if I want to build a successful brand or a successful company, I have to try to establish a spiritual community?
Exactly. And that is also the work I do at the Institute for Brand and Corporate Philosophy. It starts with identifying the common spirit, the corporate spirit, in a company. My thesis is that every company has a common spirit, because it was once founded by an entrepreneur full of enthusiasm and with a gleam in his eye. But over time, layers of earth build up over this spirit, which slowly bury it and which I then have to remove again like an archaeologist in order to get to the core. One example: Last year, I developed the Otto Group's global corporate philosophy. There, the corporate spirit that we have worked out is "the power of responsibility". It fits the company, the challenges that the Group will have to master in the future and is also credible in light of the company's history. The task now is to convey this common spirit to the employees, just like in a spiritual community.

How does a company manage to bring a great vision to life - or bring it back to life?
The easiest way I can tell you how it doesn't work, although unfortunately it is often done this way: By developing a mission, a vision and a strategy, presenting it to your employees, filing it in a folder and printing it on a board that is placed in the entrance area of the company. And then it's over. Of course, this leaves everyone completely cold and has no effect at all. There are two important factors to consider when developing a corporate spirit: Firstly, it must be very emotional and touch people. Secondly, the company should involve as many employees as possible in the process of finding or uncovering the corporate spirit. The employees must help develop and shape the community in a participatory process. If three managers sit there and come up with something, it's no good at all. And then you also have to think together about how to anchor the spirit in the company, certainly not through a king-like CEO, but in a democratic process from below. Movements only ever work from the bottom up, they are never imposed from above.

With a five-man company, it is probably not that difficult to get to the soul of the company together. But for a large company with 3,500 employees, which realizes that the business is no longer running properly and wants to go in search of its core - it can hardly involve all of its 3,500 employees in this soul-searching.
Yes, think about how many people work on Wikipedia, how many people supported the Obama election campaign. At the Otto Group, we have built a platform called "4000 Commitments", on which the 50,000 employees enter their commitments for a year, i.e. things in which they have taken personal responsibility. It is very important that it is not just about internal company activities, but also about private commitments such as helping the homeless. Every employee can see who has entered what there and thus get a feeling for how "The Power of Responsibility" is lived and practiced in the company. Through many accompanying communication tools and measures, every employee can see that something is happening in the company, that taking responsibility is worthwhile and appreciated. And this reflects the common spirit of the Otto Group and increasingly strengthens it.

Can a corporate spirit help companies, agencies or media houses to avoid falling into the waters of soulless self-management?
I think so. We have to move away from the soulless, and the corporate spirit is an instrument to counter this with something strong. It defines the soul of the company. There is such a soul in every company, but it is usually buried by the focus on money and efficiency, by today's conventional thinking in terms of benefits and accounting. The task of every leader must be to uncover the soul of their brand or company in order to be successful in the future. Success in both an idealistic and material sense. In the future, it will become increasingly difficult to earn money as a soulless entity.

Can a company function without a corporate spirit?
Yes, of course, that's definitely still the case today. It always depends on the industry. In many sectors, companies that work like machines function wonderfully. But firstly, they have unhappier employees and secondly, they don't have a long-term future. In the service sector in particular, it is becoming increasingly difficult to be successful if you have demotivated employees who are on the verge of or in the middle of burnout and simply turn customers away. It will become increasingly important to have a corporate spirit and to cultivate it. Because, of course, we all do better when as many people as possible are happy.

Can a CEO only lead successfully if he himself is enthusiastic about his "product"?
At the moment, we still have the ideal that the CEO is like a king who rules over the company. But the role of the CEO will change fundamentally, because with movements he is more of a character who embodies and exemplifies a certain spirit. In this respect, your question can only be answered with "yes": If a CEO wants to give his employees more than instructions, then he must believe in what he is doing, otherwise he cannot exude a spirit and accordingly cannot sow enthusiasm. According to Foucault, the king's head rolled centuries ago. We could add: And the buttons of the machines no longer have any effect. There is also something great about this, because it means that a whole new era is dawning, a movement towards more soul, more fulfillment and more enthusiasm that will move many people. Because I think most people realize that things can certainly not go on as they are now.

Your call for us to focus on idealism, creativity, strength of character and inner wealth again instead of greed, materialism and external wealth sounds great. And it is encouraging that you see this as a future development. But is that really realistic in today's dog-eat-dog society?
I think so. More and more voices are calling for such a rethink. Howard Schultz, for example, who made Starbucks great, writes in his new book that he considers it a huge mistake that the magic, the spirit, the spirit that is so important in Starbucks stores has been underemphasized for so long. For far too long, it was all about efficiency, about how to get the coffee into the cup even faster. Schultz then tried to reverse this development and bring ideals and visions back into the company. You can see all over the world that successful companies are once again cutting back on the elbow mentality and focusing on ideals.

Only desire and enthusiasm can bring about profound change, you say. How long will it take for not only a few successful leaders to realize this, but also the people in the upper echelons of management - and on a broad front?
That will certainly take some time. But that's why there are people like me who can put this new way of thinking into theories and tools that can be used to establish it. You also have to think about why the successful leaders you mentioned are successful. If you think this through to the end, you have to take a new path. Marketing also emerged around 100 years ago because people realized that not everything that is produced sells itself. People suddenly became choosy. And now the situation is: people are burnt out, no longer feel good, they buy less and also watch less advertising. So what do we do? The answer is: we need to focus more on spirit, on enthusiasm, and on getting people to identify again with what they do, what they buy and what they watch. Identification is the new currency.

Which is more promising: caution or courage and enthusiasm? Profitability or fascination?
It depends on the situation, the market and the company. If we look at the financial market, which is currently in the spotlight, we can see that excessive courage is not wise. If you look at the mobile communications market and at Apple's rival, Nokia, you can see that a little more courage would have been smarter. In the past, Nokia only focused on small technical innovations, was not courageous and stuck to its "Connecting People" spirit. That was great for a while. But today that is no longer a message, because people now do completely different things with their smartphones than just connect with other people. Nokia had a great spirit that made the company number one for over ten years. But then they didn't have the courage to adapt their spirit to the new times, to take it to a new level.

Is entrepreneurial spirit always also zeitgeist?
This is a dimension that is decisive for the spirit - in addition to the history of the company, its roots, which the spirit must tie in with, otherwise it is not credible, and the challenges that the company must face in the future. According to Goethe, zeitgeist is the common spirit of all people in an age. You have to take it into account if you want to be successful. However, I don't believe in looking at what consumers want and then trying to fulfill these wishes 1:1. That's what we did for years and that's how we became fulfillers of requirement profiles. But you can't be successful that way and you can't develop a spirit. Spirit comes from being enthusiastic and convinced of your own idea. Take Apple: nobody wanted an iPhone. You could have asked 100,000 people and nobody would have wanted a device like the iPhone. The device was born out of a vision, a genius, supported by people with an idea.

This means that brands are also created out of enthusiasm for a new idea - and not because people have looked at what others want.
Exactly. Thinking about what people want and fulfilling that is machine thinking.

Is enthusiasm a remedy for the crisis?
Of course. Anyone who is or has ever been enthusiastic knows what kind of energy this generates. Suddenly you can do things you never thought possible. This is not only the case in business; every great scientific achievement and every great work of art has sprung from enthusiastic minds. This enthusiasm is needed because sometimes you have to work on something for months, years or even decades until you achieve a breakthrough, even in the face of external resistance or internal crises. You can only keep at it if you believe in your cause.

Is it possible to learn or relearn how to act and work with fun and conviction?
Yes, that can be kissed awake in everyone. We were all children once, and we were all filled with something once. We all marveled at the first Christmas we consciously experienced - but these feelings are lost, partly due to the mechanical way of fulfillment we have adopted. You can rekindle enthusiasm by finding something you can identify with. One possibility is a shared spirit that appeals to you. You can also try to remember what you really enjoyed doing in your previous life, what fulfilled and inspired you. Often, due to time constraints or because something else is taking priority, you stop doing something you enjoy and then simply forget about it. So the first step in the right direction is to look at yourself and the positive feelings you once had.

What advice would you give to a good friend who says to you: "I'm not having any fun anymore, I'm exhausted, down and my marriage isn't really going well either ..."
Oh God, I'm not a therapist. But for me, the glow in the eyes is the ultimate yardstick that everyone should apply to their company, their manager, their advertising audience, their private life and themselves. I too have been at points in my life where something had to develop, where I had to develop. And I can only advise anyone in such a situation to look for something that makes your eyes shine again. It sounds banal, but sometimes it's a long process until your eyes shine again. But you have to look for these power fields of life. And you will be amazed when other people suddenly tell you: "Your eyes shine like that, you've changed."

As Managing Partner at Kolle Rebbe, you were involved in winning several dozen communication awards, you provided strategic advice to the CDU and Angela Merkel during the last German parliamentary election campaign, helped to make the Bionade brand famous and developed the Otto Group's global corporate philosophy. What is the secret of your success?
In life, it's always best to choose the topic that moves you the most. Stefan Kolle has always said that I have a special energy, and this energy comes from enthusiasm. I hardly ever act politically, but always look for something I believe in, something I can identify with. I also do this in my creative work and when developing solutions for my clients. And when I believe in something, I fight for it like a lion. That means that I even say to the Chancellor: "I think what you're doing is wrong. I would do it this way and that way," and accept that this is perceived as impertinent. I don't play games, I'm an honest, authentic man of conviction. I think that's my recipe for success.

Interview: Anne-Friederike Heinrich

In a nutshell
Dominic Veken (40) is one of Germany's leading strategy consultants. He studied philosophy in Berlin and Frankfurt am Main and describes himself as "Germany's first independent corporate philosopher". Veken has worked as a creative at Jung von Matt and at Equity as a brand consultant and was involved in winning several dozen communication awards as managing partner at Kolle Rebbe. He also advised the CDU and Angela Merkel in the last German parliamentary election campaign and helped to publicize the Bionade brand. In 2009, Veken published his first book* "Ab jetzt Begeisterung. The future belongs to idealists", his second book is currently in progress and is expected to be published in fall 2012. Veken also published the strategy magazine Bonaparte. In March 2010, Veken founded the Institute for Brand and Corporate Philosophy, in which Kolle Rebbe has a minority stake.

www.unternehmensphilosophie.org; [email protected]

 

A pioneering urban development project with international appeal is being built in Uster-West: Flor covers a total of 12,650 m2 of usable space and will be ready for occupation in spring 2014. Various target groups will be addressed: Businesses, business center operators, retailers, healthcare institutions and those interested in the residential concept with services for all ages. Together, they will "form a unique network with mutual exchange and inspiration", according to Blickpunkt Lebensraum - Stadtbauentwicklung. This company of Ondinga Holding planned the city and commissioned Walder, Werber in Uster with the comprehensive communication surrounding the marketing of the project.

The project communication kicked off with five viral commercials tailored to the individual target groups, which drew attention to the project in an unconventional way. The playful and informative website Flor-uster.ch is the core measure of the entire communication. Walder, Werber designed the entire project communication around these core measures, from naming and claim to the individual brochures and mailings to property advertising, advertisements and online. pan