The pandemic has taught us that events can work exceptionally well in virtual and hybrid formats—as long as they are designed and executed with the right expertise and intuition. But that has been reported on and discussed at length in recent months. Since it has once again become possible to hold events with a large number of participants, however, something else has also become clear: the desire to meet with other people in the same physical space is still very much alive. Two years of the pandemic have shown just how strong the longing is to meet in person. In our view, this closeness can easily be described as a basic human need. In-person, live interaction remains not only the most intense and immediate form of communication, but also the most holistic.

No other format allows the emotional response of event attendees to be felt so tangibly. For their part, guests experience in-person events with all their senses. The COVID-19 crisis has shown us that this coming together should not be taken for granted—and has thus increased our appreciation for it.

Nothing can replace the emotional impact of a face-to-face encounter.

We were all forced to go without in-person events for a long time. That’s why we appreciate the privilege of attending them all the more today. Similarly, our clients see it as a privilege when their guests want to spend time with their brand. What’s more, regularly limiting the number of participants has underscored the special nature of in-person events.

An Opportunity for Creative People

Face-to-face interaction remains the foundation of live communication, as nothing can replace its emotional impact. However, the experience that agencies and clients have gained over the past year and a half with virtual and hybrid events also shows that there are opportunities for new, creative approaches in live communication. Viewing events—whether physical, virtual, or hybrid—as isolated entities is no longer appropriate. Rather, it makes sense to develop them as highlights within an ongoing, narratively designed communication strategy. To achieve this, customer journeys must be created that begin before the event and extend beyond it. Communication flows seamlessly throughout this process, with the events themselves highlighted as key moments. Effective integration of various communication channels is essential for this purpose. For example, well-produced social media content about a past event can significantly increase the desire to participate in a follow-up event.

Events and Video Merge

People want to share their experiences with one another—even digitally and virtually. In a private context, this desire was already evident years before the pandemic as part of everyday communication, primarily via social media. But brands can clearly leverage this need more effectively and efficiently to their advantage by thinking narratively and tailoring their use of today’s widely available communication channels to their specific characteristics. Never before have the opportunities to combine in-person events with video content been so numerous and promising: Live streams, teasers, and social media snippets can bring in-person events to life for those who weren’t there—and strengthen participants’ emotional connection to them even further.

From Manager to Specialist

Logistics, catering, hospitality, attendee management—all of these remain very important. But events can do more than that. When designed properly, pre-event communication, the live event itself, and post-event communication can be woven together as part of a coherent narrative, turning participants into protagonists on a hero’s journey.

By adopting an approach that fosters dialogue rather than relying on one-way communication, it is possible to build a large community from diverse target groups. Through their level of involvement, these groups help shape how stories are told.

People want to share their experiences with one another—even digitally and virtually.

Added to this are new opportunities to present virtual worlds and constructs as genuine experiences—the potential of which is currently recognized outside of Generation Z only in exceptional cases. If the creation of a metaverse—or integration into one—is not viewed as merely a gimmick or a trend-chasing exercise, it offers brands the opportunity to stand out to a young target audience through a pioneering spirit and courage.

Pioneering Spirit Honored

Artists who are in tune with the times have already recognized this potential and used it to their advantage. For example, U.S. rapper Travis Scott reached a livestream audience of over 12 million users with his concert on Fortnite.

The NFT is also already being used as a medium by some of today’s most prominent artists. Damien Hirst caused a stir with his idea of giving buyers the choice between a digital artifact and a physical object. What works in the art world can also make a bold statement in the brand world with the same courage in conceptualization and execution—or, even as a simple giveaway, serve to introduce the target audience to a new world.

Coordination of Measures

Overall, it is clear that the future of live communication will be increasingly shaped by the growing integration of various approaches. Different formats have different strengths—the current challenge is to apply and utilize them all effectively.

Professionally produced livestreams, the integration of new trending topics such as NFTs and the metaverse in a way that is conceptually coherent and narratively compelling to promote brand presence in the virtual space, or the building of a community consisting of various stakeholders —all of these factors must be taken into account if one wants to communicate successfully via livestream. Consequently, it can be said that livestream communication is becoming not only more interconnected but also more strategic, conceptual, and thus more consulting-intensive.

What will remain is the excitement of coming together. Sharing experiences in the same space, in the same place, with the people around you—this phenomenon will always be one of the absolute highlights of live communication.

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* Maximilian Souchay is the founder and managing partner of Live Lab. He describes his company as «an agency for live communication that believes in the inspiring power of encounters.».

Through her company, BWI—the capital letters stand for «Consulting and Continuing Education Institute»—Andrea Rutishauser is able to make the most of her diverse talents. «I can sense exactly what other people are good at, even if they haven’t realized it themselves yet,» she says, looking at me. We’re sitting on Bahnhofstrasse in a nice little restaurant. The question is on the tip of my tongue: What am I good at? But hey, this isn’t about me. Instead, I ask, “Can you do that with yourself, too?” She bursts out laughing and shakes her head.

«I've always wanted more»

Andrea grows up in Wengen, in the Bernese Oberland. She realizes early on that she doesn’t belong there; she feels stifled. She wants out, she wants to get away—the world seems too small to her. She gets through her school years, as she herself says, only because her friend is there. They listened to Radio Luxembourg and translated Beatles songs into German. Her friend did very well in school and wanted to attend the high school in Interlaken. So she wouldn’t be left behind, Andrea crammed for the exams—math wasn’t really her strong suit. Both passed the exam, and together they took the train back and forth every day. After graduating from high school, Andrea goes with the flow and starts working for half a year at the only five-star hotel in Wengen. Languages come easily to her, and she knows she wants to be around people. Through her work at the hotel, she gets to know and love her village from a completely new perspective. «That was the first shift in perspective. Such shifts then occurred again and again in my life.»

In 1988, she went to Germany with her boyfriend; they traveled to Berlin—the Wall was still standing—and visited East Berlin. «That, too, was another shift in perspective that shaped me,» she says. They lived in Berlin, on the Ku’damm, in an LGBT shared apartment. Yet another striking new experience for someone coming from a small town. The world was getting bigger and more colorful, and there was no turning back. Without any further education after high school, but with a positive outlook on life, she worked for four years in a wide variety of hotels in Munich and later in Vienna, learning how to serve, organize, manage, and above all, interact with people. But Andrea wants even more: to learn more, to know more. She completes further training to become a market and opinion researcher. However, she only stays in that profession briefly; she starts working in marketing at Austrian Telekom and earns an MBA through distance learning. Austrian Telekom entrusts Andrea with the responsibility for the company’s rebranding. A great opportunity.

«I'm incredibly goal-oriented.»

Her boss sees what makes Andrea special. She asks questions, wants to know everything, is dedicated and hardworking, and whatever she doesn’t know, she learns. Until one day a new boss joins the company, turns everything upside down, and wants everything to be new and different. Andrea disagrees and leaves. She joins Tenovis as Head of Marketing and Communications. There, she learns what she was still missing: corporate communications and PR. In 2002, she moves to Tenovis Germany and relocates to Frankfurt. When Avaya acquires Tenovis, Andrea becomes head of marketing for Germany, the second-largest market after the U.S. She learns something new again: the sales department. She sets up a robust CRM system. During the 2006 World Cup, Avaya is responsible for all communications technology. Andrea was constantly on planes to New Jersey, Berlin, and Munich; she traveled all over Europe and worked well over 100 percent. She was responsible for global marketing for the World Cup, including event planning for VIPs. Andrea reached her limits, suffered panic attacks, and felt «out of tune.» Nevertheless, she successfully sees the project through to the end of the World Cup.

All Fired Up

Her path then leads her to Panasonic; she wants to learn more and is eager for knowledge. As a woman in this male-dominated leadership team, she fights her way through as Head of Marketing Communications at Panasonic Europe. Andrea is struggling. Nothing is as it should be. Her hands are tied. She can’t make a difference or get anything done. Unhappy as she is, she speaks up and voices her concerns to top management. She’s given the chance to develop a concept. It’s well-received, and Andrea is allowed to implement it. Immediately, she’s back on fire, organizing trade shows and major campaigns worldwide. Andrea is back on the go. But one thing always gets neglected: her personal life. She longs for a family, for children.

I can now apply everything I've learned in my life to my work with people and companies.

Andrea Rutishauser is now 40. At Christmas, she takes the train home to Wengen. She’s pretty exhausted, overworked, and there aren’t any seats left on the train. So she stands. A man strikes up a conversation with her; she replies curtly and thinks, «I don’t want to talk.» Fortunately, he doesn’t give up, and a deep bond develops from that chance encounter on the crowded train. In 2013, their twins are born. Finally, Andrea is on solid ground in her personal life as well.

Andrea completed a training program to become a coach, followed by another in mediation, supervision, and organizational development. That’s where she met her current business partners. She wanted to offer something in collaboration with others. In February 2020, two weeks before the lockdown, they jointly purchased BWI, the former Institute of Management Science at ETH Zurich. Andrea restructured the business, moving away from in-person seminars toward Teams- and Zoom-based learning opportunities. This has now benefited BWI: Today, the company offers training and consulting on-site, online, and in hybrid formats.

«It's always helpful to see things from a different perspective.»

Andrea enjoys the wide range of challenges. She sips her espresso; we’re now almost alone in the restaurant. Andrea smiles and says, «Everything I’ve learned in my life, I can now apply to my work with people and companies. I understand the structures, the challenges, opportunities, and risks, but also the personal obstacles, setbacks, and walls you run into. It’s always helpful to see things from a different perspective. That leads to greater understanding. It makes us more tolerant and resilient. That strengthens both us as people and the company as a whole.» I like her perspective as a listener. Time has flown by.

Braces and orthoses play an important role in the conservative treatment and pain management of knee injuries. The range of medical devices is extensive, and products are available in various price segments. In mid-2021, Bauerfeind Switzerland, a provider of orthopedic devices, sought ways to highlight the benefits of its products to a broad medical community and to offer guidance and decision-making support. «Information about these products is of interest to numerous groups of medical specialists,» comments Dr. Monika Hübner, Head of Medical Marketing at Bauerfeind AG. «We wanted to reach a broad medical audience with scientific and journalistically independent articles on the focus topic of the knee and high-quality supports.»

Reaching the Target Audience in a Credible Way

In collaboration with EMH Media, Bauerfeind Switzerland subsequently developed a new multichannel communication campaign. The publications of the Swiss medical publisher EMH Media serve as the official journals of medical professional associations and enjoy an excellent reputation among the Swiss medical community. They are the most widely read professional publications in Switzerland: In particular, the Schweizerische Ärztezeitung (SÄZ) and the Swiss Medical Forum (SMF) are read by over 90 percent of the approximately 40,000 physicians across all medical specialties. «Scientific journals such as the SMF are held in very high regard by the medical community as a neutral medium and therefore play a decisive role in continuing medical education and training,» comments Hübner.

The campaign centered on the theme «The Role of High-Quality Bandages in Conservative Treatment and Pain Reduction for Knee Injuries.» As part of this German- and French-language campaign, two case reports featuring two treating physicians and their patients were produced, along with several interviews with key opinion leaders, which were distributed via various communication channels—both print and digital. The audio format (podcast) «EMH Journal Club» also enabled Bauerfeind to delve deeper into challenges and best practices in the treatment of knee injuries using medical bandages. «We were also able to address common injury patterns in the campaign, such as anterior cruciate ligament tears and medial collateral ligament injuries of the knee. The article on the topic of prescribing medical devices was also very well received by readers,» says Hübner.

The first article was published in December 2021, with additional articles following in January and March 2022. All of the articles were also compiled into a «Special Report» and distributed in early June as a supplement to the EMH journals among the preferred target audience. Bauerfeind thus maintained a presence among its target audience for over half a year.

Comprehensive Support: Personalized and Professional

EMH Media took the lead in managing the entire campaign. This included a comprehensive evaluation of relevant case studies, content briefings, coordination with medical writers and translators, as well as implementation in collaboration with graphic design and production specialists. The collaboration with EMH Media enabled Bauerfeind to reach the large target audience of general practitioners and specialists with high-quality, practice-relevant topics, complementing the advice provided by the sales force and marketing activities. Hübner: «The credibility of the medium and the journalistically independent articles played a major role for us.» Marc Déverin, Managing Director of Bauerfeind AG, is extremely satisfied with the result: «We view the collaboration with EMH as an absolute success story. We received numerous positive responses from specialists regarding this campaign. The articles highlighted the benefits of a high-quality product in the field of orthopedic supports and also incorporated the perspectives of patients, doctors, and specialty retailers. We plan to continue this collaboration in 2023 as well.»

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Emh.ch/marketing

m&k: Abetare Yaves, the Vogel Communications Group operates on three pillars: print, digital and events. Could you briefly explain how this three-pillar principle works?

Abetare Yaves: With the three pillars print, digital and events we try to create platforms to connect the industry. In the last decade, we have developed new digital products and campaigns and launched and established B2B events in the industry. We have been able to achieve this primarily by positioning our media brands in the market, as the Swiss Machinery Market (SMM) has been anchored in the industry for over 120 years.

 

In November 2022, the Swiss Production Forum (SPF) will take place for the second time in the form of a trade fair. What experiences were you able to make as a communications group and how was the trade fair received by the industry?

We are practiced in organizing and implementing forums and congresses; usually these are one to two-day events. With the SPF, we have gained completely new experience, as this is a trade fair - i.e. an exhibition on a completely different scale. We work mostly with modular stands, but also exhibit machine tools live under span. Logistics, technical requirements and organization are much more demanding here. The SPF came about as a result of a request from our customers for a larger event on the subject of manufacturing in the Zurich area. So the idea actually came from our customers themselves. Parallel to the exhibition, there will be presentations in a congress format and an innovation award will be presented. So far, however, established trade shows and events have only existed in western Switzerland and in the Bern area. In eastern Switzerland, such an event was still missing.You said in an interview that the manufacturing industry needs physical contact. Can you be a little more explicit about that?

Through the last two years we have realized what it means to be able to meet physically. Projects are created through people-to-people relationships, but also through skills that can be better communicated physically. Digital events are hyped, but they only work to a limited extent. Especially when it comes to new contacts and networking. For this, physical live events are unbeatable.

 

What are you particularly looking forward to when you think about the trade show days in Hall 550 in November?

Most of all, we look forward to meeting customers, partners and suppliers again. We always place a lot of emphasis on creating a family environment. This certainly sets us apart in the industry. Also, this year we will be integrating a marketing workshop. For B2B marketers, it is more important than ever to have access to practical impulses and to be able to rely on the expertise of competent partners. With the Vogel Roadshow, our marketing experts from Berlin and Würzburg are coming to Switzerland for the first time. Valuable tips and creative ideas to take away are guaranteed.

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The Swiss Production Forum is a manufacturing trade show and will be held at Hall 550 in Zurich, Switzerland from November 8-10, 2022.

m&k: Despite the relative prosperity of Europeans, many consumers here are also having to «tighten their belts.» What does that mean for the premium brands you deal with in your line of work?

Tom Junkersdorf: We’re currently observing a fascinating phenomenon: Luxury brands—or premium brands, as you call them—have carved out a unique niche in the retail industry. They «operate» virtually unaffected by the pandemic, war, or energy crisis. And they’re incredibly successful! When you read news about supply chain bottlenecks, economic turmoil, or a European recession and then look at the figures for the biggest luxury brands, it’s almost unbelievable. The LVMH Group, for example, posted nearly thirteen billion U.S. dollars in profit in 2021; making its owner, Bernard Arnault, the third-richest person on Earth. Louis Vuitton, Dior, Gucci, Hermès—all are currently up thirty to forty percent. So: crisis? What crisis…?

 

How can this phenomenon be explained?

I see three main reasons. First, a combination of escapism and a sense of urgency comes into play: luxury helps people mentally escape from everyday life, and many want to do so «right now,» not at some point in a future that seems uncertain to them. Then there’s a group of people whose purchasing power is so high that they’re barely affected by the current crises—if at all—and who can continue to spend their money on products from premium brands. A third factor in their success is something brands have often built up over decades: they exude an incredible aura and convey to people that they can share in that power by purchasing their products. Anyone who is seen wearing a Patek Philippe, a Rolex, or a Breitling on their wrist enhances their personal brand with the «luxury factor» of those brands and signals: «I have access to a special world; I am a part of it.»$

 

Is it even morally justifiable right now to take pleasure in luxury, aesthetics, and the «finest things in life»?

I’d like to respond with a counter-question: Is there still a universal moral compass today that serves as a guide for the majority of people? Despite globalization and digitalization, we all live in spatial—but especially in communicative—«bubbles.» If what we do is recognized—or at least approved of—within those bubbles, do we then seek an additional corrective? I don’t think so. This fragmentation of discourse means that, in the end, questions like the one you’ve asked can only be answered for oneself.

 

Two years ago, you published an essay in our magazine that anticipated another aspect of «Luxury During and After the Pandemic»: You wrote at the time that, in the future, we would focus more on quality and durability than on quantity and trends. Do you feel this prediction has been confirmed?

Yes, that’s exactly what’s happened. Not only are consumers paying very close attention to the longevity and «footprint» of the items they buy—but brands are also committing to increasingly rigorous sustainability standards. Today, premium brands are the polar opposite of «fast fashion»; when it comes to the design and durability of their products, they have to think in terms of decades, not seasons. To stick with the mechanical watches we were just talking about: This is a technology that has existed for centuries, and we know it will continue to endure for centuries to come. And we know that we can pass a good watch on to the next generation. We’re willing to pay significantly more for this inherent promise of the product.

 

So how does someone like Tom Junkersdorf—who is constantly surrounded by premium brands and whose work certainly has a representative impact on public perception—actually consume?

I shop much less and much more thoughtfully than I used to. I do my research with genuine interest: Where do the materials come from? How is the brand positioned globally, and what is its stance? Does it operate sustainably, and is its business model fair? Based on these criteria, I decide whether to buy something … or not. Back in the day, when I’d walk through downtown and see those big posters: «Twenty percent off! Fifty percent off!»—that would make me nervous, and I’d think I had to at least take a look; after all, I might «miss out» on a good deal. But those days are over. Probably also because, over time, I’ve learned what I really need and what I don’t. I’m more likely to fill in the gaps in what I already own than to expand my collection. And if what I buy costs more but brings me joy for many years, that’s fine with me.

 

Is the pricing strategy of popular luxury brands always in line with their actual quality—or do you sometimes see excesses here that you can’t understand?

The prices and margins of premium brands are rising steadily—you’re right about that. You’re certainly paying twenty, thirty, sometimes forty percent more for a Prada suit or a Dior sweater than you were just a few years ago. As I said: The pricing of these brands doesn’t reflect the economic reality that a large part of the population lives in—instead, it’s driven by demand. And that demand is there. You can accept that or criticize it, but it’s a fact. On the other hand, I know this: When I buy an exclusive garment, it won’t stretch out or fade in the wash. It fits perfectly, it was crafted with great artistry, and the person working in the workshop is paid a decent wage. I’m not saying that every price for every product is justified—but certain price increases might be more understandable when viewed from this perspective. May I give you another example from an industry completely different from fashion?

 

You're very welcome.

Mercedes-Benz is selling fewer cars than it used to—but increased its profits by six hundred percent last year. BMW has also had a record year. Behind this success lies a combined luxury and sustainability strategy: for example, the company is developing electric cars that are more comfortable than anything the competition has in its lineup and that, on top of that, can travel farther on a single battery charge than competitors’ vehicles. These cars incorporate parts that can be perfectly marketed as sustainable luxury: cable channels made from recycled plastic that used to end up in household trash; leather made from cactus fibers or specially cultivated mushrooms. At the end of the process, those buying a new car know they’re getting an outstanding vehicle while also doing something good. This allows Mercedes-Benz or BMW to set higher margins, which more than compensate for the decline in the number of cars sold.

 

We've been talking mainly about sustainability in the high-end segment. What about brands that are neither positioned as sustainable nor in that segment? What's the situation for them?

But when we talk about H&M, Zara, or Primark, a completely different picture emerges. There, we see the exact opposite: we’re finding that demand for their business model has dropped sharply. The regular customers of these brands now have to think much more carefully about what they spend their money on. And random stuff that was manufactured under terrible conditions in Bangladesh and imported—which you then haul home by the bagful… that’s simply no longer acceptable.

 

Since you mentioned the import of textiles: Do you think the current supply chain disruption could be a reason to bring some production back to Europe?

We’re already seeing a renewed trend toward relocating production chains back to Germany and Europe. Simply because people have realized that, in the long run, it might end up costing us more to ship everything around the world and be completely dependent on globalization. I also think that the war in Ukraine might be just the first geopolitical upheaval of our time—just imagine, for example, if the situation between China and Taiwan were to escalate. How will companies that currently generate very large sales volumes in China respond? Will they leave the market as decisively as they did in the case of Russia, or will they stay? It’s certainly wise to prepare for such scenarios.

 

Business is booming for luxury brands. At the same time, your company’s «Off-Script» consulting services are in high demand. What challenges do your clients come to you with?

Despite excellent sales figures: The need for consulting among companies—whether in the luxury sector or in other, broader segments—has never been greater than it is today. And this has to do with a fact that many have not yet fully grasped: There is now only one currency in brand communication, and that currency is attention. There is no longer such a thing as «right communication» or «wrong communication»—no absolute rules to guide us. There is now only the existential struggle to secure a few seconds of attention from the relevant target audience. Showing a product and saying, «Here, go ahead and buy it!»—that’s no longer enough. (laughs). By the way, this isn't at odds with the current success of premium brands: they can't rest on their laurels, because desirability is like a fire that needs to be constantly stoked.

 

What advice do you give your clients?

First and foremost, companies must internalize the fact that every person on this planet who has a cell phone and at least one social media channel is both a sender and a receiver. You could also say we live in an editorial society—every person is an editorial team. And that’s something companies often still don’t fully grasp. To remain relevant in an editorial society, companies can no longer be just manufacturers of sneakers, cars, or wine that occasionally launch advertising campaigns—they must become media companies that generate a constant stream of content. People interact with this content; they share, comment on, and rate it. If such content isn’t there, they lose interest. Some CEOs I meet still genuinely believe the world has been waiting for their occasional announcements—and that they just need to press the «Send» button whenever the mood strikes them. To them I say: «As we speak, 695,000 Stories are being uploaded to Instagram every minute; 198 million emails are being written, and two million tweets are being posted. Good luck with your announcement.» (laughs) Nothing works without continuity anymore; that's a thing of the past.

 

This kind of communicative engagement has therefore become mandatory.

Yes—in a competitive environment where your competitors are always just one Reel, one Story, or one post away, reserved restraint has no place. You have to engage with the structures of the editorial landscape, constantly maintain and nurture contacts… especially as Generation Z pushes its way onto the market with increasing force. They will soon account for fifty percent of all retail sales. These are digital natives who have never learned to navigate traditional media channels. They’ve never gotten used to going to a physical store to try something on in the fitting room. They shop online, so they also want to be engaged and inspired online. And then—in 2032—more than sixty percent of all retail transactions across all age groups will be conducted online. Many of the companies we work with are surprised by this and say, «That’s less time than we thought we had to digitize our structures.”.
»Then we have to move quickly now."

 

Which outweighs the other: the challenges—or the opportunities?

We are in the midst of the second phase of the digital transformation: The infrastructure is in place; now it’s all about content. On the one hand, there are incredible opportunities, because companies can build their own media channels, tell stories and place ads there, and turn customers into fans. They can constantly refresh their brand and create momentum. They can enlist ambassadors to generate content for the brand. And they can—with one caveat, which I’ll get to later—basically say whatever they want, whenever they want. Brands are no longer dependent on the favor of those «gatekeepers» who used to hold so much power.

 

With the caveat that…?

… we also live in an era in which the phenomenon of «cancel culture» exists. This means that as soon as you spark a controversy on a company account with millions of followers—perhaps by speaking awkwardly about diversity, inclusivity, or political movements—you’re at risk of at least a mocking hashtag, but perhaps even a full-blown backlash. So, in addition to the inescapable battle for attention, there’s a need for awareness of social sensitivities. Just like—and here I’m repeating my previous point—at a media company: I can choose, in both contexts, to examine an issue from different angles, but then I have to deal with the reactions. These reactions can be spectacularly positive or, at times, less favorable. But I can’t escape that. As a brand, I can say that I explicitly don’t want to be part of the editorial community—fine. But then I’ll probably soon find myself no longer part of the revenue-driven economy either.

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Tom Junkersdorf He is the founder and owner of the Munich-based consulting firm «OFF-SCRIPT,» which specializes in advising companies in complex communication environments. Prior to that, he built his career at various lifestyle and fashion publications, including as editor-in-chief of the German edition of «GQ» magazine.

In addition to his work as a consultant, Tom Junkersdorf continues to work as a journalist—including through his successful podcast «TOMorrow». Here, he talks with Hollywood stars, business leaders, and industry colleagues about future trends.

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These days, anyone who offers and sells goods and services usually does so through an online store. Whether you’re setting up such a sales platform as a sole proprietorship or in collaboration with other licensing or distribution partners, you’d be wise to pay close attention to planning for user-friendliness. Of course, an online store should look appealing to create a welcoming atmosphere. However, it’s important not to forget that usability is a crucial factor for sales success in e-commerce. This is for the simple reason that users—and thus potential buyers—will immediately leave the site if it loads slowly, isn’t intuitive to use, or if they can’t find the relevant information.

Improving Performance Together

User experience—or UX for short—is a factor in a website’s success that should not be underestimated. That’s why it’s worth carefully planning a joint website, especially for licensing and distribution partnerships. After all, e-commerce platforms with high usability are proven to be more successful, as they significantly influence the way your customers perceive you and your brand. Especially in today’s fast-paced world, the key is to capture attention and seamlessly convert visitors into loyal customers. A well-functioning UX design is essential for this. It doesn’t matter how pretty your website is or how attractive your offerings are—a poor or outdated design immediately has a negative impact on your website’s performance—and thus on your revenue. To ensure your website is technically up to date, you should keep these five usability rules in mind:

#1 Breaking Down Barriers

Make sure there are no obstacles on the website. Loading times play an important role in a user’s decision to stay on a website. There’s nothing more frustrating than a website that loads slowly and in fits and starts. Anyone who just wants to quickly click through the menu will quickly lose patience and leave the site.

You should also ask yourself: Are my customers getting enough information to actually make a purchase? Pay close attention to the product detail page, because that’s where the purchase decision is made. If a potential buyer is unsure based on the information she receives, she’ll decide not to buy. Today’s consumers want to know exactly what they’re bringing into their homes, and they like to study the ingredients—for example, in cosmetics or food products. Do the products contain parabens, palm oil, or potential allergens? Be transparent—your customers will thank you for it.

#2 Mobile First

It’s been repeated ad nauseam for years, and yet negative examples keep cropping up: when it comes to web design, there’s simply no getting around responsive design. The majority of website visits now come from mobile devices, and that trend is on the rise. People use their smartphones to order food, make restaurant reservations, or book their next vacation. With a website that isn’t mobile-friendly, companies today miss out on up to 50% of their potential leads. Furthermore, Google penalizes websites that aren’t mobile-friendly in its rankings. While implementing responsive design used to be considered merely recommended, it will be indispensable by 2022 at the latest.

#3 Personalization Is Key

Personalization is by no means a new concept and has now become an integral part of UX design. Streaming platforms like Netflix and Spotify have been relying on it for quite some time. Personalization allows users to discover new content that matches their interests without having to spend a lot of time searching. By providing content and features tailored to specific user interests, this creates a context-aware user experience—and, in the long run, drives more revenue. That’s because personalization encourages users to use the software, app, or website you provide more often and for longer periods of time.

#4 Conversational Design

In the past, user interfaces were primarily designed with a visual focus. With constant technological progress, alternatives are increasingly coming to the forefront. One of these is what’s known as conversational design. This refers to user interfaces that enable a conversation between a user and a system. Typical examples include Apple’s voicebot (Siri) and Amazon’s voicebot (Alexa). But even simpler chatbots can improve the user experience: The 2021 Chatbot Study, conducted by the Zurich University of Applied Sciences (ZHAW), shows that the majority of respondents had positive experiences with chatbots. The time savings and simplicity were the most highly valued aspects.

#5 Microinteractions

Through microinteractions, the website developer creates small moments in which the user can interact with the web design. The objects on the screen are animated, making them appear lively. This creates an engaging and unique experience that puts the user at the center. Microinteractions on your website foster a sense of connection and convey a warm atmosphere, making users more likely to stay on the site longer. This experience has a long-term positive impact on your company’s image.

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* Patrick Walgis is a co-founder and CTO of Chili Digital. The digital agency develops customized solutions at the intersection of software and marketing and is also a HubSpot partner.

m&k: The 2022 advertising year was expected to bring great relief as the pandemic «winded down»—but then came the war in Ukraine and the onset of a recession. To what extent is this affecting advertisers?

Roland Ehrler: It really does seem like we’re under a curse: first two years of the coronavirus pandemic, and now, since February 24, a war in Europe. Nevertheless, things are going quite well for many Swiss advertisers, and they’re actively promoting their brands. Media Fokus reported an 8 percent increase in advertising spending in the first half of the year compared to 2019. The year 2022 could therefore turn out to be a good year for advertising and help us put the two years of the pandemic behind us. Even if rising energy prices or fears about the future weigh on consumer sentiment, SECO still expects GDP growth of 2.6 percent.

 

What are your forecasts for the coming fall and winter?

Personally, I’ve noticed that consumers have a lot of catching up to do after the past few years of the pandemic. So the Swiss public isn’t easily rattled. Even if a new wave of COVID-19 hits this fall and the war in Ukraine drags on even longer, I remain optimistic about the Swiss advertising market in 2022.

 

What concerns and issues are currently of greatest concern to your members?

In addition to the macroeconomic conditions, marketers are always concerned with the efficiency and effectiveness of their initiatives. On top of that, there are industry-specific market challenges. Market pressure, combined with shrinking margins in many industries, will certainly lead to even greater price pressure in the advertising market. For advertisers, it will therefore likely become even more important to secure attractive and high-performing media offerings with transparent pricing and service terms. Given the uncertainties in the market, advertisers must also be able to count on a high degree of flexibility when placing orders.

«Unfortunately, I've noticed that advertising is increasingly becoming a political football, and new bans or restrictions are being imposed at a rapid pace.»

Last year, you founded a new association called Digital Ad Trust Switzerland—together with the organizations Leading Swiss Agencies and IAB Switzerland. How satisfied are you with developments in the online market?

I am very pleased with the founding of Digital Ad Trust Switzerland (DAT) and the involvement of clients, agencies, and publishers through their respective associations. In a short period of time, we’ve succeeded in certifying Switzerland’s largest publishers in the areas of «brand safety,» «ad fraud,» «viewability,» and «user experience.» In doing so, DAT has made the Swiss online market a bit safer. That doesn’t mean these websites were unsafe before! It just means they are now independently and regularly audited. For advertisers and agencies, this translates to greater security and transparency. So it’s definitely worth looking for the DAT labels when placing orders!

 

The topic of sustainability is everywhere. Is that true for the SWA as well?

Sustainability has long been an important issue for many companies. It has now become an increasingly prominent part of marketing and communications. We want to support our members in this area through information, dialogue, and professional development. We actively support new initiatives such as «Green Media» and, at the same time, work with our partners to identify further opportunities to do even more good for the environment.

 

What do you expect from Swiss politics?

It’s simple: More freedom in advertising and fewer restrictions! Unfortunately, I’ve noticed that advertising is increasingly becoming a political football, and new bans or restrictions are being imposed at a rapid pace. That’s a real shame. Advertising is often made the scapegoat for societal problems. Advertising is part of a free-market economy, and responsible citizens have no problem with being «courted» by advertisers.

Anyone who looks up the word «sustainable» in the Duden dictionary is in for a surprise. The first definition describes the term as «an effect that lasts for a long time.» But the second definition already raises some questions. It reads: «a forestry principle according to which no more wood may be harvested than can regrow at any given time.» Why does the Duden explicitly relate the word to the raw material wood and not to all resources? Because the word «sustainable» actually originates from forestry. In 1713, Hans Carl von Carlowitz wrote *Sylvicultura Oeconomica*, a guide to natural forestry. Or, as it was called at the time: «wild tree cultivation.» At that time, Europe was facing an energy crisis, including a shortage of wood. Forests were cleared for short-term profits and to meet energy needs. But wood, as a natural resource, did not regrow quickly enough. That is why von Carlowitz wrote: The greatest art of forestry lies in using wood in such a way «that there is continuous, consistent, and sustainable use.».

They say history doesn’t repeat itself, but it does rhyme—and indeed: More than three hundred years after von Carlowitz, we are once again talking about a European energy crisis and, even more frequently and broadly than back then, about sustainability. The term has spread from forestry to all areas of the economy; it is used at every opportunity, particularly in marketing and communications. Doesn’t that, one sometimes wonders, also entail a certain degree of arbitrariness?

"Sustainability"—a buzzword

A Swiss retailer has, so to speak, imposed a «flight ban» on its bananas. Fish that do not come from responsible sources are being removed from the shelves. And the cocoa “is,” according to the advertisement, 100% sustainable. The retailer has also put its employees and their needs at the center of its focus. Why? Variety is sustainable, they say. So are autonomy and team spirit.

One beverage manufacturer, on the other hand, has decided to remove the labels from its mineral water bottles. Its press releases refer to this as a packaging innovation. A label-free bottle is no longer just a water bottle, but an expression of a comprehensive commitment to sustainability. Sustainability through reduction, in other words. A similar philosophy: Another company advertises ice cream that’s free of palm oil and comes in plastic-free cups—ergo: sustainable.

Other industries are also placing a focus on purpose and sustainability in their marketing efforts. One online insurance company, for example, is holding a digital auction and donating the proceeds to a sustainability project in Africa. According to press releases, technology is the enabler that allows us to do meaningful things and integrate sustainability into our everyday lives. And by switching from physical to electronic documents, companies can «tap into the community’s sustainability potential» and motivate people to «do good as part of their lifestyle.».
Anyone who opens a youth account at a certain Swiss bank right now will receive clothing and accessories that are certified organic and sustainable as a welcome gift. The bank hopes this will help it meet the environmental and ethical expectations of the younger generation.

The tourism industry is also emphasizing this summer that «our country is one of the most sustainable travel destinations in the world. Together, we want to make sustainable travel a matter close to our hearts.».

How else can companies set themselves apart?

It is commendable that established companies are striving for sustainability. It is also commendable that advertising today tends to emphasize meaning rather than sex. But this raises the question: How sustainable is that, really? If all brands advertise sustainability, can they still differentiate themselves? «A brand stands for a mark; it’s meant to provide guidance,» says Prof. Dr. Oliver Errichiello, a brand expert from Hamburg. «Today we see commercials featuring nice people running across a meadow and enjoying life. Such messages are—except for the logo in the last two seconds—completely interchangeable.»

Uwe Schlupp, co-owner of the Zurich-based agency KSP, sees it the other way around: «What sets the top 10 percent of the world’s most productive, innovative, and successful companies apart from all the others?» he asks, and immediately provides the answer himself: «That they are purpose-driven!» Purpose comes first—and with it comes success. Schlupp’s agency, KSP, positions itself as an agency for purpose and sustainability.

Another agency that promotes itself based on values is the values agency BrinkertLück, which has one office in Germany and one in Switzerland. No, that’s not a typo: BrinkertLück sees itself as a «values agency» rather than an advertising agency. One of its founders is Dennis Lück. In his view, sustainability must be earned. “If a coffee is advertised as sustainable because 3.7% of the beans were produced sustainably, that’s a bad joke.” As a good example, he cites the Swiss premium fashion label Muntagnard, whose clothing is 100% sustainably produced. Errichiello takes a similar view: A discount retailer that has been known for its low prices for 50 years can’t suddenly start advertising itself as sustainable. Brands like Alnatura or Ben & Jerry’s, on the other hand, can.

True sustainability takes time

According to Dennis Lück, more and more companies want to transform themselves into sustainable businesses—«with genuine commitment!» Errichiello agrees that there’s nothing wrong with that, but points out that a successful transformation could easily take 10 to 20 years. In other words: Do good for 20 years, and only then talk about it.

Do brands have that kind of time, or are customers and consumers now demanding sustainability? Not necessarily. If the advertisers have their way, the target audience is none other than humanity itself. «The climate is an emergency,» says Daniel Krieg, co-owner of KSP. There is an urgent need for action. And Lück says that sustainability has long been a «global social need.» It’s safe to assume that many companies and agencies think this way today. But does the target audience? Probably not. In an interview, Errichiello explains why he doubts that customers and consumers really want as much sustainability as the advertising suggests. Or to put it another way: Customers and consumers have good intentions, but the price of sustainable products doesn’t always align with what’s in their wallets. The logical consequence would be to buy less and use things longer. This brings us back to the definition of the term «long-lasting impact.».

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REQUESTED

«Market research does not reflect reality»

Brand sociologist Dr. Oliver Errichiello in an interview with Nico Kesper for m&k.

Nico Kesper: Why Is Everyone Advertising Sustainability and Purpose?

Oliber Errichiello: To understand this, it’s worth taking a look at the history of advertising: From the 1950s through the 1970s, products and services were advertised by highlighting their features. But the USP reached its limits as the number of providers grew and differences in quality narrowed.

 

Was a new distinction needed?

Exactly. We see this trend emerging in the late 1970s: the focus shifted from advertising the pants themselves to promoting the lifestyle associated with them. Now, the emphasis was on positive emotions like joy, fun, or love. However, in psychology there are perhaps 10 to 15 of these emotional worlds that
are relevant to communication. By the end of the twentieth century, therefore, brands had once again become more uniform in many places.

 

So now we're talking about sustainability and purpose. But why, exactly?

To answer this question, one must consider who works in advertising agencies today: they are young, cosmopolitan, and well-educated people. And at some point, they switch sides and go on to work in companies’ marketing departments. It’s a self-contained system. These people’s outlook on life automatically becomes the subject of communication. However, from a sociodemographic perspective, the people who create advertising today clearly differ from the general population.

 

So female consumers don't necessarily want what's being touted in advertisements.

We see this clearly in market research: People answer in ways that are socially acceptable. Hardly anyone says, «The environment isn’t important to me.» We want to paint a positive picture of ourselves. So market research claims: «People want sustainability, purpose, and tolerance!» But that’s far from reality. We’re also talking here about the attitude-behavior gap—the difference between attitude and behavior.

After just five minutes, I feel better than I have in a long time. How did she manage that? She just makes you feel like everything’s going to be okay. With that positive attitude and the radiant smile on her face, I can’t help but take Claudia Gabler into my heart. She talks about her childhood, which she describes as turbulent. When she was adopted at the age of seven, things settled down, and she began to grow up in a stable and nurturing environment, which allowed her to develop a deep-seated trust in life. The Viennese woman wants to spread joy wherever she goes; her sunny disposition and her desire to make others happy and to help them shaped her teenage years.

After graduating from high school, she was unsure where her path would lead and consulted a fortune-teller. She laughs out loud when she thinks back on it. «For 170 euros, I was told that I’m someone who puts people on a pedestal.» At the time, she thought she’d been ripped off, but today she reflects that this statement hit the nail on the head and has become her purpose.

The Service Provider

She began her career in the service industry at a call center called CCC. Back then, in 1998, she was the first employee; today, the company has 68,000 employees. Claudia Gabler feels she’s in the right place; she writes guides on positive communication, attends summer academies for continuing education, leads workshops on mental health through positive communication, and shares responsibility for the company’s profitable and high-quality growth. «I can only advise anyone who works in the service industry to gain experience in a call center or in the restaurant industry. That’s where you learn just how powerful positive communication can be.»

Every company can pave the way to the future one small step at a time—and we're here to help.

The power of love has led Claudia Gabler to Bern, where she has lived with her partner for nearly 20 years. Among other things, she lectures at ZHAW, where she trains small and medium-sized businesses in digital marketing. She leads workshops on “Next Level Marketing.” This work fulfills her, but she realizes that the companies implement almost none of what they’ve learned.

One step at a time

This opened her eyes. Knowledge alone isn’t enough—companies need help with implementation. This realization led to the next, entirely logical conclusion: to found a service company dedicated to this implementation and to the people involved in it. No sooner said than done. Together with three colleagues, she founded BMQ Partners. BMQ stands for Better, More, and Quicker. A promise. Can they keep it?

«Yes,» says Claudia Gabler. Next Level Marketing is at the heart of the company and encompasses content, strategy, and data. Founded in March 2020, the COVID-19 pandemic soon forced companies to completely rethink their approach. «The ink on our commercial registry entry wasn’t even dry yet, and we were already swamped with orders,» summarizes Claudia Gabler. Companies that had previously been slow to implement digital marketing strategies are now rushing to adopt them. BMQ guides them into the future one small step at a time—in a way that’s clear to everyone. Reliable services, with a focus on people, backed by data, content, and strategy.

Lately, they’ve been getting a lot of inquiries about audio. Podcasts have become an indispensable part of the marketing mix. To ensure that Claudia Gabler and the entire BMQ team can provide the right kind of help, they’re trying it out for themselves. The result is a podcast with the catchy name «Marketing Wonderland.» The first season is in the can and ready to listen to (see QR code): professionally recorded in the studio with a radio host.

Add a touch of radiance

«That’s how it all comes together,» Claudia Gabler reflects. «I’m someone who can put others on a pedestal.» That’s what the fortune-teller said, thereby recognizing Claudia Gabler’s purpose: next-level marketing with heart and mind. That’s how she makes companies and people shine.

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The first season of the podcast Marketing Wonderland is online (Werbewoche.ch reported). Claudia Gabler hosts the five episodes, in which she discusses the topic of content marketing with her guests.

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When Anina Gepp plans a new fact-based post, the 28-year-old takes a very close look: How sustainable are so-called green companies really? Who wants to do something for the environment—and who just wants to sell something? What’s behind green advertising claims, labels, and certifications?

The influencer and blogger, who goes by the name Aniahimsa on Instagram, has one goal: to inspire and educate her followers (currently 100,000) to lead healthy, mindful, and sustainable lives. She posts vegan recipes, photos from her travels, and tips for practicing self-love—and regularly shares the results of her research into the sustainability claims made by various companies. After all, Gepp believes that if something is labeled as sustainable, it should actually be sustainable—but that’s not always the case.

Time and again, she comes across campaigns that are nothing more than empty promises. «Greenwashing is reprehensible on so many levels,» says the blogger. «It’s unacceptable for companies to simply slap the word »sustainability’ on their billboards as a marketing buzzword and use it to market products that are anything but eco-friendly. That kind of thing makes me angry because it’s deceptive and undermines the market for those companies that are truly committed to a better future.”

It is unacceptable for companies to simply use the word “sustainability” as a marketing buzzword on their billboards.

Whether it’s actual consumer deception or simply baseless, empty promises: Many companies are resourceful when it comes to putting on a green facade and positioning themselves as if they were making the world a little bit better. After all, that’s what consumers want. A study by the international strategy consulting firm Oliver Wyman, commissioned by the Swiss Retail Federation, shows that sustainability is important to 87 percent of Swiss people. A majority is willing to pay higher prices for sustainable products.

Recognizing Greenwashing

The problem: Consumers first have to recognize greenwashing for what it is. Whether it’s vague terms like «sustainable,» certifications that nobody has heard of or that don’t even exist, «natural» ingredients, or recycled packaging—if the product itself is anything but eco-friendly: A “green” product comes in many forms; there is no single, universal definition.

«In my view, this is a situation in which a company is making a claim that is completely misleading and grossly exaggerating the environmental situation,» says Lucille Barras, a communications consultant at the Polarstern agency. For consumers, this means taking a very close look, being critical, and not believing everything right away. «Inform, inform, inform,» says Barras. «There’s no way around it. And then question things critically and don’t be afraid to actually ask questions.»

The more critical consumers become, the harder it is for companies to win them over with a green facade that lacks substance. After all, greenwashing is not something consumers are quick to forgive. On the contrary. In the worst-case scenario, the campaign can turn into a full-blown public backlash for the brand—one that will always be remembered. «The anger over greenwashing often stems from a sense of personal powerlessness,» explains Michael Gerber, CEO and head of strategic client consulting at the Valencia Group. After all: «The threats to the environment, the climate, and biodiversity are a proven fact. Rationally speaking, changing many of our habits has long been necessary. On an individual level, people repress the necessary consequences, which leads to an inner conflict. Projecting this onto larger entities—such as powerful corporations—relieves the individual of the need to take consistent action themselves.»

One hundred percent transparent

This makes it all the more important that companies« claims are accurate—and that there’s genuine commitment behind them, not just marketing. And that varies from industry to industry and sector to sector: After all, a fast-food chain naturally sells meat, and that production is bad for the climate. Simply coloring the logo green sounds like greenwashing. It would be more credible, Gerber explains, »to use a certification to emphasize that, for example, the producer operates sustainably; then there’s a connection that consumers can understand.”.

Proviande (Swiss Meat) takes a different approach. A commercial shows a farm where every animal is known by name, and it emphasizes that the cattle are fed only what grows on the farm. The organization Vision Landwirtschaft argues that this suggests this feeding philosophy is typical of Swiss meat and that it is always produced in a sustainable and environmentally friendly manner. However, according to the organization’s research, feed is purchased in more than nine out of ten cases. For Vision Landwirtschaft, it’s clear: this is greenwashing, because it exploits the tendency of people to generalize the characteristics of an exemplary individual case to other cases—even when those cases aren’t exemplary at all. Brands must be honest to avoid being associated with greenwashing. «A product or brand doesn’t have to be 100 percent sustainable, but its communication should always be 100 percent transparent,» says Anina Gepp. Lucille Barras also advises: «Ideally, companies should have the courage to disclose situations where they cannot yet demonstrate optimal results, along with a roadmap outlining the strategy they intend to follow.»

1,685,474 trees

Veja shows how it’s done. Any consumer can check the French shoe brand’s website to see how much CO2 is emitted by each shoe model, why the brand uses conventional dyes (because the quality of the red hues produced by natural dyes did not meet standards and faded), and that, due to high costs and poor quality, vegetable-tanned leather is no longer used—but a vegan alternative has been sought and found instead. The brand credibly acknowledges: “We’re doing our best, even if not everything may be perfect at this point.”.

Companies should disclose if they have not yet found an optimal solution in certain areas.

Nikin is also committed to transparency: The Swiss fashion brand plants a tree for every product sold—1,685,474 so far. Customers can check the website to see where their garment was made and even download the list of criteria that the brand sends to its partners and manufacturers. «We see sustainability as a process—or a path to be taken step by step—and we do our best every day to become even more sustainable—and we’re open about that. It’s important to be able to demonstrate our own efforts and progress,» says co-founder Nicholas Hänny. For companies that, unlike Nikin, haven’t prioritized sustainability since their inception, he advises first assessing their current status. «In the next step, specific problems can be identified, and then the focus can be set on which issues to tackle first, rather than simply diving in without a plan.»

Also look at the producers

To do this, companies must not only scrutinize their own activities but also those of their suppliers and partners. Hänny advises carefully selecting them based on defined criteria and verifying that these criteria are being met. To this end, the founder regularly visits his producers in person. Sustainability reports are also a good way not only to provide information to the outside world but also to identify internal shortcomings. «To publish a situation in black and white, a company must verify the facts and conduct internal research,» says Lucille Barras. «In the process, situations are uncovered that management itself was sometimes unaware of beforehand.» Anina Gepp does the same when she puts brands« sustainability efforts through their paces in her research. The influencer says that true character is shown by those who own up to their mistakes. For example, there have been companies that have thanked her for her research and apologized. That’s »very refreshing.”.

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What does "greenwashing" actually mean?

Greenwashing (literally «washing green,» figuratively: «putting on a green facade») is a critical term for PR methods that aim to give a company a public image of being environmentally friendly and socially responsible without sufficient grounds for doing so. The term alludes to “green” as a symbol of nature and environmental protection and to “washing” in the sense of money laundering or clearing one’s name.

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Caught! These brands have been greenwashing

1. H&M

Fashion giant Hennes & Mauritz launched the «Conscious Collection,» a supposedly sustainable line—but a 2021 study found that some items in the «Conscious Collection» actually contained more synthetic materials than the company’s «regular» products.

2. Volkswagen

The term «diesel scandal» became a household phrase thanks to the automaker: In 2015, it came to light that VW had manipulated the emissions software in 11 million vehicles to make their pollutant emissions appear significantly lower.

3. ExxonMobil

The natural gas trader ExxonMobil led potential clients to believe, through advertisements, that the resources it sold did not contribute to global warming. Harvard professor Naomi Oreskes took a closer look at the matter—and came to a clear conclusion: «That’s nonsense.»

4. IKEA

Affordable and sustainable furniture: That’s how Ikea markets its products. However, the NGO Earthsight found that some of this furniture is made from Russian trees that are protected under conservation laws. Ikea is said to have exploited corruption in Russia.