m&k: Tom Goodwin, I’ve spoken with a number of so-called futurists in the past—and quite a few of them were wrong in their predictions. You, on the other hand, were right about a great many of the things you predicted in your book *Digital Darwinism*, published in 2018. What sets you apart from the rest of your profession?

Tom Goodwin: First of all: That’s really nice of you, thank you very much. I think the main reason for your assessment—if it’s accurate—is that the colleagues you mentioned have a different focus. Many futurists base their success on making predictions that are as outlandish and eccentric as possible. If you go to a conference on the future of retail and tell the attendees that smart labeling, better staff training, or faster checkout software could solve most of the problems, people will probably be a little disappointed. They want to hear about drones and 3D-printing food at home (laughs). But I’d rather be helpful than extravagant. I read studies, I do research, I talk to all kinds of people, and then I try to approach each issue with empathy and pragmatism. Let’s be honest: The major changes in today’s society aren’t caused by quantum computers, but by kids who spend all their time on TikTok. Our daily lives are influenced less by 5G technology than by the labor shortage in the low-wage sector. There are urgent problems for the near and medium-term future that we need to address.

Despite your pragmatism, you’ve always been someone who has strongly advocated for «disruption from within» in the business world. For many years, you could even be counted among the ranks of the «Disrupt or Die» evangelists. Now, with the pandemic and war, we’re experiencing massive «disruption from the outside.» How has that affected your work?

Society likes to talk a lot about the threats associated with the developments you mentioned. But—without wanting to sound cynical—those very developments are part of the rhythm of life. So how do we respond to them? I think it’s absolutely crucial that we shift our perspective and focus much more on opportunities than on risks. We need to demonstrate now that we are resilient and efficient, and then—regardless of the situation we currently find ourselves in—we can work toward a better future.

I hope it doesn't sound completely immoral when I ask you next whether all the tragedies and challenges of our time are, in fact, a «wake-up call»?

It is undoubtedly … difficult to look at what’s happening and talk about it in a way that doesn’t seem insensitive. But the most important thing we can learn from current events, in my opinion, is «that we can do this.» Look at the scale of the external disruption we’ve experienced—and are still experiencing… and then consider the way we’ve learned to deal with it. Do you remember how the production of ventilators was ramped up at the start of the pandemic? How companies brought software from the beta testing phase to market readiness, making «remote work» possible in the first place? And we don’t even need to mention the development of the vaccine, based on a fundamentally new mRNA technology. When it really matters, we can work together, we can make quick decisions, and we can mobilize society. That’s the encouraging insight I take away from the crises of the present.

In the first edition of your 2018 bestseller *Digital Darwinism*, you talk about «disruption heroes» like Airbnb and Uber. Since then, these companies have become established, and firms like Zoom and TikTok have taken center stage on the global stage. «There is a time for everything,» says the Bible—but is there something that all these companies have in common?

There are actually several very important similarities. The first is that all the companies you mentioned were founded in response to very important, previously unmet human needs: Zoom is about connecting us in a modern, visually appealing way. The idea behind TikTok is that we feel like part of a «tribe,» part of a cultural movement. Uber is about making it easier and more efficient to get around, no matter where on the planet you are. Upon closer inspection, all of these companies are less technology-centric and more user-centric, even though they are, of course, powered by cutting-edge technology. Another thing they have in common is that they rely on intuitive, almost playful interfaces. And they have a clear focus: Zoom isn’t trying to become a telemedicine provider or a blogging platform, but instead stays true to its core competencies.

You advise companies on transforming their business models and processes, and you point out that there is often a lack of willingness to see change processes through to the end. Why is that—and does it sometimes frustrate you?

That used to frustrate me quite often, actually (laughs). But things got better once I began to understand the reasons behind it: In a way, large companies are like oil tankers. They’re incredibly good at what has become their core mission over the course of years or decades. And they’re terribly bad at doing anything else. Startups, on the other hand, are like speedboats: they look impressive, they’re fast, they can constantly change direction, but their «cargo capacity»—to stick with the metaphor—is smaller; they’re usually more flashy than they are profitable. And there’s no such thing as a perfect hybrid between an oil tanker and a speedboat yet. But since we’re on the subject of transformation: You’ve already mentioned that I used to be a staunch believer in the «Disrupt or Die» philosophy… But I’m not anymore. Today, I believe that disruption and change for their own sake can do more harm than good to a company.

So are there companies that shouldn't try to constantly change and improve?

That’s not what I’m trying to say. What I’m trying to convey is that we need both internal and external expectation management to determine in which areas we should optimize and in which we shouldn’t. Take a look at brands like McDonald’s, Nike, Adidas, or Lufthansa: No one expects these brands to completely overhaul their business models within a day or two. Shareholders are happy that these companies have positive cash flow and consistently generate returns. I believe that many people—and I explicitly include myself here—were convinced for years that «Netflix will destroy television, Amazon will destroy Walmart, Airbnb will destroy Marriott»—but that hasn’t happened. Rather, the «traditionalists» on this list have focused on the areas where they’re already performing very well and have improved the areas where they saw potential for improvement. Often by using the «newcomers»” technology for their own purposes.

Can you give me an example?

Airbnb offers a wide range of options for finding diverse accommodations. But the quality of the guest experience varies enormously. After all, Airbnb is not a traditional hotel business. A company like Marriott, on the other hand, has much more control over every single touchpoint: It can ensure minimum cleaning standards, define processes for complaint management… That’s why, once again: Companies need to assess when they should stay true to themselves and focus on their strengths, and when they should learn from disruptors. In short: For Marriott, the best way to compete with Airbnb isn’t necessarily to become like Airbnb—but to be as good a Marriott as possible.

In your books, you describe four different innovation strategies for large companies: «self-cannibalization,» in which a company begins to compete with its own traditional product line using new products; moments of innovation as part of regular business operations; limited «experiments» with new products or services; or investments in startups or hedge funds. How do companies decide which strategy is right for them?

The spectrum you mention has fluid boundaries. And the strategies you’ve mentioned aren’t mutually exclusive—you can apply several at the same time if you have the necessary resources. But one indicator of which strategy you might want to focus on could be the risks you’re willing to take. When you invest in startups or hedge funds, you stay out of their day-to-day operations as much as possible. And you say: «We don’t change anything ourselves; we simply make money off those who are better positioned for the future than we are» (laughs). «Self-cannibalization,» on the other hand, is the riskiest and most existential concept in business transformation: Revamping your entire product portfolio to compete with «a past version of yourself» is something entirely different from investing a few percent of your annual revenue in Apple stock. If you’re facing such a decision, think about how seriously your company is threatened. Are you more or less—pardon my language—screwed (laughs) if you keep doing things the way you have been? Then take the plunge. Are you doing reasonably well, but just need a little «push»? Then you can take a more conservative approach.

A few years ago, everyone was talking about the «Internet of Things.» Now the discussion has shifted to «the metaverse.» Do companies even understand what this term means to a sufficient degree—or do they need a higher level of «digital literacy» to do so?

What you’re implying there is a bit unfair (laughs). That sounds very, very skeptical of the capabilities of modern companies. I think the term «metaverse» has become a tool that different stakeholders use in whatever way they find most useful. So if you’re looking at a company working on blockchain-based solutions, it will view the metaverse through the lens of Web 3.0, interoperability, and decentralization. However, if you approach the matter as a game developer or a social network, you’ll see the metaverse primarily as a gateway to a three-dimensional, immersive, virtual world. These are two completely different ways of approaching one and the same phenomenon; and once you realize that, you’ll also understand why a common terminology seems so undifferentiated in this context.

How would Tom Goodwin describe «the Metaverse»?

Probably the simplest way to put this into concrete terms is as follows: Think of those moments in our lives where digitalization is already making things possible that we wouldn’t have thought possible just a few years ago. Extreme, «science fiction»-style predictions aren’t really my thing, so let’s just take a look around: We’re already living within practical applications of the metaverse—all the time! When you use Google Maps, you’re using a form of augmented reality. When you’re running late for a meeting with a friend and receive a text message that says, «Don’t worry, I went to the café next door. I brought a book with me, so there’s no rush»—that’s digital connectivity expanding our physical reality, and we don’t even think about it! In fact, this whole idea of «being connected»: If you’d asked a teenager ten or fifteen years ago how much time they spent online each day, they probably would have said «three to four hours.» Today, we’re online via our smartphones or other gadgets every moment we’re not asleep—so we no longer understand the concept behind the question at all.

The future begins with the tools we already have at our disposal.

We live in a world where we’ve all come to understand that the boundaries between physical and virtual reality have become blurred; a world where we retrieve mobile data from servers to make our lives easier «on the go.» Our phones are our outsourced memory, capturing all the moments that mean something to us. That’s how far we’ve come. And now? Where are we headed? Before us has been set up the largest, emptiest, most wonderful canvas that may ever have existed in the history of civilization. And now we’re about to start painting.

You’ve made it clear that the «Disrupt or Die» principle doesn’t always have to be taken to the extreme—and that companies can still survive, and even thrive. Still, some companies won’t survive these times of change, will they?

First of all, we should realize that the «death» of a company is not the same as the death of a human being. It is not always a sad thing when a company «dies.» Evolution is based on the idea that things pass away and what comes after them develops for the better. That is progress—growth and decline as inevitable parts of the economic cycle. In general, I’m a big fan of metaphors for growth rather than words like «change»: Why should we strive to «reprogram» people or companies to move from «only this» to «only that»? Shouldn’t we rather talk about how the fields we once cultivated might bear different fruits in the future? Death should not set the tone. The focus of our thinking should be on birth—on what we can create, what we can learn. On what will remain for future generations once we are no longer here.

Radio stations in Switzerland are currently grappling with the changing media landscape. «Like all media companies, we, too, are part of this transformation and are trying to adapt to it with innovative ideas and our expertise,» says Matthias Kost of Radio Zürisee. «Sharpening our journalistic offerings, increasing efficiency through digitization, strengthening digital distribution, and expanding our strategy with the new »Events’ business segment are concrete results of this,” explains the CEO of the Lake Constance-based radio station.

Advertising revenue suffered a «major cut» during the pandemic. Many of Radio Zürisee’s clients had to close their stores and businesses. For a company that relies on advertising revenue and does not receive license fees, the situation is therefore not exactly easy, says Kost. Although the pandemic has faded from the public consciousness for the moment, the Rapperswil-based station is still feeling the «damage» it caused to supply chains. And the war in Ukraine is now also playing a role.

Ralf Brachat, managing director of the advertising agency Swiss Radioworld, is also concerned about the economic environment and the extreme uncertainty in the market: «The auto industry, in particular, is currently virtually inactive in radio advertising.» In the past, this industry—with its brands, events, and dealerships—accounted for about 20% of Swiss radio stations’ revenue.

A few former partners from the automotive industry have returned, «for which we are grateful,» said Matthias Kost. But we’re still a long way from the way things used to be, and that’s sure to remain the case for a while yet. «Our local partners would certainly like to be more active, but they don’t have any cars to sell.» The head of Radio Zürisee now hopes that things will return to some semblance of normalcy soon.

Radio Zürisee «for sale»

In late September, it was announced that Radio Zürisee’s parent company would be withdrawing from the media business. The Eastern Swiss media company Galledia, which also m&k has acquired the shares of Zürichsee Werbe AG effective January 1, 2023. A buyer is now being sought for the radio station located across from the Rapperswil train station. Management was kept transparently informed about this process from the very beginning. «We are confident that there will be a great new ownership solution for the strong Radio Zürisee brand,» says the 50-year-old radio CEO. The board of directors of Zürisee’s parent company has always made careful and prudent decisions for its subsidiaries. This time will be no different.

One potential buyer of the station could be the CH-Media Group [the Sale to Fabian Villiger Management [This became public knowledge only after the article was published, Editor's note.]. The conglomerate now includes twelve stations, such as Radio Pilatus, Radio FM1, and, most recently, Radios Central, Sunshine, and Eviva. With these latest acquisitions, CH Media stations now reach over 1.4 million listeners per day, which corresponds to a market share of 20% in German-speaking Switzerland. Competitors are beginning to worry about the growing appetite of the number one player in the Swiss private radio sector. Florian Wanner, Head of Regional Electronic Media at CH Media, notes that consolidation in the media market is nothing new. While this trend has only begun in recent years in the radio sector, «what seems important to me is that the diversity of radio programming can be ensured,» Wanner told M&K. Accordingly, he does not understand the competitors« concerns, as there will be no changes for the listener market. Growth is part of CH Media’s strategic direction. »We want to continue increasing our reach and market share with our programs.”

«The Radio News Business»

Since April, Radio Südostschweiz, Klassik Radio, and Radio 4TNG have been relying on news services provided by CH Media. The central news team at the Leonardo entertainment hub in Zurich produces these radio news segments. «We primarily provide third-party clients with national and international news, allowing regional stations to focus even more on their key USP—the region and regional news,» explains Wanner. The major advantage over SRF News is that, thanks to its modular news production, CH Media can offer tailor-made news products for every station—whether it’s one of its own or a third-party station.

Advertising revenue would continue to be the more lucrative and most important source of income, says the 33-year-old regarding the sale of radio news. However, news production provides the media company with additional revenue, which is immediately reinvested in the radio team: «This allows us to cover more shifts and maintain the high quality of our news coverage.»

New Business Model: Digital Audio

Swiss private radio stations« programming has traditionally focused on news, information, and listener participation—all of which are part of their linear programming. According to Jürg Bachmann, president of the Association of Swiss Private Radio Stations (VSP), on-demand offerings such as podcasts are »new, attractive additions« that meet a listener need and are particularly popular among the younger generation. »Creating good podcasts is challenging and takes time,« says Bachmann. »Swiss private radio stations need to break new ground in this area, just as they must adapt to the fact that much of their content is sought not only in linear programming but also on demand or online.”

The advertising agency Swiss Radioworld also considers podcasts to be a very interesting format «with attractive marketing potential.» However, according to VSP President Jürg Bachmann, it will still take a lot of groundwork and time before a podcast achieves a wide reach. «For many radio stations today, podcasts are still primarily a cost factor.» But it is important that Swiss private radio stations also offer such formats, «because, first of all, the SRG is doing it, and second, this interesting field in the audio sector must not be left solely to providers from outside the industry,» he clarifies.

According to Florian Wanner, targeted editing of digital audio has become increasingly important with the use of ad targeting in audio streams. «Our goal is to offer advertisers in the audio sector an advertising medium with targeting capabilities that allows them to reach specific target audiences in a highly targeted manner.»

In difficult times like these, numerous Swiss radio stations are venturing ever deeper into the entertainment industry. The stations in the Energy network, for example, have been organizing large open-air concerts under the «Energy Air» brand for some time now. Starting this year, Radio Zürisee’s event strategy now includes the Zurich Lake Culture & Congress Center. Up to 36 events per year are planned there. «With these events, we’re expanding Radio Zürisee’s »world of experiences,’ leveraging network effects, and creating an additional offering for our listeners,” explains Zürisee CEO Matthias Kost.

«The mix of information and
»Entertainment remains fascinating"

m&k: Florian Wanner, what is so fascinating about radio as a medium?

Florian Wanner: The blend of information and entertainment continues to fascinate me. Plus, working with radio producers is great. We have so many creative and inspiring colleagues.

How important is the radio division to CH Media?

The radio segment is strategically important, which is why we are continuously investing in it. At CH Media, we distinguish between the Publishing and Entertainment divisions. Radio, along with Regional TV, National TV Today, and Events, falls under Entertainment and plays a central role there, just like the other divisions.

Which of your stations do you personally listen to the most?

I listen to Radio 24 while I'm having breakfast, since I live in Zurich. In the car, I usually listen to the radio station from my destination. For example, when I'm on my way to Aarau, I listen to Radio Argovia.

Which channels—other than those owned by CH Media—do you like, or which ones do you think would be a good fit for your portfolio?

There are many good radio stations in Switzerland. I often listen to our competitor Energy's stations. They do a good job. Vintage Radio, in particular, is a great station.

Have you checked out Radio Zürisee?

Radio Zürisee is an exciting radio station that would certainly be a great addition to our existing radio portfolio. However, we do not wish to comment on further details at this time.

What is your goal for the future: to reach more listeners than SRF does?

We aim to build a broad radio portfolio. Our local stations should be number one in their respective coverage areas. We’ve already achieved this in various regions, and we’re even ahead of the public broadcasters. With our national stations, we want to win over listeners with specific music programming and offer our audience variety.

There is now broad consensus among experts and within companies themselves: The greatest threat currently comes from cybercriminal groups that launch so-called ransomware attacks. In these attacks, the criminals gain access to storage systems via a company’s network and encrypt the data stored there. They promise the affected companies that they will decrypt the data in exchange for a ransom. In some cases, however, the cybercriminals go one step further: they threaten to sell stolen—and usually highly sensitive—data online if no ransom is paid. The vulnerabilities that hackers can exploit are becoming increasingly numerous, as Adrian Weber, Pre-sales Consultant at Canon Switzerland AG, explains. «The growing use of smart devices, also known as IoT devices, is creating an ever-larger attack surface for cybercriminals.» Often, companies aren’t even aware that, in addition to laptops, there are other devices that can serve as an open door for criminals—multifunction printers (MFPs) are a prime example. «MFPs are often completely overlooked and aren’t even addressed in an organization’s security policies,» says Weber. Office printers as a security risk? Reason enough to ask the expert for more details and find out how manufacturers can support their customers with security issues.

m&k: Adrian Weber, why is a multifunction printer—the kind often used in home offices—a security risk?

Adrian Weber: MFPs serve as the critical interface between users, data, and networks. They have operating systems, writable storage, and are integrated into networks. They process and distribute confidential information—such as HR and financial documents—via workflows. In addition to the documents they process, they store personal information about their users, such as email addresses and phone numbers. This is precisely what makes them such an attractive entry point for cybercriminals. Hackers use an MFP, for example, as an entry point to gain undetected access to the corporate network, intercept or alter print jobs, steal data, and disrupt business processes. This can result in operational downtime, data loss, reputational damage, ransom demands, and even legal consequences in the form of fines for potential violations of data protection or compliance regulations.

Companies must address all aspects of how and where data is used, processed, and shared.

We conclude from this: Are companies still not integrating office printers sufficiently into their IT security strategies?

Yes. However, external threats do not affect only digital processes. To protect information throughout its entire lifecycle, you have to take a holistic approach. Companies must address all aspects of how and where data is used, processed, and shared. This applies not only to internal digital systems but also to printed documents, which can inadvertently fall into the wrong hands. Companies must ensure a proactive and holistic approach to document and printer security. In short: To ensure a holistic information security strategy, the three main risk factors—people, process, and technology—must be taken into account.

What does this mean in practice, and what expertise can a manufacturer like Canon offer?

Ideally, companies have an experienced partner at their side who takes a holistic view of printing, scanning, document management, and content management to create a seamless security framework. At Canon, we provide the appropriate hardware—configured to meet the company’s specific security requirements—as well as seamlessly integrated solutions and processes. As a first step, our experts work with the customer to identify requirements regarding their network, their internal or industry-specific security policies (e.g., if they operate in the banking or defense industries) as well as external regulatory requirements (e.g., GDPR) that must be complied with. As a customer, you then define the level of protection that meets your needs. It is also crucial to raise employee awareness of cybersecurity risks and the need for careful data handling through awareness and training programs. Preventive methods such as pull printing can be helpful in this regard.

How does the manufacturer ensure that the devices cannot be hacked in the first place?

Canon ensures that its devices comply with the latest security standards right from the manufacturing stage (Security by Design). To this end, the products are tested by security consulting firms at various stages of the development process to eliminate potential vulnerabilities. Since July 2022, we have also been applying specific security settings to all multifunction devices during deployment—ensuring that the devices are delivered with a robust security configuration that provides optimal protection against known security threats. For more stringent requirements, we offer an advanced security configuration that configures and tests the devices and software in accordance with the company’s security guidelines and provides them with the customer’s self-signed certificates. To ensure that no tampering with the system is possible, a system verification is performed at every startup. To this end, we partner with the security company McAfee.

That all sounds well and good. But the real pitfalls lie in the actual operation of the devices …

Of course, it is also important to continuously implement new security measures throughout the lifecycle of devices and software. That’s why we offer scalable security services for every stage of the lifecycle, with numerous implementation options—tailored to the specific requirements of the corporate network, regardless of the company’s current level of maturity on its path to a zero-trust architecture.

It is also important to continuously implement new security measures throughout the lifecycle of the devices and software.

And what do these services consist of?

This includes, first and foremost, the ongoing, proactive management and monitoring of defined security settings and policies for the input and output management infrastructure. This ensures that unintended or unauthorized changes are detected immediately and operational irregularities are prevented. In addition, the devices and/or the management tool can be directly connected to Security Incident and Event Management (SIEM) software. It is essential to regularly update the installed software and firmware for input and output management. At the end of a device’s service life, the data remaining on the storage medium must not be overlooked. To ensure that no sensitive data leaves the company, we offer our customers three levels of data removal services: secure data erasure, transfer, or destruction of the storage medium. And last but not least: To prevent documents from falling into the wrong hands, access rights and user authentication on the device provide additional protection.

The data is securely stored in the cloud, hosted on a standard industry platform such as Microsoft Azure. This ensures the highest level of security and service and allows you to access the data anytime, anywhere. Documents can be easily found with just a few clicks, regardless of where they are stored in the system. Intelligent version control enables secure real-time collaboration, ensuring that employees are always working on the most up-to-date versions. Access control and permissions are defined by a security framework based on users’ respective roles or permissions.

This article also appeared in *Der Organisator* and *Management & Qualität*.

University of Bern

The CAS in Online Marketing and Social Media begins on August 24, 2023: The program consists of eight modules and teaches the fundamentals of online marketing. Students will learn tools, methods, and best practices that they can apply to projects within their own organizations. The CAS program equips students to implement modern, digital marketing strategies, thereby helping companies and organizations acquire the expertise they need.

Everyone needs to ask themselves a few uncomfortable questions: Does what I'm doing have a future? Do I still enjoy my job?

The CAS in Brand Management and Communication begins on September 14, 2023. This course on brand management makes strategic brand management transparent, tangible, and understandable. In addition, it bridges the gap to contemporary brand communication that takes target audiences and their needs into account. Case studies and practical exercises ensure the course remains accessible at every stage. In doing so, it opens up practical approaches to brand development and equips participants with tools that make the brand experience tangible.

University of St. Gallen

The next start dates for the 38-day DAS Marketing Executive program at HSG are January 10, 2023, or August 27, 2024. In the Marketing Management continuing education program, students gain up-to-date knowledge, develop new skills, and become familiar with innovative methods in marketing management and communication. In addition, they apply what they have learned during the intensive program through various practical assignments and in the marketing or communications department of their company. The program combines the two certificate programs (CAS) in Marketing Management and Communication and Management, and is supplemented by a thesis. Upon completion of the program, participants receive a Diploma of Advanced Studies from the University of St. Gallen and may identify themselves as a Marketing Executive HSG.

The intensive seminar on Strategic Marketing lasts three days and begins on January 10, 2023. In this seminar, participants will learn to structure attractive growth opportunities within the four core areas of customer acquisition, customer retention, service innovation, and service maintenance (outside-in) and to align these with their own competencies (inside-out). The marketing strategy is thus based on company-specific priorities within the core task profile, which must then be implemented through an appropriate marketing mix. Upon successful completion, students will receive a certificate from the University of St. Gallen and can have the intensive seminar (as well as other intensive seminars in the portfolio of the Institute for Marketing and Customer Insight at HSG) credited as a module toward the CAS in Marketing Management.

University of Applied Sciences of Graubünden

The University of Applied Sciences of Graubünden offers the Executive MBA in Smart and Digital Marketing at its Zurich campus. The program begins in September 2023 and is designed for executives facing the challenges of Marketing 4.0, including marketing managers, CEOs, and strategy consultants. The EMBA consists of five modules, an intensive week, and a master’s thesis. The modules are: Strategic Business Management (6 days, 4 ECTS), Smart Marketing Strategy and Business Models (6 days, 4 ECTS), Consumer Behavior (3 days, 2 ECTS), Marketing Innovations (5 days, 4 ECTS), and Digital Marketing (17 days, 10 ECTS). Students can also optionally participate in study trips to Berlin, Tel Aviv, Hamburg, or Silicon Valley.

University of Applied Sciences Northwestern Switzerland

The Olten campus is the venue for the MAS in Corporate Communication Management at the University of Applied Sciences Northwestern Switzerland. The 18-month, modular program is designed for professionals in the following fields: corporate communications, marketing, public relations, media relations, journalism, corporate publishing, social media, and online communications. The program consists of two core modules (strategic and conceptual management) and one additional module (operational communication management). The additional module can be taken before or after the core modules, or split into separate sessions. Each module concludes with a Certificate of Advanced Communication (CAS). The program can be completed with or without the master’s module.

Those who also come to the conclusion that a change would be advisable often consider continuing their education.

The five-month CAS Digital Leadership in Marketing program is held online. Graduates of this program possess a digital mindset and evaluate new technologies and platforms; conduct cost-benefit and risk analyses; define and steer digital transformation in marketing as digital change agents; initiate transparent data management using KPIs and dashboards; lead interdisciplinary project teams comprising members from marketing, business, IT, and external service providers; plan and develop crisis management strategies from a marketing perspective; understand and evaluate best practices in marketing, e-commerce, and sales; create roadmaps for the digital development of marketing; and support corporate development.

Zurich University of Applied Sciences (HWZ)

The part-time CAS Media Planning HWZ program begins every November. Students learn to develop complex media strategies, media concepts, and media plans for all communication channels—both inter- and intramedial—as well as to calculate, purchase (both traditionally and programmatically), execute, and monitor these plans. Instructors with industry experience provide in-depth insight into relevant technologies, tools, and contemporary media research. This continuing education program, which leads to a university certificate, is currently the only one of its kind in Switzerland. Admission is open to individuals with a university degree and at least two years of professional experience in the fields of media, marketing, or communication. For admission «sur dossier,» a Swiss federal degree or comparable qualification, as well as four years of professional experience or leadership experience, are required.

The CAS Customer Intelligence program, offered in partnership with Swiss Marketing, lasts 18 days. The course, which begins in May, is primarily aimed at employees of large companies and SMEs who wish to improve their skills in this field in a methodical and well-founded manner. Ideally, participants should work in marketing, CRM, or related fields to get the most out of the CAS; an affinity for data analysis and statistical methods is also required.

Zurich University of Applied Sciences (ZHAW)

The 17-day CAS Digital Brand Management program at ZHAW begins on February 24, 2023. Through this continuing education program in identity-based brand management, participants will learn how to use brands as guiding stars in digitalization and transformation processes in a meaningful, effective, and efficient way; how to invest the advertising budget wisely; and how to build a team of employees who are all pulling in the same direction. The CAS is aimed at the following professionals: CMOs; brand, product, and project managers with brand responsibility; employer branding managers in HR; employees in marketing and corporate communications departments; employees at strategy-focused agencies; and graphic designers. The program takes place both in person and online.

The CAS in Marketing Automation & Artificial Intelligence begins on September 15, 2023. The four-month program will be conducted both in person in Winterthur and online. Upon successful completion, participants will have acquired the following skills: assessing the potential and limitations of marketing automation and artificial intelligence within a company; lead, plan, and implement marketing automation and AI initiatives, as well as handle the most important use cases and tools. The program is designed for corporate executives, marketing managers, and subject matter experts.

Three Top Reasons to Pursue Continuing Education

1. Gain an advantage

To stay ahead of the competition and earn our customers' appreciation, we need to know more and be faster than our competitors. And continuing education gives us that edge.

2. Know what we're doing and why we're doing it that way

The things we do over and over again—and that have proven effective—become routine. We no longer question them. Continuing education raises our awareness of our daily work and refreshes forgotten basic knowledge.

3. Adapting to Change

People tend to be skeptical of change, even though intellectually they are well-equipped to adapt to new situations without difficulty. One reason for this is the uncertainty about what to expect. By learning about the new situation, we are able to cope with it more quickly.

Staying informed is easy!

In addition to the selection of continuing education courses we present here, there are, of course, dozens of other options in Switzerland. The portal, for example, offers a convenient search function Eduwo.ch, which provides cross-institutional coverage of the various opportunities available in all regions of the country. The range of offerings from Evrlearn.ch. In addition to information on marketing and communications courses, both platforms also provide inspiration in areas such as sustainability, human resources, and digital transformation.

m&k: Wolfgang Ischinger, a commemorative volume was published this spring to mark your 75th birthday. Although it is titled *The Art of Diplomacy*, it raises the question of whether diplomacy is indeed an art—or rather a craft. What is your position on this?

Wolfgang Ischinger: I believe that diplomacy is, in fact, a mix of elements. Some of these belong more to the realm of art: diplomacy at a high level cannot be successfully practiced without a dash of acting skills—the ability to either win people over or strike fear into their hearts. But of course, diplomacy is always a craft as well, because precise mastery of the tools of the trade is an indispensable prerequisite for any effective action. And beyond that, I would say that good diplomacy also requires elements such as subject matter expertise, knowledge of history, and a comprehensive understanding of politics. If you look at the particularly successful diplomats of the present or the recent past, you’ll usually find an interesting mix of all these components.

Throughout your career, you have held diplomatic posts that were very different in nature: You served as the German ambassador to the United States and the United Kingdom—but in 2007 you also represented the EU in the Troika negotiations on Kosovo, and in 2014 you represented the OSCE in efforts to foster a national dialogue in Ukraine. How did these areas of your work differ?

I’ll start by talking about the role of an ambassador. In fact, I had the privilege of serving as the Federal Republic of Germany’s ambassador in Washington, D.C., and then in London for nearly nine years. It’s usually the case that the policies of the country you’re representing don’t always meet with approval and enthusiasm in a third country (I can’t help but smile). And especially during my time in Washington, I experienced several years in which German-American relations were under considerable strain, in part due to the Iraq War. I relied on the principle that even when I had to represent and explain policies that didn’t meet with unreserved enthusiasm from my American counterparts, I still made an effort to leave a positive impression on them. Simply as a person you might want to meet again. I wanted to be someone you could talk to. If, as an ambassador, you give that impression, you’re already «halfway there.».

Do a negotiator's priorities differ accordingly?

Well, the negotiator isn’t primarily concerned with whether he elicits particular sympathy from his counterparts in the negotiation room. Everyone already knows what to make of one another and that, under certain circumstances, they may find themselves facing diametrically opposed positions. The negotiator must try to operate using the full range of tools we discussed earlier—that is, craftsmanship, artistry, acting, and academic knowledge. And they must understand the facts of the matter and the interests of the other parties at least as well as the parties themselves—if not better. So this isn’t a situation where you sit down «with a cheerful song on your lips» and just see what happens. Instead, you have to be extremely well prepared. That would be the first point.

And the second one?

The second point is to conduct negotiations in such a way that, while one’s own interests or those of one’s allies are ultimately upheld, the negotiating counterpart can also return home and report that he has «secured something for his country.» The art lies in winning without forcing the other side into a humiliating surrender. After all, the same principle applies in diplomacy as in many other areas of life: you may meet again on multiple occasions. And once you’ve humiliated someone, that person won’t forget it.

Not all of your colleagues seem to be suited for both aspects of diplomatic work—and on top of that, you’re also responsible for organizing the Munich Security Conference. How have you managed to meet these diverse demands?

If you ask a famous pianist, «What is the secret to your success?», he will probably say that he has practiced ten hours a day since he was four years old—or he will say that he had outstanding teachers. I, too, would give you the latter answer: I was very fortunate to have been able to work with former German Foreign Minister Hans-Dietrich Genscher in various capacities for eight years. He was a master at building diplomatic trust while at the same time tenaciously representing his country’s interests. I worked directly with Chancellors Schmidt, Kohl, Schröder, and Chancellor Merkel—that was an extremely valuable political education, which complemented my diplomatic apprenticeship with Genscher.

Today we have gathered to discuss the geopolitical situation in Europe—and its macroeconomic consequences for the continent. Let me start by going back to February 2022: From February 18 to 20, you chaired your last Munich Security Conference as director—and on February 24, Russia invaded Ukraine. Did you have any inkling—based in part on conversations during the conference—that Russia’s military posturing would serve as a pretext for a full-scale military conflict?

Just a few days earlier, Russian participants in the security forum had assured you that nothing would happen …

Yes. We’ve all—perhaps with the exception of the American intelligence agencies, which had issued very clear warnings in the weeks leading up to it—fallen for these statements, not only from Putin and his Foreign Minister Lavrov, but also from Russian business leaders who said, «I recently spoke with Putin. Don’t worry. These are all just empty threats.» That was the actual situation as I understood it back in February, just a few days before the conflict broke out.

Staged communication seems to be one of the hallmarks of this conflict. The parties involved talk to one another, feign interest in negotiations, but then do the exact opposite—I’m thinking of German Chancellor Scholz at Putin’s absurdly long table; of French President Macron, who publicly lamented at the start of the war: «No one in the Kremlin is picking up the phone!» …

I’d like to take a moment to address the term «staging.» At its core, there are two distinct forms of diplomacy: one that takes place publicly—through press releases, statements, and social media posts—and one that doesn’t rely on a megaphone; which waits until results are achieved and, until then, relies solely on so-called «back channels.» We seem to have all but forgotten this latter form of diplomacy. Almost everything that can be classified as diplomacy today is, in principle, «public diplomacy.» You just said it yourself: Emmanuel Macron is pondering via the media why people are no longer talking to him. Is that really necessary? The constant public updates on the status of ongoing diplomatic processes don’t make the work easier—they make it harder. They increase nervousness and volatility in the processes on all sides.

Diplomatic communication, after all, involves not only sending but also receiving messages. In 2007—the year immediately before you took over as director of the Munich Security Conference—Vladimir Putin delivered a speech at that very conference. It was peppered with accusations against the West and the existing world order. Many today see this as a «warning.» So I ask you: Didn’t we listen to Putin closely enough?

I wasn’t yet the head of the conference, but I was sitting in the hall in 2007 when Putin gave that speech. And as I recall, there were people who said, «Now he’s really shown the West what’s what!» Others remarked, half in disbelief: «Is the Russian president perhaps announcing a new Cold War?» We made the mistake of not interpreting this as a comprehensive declaration of a new, more aggressive Russian policy—instead, we hoped that Putin had simply «let off some steam» and that we could get back to business as usual soon. But may I also briefly address the strategic issues that actually lie behind your question? (laughs)?

Yes, please.

The fundamental questions are, after all: Did the West make mistakes in the way it dealt with the Russian Federation after the end of the Soviet Union? Are Putin’s complaints about U.S. political and military decisions, and about «encirclement by NATO,» legitimate in any way? Have we missed opportunities?

So?

Of course, the West has also made mistakes. Of course, it was almost inevitable that, in the wake of the Iraq War instigated by the United States, concerns would arise in Moscow that the repercussions of that war in the Middle East might not bode well for Russia, given its Muslim-majority minorities in the south. The fear that radicalization and dangers would take root there was certainly justified. And that is exactly what happened. The Bush administration, in particular, committed a number of «faux pas» in the early 2000s, which likely prompted Putin to deliver his «counter-speech» in 2007. But the theory that Russia is being encircled by NATO is false. Since 2004, NATO has not made a single decision to expand eastward: not for eighteen years!

You have met Vladimir Putin in person on several occasions. What was your impression of him?

In the early 2000s, during my time as State Secretary at the Federal Foreign Office, I had several opportunities to participate in talks with Putin. And I hold a view that is not shared by all analysts: namely, that during the early phase of Putin’s presidency, we were dealing with a different president than the one we have today. The Putin who delivered a speech before the German Bundestag in 2000—one that was met with a standing ovation—was Putin I. He not only struck a different tone but also pursued a different policy than the Putin of 2007, 2014, and 2022. We are now confronted with Putin II—a different Putin than Putin I.

These changes also give rise to calls for the creation of new geopolitical realities. Both Russian and Chinese officials repeatedly speak of a «multipolar world» that is supposedly more just than the current «U.S.-dominated» global order. But this isn’t really about fairness, is it?

No. The major countries that advocate for a «multipolar world»—such as China, Russia, but also India and Brazil… when you look at it objectively, they are not concerned with a more just world, but with a world in which they themselves play a greater role. After all, what is the opposite of the vision they proclaim? The role of the U.S. as the hegemon of a unipolar world, which was cemented in the 1990s. The Americans themselves advocated this view: their claim to global leadership was articulated clearly and unequivocally. They saw themselves as so powerful that they could shape the world as they saw fit. And that, of course, is completely unacceptable to other major or emerging powers.

And yet, despite all the justified criticism, the «American hegemon» has assumed the role of a global stabilizing force; and wouldn’t that be sorely missed in a multipolar world?

Yes. There must be governing bodies that have the will—and the means—to look after the «global whole.» Who else will ensure that what was decided with great fanfare at conferences is actually implemented? Who safeguards the freedom of the seas, and who enforces climate goals? Who acts as a deterrent, who intervenes in conflicts? In the bipolar world of the Cold War—despite a few proxy wars—there was relative stability because the U.S. and the Soviet Union were both concerned with the same issues in their respective parts of the world. In the multipolar world that some now wish to see emerge, this may no longer be the case. China will soon have the economic and military strength to take on the U.S. I fear, however, that there is no willingness in that country to protect the interests of the international community. So, to put it bluntly: A world of multiple poles is not necessarily a recipe for justice, but rather for more conflicts and less stability.

You have transformed the Munich Security Conference from a purely political and military event into a forum that has also become a must-attend event for the CEOs of global companies. Why does the international business community need to be involved in security policy issues today?

Because we now live in a world where security is no longer limited to the traditional issues of military security, the balance of power, and so on. Today, security policy also encompasses international health policy, international energy policy, cybersecurity, investment, monetary, and economic policy issues, as well as climate change with its enormous economic implications. In other words: It would no longer be possible to hold the Munich Security Conference without top figures and experts from the business world. And these figures need first-hand information—let me give an example: Does it make sense for me to consider investing half a billion in Turkey right now? Or is that money down the drain—should I be worried about inflation and political upheaval? What about the forecast of a possible conflict over Taiwan? Anyone investing on a large scale in China today, tomorrow, or the day after tomorrow will be faced with this question.

Business leaders are looking for anchors of stability in an increasingly volatile environment—or at least want to understand this environment.

Yes, and for many, that was quite a learning process—the international political situation today is completely different from what it was fifteen or twenty years ago, when one could say, «The seas are calm; overall, conditions are stable.» But they are no longer stable today! The volatility is enormous. The resulting uncertainties for shareholders and for companies are immense. And that’s why we’ve recently been inundated with companies, CEOs, corporate leaders, and supervisory board chairs knocking on our door. They want to take advantage of the Munich Conference—as well as many other events we host around the globe—to speak directly with the relevant decision-makers from the countries in question—to understand where things are headed.

Can we at least hope for a partial return to stability?

Unfortunately, I can’t offer much hope on this issue. Internationally, the signs continue to point toward stormy times. These days, for example, we’re seeing an even greater ideologization of China, accompanied by increasingly tight control over the people by the Chinese Communist Party. This suggests that China may pursue its foreign policy goals—including those regarding Taiwan—even more resolutely in the future than it has in the past. The situation looks even worse when we turn our attention to Moscow. There is, of course, a great deal of speculation about when and how this war might end. However, I cannot express any optimism that the war will come to an end at any point in the coming weeks. Rather, I fear that it will last even longer. And I believe that—if it does end—we will be left with a precarious ceasefire rather than a lasting, reliable peace agreement. In Russia, with or without Putin, we will be dealing with an extraordinarily difficult country, at least in the medium term, because its own propaganda over the past few years has pushed it in a direction from which it can only emerge again in the long term. When we look at the big picture—combined with the U.S.’s focus on its own domestic problems and the polarization of its political landscape—it doesn’t bode well.

Of course, I can't force you to be optimistic—but maybe there is a small glimmer of hope, isn't there?

Well, perhaps all this volatility and these difficulties—these conflicts—will actually help the European Union evolve into a stabilizing force in foreign policy as well. We do have our own centrifugal forces—think, for example, of Brexit, Poland, or Hungary. But even these phenomena are not eternal. So I personally hope that, in a world of rivaling great powers, we as the European Union will strive to become an anchor of stability. Jean-Claude Juncker once said that we must become capable of shaping global politics. Will that work? It would certainly be desirable.

In his treatise *Perpetual Peace*, Immanuel Kant spoke of a very realistic possibility that all the nations of the world could coexist without exploiting one another or waging war. To achieve this, however, a wise, rules-based order would have to be established. Some called—and still call—Kant an idealist for this view. Would Wolfgang Ischinger, on the other hand, be considered a «Kantian» in this regard?

Well, yes, in that sense I would be a Kantian. At least if I may focus my answer on the security and stability situation in and around Europe: We were able to take an enormous step forward in the 1970s with the Helsinki Final Act. In 1990, the famous Charter of Paris was launched, setting forth principles that were indeed intended—in the Kantian sense—to ensure peaceful coexistence, at least among the peoples of Europe… and it actually did so for a few decades, before Moscow’s war of aggression destroyed the concept. But that does not mean we should not build on it—indeed, we must. I consider it not only absolutely essential that we establish a security system in Europe supported by strong institutions and accepted rules—but this system must also have a radiating influence that inspires others to emulate it even outside Europe. Europe serves as a model of integration, cooperation, and the economic, political, and social interdependence of nations that once waged war against one another. We are exemplifying this—in the very Kantian sense. On this point, I would actually consider myself an optimist… perhaps even an activist.

After the COVID-19 pandemic (if we’re really already in the «aftermath»), CMOs would have hoped for calmer times at last: more stable revenue, budget increases instead of cuts, and fewer «last-minute rush jobs.» Now, however, we must contend with a gloomy consumer climate, triggered by soaring inflation—a level we never would have thought possible, let alone in the long term—which we considered a specter from the past; indeed, one we now wish were just that.

Only when a budget line item generates value can the CMO defend that line item.

Because of this enormous increase, some social classes are already facing existential crises: In the United Kingdom, the phrase «heat or eat» has been circulating for quite some time, and nearly one in four people intend to never turn on their heat this winter. According to Maslow’s hierarchy of needs, parts of society have consequently returned to the level of deficiency needs—indeed, to basic needs. At the same time, grim news is reaching us from the United States. There, the central bank is deliberately risking a recession in order to get runaway inflation under control. This raises the question for CMOs: what measures should be taken to address the impending shift in consumer behavior?.

A consumer shock looms

In retrospect, describing this as a «change» may turn out to be too mild a term. It will likely feel more like a shock once skyrocketing energy prices have crept into every aspect of life and make themselves felt all at once—rather than just causing frustration at the gas pumps and in utility bills. As is well known, perception is equivalent to reality, and so it may be that if consumers simply anticipate the concentrated rise in the cost of the basket of goods, a phase transition will occur and they will adjust their consumption habits all at once. Such a shift is to be expected at the latest when tough compromises become necessary, as in the tragic extreme example of the United Kingdom («heat or eat»). Which products and services will see reduced demand, and which will be dispensed with entirely? Might there even be winners—that is, products and services that will experience a surge in demand, such as the “small luxuries” that people can still afford?

Will there be a budget cut?

Naturally, these questions about cutting back and substitution are not only on the minds of CMOs, but also of board members and CEOs. Based on their assessments of these issues, marketing budget cuts may be imminent. That is why—and this applies universally—it is essential to make the case using metrics that link every marketing expenditure to revenue. Only when a budget line item is associated with value creation can the CMO defend that line item. D2C business models—that is, companies that opt for direct sales channels, most often online—provide a good example and a source of inspiration for attribution. Such companies view every (communication) channel as a sales channel, and thus marketing and sales are one and the same—namely, marketing (the separation is absurd anyway and can be attributed to the deteriorating role of the CMO). This allows for an unbiased approach to a wide variety of channels, because only when key metrics are clearly defined—such as maximizing ROAS («Return on Ad Spend») or customer equity, can an objective discussion take place that is detached from and independent of the advertising media used.

Arguments Instead of Subjectivity

This is a desired side effect, because arguments surrounding advertising materials are marked by subjectivity, which weakens the CMO’s position per se and undermines its strategic relevance within senior management. In fact, there are CMOs who strengthen their position with statements like «I don’t particularly like the advertising materials either, but they work exceptionally well,» deliberately downplaying the importance of advertising materials and thereby placing themselves on an equal footing with the other members of senior management. Consequently, the key lies in choosing the right language: communicating objective, transparent metrics rather than subjective arguments about advertising materials. CMOs should take particular advantage of this principle now, when budget cuts are back on the table.

Volatility as an Advantage?

The absence of budget cuts can certainly be a competitive advantage—and it couldn’t come at a better time: Uncertainty will fuel consumers’ willingness to switch to such a high degree that market share can be gained or lost even in stable markets. That’s why it’s imperative to get the basics right: On the one hand, products and services must be available; on the other, the associated service quality must remain consistently high. Recently, however, problems have emerged with these two fundamental factors in particular—and in some industries, they have even intensified. Although rampant inflation is putting pressure on demand—and the supply chain problem should therefore ease by the holiday shopping season—out-of-stock products and issues with service quality are currently undermining customer satisfaction in many sectors of the economy. In this case, of course, maintaining the same level of marketing activity will not yield the desired additional market share during a transitional phase. As a result, consumers may no longer simply switch brands but instead spend their money elsewhere.

Mental Accounting

Central to this is what is known as “mental accounting,” in which certain accounts are more important than others: Consumers allocate their budgets to various mental accounts as part of their decision-making process. Two scenarios are emerging here: On the one hand, entire mental accounts may be closed—possibly due to delivery problems and poor service quality. On the other hand—and I consider this much more likely—this will not happen voluntarily; rather, due to inflation and budget constraints, consumers will have to close out mental accounts related to, for example, leisure activities and vacations —in favor of food, which is becoming more expensive and therefore requires an increase in the associated mental account.

It is also entirely possible—especially during a phase transition—that this mental account will be topped up even more than necessary if consumers begin to view certain products as «little luxuries» and increase their demand for them (such as a tub of Ben & Jerry’s ice cream). In this case, economists refer to the Giffen paradox—namely, when rising prices for certain products and services lead not to a decline in demand, but to an increase in demand.

Close monitoring of the market is necessary

In summary, CMOs should brace themselves for budget cuts, regardless of whether the communication of objective, transparent metrics is strictly enforced or not. At the same time, market monitoring is becoming increasingly important in order to detect changes in price elasticity and shifting consumer behavior in a timely manner. This requires a granular analysis at the segment level, including close monitoring of short-term sales and long-term customer market value.

* Prof. Dr. Andreas U. Lanz conducts research in the field of quantitative marketing at HEC Paris, teaches there in the MBA and Grande École programs, and serves on a wide variety of administrative and corporate advisory boards.

There’s hardly a buzzword right now that’s occupying the marketing and communications industry—as well as the rest of the economy—as much as the «metaverse.» Yet many aspects of this supposedly revolutionary technology seem quite familiar. Is this because we’re caught in an overlap between the past and the future from which we can’t find a way out? Or do we simply not yet understand what’s happening around us right now—and therefore draw on what we already know?

Virtual worlds are not a new phenomenon

People—or rather, their avatars—have been meeting in the virtual, three-dimensional world of «Second Life» since 2003. At times, the platform boasted as many as one million regular users. So at first glance, the concept behind current platforms like Decentraland or The Sandbox doesn’t seem particularly groundbreaking. What is new, however, is that ownership of land or assets is governed by the blockchain. It’s also encouraging that both are accessible without high-end gaming PCs and can, at least in theory, accommodate an unlimited number of participants. But this comes at a price: the supposed applications of the future still look, graphically speaking, very much like a computer game from the past.

VR and NFTs Don't Make a Metaverse Yet

Meta (formerly Facebook) is working hard on its vision for the metaverse, which in its case is closely linked to virtual reality (VR) and its own Oculus Quest headsets. This is understandable, given that the tech giant from Menlo Park, unlike other major players such as Apple, Google, or Microsoft, lacks direct access to end devices. However, VR is neither synonymous with the metaverse nor does it necessarily need the metaverse to continue evolving as a technology and create even better, more immersive experiences. And VR is not alone in this. Even NFTs are constantly finding new applications that have little to do with the metaverse (yet).

Current Applications: Still Barely Relevant

When we think of the metaverse, we almost instinctively picture virtual meetings with avatars. Such applications may be playful and certainly entertaining. Nevertheless, it’s worth asking critically whether they are truly superior in the long run to current, pandemic-tested solutions like Zoom or Google Meet. After all, over hundreds of thousands of years, we’ve grown accustomed to looking the person we’re talking to in the face and interpreting their facial expressions. At first glance, looking at the face of a cartoon avatar seems more like a step backward. The same applies to Decentraland and similar platforms. Exploring such worlds may be fun, but it’s still quite unclear what real-world problems they can actually solve.

But when that vision becomes a reality …

The vision of the metaverse describes an immersive 3D version of today’s Internet, characterized by synchrony, persistence, and interoperability. The metaverse can therefore accommodate any number of participants simultaneously. It has no beginning and no end in time, but exists continuously and represents a large, interconnected ecosystem.

However, the current situation is characterized above all by the fact that a great many players are building their own versions of the metaverse. There is still no sign of interdependence. This can be clearly illustrated by the example of wearables. If I buy virtual sneakers for my avatar in Decentraland today, they cannot—at least for now—be used automatically in other virtual worlds. While blockchains like Ethereum regulate ownership across platforms, in our example they do not set standards for the wearables themselves.

Nevertheless, initial standardization efforts—such as the founding of the Metaverse Standards Forum in June of this year—are underway. If these efforts are successful to a substantial degree, all stakeholders can benefit from network effects. The creation of a connected ecosystem will enable new use cases, which in turn will increase the system’s appeal and thus attract new users, ultimately leading to the creation of even more new offerings.

We don't understand true game-changers

We humans are typically quite bad at making predictions about the future. Trapped in existing patterns of thought, we try to deduce the future from past experiences and thus inevitably overlook the disruptive power of certain developments. Back in the days of desktop computers and analog modems, very few people could have imagined just how much these technologies—in the form of smartphones—would one day turn our world upside down. And so today we can already be almost certain that it will be neither avatar meetings nor virtual land ownership that will shape our metaverse future. The true game-changing applications—if they exist at all—are still in their infancy.

In the midst of a paradigm shift

Let's take a few steps back. The first personal computers came onto the market in the 1970s and 1980s. Over time, they became increasingly versatile, affordable, and easy to use. Nevertheless, anyone who uses a computer today has learned how to use it.

But a paradigm shift is currently taking place. Computers are «learning» to interpret our language better and better, to take context into account, and to present information in a way that makes it easier for us to interpret. For the first time, it is no longer we humans who have to adapt to the way computers work. Instead, we can interact with computers in ways that feel increasingly natural to us. The metaverse can thus be understood as the logical culmination of this paradigm shift. Interaction with computers takes place—just as we’re accustomed to in our «real world»—in three dimensions, using language, and possibly, one day, other senses as well.

A historic moment

There’s no denying it: “metaverse” is a buzzword, and as such, there’s a lot of hot air surrounding it. But the closer you look, the more you can’t shake the feeling that we’re actually standing at the dawn of something entirely new. The massive investments by virtually all tech giants and venture capital firms are contributing to this. But so is the realization that while we may not yet be living in the age of the metaverse, we are certainly living in a time of rapid acceleration. It took Facebook nine years to reach one billion users. TikTok did it in just five. Therefore, now is the right time to explore this topic, to test, to learn, and perhaps even to influence—just a little bit—the direction in which this metaverse will develop.

* Tino Elsener is Digital Strategy Director and Partner at the Zurich-based agency Sir Mary. The company has set itself the goal of guiding «brands through the complexity of the connected world.» In this context, Elsener focuses intensively on new technologies. Among other things, he oversaw the launch of Beyer Chronometrie’s first NFT watch collection this year. In addition, new technologies are also being integrated into the agency’s day-to-day operations, such as working in the metaverse.

1. What are Replay Ads?

Ad-supported TV remains by far the most widely used moving-image medium. However, time-shifted TV viewing is steadily gaining in importance. In Switzerland, for example, an average of about 40 percent of 15- to 49-year-olds already watch mostly on-demand TV. This also has implications for TV advertising and how it is received, since ads can simply be skipped during time-shifted viewing. This has long been a thorn in the side of broadcasters, media agencies, and advertisers alike. Replay Ads aims to counter this with three innovative ad formats: There is the «Start Ad,» a short ad block of up to seven seconds that plays at the start of time-shifted TV viewing and cannot be skipped; the «Pause Ad,» which appears when the live program or time-shifted TV viewing is paused and is displayed as a static ad throughout the entire pause; and the «Fast Forward Ad,» an ad block lasting up to 130 seconds that appears when viewers attempt to skip the linear ad block. Like the «Start Ad,» the «Fast Forward Ad» cannot be skipped by viewers.

2. Benefits for Advertisers

For advertisers, Replay Ads offer numerous advantages—as well as a variety of innovative combinations and placement options for TV commercials, which in turn enable a whole new approach to media planning. It is advisable to develop customized ideas in collaboration with specialized service providers. In general, TV advertising will once again reach a larger audience in the future because those who previously fast-forwarded through commercials will now «have to» watch short spots in order to use time-shifted TV. Since replay ad blocks are kept deliberately short, a high level of acceptance can be expected (see point 3).

Advertisers will benefit from numerous advantages offered by Replay Ads.

3. How do viewers react?

An online survey conducted among the TX Group’s panel provides initial insights into TV viewers« reactions to Replay Ads: Overall, the majority of respondents understand that TV stations must be financed through advertising. Replay ads are more widely accepted than traditional, linear TV advertising and, due to their short, focused delivery, are perceived as less disruptive and of higher quality. Incidentally, the »Start Ad”—the short ad block that plays at the beginning of a Replay TV session—was the most well-received format in the surveys.

4. Will success be measurable?

With the launch of Mediapulse’s new hybrid TV research in July 2022, the technical foundations were laid to measure time-shifted TV viewing as well, thereby providing a more realistic picture of fragmented video consumption in Switzerland. The existing panel research is now supplemented with data from TV distributors’ set-top boxes, allowing for a significantly more accurate representation of total TV usage, both linear and time-shifted—can be depicted much more accurately—a first step toward convergence, with the goal of establishing Replay Ads as part of a sustainable TV currency and thus accounting for the ongoing evolution of TV and its usage.

Standard throughout Switzerland

In the future, Replay Ads will be delivered throughout Switzerland via national and regional distributors such as Swisscom, Sunrise, Zattoo, Quickline, and others. Many well-known broadcasters have also embraced the new advertising solution and are preparing to implement it accordingly.

m&k: As a rule, tourism marketing organizations are public-law entities owned by the federal government or the cantons. In Aargau, this is different—why?

Holger Czerwenka: Aargau Tourism is a stock corporation with a broad base of shareholders. Representatives from the business and tourism sectors support the organization. With the 2009 Economic Development Act, the canton laid the groundwork for promoting overarching tourism marketing as part of its regional marketing efforts. As a result, Aargau Tourism and the Economic Development Agency work in close collaboration. Aargau Tourism performs clearly defined tasks and services on behalf of the Economic Development Agency. This collaboration is governed by a service agreement. This partnership is excellent and has proven to be extremely reliable and sustainable over the years. A rigorous monitoring process on the part of the canton ensures the proper use of allocated funds and provides the foundation for the future-oriented development of tourism in Aargau.

The advertising agency Brinkertlück recently became a major shareholder in Aargau Tourism. What benefits do you hope to gain from this?

We consider ourselves incredibly fortunate to have Brinkert Lück on board—a creative partner of international renown who is also deeply committed to fostering a positive image of the Canton of Aargau! Both of us, like all our shareholders, share the same goal: to present the canton in the best possible light, both domestically and internationally. I’d like to say a few words about our organization as a corporation: Aargau Tourism currently has 28 shareholders. These are divided into major and minor shareholders. The largest shareholder is still the Aargau Tourism Association, which holds more than 40 percent of all shares. As I said, all our shareholders are deeply committed to fostering a good and positive image of our wonderful—and often underestimated—canton. We don’t need to hide or apologize for being from Aargau—quite the opposite! I believe we can be proud of what we have to offer. Through our shareholder structure, we have partners who support us in our marketing efforts and who all know Aargau very well. Our collaboration with Dennis Lück is seamless, and I think I can safely say that it’s almost more than just a purely business relationship—it’s about something emotional: the connection to and joy in the canton of Aargau and its completely underrated and still-unknown gems!

Through targeted collaboration and partnerships, we can further strengthen the industry. It is essential that we remember the strengths of our structure.

How is the MICE department of Aargau Tourism, Aargau Meeting, structured?

As an umbrella marketing organization, Aargau Tourism primarily supports regional tourism organizations and service providers—specifically the hotel industry, restaurants, and event venues—in their respective communication and marketing activities. The Aargau Meeting platform thus supports guests on their customer journey when it comes to finding the right venue for their event. Due to the «small» size of Aargau Tourism, we do not have a dedicated MICE department. Instead, these activities are carried out as part of our personalized guest and partner support via phone and/or email and are part of the day-to-day work of all employees.

How should the Aargau MICE region be further developed?

In the canton of Aargau, approximately 80 percent of overnight stays are generated by business travelers. A large portion of these was lost due to the pandemic. That is true. Currently, bookings are «rebounding,» and overnight stays are showing an encouraging trend. We haven’t yet reached pre-2019 levels. Through targeted collaboration and partnerships, we can further strengthen the industry. It’s essential that we remember the strengths of our structure. This also brings me to the unique selling points (USPs) that the canton of Aargau has to offer. Because we don’t have a single central city, but rather a strong region with a healthy industrial and MICE sector, we’re extremely accessible from the major national centers. Whether by public transit or by car—cities like Aarau, Baden, Rheinfelden, as well as Lenzburg and Zofingen—are all located not far from major national metropolitan areas such as Basel, Bern, Lucerne, and Zurich, and are often less than 30 minutes away. But Aargau offers more than just good accessibility; it also provides opportunities for outdoor events in nature, with well-preserved and easily accessible local recreational areas or historical heritage—whether from the Romans or the Habsburgs—offering a wide variety of options for a successful supporting program. The presence of international companies, as well as the proximity to educational institutions—including the University of Applied Sciences Northwestern Switzerland, the PSI, and the Aargau High-Tech Center—adds further compelling reasons to choose Aargau.

m&k: Iddris Sandu, you taught yourself how to program when you were ten years old. If I'm not mistaken, the reason for that was the launch of the first iPhone?