It can’t be as simple as just sending something and calling it a day. «Content is King» sounds good in principle. «However, this somewhat outdated cliché is often thrown around without really helping most marketers,» says Marco Schlauri of the Zurich-based B2B content marketing agency Digital Leverage. Often, he notes, there’s a lack of understanding of target audiences, channels, and formats. «Many key players in the industry also don’t know how to tie these three elements together with a common thread to create clear positioning and added value for both the reader and their own company.»

For Schlauri, it’s crystal clear that creating compelling content is anything but easy. Especially since the competition is fierce. «There’s more content today than ever before, so expectations have risen among both creators and consumers.» To compete at the top, simply posting content haphazardly is no longer enough. «That’s exactly why we help our clients develop a clear strategy that sets them apart from the competition.»

For Martin Kost, owner and co-managing director of the Lucerne-based online marketing agency Standout, content marketing isn’t simply a surefire success either. «For many users, the disappointments are just as great as the hopes,» he knows from experience. Often, for example, people don’t realize that content marketing is anything but free. «Producing good content is very time-consuming and demanding. It’s also not uncommon for the reach achieved to be less than hoped for.» One reason for this is that online platforms are increasingly prioritizing paid content. For example, today’s first page of Google search results features up to four paid ads before the first organic result. And Facebook, too, has significantly reduced the reach of company posts in favor of paid posts.

Long-Form Content, Live Video Formats

Despite all reservations, there is a consensus in the industry that well-designed content marketing is a powerful tool for reaching potential customers. New trends continue to emerge in this area. For Andrea Iltgen, Managing Partner at Xeit, so-called «long-form content» is currently very popular. “Even though Gen Z isn’t as keen on reading anymore, long-form content—which allows for an in-depth exploration of a topic—is becoming increasingly popular.” This can take the form of text alone, but increasingly also a combination of images, video, and text.

Iltgen cites the increasing structuring of data as another trend in content marketing. When data is available in a structured format, Google can directly filter out and display content-based «snippets»—whether in the form of a definition, a recipe, or an event. “Video has also been on the fast track as a content format for years,” says Iltgen. And she expects this trend to continue and become even more pronounced. Furthermore, the specialist notes that machine-generated text—that is, text created by artificial intelligence or algorithms—is now widespread in e-commerce. And it’s safe to assume that it will soon find its way into content marketing on a broader scale as well.

Content is also increasingly being delivered automatically via email campaigns, says Andrea Iltgen. This makes it even more important as a push tool. «A major driver behind this is the cookie policy of the major advertising platforms, which takes effect this year and makes it difficult—if not impossible—to personalize ads using cookies.» Consequently, marketers are looking for alternatives to deliver relevant content to their target audiences.

Martin Kost also expects a clear increase in the importance of video formats. «A trend toward live video is emerging for 2021. This could also be related to the pandemic, since live events aren’t possible. However, we expect live video to remain important even after the pandemic.» According to Kost, the customization and personalization of content are also likely to continue gaining importance. He mentions, for example, the new «Director Mix» feature for video ads launched by YouTube. This feature allows video segments to be individually assembled based on viewer characteristics, ensuring that each viewer sees content tailored to them. Kost is also convinced that content will be geared even more toward voice search in 2021. «This is because searches are increasingly being conducted via voice commands.»

Strategy Wins

When it comes to the practical implementation of campaigns for their clients, the specialists set different priorities. At Digital Leverage, a large portion of content marketing initiatives fall under the category of «thought leadership.» «We help companies create content that positions them on strategically important topics while simultaneously guiding potential customers through the customer journey and thereby building trust,» explains Marco Schlauri. In doing so, the company operates at the intersection of data and storytelling. The two founders of Digital Leverage also possess a high level of core expertise in the field of SEO. «We combine our years of expertise in this field with our passion for stories and our network of experts and content creators, which allows us to scale content creation faster than most in-house and agency teams can.»

Xeit also focuses on the development and implementation of comprehensive, detailed content strategies. «We structure the content around the customer’s »user journey« and »conversion funnel.« In doing so, we utilize all channels, from photos, graphics, animations, videos, infographics, white papers, and checklists to webinars and more,» explains Andrea Iltgen. One of Xeit’s specialties is the target-audience-specific and precisely targeted promotion of content. A detailed analysis of «sales funnels» is a central component of the content marketing strategies that Standout develops for its clients. «We design content that can influence the purchasing decision-making process as effectively as possible,» says Martin Kost. In some cases, Standout even creates the content itself. The focus here is particularly on distribution via social media and search engines, both through paid and organic channels. “We specialize particularly in lead generation strategies,” says Kost. Is content king? The decidedly critical Marco Schlauri doesn’t hesitate for a second: “If the topic is approached holistically and strategically, I’d agree 100 percent right away.”

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Three Content Marketing Strategies

1. Reach Strategy: Create as many touchpoints as possible with potential customers through entertaining, informative, or advisory content. The focus here is on content promotion. Most often, the reach strategy is implemented through paid social media ads or via influencers.
2. Lead Generation Strategy: Use the right content to guide and influence customers through the «sales funnel» until they make contact. Content is created to align as closely as possible with the purchasing decision process and is typically delivered to prospects via marketing automation.
3. E-commerce Strategy: Encourage customers to make purchases in an online store through inspiring content. This usually centers on email marketing, with existing customers as the target audience.

(Source: Standout)

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REQUESTED

«Good content marketing must be honest»

Robert Wildi from m&k asked Fabian Zürcher, Director of Ringier Brand Studio, what matters most in content marketing.

m&k: Mr. Zürcher, how important is effective content marketing today for building and retaining a customer base?

Fabian Zürcher: To paraphrase Clinton advisor Carville’s famous line, «It’s the story, stupid!» content marketing is a test of a brand’s core. If I can’t tell my customers a good story, I need to sharpen the message. Good content marketing serves a strategic function; it acts as a unifying thread and a foundation for further communication development. It’s also an excellent way to engage in dialogue—which is crucial for customer loyalty today.

 

In your opinion, what does the «magic of storytelling» entail?

Formally, of course, good storytelling. In terms of content: authenticity, good topics, and, above all, added value for the readers. It’s also important that the content aligns with the sender.

 

To what extent have the style and tone of content marketing changed in recent years?

Multimedia content hubs, interactive features, essays—the field has definitely evolved, both in terms of content and execution. Trust is built through expertise, transparency, and honest communication—by highlighting and explaining your strengths while not glossing over your weaknesses. For example, you can openly admit that in certain areas you’re not yet where you’d like to be, but that you’re working on it—and at the same time show exactly how. This approach worked very well in our collaboration with Philip Morris International.

 

Has the COVID-19 crisis had a direct impact on content marketing and storytelling?

The coronavirus pandemic has highlighted the need for fast and authentic communication. Content is a very efficient and effective tool in this regard.

 

Is good content marketing also interactive?

The idea is for users to engage with the brand. Interactive elements make this happen in a playful way, and they also help keep users on the site longer. Such measures certainly make sense if they fit the case.

 

How willing are customers to try new and unusual approaches?

Good content marketing must be honest. Honesty, in turn, requires courage. Content marketing is growing and improving at the same time. Accordingly, I believe that companies are generally becoming more courageous.

 

Can you describe, in a few sentences, a recent client example of modern and successful content marketing?

The most promising approaches are holistically conceived campaigns—those that develop a central thematic idea to serve as a unifying thread for both content-based and traditional marketing initiatives. This was the case in the retirement planning sector for Die Mobiliar, which incorporated the following elements: Service articles on owned and paid media, an interactive quiz titled «How much money will you have at 65?» to generate attention and raise awareness of the topic. Then, social media initiatives that promoted the content pieces while also distributing the content across the appropriate channels. Finally, video productions for Stories and social media channels, from which we simultaneously created content-driven ad banners. The campaign was very successful in terms of user numbers, CTR, engagement, and conversion.

m&k: I came across Sunrise UPC’s «Together, More Wow» campaign several times this morning. How does it actually feel for you to see these ads everywhere now?

Stefan Fuchs: It actually feels really good, because we've been working toward this moment for a very long time. The merger process began last summer, but now people out there can see what we're doing. It's as if our journey together has finally begun in earnest.

Andreas Caluori: It’s also a nice source of encouragement for the employees on our teams. Things have been a bit challenging over the past few weeks; some have been working together on projects since the merger but haven’t yet had the chance to meet in person. The fact that we’ve still managed to carry out a national campaign «remotely» in collaboration with an agency really makes us proud.

«It's as if our journey together has finally begun, officially.»

 

You mentioned the merger—how did you experience it?

Fuchs: That was really… exciting. (laughs) Just imagine: We had to start developing ideas together when we didn’t even know yet who would get which job in the new structures! So the teams at Sunrise and UPC were also pushed to their limits on a personal level; they had to remain dynamic and open to change in order to fully realize the merger’s potential for customers.

Caluori: For me personally, the situation was unique in that I had been with Sunrise for just 13 days when the merger was announced. I knew that «my» company and UPC were market competitors, and I could sense just how strongly the employees identified with their respective brands. Perhaps a sports metaphor will help here: First, we had to figure out who the captain was, who the goalie was, and who would lead the offense. But once that was settled, it was really just a matter of optimizing processes.

Since we’re already using sports metaphors: Does having a strong, common opponent in Swisscom help you find a sense of purpose? After all, you’re hardly competing just to be number two …

Fuchs: It’s not like we have a dartboard with the Swisscom logo hanging in our office. (laughs) But one thing is clear: We want to be number one for our customers. In communications, entertainment, networking, and service, we want people to realize that we offer the gold standard. And if we have to push aside a competitor who stands in our way—then we’re ready to do so. We’re really eager to take the offensive; however, we’ll always keep our customers’ needs as our guiding principle.

Caluori: I myself was involved in developing the Swisscom brand for Telekom PTT, and I can say this: The brand naturally has the wonderful advantage of its name—the catchy combination of «Switzerland» and «communication» was, after all, the goal of the positioning back then. But I think there are many areas where we can be the national leader with Sunrise UPC. I don’t want to reveal exactly what that means just yet. But the goal will certainly be to create something so great that the competition will have a hard time keeping up.

Is that particularly difficult in Switzerland? What customers here get in the telecommunications sector is already significantly better than in many other countries—so, as a layperson, I imagine it would be difficult to be innovative.

Fuchs: You’re right: Switzerland is a pioneer in the telecommunications market. With Sunrise, we have one of the most extensively developed 5G networks in the world. We were among the first to offer completely unlimited data to mobile users; the network quality is very high. And as for UPC: If you look at the customer satisfaction surveys within the Liberty Group alone, UPC now ranks number one. The quality of service is extremely high—which, to come back to your question, also leads to extremely high customer expectations. It’s a challenge, after all. (laughs)

Caluori: I totally agree. In Switzerland, the quality of service and quality of life are so high that expectations are naturally very high as well.

 

And the pressure to stand out among various high-quality offerings is also increasing.

Fuchs: That’s why your brand has to trigger something in the customer. Make an impact. Either you have to address problems—ones that people actually perceive as such—better than the competition, or you have to offer something new that sparks such intense desire that it creates that famous «trigger moment» for the customer.

The merger of your companies attracted a great deal of public attention. Did that affect your work?

Fuchs: Good question. The story behind the merger is a long one: Sunrise and UPC were supposed to merge as early as 2019, but in a different direction than the one that was ultimately taken in 2020. As I mentioned, this creates uncertainty for employees; so as a leader, you have to try to mitigate that uncertainty. That affects day-to-day work. As for the public discourse, however—the questions in the media about whether the merger will happen and whether it’s a good thing—we left those to the PR department. From the marketing side, we hardly had any time for that. The past few months were certainly the most work-intensive period in Andreas’s and my careers; our focus was simply elsewhere than on the background noise that may have accompanied our projects.

Caluori: In a situation like that, you go full throttle. You have to—otherwise, the train will leave without you. Of course, as a marketer, you can’t completely ignore the social and media context, but dwelling on it too much would probably have been counterproductive.

«We're no longer just the salespeople trying to sell Internet service.»

 

For a long time, reliable telecommunications were taken for granted. Has the technology provided by Sunrise UPC taken on greater emotional significance since the start of the pandemic?

Fuchs: I’d totally agree with that. Back when I used to get invited to parties and tell people I worked in telecommunications, they’d go on and on about their problems with their internet providers. (laughs) These days, I hear a lot of positive things when I tell people what I do for a living—like how happy families are that video chats are working. Telecommunications has kept society running during times of social distancing. That’s also great for us in marketing: We’re no longer just the promotional folks trying to sell internet connections—we’re actually helping to connect the country.

A few months ago, I read something on Twitter along the lines of: «Imagine if the pandemic had hit us in 1995—without Netflix and broadband internet»…

Caluori: In that case, we would have had to make do with a phone and a fax machine.

Fuchs: During this crisis, our technology is our window to the world. I have the perfect testing environment at home for the stability of internet connections: We have five children, four of whom were taking online classes at times. When I was also working from home, there was a lot going on. But everything worked out smoothly. That includes the live interaction between my kids and their friends via chat and video. They would have missed that even more otherwise.

Caluori: My kids live in London, right in the heart of the city. You can’t just go out to the park on your own there when you’re ten or twelve years old. That’s why we meet up online. By the way, that also applies to the conversations I’m currently having with them. At least we have video calls, even if I can’t travel.

 

You've had a few months of hard work under your belt now that the «Together, More Wow» campaign is underway. What's next?

Caluori: I’m really looking forward to the challenge of bringing two teams together to build an even stronger, fantastic team—one with a great attitude, full of passion, and a shared vision for where Sunrise UPC is headed. Once we’re all vaccinated and can meet in person, I’m sure it’ll be a lot of fun.

 

For now, you're still showcasing both brands in their own unique ways. Is this a preliminary step toward a joint brand, perhaps under a new name?

Fuchs: The campaign currently says that we're bringing together the best of both worlds. And exactly how we'll continue to develop that with the brand is truly an exciting journey.

 

So you're not going to reveal anything here? Too bad.
Fuchs: No. But nice try.

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Dr. Stefan Fuchs is the Chief Marketing Officer of Sunrise UPC. Previously, he served as CCO and CMO of UPC Switzerland; other stops in his career included Liberty Global, Virgin Media, and Unitymedia. Andreas C. Caluori is Director of Brand Management & Communications for Consumer Customers at Sunrise UPC. Previously, he founded and led various companies and worked in brand development on both the client and agency sides.

The concept of disruption has also experienced a veritable hype in Switzerland in recent years. For the most part, it has been portrayed in a very positive light in lectures, professional articles, and management training sessions—as an opportunity to think creatively «outside the box» or to unlock innovation potential. But for many, the pandemic has been the first time they’ve truly realized what «disruption» really means: literally speaking, it implies not only change but also destruction.

Processes that have been well-established for years suddenly no longer work; certainties on which business practices were based have been undermined. This is especially true in corporate communications: both externally and internally, companies have had to—and continue to have to—find new ways to engage with stakeholders, whether they are customers or employees. The particular challenge: While the need for information has grown on all sides, in-person meetings and the associated exchange of ideas have become a rarity during the COVID-19 pandemic. This has initially led to a dramatic acceleration in the pace of digital communication. This is demonstrated, for example, by the results of a global study conducted by the cloud communications platform Twilio: For the «COVID-19 Digital Engagement Report,» Twilio surveyed over 2,500 corporate decision-makers worldwide about the impact they believed the pandemic would have on their companies’ digital transformation and communication planning. On average, these executives reported that their digital communication strategies have already reached a point they believed would take at least six years to achieve under normal circumstances.

That may sound positive, but—keyword: disruption—it also brings enormous challenges. The frequency of Zoom meetings, virtual town halls, and Skype calls has increased significantly; however, this has been accompanied by a growing sense among many that the quality of individual interactions has declined. Information is still being shared, but the depth is lacking. In external communication—such as product launches, marketing, and order processing—this leads to uncertainty. It’s no longer as easy to «read» the other person; approval or disapproval is harder to discern from screen to screen than it is during a face-to-face meeting or business lunch. The Jimdo business blog therefore recommends approaching customers with a human touch before beginning a professional conversation; honestly acknowledging that you, too, find the current situation unusual and explaining the challenges you’re facing.

At the same time, it is important for companies to shift their marketing—at least temporarily—away from the role of a «revenue driver» and into an advisory role that customers perceive as helpful. This is also useful when the products in a company’s portfolio do not currently align with most people’s life situations: According to an excerpt from the Vogel Communications Group’s Pandemic Guide, companies can still stay in touch through knowledge sharing—«with webinars, videos, blog posts, and e-papers»—until the economic situation recovers.

Internal communication

While it is possible in some respects to «put things on hold» externally, this is not possible internally: Swiss companies that are not currently affected by government-mandated closures must continue to operate and maintain some form of normal business operations. Employees must be informed about new regulations, «onboarding» must be completed, and results must be communicated—all, of course, remotely. For communications managers, this represents an enormous challenge: As a new ZHAW study notes, their workload has not only increased but also involves significantly more crisis intervention than it did a year ago: «Timely updates on current developments regarding COVID-19 and their impact on their own organization and work» are actively demanded; «employees» uncertainties and fears« have led to an increased need for information. According to the study, virtual CEO Q&A sessions are attracting much more interest than before—but at the same time, it is challenging to »maintain an emotional connection with employees.”.

Employee Magazines as a Solution?

«Old friends» can provide support here: employee magazines, which are currently experiencing a renaissance, particularly in their digitally enhanced versions. As recently as 2020, Staffbase, a provider of internal communication technology, somewhat provocatively listed «four reasons to abolish the employee magazine—or completely reinvent it in 2021» on (the reasons cited for abolishing or reinventing them were a lack of timeliness, lack of targeting, lack of measurability, and the problem of limited engagement with the content). One thing is clear: if they exist only in print, such magazines will soon become obsolete. However, if they are supplemented with digital add-ons, they can be a valuable tool—even in times of pandemic-driven acceleration—not only to inform employees but also to engage them emotionally.

The NeidhartSchön agency, for example, combines the benefits of editorial storytelling with the speed of online media for clients such as Vetropack, Georg Fischer, and Synpulse—and further affirms that the employee magazine has a firm place in the mix of communication measures: «If it were only a matter of timeliness, speed, and above all, dialogue, then it would have long since become irrelevant compared to online media,» the company states. «But it’s about so much more—about identity, orientation, recognition, and appreciation.» Things that—as noted above—have become as essential as they are complex to convey during the pandemic.

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REQUESTED

«Corporate communications have changed significantly»

Dr. Joëlle Loos-Neidhart, a member of the Board of Directors of the Neidhart + Schön Group, and Gert Schröder, CEO of NeidhartSchön AG, are familiar with the key trends in corporate external and internal communications. What matters most right now?

m&k: Gert Schröder, How has corporate communications changed over the past twelve months?

Gert Schröder: Discussions with our clients—some of whom are large and well-known—confirm that corporate communications, particularly internal communications, have undergone significant changes. We observe that companies continue to operate and communicate very effectively. The challenge often lies in the procedural requirements for the timely development and rapid production of messages and content.

 

Has it become more difficult to organize communication within the company?

Schröder: While it is still possible to reach employees and provide them with formal information through the numerous remote channels such as Teams, Zoom, Slack, email, and so on, high-quality, in-depth, and emotionally engaging communication suffers greatly as a result of working from home.

 

Joëlle Loos-Neidhart, can we meet employees« growing need for information using »traditional” methods such as magazines?

Joëlle Loos-Neidhart: We’ve noticed an increased need for communication among our clients. Based on our findings, employee magazines in particular are experiencing a sort of «renaissance.» However, content, channels, and tone are changing noticeably. They are evolving from a medium for information into a medium for interaction and collaboration—not only in the exchange of information, but also in the production of content. Digital platforms and processes enable the co-creation of content even remotely, thereby involving different departments within the company. Clicks, dwell time, and interactions can be easily measured and analyzed, allowing content and format to be continuously adapted to readers’ needs.

 

The full interview is available in the seventh episode of «Off the Record» with Anna Kohler To listen in.

Let’s get this out of the way right off the bat: Everyone at iundf has their own family, but… there’s also another one at Gasometerstrasse 9—the iundf family. Dominik Stibal, CEO and owner of the agency Inhalt und Form, sums it up this way: «We’ve continued to evolve over the past few years. The question was: How do we help our clients succeed? The answer was: the interplay of creativity, technology, and media. To bring all of this together under one roof, we’ve founded two new companies and are now, as the «iundf family,» equipped to meet our clients» needs in every respect.« Karin Estermann, Executive Creative Director and owner of Inhalt und Form, adds: »Our internal cohesion is strong and healthy. While each sister company has its own clients, we’re increasingly pitching together—and with great results.”

Back to Field 1

Stibal and Estermann four years ago: The two work together at Inhalt und Form and are already a well-coordinated team. They enjoy the trust of the two owners and are involved in important decisions concerning the agency. As succession planning began to take shape, it felt natural for them to take over the agency together as co-leaders. The shift in communication was already well underway, and Karin and Dominik took this transformation into account. The path from a more classic, traditional agency to modern, lean, digital processes had been paved. The roots of Inhalt und Form are still firmly anchored, but the agency has gained momentum and is now reaching toward the future.

«Are we actually crazy?»

«The day of the acquisition coincided exactly with the day my second son was born,» recalls Dominik Stibal. «I was still in the delivery room that afternoon, and that evening, together with the entire agency, we celebrated the acquisition and the birth of my second son.»

So many emotions came together—from happiness and gratitude to a touch of panic. Estermann looks at her colleague and good friend and grins: «Every day we thought, »Are we actually crazy? What are we putting ourselves through?« Suddenly, as entrepreneurs, they were responsible for jobs, for the agency’s direction, and for its future—that was both overwhelming and amazing at the same time. Fortunately, they can share the burden, and with a core group of employees, the agency family is growing into a close-knit team. In the first few months, they lost two major clients; they had to pull themselves together, keep going, and take a deep breath. »Somehow, that strengthened us rather than weakened us—it forced us to constantly re-examine our direction and our model for the future. That led us to engage even more deeply in the discussion of how we can be the best agency for our clients—one that helps them move forward,” says Stibal. At the same time, they were able to win new clients—that’s just part of everyday agency life, says Estermann. The usual madness.

The agency family is growing

The clients’ need for marketing technology—in addition to creative work—led to the idea of bringing in reinforcements in this area. Two years ago, the owners found the right person in Urs Blickenstorfer.

Competent, with an international network, and highly skilled in technology. A new company is founded; Urs becomes the CEO and has hired five additional team members to date. Marketing Technology helps clients improve their marketing through the use of technology. Selection plays a central role in this. Urs sums it up this way: «The market needs us. Large companies have many expensive tools, but they aren’t well integrated—they have too many separate teams. We build interfaces, bridge gaps, and help with orientation. We use technology, track return on investment, and help increase the accountability of marketing.»

The next step is on the horizon

Impressed by the variety of offerings available to customers, they are considering their next step. What is still missing to provide customers with an optimal offering and thus cover the full range of their needs? The missing piece of the puzzle is: media.
Sandra Fehr is a media and analytics specialist who is at exactly that point in her life where she’s ready to chart a new course. «I was open to the idea and found it exciting to start my own business,» she says with a laugh. The decision is set in stone, and now she’s launching her second company: iundf Media Impact. Sandra serves as CEO and now works with four other employees. «We could use even more people and expand our reach, but we also want to remain a small, boutique digital media agency.»

iundf Media Impact and iundf Marketing Technology are not exclusively for Inhalt und Form clients; both companies have many external clients. But being part of the Family feels good. «Precisely because we’re all under one roof—that’s incredibly inspiring,» says Sandra.

«We've found a unique selling proposition that resonates and helps our customers succeed.»

Bringing it all together under one roof

Everyone agrees on this. Bringing the three units together under one roof on Gasometerstrasse was a move that has brought inspiration and broadened horizons within the agency. More than 30 employees are currently working together in the three units, which call themselves the iundf family. This makes it possible to address the «sweet spot of communication»—namely, the interplay of creation, technology, and media—to better understand the marketing manager and take optimal action. If a client wishes to use only one area of expertise, that is, of course, possible. Several clients have decided to rely on all three iundf family units. This allows the agency to now follow precisely the vision that began over two years ago over pizza and red wine.

Your Success Is Our Story

After more than eight years of working together, Dominik Stibal and Karin Estermann are a well-coordinated team. For the past year, the agency has been operating entirely from home due to COVID-19 restrictions. Nevertheless, the two have met regularly at the office to discuss important decisions. «It just works better face-to-face, and since the agency is our baby, we didn’t want to just leave it all on its own,» says Dominik Stibal. After all, they both have a vision. The agency is meant to continue growing and evolving—together with its clients. They live by the slogan «Your Success is our Story» like a mantra. To that end, they’ve also launched «Success Lab Day,» where new ideas and success stories are developed in creative workshops with clients. «We’re going to be hearing a lot more from the iundf family,» says Stibal.

m&k: Georges Kern, eThere are people today who consider art, culture, and luxury to be dispensable. I assume you disagree?

Georges Kern: It’s not just me—consumers, too, apparently. After all, we know that consumption of luxury goods was extremely high immediately after the lockdowns. We can see how quickly the Chinese market has recovered. We’ve all noticed how phenomenally well Christmas sales performed after the lockdown. The art market is booming; I know many art dealers who have never sold as much as they have this year! A crisis like this fuels the desire for things that enhance the quality of life, for beautiful products. Perhaps people also have more money to spend on nice things because they haven’t gone on vacation.

 

So consumer behavior hasn't changed?

I think what has certainly changed in some respects is that consumption has become less superficial. Twenty-five percent of food products are now organic; people want to buy higher-quality items. In that sense, I would say there is a trend toward high-quality products, a high-quality lifestyle, and enjoyment.

«A crisis like this fuels the desire for things that make life worth living—for beautiful products.»

 

On the topic of the COVID-19 crisis: In an interview last year, you commented on how some governments have handled the pandemic. You were critical of lockdowns as a one-size-fits-all measure. Do you feel that some politicians lack entrepreneurial agility and ingenuity?

There are examples of political leaders who are extremely creative—Tübingen Mayor Boris Palmer, for instance, who is searching for new solutions. But aside from that, it is alarming how parts of the media, academia, and the political sphere—especially in Europe—have failed during this crisis. At first, the uncertainty surrounding an unknown threat may have justified lockdowns and restrictions. But since then, basically everything that could go wrong has gone wrong. Starting with the procurement of masks, the digitization of schools, and vaccinations… it’s dramatic.

«There is a trend toward high-quality products and indulgence.»

 

While your boutiques here had to close several times, they were able to remain open for the most part in Asia.

Thank goodness there were countries that were able to get the situation under control relatively quickly. That helped the entire industry find some balance in terms of sales. Being able to continue doing business there was our saving grace. It’s like an airplane that compensates for the failure of one engine with another.

You were among the first in your industry to embrace e-commerce in the premium segment. Did that also benefit you during the pandemic?

We have a global presence and pursue an omnichannel strategy. We’ve made significant strides in digital transformation, particularly in digital marketing, the introduction of the blockchain-based digital passport… and, of course, in presenting our products via webcasts and online sales. When it comes to the latter, however, we have to remain realistic: e-commerce is challenging for products in this price category. Even though our sales in this segment tripled last year, the brand experience in the boutiques remains essential. People want to immerse themselves in the brand’s worlds and experience them firsthand. That’s why our boutiques remain a key pillar of our communication and distribution strategy. We’ve just opened three stores in Germany—in Stuttgart, Hamburg, and Cologne—with more to follow.

«Boutiques remain an important pillar of our distribution strategy.»

 

In doing so, you’re focusing on «the courage to establish a local presence»—so you’re not just targeting megacities?

That's right. I believe that mobility will be reduced in the future, despite the easing of restrictions. For example, I think people are getting used to Zoom calls. Those trips—which, unfortunately, I’ve also taken—where you fly to London in the morning, then spend an hour traveling into the city center, attend meetings, and fly back to Switzerland at 10 p.m.—I won’t be doing that anymore. At the same time, tourism-related travel will decline: No one knows, for example, when Chinese visitors will return to Europe. But they’ve brought us excellent revenue in our own country. In that respect, whether in Europe or Asia, we want to be a local brand—not a «tourist brand.».

 

So Breitling's strategy is to engage people emotionally online, and then direct them to the brand experience and a purchase at the hyperlocal store?

Exactly. We know from studies that 70 percent of the decision-making process takes place digitally. Customers mainly gather information online. Online, you have neutral sources of information like blogs where people can exchange ideas. You have a multidimensional experience with videos, YouTube, and the like. And we have our own Summit webcasts. The actual purchase, on the other hand, is a completely different story. It still largely takes place in person at the store.

 

Since you brought up webcasts: Are international trade shows, as a catalyst for innovation, finally a thing of the past?

Yes. You can and must continue to meet with journalists and retailers in their respective countries. Consumers themselves don’t need trade shows. After all, not everyone who wants to buy a new watch can fly to Geneva (laughs). Even before COVID, we were holding local roadshows in Asia, Europe, and the U.S., which we subsequently digitized as webcasts during the pandemic. From that perspective, trade shows were already a thing of the past before COVID—and they still are. Unless, at some point, someone were to organize a trade show designed as a cultural event—with key questions like: «What exactly is an analog watch?» Or: «How does the industry work?»—one that focuses on genuine exchange, not just sales.

«There are very few brands that are as diverse as Breitling—even from a historical perspective.»

Breitling was able to generate a significant amount of activity during the pandemic. For example, you launched «Breitling Select,» a platform that allows customers to try out the brand’s classic models for a small fee. Is this how you’re addressing the «commitment issues» that «Generation Tinder» faces even when buying watches?

No, there are other reasons for that. Our goal is to reach customers who need more time to choose a watch. Or those who don’t feel the need to buy an expensive watch, even though they could afford one. In other words, we want to reach a clientele that isn’t made up of the typical «here-and-now consumers,» but rather people who enjoy trying out different things. Similar “Select” concepts also exist at Porsche and Ralph Lauren; this shows that a massive shift is currently taking place. And of course, we want to respond to this change!

 

Another new development: the newly launched watch line. It pays homage to the 1940s and is different from your previous products. Why are you going back to that era?

Because we can. It’s as simple as that (laughs). The point is: there are very few brands that are as diverse as Breitling—even from a historical perspective. For example, we launched our «Endurance Pro» last year. It’s a very lightweight «athleisure» watch, colorful and designed primarily for athletes. The Triathlon Squad is associated with this product. We have professional pilot’s watches, and now we’re introducing classic watches inspired by the 1940s. We’re a generalist, comparable to an automaker: we have an SUV, we have a convertible, and we have a sedan. We want to be—and can be—a generalist in the watch industry within our segment.

You’re making your brand accessible through «Breitling Select,» e-commerce, and a fresh aesthetic. Is «accessible luxury» the order of the day?

You’ve identified that very well. We define the luxury we offer as «casual luxury,» «sustainable luxury,» and «inclusive luxury.» And what you’re referring to is «inclusive luxury.» Of course, we’re exclusive in terms of distribution and price, but we interact with customers in an approachable way. The sports Breitling is associated with aren’t Formula 1, golf, or tennis, but surfing and triathlon. Our webcasts are very laid-back, not so formal—I don’t wear a tie (laughs). Or just visit our boutiques: you’ll want to live there! And that’s the kind of accessibility we want to create. We want to be the cool and laid-back alternative to the very traditional, conventional brands.

 

How did you actually come up with the idea of having your brand ambassadors appear in groups of three?

Go out on the street and ask people who the brand ambassador is for Brand A, B, or C. People hardly know and can’t put a name to it. At Breitling, however, our Squads already set us apart visually from brands that work with individual brand ambassadors. And the way we convey this aesthetically—very cool, very laid-back, in our «Modern Retro» style—also aligns with that desire for differentiation. Besides, teams are always stronger than individuals: If you have a campaign featuring men, women, and people of different nationalities, you have a much broader story to tell. Or take our Cinema Squad with Brad Pitt, Charlize Theron, and Adam Driver—and Daniel Wu in China—where we have the opportunity to develop truly amazing narratives.

 

How do you get Brad Pitt to become an ambassador for your brand?

I’ve been in the industry for a very long time and know Brad Pitt’s manager. He’s a friend of mine. For about twenty years, I’d tell him every now and then, «Someday I’ll call you about Brad!» (laughs). So that’s what I did; it was settled quickly. But that takes a lot of trust. Celebrities like Brad Pitt are extremely discerning. They don’t need Breitling’s endorsement. They make good money from their movies or other endeavors, so you couldn’t entice them with fees. What’s much more important to them is that, when collaborating with a company, the results are absolutely perfect and live up to the image they want to project as stars.

«By the end of 2020, it was clear that independent brands had significantly outperformed the major groups.»

 

Your early career took place within a global corporation; as a co-owner of Breitling, you are now an entrepreneur in your own right. Have you ever regretted that decision during the pandemic?

Do I regret it? Not at all. But the first one or two weeks of the lockdown weren’t easy. Of course, you have to consider every operational aspect; after all, we didn’t know anything about the situation back then. Will this whole thing last two weeks, six months—what does that mean for our business? How do I manage production, the employees, and so on? I’ve been through many crises over the past 25 years—the financial crisis, the SARS crisis in Asia… but this was a very complex time that required a lot of improvisation.

 

Did you ever have any doubts about your role as an entrepreneur?

You’re far too immersed in day-to-day operations to be worrying about things like that. Your focus is on making quick decisions, instilling confidence, and ensuring liquidity. Those are the concerns that hotel and restaurant operators have to grapple with today as well. As I said, because we have an international presence, we were able to navigate the crisis a bit better. Restrictions in China were lifted relatively quickly, so we all breathed a sigh of relief. And in the U.S., business continued to go well, except in New York, Las Vegas, and Los Angeles. By the end of 2020, it was clear that independent brands had significantly outperformed the chains. And why? Because we generally have lower costs and can make decisions more quickly, flexibly, and proactively.

 

You can see that, for example, at the launch of the new collection.

And that brings us back to your first question. People still want to enjoy the finer things in life. That’s not going to change; people are who they are. They’re pleasure-seekers (laughs). Because of that confidence, we never fell into a state of shock.

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Georges core He studied political science in Strasbourg and business administration at the University of St. Gallen. In 2000, he joined the Richemont Group and played a key role in the integration of the brands A. Lange & Söhne, Jaeger-LeCoultre, and IWC. In 2002, at the age of 36, he became the youngest CEO within Richemont when he was appointed to lead IWC Schaffhausen. In 2017, he was promoted to Head of Watchmaking, Marketing, and Digital at Richemont, but shortly thereafter became the new CEO of Breitling SA.

 

Lena watches a car drive by. «Hey, Grandpa, is it true that cars used to have steering wheels that you had to turn all the time?» – «Yes, Lena, that’s true.» Grandpa looks at his granddaughter with amusement. «Back then, you had to sit behind the wheel yourself and even use a foot pedal to accelerate and brake.» – «But wasn’t that a huge hassle?» – «No, it was completely normal.”.

»These days, everything drives itself. That’s very convenient, of course.« Grandpa sits down next to Lena on the bench. »You know, I’ve experienced every stage of mobility. Cars only gradually reached the highest level of autonomous driving. First, the steering wheels disappeared because AI managed traffic in the city and on the highways. Today, artificial intelligence manages a huge fleet of all kinds of vehicles that drive autonomously and with low emissions. You order a ride by sending your destination to the cloud. All you have to do is get in, and you’re taken to your destination. Depending on your ticket, you might be alone, or other people might join you. It’s just great these days.« – »I can’t even imagine it any other way,« Lena laughs, taking a bite of the apple Grandpa gave her. Grandpa loses himself in thought for a moment, then says, »Back in the day, we used to get stuck in traffic so often—and today?« Lena jumps up and exclaims, »Let’s order an express ride, and boom—the taxi drone lands and flies us to our destination.« – »But that just costs a little more,« Grandpa grins. »True, Grandpa, but Mom said that when a woman is out at night, it’s sometimes the safest way to get around because then no random guys can hop in along the way.« »Oh, I hadn’t even thought of that,« Grandpa says. He stands up, but Lena pulls him back down to the bench. »Grandpa, were there really airplanes back then with combustion engines that polluted the air?« – “Yes, unfortunately that was the case. It wasn’t until later that there were airplanes powered by green hydrogen. Today, those are used exclusively for intercontinental passenger and freight transport. For continental travel, the Hyperloop has become the standard. As you know, we travel from city to city at over 1,000 kilometers per hour in a vacuum tube.”.

It’s much faster and cleaner than it used to be with those old, dirty airplanes. Fortunately, practically all modes of transportation today run on clean fuels like hydrogen and electricity. »You have no idea, Lena, how we used to struggle with smog and ozone in the air. Thanks to new mobility, that’s fortunately a thing of the past.« – »That really is a blessing, Grandpa. I’m infinitely grateful for it. Okay, now let’s get going!”

> eugster.info

Projecting self-confidence is one thing; knowing exactly what it takes to position yourself as a brand within the company is another. Self-marketing is the key. Many people forget that this skill is essential for steering their own careers in the desired direction. As a longtime college professor of strategic marketing, I recommend that you be a bit more of a colorful peacock than a gray mouse:

• Learn from strong brands. How do companies build strong brands, and what factors do they take into account? There is a wealth of literature on this topic (including *Strategy and Techniques of Brand Management* by Franz-Rudolf Esch). It’s worth reading these works and adopting certain steps to build your own brand.
• Do you know your vision, your goals, and your values? These questions are the very first step when it comes to building and positioning a strong brand. Because only when you know why you’re doing something, where you want to go, and what kind of environment makes you feel comfortable can you come across as authentic and make a big impact.
• Think about your brand identity. What do you stand for, and more importantly, how are you perceived by the people around you? Does this match how you’d like to be perceived? Ask for feedback.
• Do you know what your colleagues (team, supervisors) expect of you? Your colleagues have certain expectations of you as a person and of your performance. Just like a product, you need to ask yourself: What sets me apart from others? What am I particularly good at? How do I benefit those around me? Try taking a bird’s-eye view of the situation for a moment. It’s also important here that your skills are relevant and recognizable to the people around you.
• And there’s one more important point: Face professional competition head-on and seize your opportunities. Those who keep their talents hidden won’t get very far. The same principle applies here: Positioning yourself at the right time and in the right place can be crucial for your career.

So, when it comes to self-marketing, one of the key aspects is to be confident in your strengths and to showcase them. You need to refine your personal brand and communicate it clearly. The people around you need to know what you stand for and what they can expect from you. It goes without saying that this must go hand in hand with excellent performance.

Ultimately, it is the combination of performance, visibility, and clarity that makes you more successful as a person and brings you closer to your career goals.

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Karin Jeker Weber holds a Ph.D. in economics and is a work and organizational psychologist. Through the company she founded, Women's Business Seminars It specifically supports women's careers and female entrepreneurship. For more information, visit Womensguide.ch and Femalebusiness-seminars.ch.

 

When the German media conglomerate Hubert Burda Media announced in 2019 that it would not renew the license for the men’s magazine *Playboy*, Myriam Karsch and Florian Boitin’s moment had arrived: As a longtime publishing director and an experienced editor-in-chief, respectively, they took over the magazine, went independent—and set a course for growth. What do the two of them think about debates on sexism, the media crisis, and the future development of their brand?

M&K We live in a time when there is lively debate about sexism, gender issues, and equality. Does a brand like «Playboy» even fit into today’s world?
MYRIAM KARSCH I welcome questions like these because they’re critical, but they’re preaching to the choir here. My answer is therefore clear: Of course «Playboy» still fits into today’s world! Topics like diversity and female empowerment are intrinsic to the brand; «Playboy» has always addressed these issues since its founding in 1953. Our cover stars are strong, self-determined women who want to make a statement by having their photos published and who use us to send their message—out of conviction and self-determination.
FLORIAN BOITIN In principle, there are two answers to this question—a short one and a slightly longer one. The short answer is: Ultimately, it’s not us who determine whether something is relevant today, but the market. If our readers and advertising partners didn’t want *Playboy*, they would punish us by ignoring us. However, despite the pandemic, we had a very good year in 2020, growing by 7 percent at newsstands and by as much as 43 percent digitally. Clearly, *Playboy* remains highly relevant today. But if we dig a little deeper and build on what Myriam already said: «Playboy» has always focused on men’s lifestyles. And as far as I know, men haven’t gone extinct yet in 2021 (laughs). What «Playboy» still strives for today is to enrich men’s lives.

Through nude photography?
FLORIAN BOITIN Through topics such as literature, adventure stories, portraits of men, lifestyle topics, style, and yes, even nude photography. Although gender roles have evolved and changed, men still want to be challenged and well entertained; they also want to be inspired «above the belt.» You mentioned the autonomy of your cover stars. And it’s true: they aren’t the ones complaining about sexism. Others do that, on their behalf, so to speak. How do you feel about this kind of discourse?
MYRIAM KARSCH That has a lot to do with ignorance. It’s a fact that there are people who harbor prejudices against *Playboy* without having really looked into it. They might think we’re featuring women we didn’t ask first. (laughs) But the more you explain and the more you delve into the history of our brand—for example, by pointing out that *Playboy* has been advocating for the LGBTQ community, people of color, and women’s rights since the 1960s and has always stood up against all forms of oppression, exclusion, and discrimination—the more likely it is that such prejudices will be broken down.
FLORIAN BOITIN I’d like to quote Jordan Emanuel here. She is an American art historian, journalist, women’s rights activist, and—brace yourselves—Playmate of the Year 2019 in the U.S.! And she goes on to say: «As a Black woman in America, I belong to a double minority. For people like me, it’s truly life-changing to know that a force as powerful as »Playboy’ is on my side.” There’s little more to add to that.

«Issues such as diversity and female empowerment are intrinsic to the brand.»

What do you both personally associate with your brand? What attributes do you associate with «Playboy»?
MYRIAM KARSCH For me, it's freedom, self-determination, and humor—or rather, self-deprecating humor.
FLORIAN BOITIN And since we’re not all that far apart on that front either, we make a really good team. (laughs) I’d even go a step further: I associate «Playboy» with a sense of belonging. After all, we’re not just a magazine that people passively consume. The «Playboy» brand stands much more for a genuine «live experience.» We cultivate personal contact with our readers, both through communication across all channels and at events. You can think of «Playboy» as a club where many sophisticated men come together. And, of course, women too—we certainly don’t exclude them at all. That’s what I personally associate with «Playboy.» And let’s not forget: I also just think the brand is sexy (laughs).

When *Playboy* was still part of Germany’s Hubert Burda Media, you worked for the magazine as a senior executive. Now you have sole responsibility for representing and developing the brand in German-speaking countries. Has that changed your perspective on *Playboy*?
FLORIAN BOITIN You’ve described it perfectly. For ten years, I was responsible for the editorial content of *Playboy* at Burda—as editor-in-chief. I’m still in that role, of course, but now, together with Myriam, I’m also an entrepreneur and publisher. What drives me here every day is humility—humility and respect for this great brand. Even though we both now have the opportunity to further develop the brand, we know that our power is only temporary. The fact is: Neither Myriam nor I invented «Playboy.» As is well known, that was a certain Hugh Hefner, back in 1953. Nor did we make «Playboy» a global success; others did that successfully before us. So we have a responsibility to treat this legacy with care.

«Despite all the complexity, we're fortunate that Playboy is such a vibrant brand.»

Can't one sometimes feel overwhelmed by such a legacy? Doesn't it sometimes hold one back from creating something new?
FLORIAN BOITIN I like to tell our team: «If what we do were easy, even chimpanzees could do it.» (laughs) But despite all the complexity, we’re lucky that «Playboy» is such a vibrant brand. And «Playboy» evokes strong emotions. Not everyone out there is a fan of «Playboy.» But for a great many people, «Playboy» is linked to positive associations. More than that: it’s a strong and desirable brand! In my view, the fact that a brand evokes emotions is crucial to its success. That sparks discourse, that creates friction, that generates relevance. And all of that provides the best foundation for our journalism to build upon—to tell stories that move people. It’s only when a brand leaves people cold that things get really difficult.

«I like to tell my team: If it were easy, chimpanzees could do it, too.»

Why did you actually decide in 2019 to take over the «Playboy» license from Hubert Burda Media? Few people are still interested in starting a new media company in the current market …
MYRIAM KARSCH I «grew up» at Burda as a working student; I wrote my master’s thesis there and started my first job as an executive assistant. From my window, I could always see the building that housed the «Playboy» editorial office. And even back then, I thought, «That’s the best brand Burda publishes.» After a brief stint at Springer, I came back and actually ended up at «Playboy,» where I eventually became publishing director. An absolute dream. I always found that very nice—being an employee with the comfort of a corporate safety net. And then suddenly someone comes along and says, «By the way, we’re not renewing the license agreement for *Playboy*.» Sure, theoretically I should have expected that, but still—in a position like that, you practically treat the product as if it were your own. We worked for the cause and always gave it our all to make sure the product was great. Burda offered me the chance to stay anyway—but then there was the option to continue «Playboy» with Florian on our own. I had to sleep on it for a few nights, and then I was absolutely determined to do it.
FLORIAN BOITIN While Myriam is still a very young woman (laughs loudly), I’m what you might call an old, white man. Back in 2019, when Burda decided not to renew the license, I’d already been involved with *Playboy* for many, many years and was at a stage in my life where you start to wonder what’s next. And it really did seem to me that a huge door had suddenly opened. So it was immediately clear to me that I wanted to do this; my gut instinct was, «Go for it!» Now, my brain still works every now and then (laughs), so it was important to me that we find a cooperative solution for the handover with Burda—which we succeeded in doing. And—I’ve actually said this many times before, but I’m happy to repeat it—it was crucial for me that Myriam be by my side. Otherwise, I wouldn’t have done it.
MYRIAM KARSCH I can only return the favor.

What do you value most about being an independent entrepreneur—and which aspects could you do without?
MYRIAM KARSCH The biggest advantage is the short lines of communication and flat hierarchies. We have the freedom to decide for ourselves what we think is good or not. And we don’t have to run everything by the CFO, for example, when we have a good idea. We don’t have to justify ourselves; if we feel like doing something, we just do it.
FLORIAN BOITIN This results in tremendous speed. For example, we launched our «Playboy» wine shop—an idea that, by the way, came from our colleague Karsch—online in just four weeks. This entrepreneurial independence suits us both very well.

But you have to coordinate with the American licensors if you want to expand the brand universe, right?
MYRIAM KARSCH We hold the publishing license for Germany, Austria, and Switzerland. This means that, first and foremost, we publish the magazine and operate the website. We don’t currently hold any other product licenses. Anything that falls into a gray area—such as a branded e-commerce shop—must therefore, of course, be coordinated with the Americans. But that usually works out very well, and we’ve always been creative in this regard over the past few years: We’ve consistently obtained special permits for a «Playboy» gin, a «Playboy» whiskey, and other products.
FLORIAN BOITIN As individuals, we enjoy a high level of trust from Americans. That also explains why we were offered the license right off the bat, without having to pitch our idea. To do that, though, we first had to set up our «Kouneli Media GmbH.» Our company is a startup, after all—so people could have easily asked, «Who the hell is Kouneli?» (laughs)

You explained at the beginning that your 2020 figures looked better than those for 2019, despite the pandemic. Perhaps not in terms of advertising bookings, but in terms of reader interest. So you’re not feeling the impact of the media crisis in print?
MYRIAM KARSCH For single-copy sales—that is, at newsstands—we recorded an index of 107 percent for 2020. This means we grew by 7 percent compared to 2019, even though train station bookstores were largely closed, airports were not busy, and international shipments were restricted. We’ve also grown digitally: For example, our «unique visitor» numbers are 35 percent higher than the previous year, and we’ve increased our «page impressions» by 40 percent. That said, we don’t see a strict separation between print and online; rather, we want to create everything «from a single source» and bring it to life. For us, an outstanding overall product is the most important thing—and also the reason behind this very encouraging growth. Our primary focus is on creating quality products for our readers and users; if advertising revenue follows, it simply rounds out our business model.
FLORIAN BOITIN Perhaps this can simply be boiled down to a truism that may not sound very modern, but one I’m more convinced of than ever:
«Content is king.» That’s why we devote all our energy to telling stories that move and inspire people. On publication day, people head to the newsstand with the clear intention of buying Playboy. And they don’t do that because anyone is forcing them to. They do it because they’re interested in the content. And we see that in our digital world, too: More than half of all users click directly on our website—rather than ending up there through random search results— playboy.de.

«We have the freedom to decide for ourselves what we think is good or not.»

The COVID-19 crisis has put a damper on your strategy to expand the «Playboy» brand universe, particularly in the events sector. Will you put that on hold in the future?
FLORIAN BOITIN No, absolutely not. That’s a very important component of our 360-degree strategy. As far as COVID-19 allowed, we actually held events even during the pandemic year of 2020. We typically plan four «Gentlemen’s Weekend» events per year—very exclusive reader events with a maximum of twelve participants. Due to the pandemic, only two of them could take place in 2020, but at least we were able to spend time with our readers in Barcelona and at the beautiful Lake Tegernsee in Bavaria. Of course, this is and remains very important to us, precisely because we’ve noticed that there’s not only great interest from our readership but also a strong need on the part of our partners. Brands must be experienced in person. Bringing them to life and making them tangible is firmly anchored in our strategy for the future.

And what else are you planning for the «big aftermath»—the time when COVID-19 lets us live a little more freely again?
MYRIAM KARSCH 2022 will be a very special year, as «Playboy Germany» will be celebrating its 50th anniversary. Of course, we’ve already been thinking about this, and we have a long list of things we’ve always wanted to do but have been saving for the anniversary year. Personally, I’d love to see a Panini sticker album featuring all the cover stars, Playmates, and centerfolds (laughs)—it’s something I’ve been dying to do for many years. Also on the list are a series or documentary marking 50 years of «Playboy Germany» on Netflix or Amazon Prime, and an anniversary collection. We’ve already carried out a few smaller projects in 2020, such as «Playboy» face masks or the «Playboy» cookie cutter for Christmas. I still think those are fantastic. As you can see, we’re not short on ideas.

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Playboy: How It All Began

The first issue of Playboy was published in the United States in December 1953 and featured a fold-out page with Marilyn Monroe posing, along with a Sherlock Holmes story and an article on desk design in the modern office. More than 50,000 copies of the inaugural issue were sold at 50 cents each.

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Myriam Karsch and Florian Boitin are co-founders and co-managing directors of Kouneli Media, a company with 20 employees in Munich. Since December 1, 2019, Kouneli has held the «Playboy» publishing rights in the DACH region for both print and digital channels. This is no coincidence: Before starting their own business, Karsch and Boitin had already been closely associated with «Playboy» for many years under the umbrella of Hubert Burda Media, serving as publishing director and editor-in-chief, respectively.

 

In the Delphi study conducted by the Agendum agency, 80 percent of companies in Europe answered “no” to the question of whether virtual events will now replace in-person trade shows. However, numerous experts predict that across Europe, a quarter or even a third of all trade shows will disappear. This is forcing Swiss trade show organizers—and even more so during the pandemic—to transform their business models, and the magic word, unsurprisingly, is “digitalization.”.

Connectivity, Not Digitization

The COVID-19 crisis has dramatically accelerated the digitization of the trade show industry. As long as in-person meetings between exhibitors and visitors remain impossible, all Swiss trade show organizers are currently working around the clock to expand their business models. The term «virtual/digital trade show» is misleading because it obscures the function and value of in-person interactions and ignores the multifunctionality of a real-time trade show for marketing purposes. Digitization alone (of what?) is nothing at all; it’s the wrong perspective. Digitalization—for what purpose? Digitalization has existed since the 1980s. What marketers demand today is networking. And that is precisely what has always been—and remains—the role of trade show organizers. In the future, exhibitors and visitors to trade shows will pay organizers so they can reach additional customer groups or engage in a more sustained and successful dialogue with existing customers. Trade show organizers are now in the process of giving their digitalization strategy a boost.

«Trade shows and exhibitions will continue to evolve with the goal of facilitating personal and professional interactions.»

New Digital and Hybrid Concepts

The example of HourUniverse—the watch and jewelry trade show newly created by the MCH Group in 2020 as the successor to the world-famous Baselworld—illustrates just how difficult the necessary digital transformation of exhibition venues and trade shows is. When HourUniverse launched in October 2020, it received almost exclusively critical reviews. The second round of communications was more successful, as realistic content began to emerge.

Since the second major industry trade show, Watches & Wonders (formerly the Salon International de la Haute Horlogerie) in Geneva, has already been canceled for 2021, HourUniverse stands to benefit from the cancellation of these two competing events. It will be interesting to see what becomes of HourUniverse, the status of which—whether it will take place or be canceled—was unknown at the time of this writing. James Murdoch’s entry as a major shareholder in the MCH Group sparked a great deal of discussion. His intentions remain unclear. However, he has injected much-needed cash into the MCH Group’s coffers, along with a capital increase of over 100 million Swiss francs.

The «new» hall at Messe Basel was intended to symbolize a new beginning for the future; now the building designed by Herzog & de Meuron stands empty.

«We must seek new solutions at all levels»

Bernexpo expects a loss in the low double-digit millions for the 2020 fiscal year. Due to the dramatic situation in the trade show and event market, the company was only able to generate revenue from ad hoc events. However, this revenue is not sufficient to offset the massive losses in its core business. A dramatic low point in this regard was the cancellation by Bern’s political leadership of the Caravan Salon in October 2020—which was already underway (!)—a move that led, not least, to the resignation of the previously successful CEO, Jennifer Somm. Costs will be substantially reduced in the coming year as well; the company’s processes and structures will be optimized, its agility will be enhanced, and its digital transformation will be accelerated. Digital and hybrid formats will play an even greater role in the organization of events in the future.

The COVID-19-related restrictions on events, as well as the indefinite ban on trade shows, have had serious consequences for Messe Luzern. In the 2020/2021 fiscal year, numerous trade shows and events had to be canceled or postponed. «The government measures triggered a wave of cancellations, and our business operations have ground to a halt on an unprecedented scale,» says CEO Markus Lauber. He expects revenue to decline by about 95 percent in the current 2020/2021 fiscal year. «We’re short six to eight million Swiss francs through the end of June 2021,» he says. This financial situation is putting Messe Luzern AG under pressure. «We have to seek new solutions at every level,» Lauber explains. Messe Luzern was the first trade show organizer in Switzerland to partner with Conteo to launch so-called «digital meeting places.» From January 10 to 24, 2021, Hardware-Digital took place—the first purely digital event due to the pandemic. Matthias Baldinger, the founder and CEO of Conteo—which develops and provides the technology—says of this format: «I still believe that a trade show visit cannot simply be replicated virtually. I find it unrealistic to imagine a visitor sitting in front of their computer for six hours straight, «visiting» exhibitors, listening to presentations, and exchanging ideas with colleagues—in other words, exactly as the visitor would spend six hours at a physical trade show.” People behave very differently online than they do offline. A digital trade show lasting two weeks? Matthias Baldinger is convinced that a longer duration is necessary.”.

Commenting on the decline in the trade show industry, Christine Bolt, director of Olma Messen, said: «There is no such thing as a trade show crisis per se. There are markets for which trade shows are no longer the right marketing tool. Well-positioned trade shows, as well as broadly based, experience-oriented consumer fairs, will continue to thrive in the future. As a passionate and committed marketing professional, I believe that a well-thought-out 360-degree marketing concept incorporates both digital and analog components—it is both virtual and real.» In the fall of 2020, Olma Messen hosted the «Pätch» for the first time and the beer tasting fair for the second time. She says: «We would host the beer tasting and Pätch again. For our visitors, exhibitors, and employees; for our learning curve; for Eastern Switzerland; and for bringing life to the fairgrounds. Our motto is: We can handle COVID-19. In terms of value creation, however, we’re a long way from the mainstream here—and thus far removed from our actual business.»

Futuristic architecture in Basel—but for now, there are no trade show visitors to bring it to life.

Trade shows are getting smaller

Trade shows are becoming fewer, smaller, and more interconnected in the digital space. And the authors of the Delphi study predict: «As far as Switzerland is concerned, regional focus will initially be an advantage (note: given the travel restrictions that are likely to remain in place for the long term).»

As the trade show industry as a whole shrinks, parts of the exhibition halls will no longer be needed. This is likely to lead to at least a partial repurposing of exhibition grounds in many places, similar to what is already happening with vaccination centers. Jochen Witt, who advises trade fair venues through his firm JWC Consulting, says that for the majority of the venues his company has advised over the past twelve months, reducing the size of an event space has led to qualitative improvements in those very halls.

Sometimes, says the Chief Marketing Officer of an international company, he feels his time is up. Not just his, he corrects himself—no; marketing in general is in a bad state: «The accountants and bureaucrats are taking over.» The CMO has invited a friend who is an entrepreneur to his conference room because he wants to speak his mind under the protection of anonymity—about what he believes is «going wrong» in his company and others, and about how «we are treated today.» By «we,» he means himself and his colleagues, acquaintances, and business contacts who hold senior marketing positions in Switzerland and beyond.

«… as if what we do in marketing doesn’t matter anymore. As if we were just dead weight.»

«For years now, I’ve been feeling an ever-increasing pressure to justify certain activities,» the CMO blurts out, «but I never would have thought it would ever get as bad as it is now.» His budget for a major sponsorship deal has been cut, his media planning is almost completely on hold—and he isn’t getting any new employees either; quite the opposite. He’s being told to lay off people he poached from other companies just a few years ago at the request of his executive board.
Yet, at least on paper, his company is doing well, as anyone interested can see in the 2020 annual report. The sector in which it operates is characterized by low volatility. No, in the eyes of this seasoned marketer, the pandemic seems more like a pretext. It feels, he says, «as if what we do in marketing isn’t important anymore. As if we were dead weight.»

The Death of the CMO?

Of course, one could dismiss what is reported here in this private conversation as an unfortunate isolated incident; even if the CMO mentions that many of his acquaintances
are affected by similar developments. But from what he says, a familiar narrative emerges: that of the decline of marketing in general and the role of the Chief Marketing Officer in particular. The idea of the «death of the CMO»—and a little pathos never hurts in such matters—has cropped up repeatedly in professional articles and panel discussions since the turn of the millennium; it’s been accepted, rejected, but never completely disappears. Have those «declared dead» simply lived a little longer, as the saying goes, only to now be caught up by their fate as a result of the crisis? What exactly is happening here?

The Facts

There have been signs for some time now that things aren’t quite running smoothly between the marketing executives of many large companies and the rest of senior management. For example, a now-classic study by the Fournaise Marketing Group in 2012 found that 80 percent of the CEOs surveyed stated that they «did not trust their CMOs on strategic issues» or were «unimpressed» by their work. By comparison, only 10 percent of CEOs said the same about their CFOs and CIOs. Consequently, the seat occupied by chief marketing officers is a «hot seat»: The executive consulting firm Korn Ferry found in 2020 that the average tenure of a CMO is three and a half years. This is significantly lower than that of all other «C-suite» positions. Of course, it’s important to note that the survey was conducted in the U.S., where a more pronounced «hire-and-fire culture» prevails than in the DACH region; nevertheless, the survey can be considered somewhat meaningful.
Against this backdrop, the complaints made by the CMO quoted at the beginning seem plausible; it’s as if the COVID-19 crisis and the resulting cost-cutting measures at many companies were merely the proverbial last straw that broke the camel’s back. How things could have come to this, of course, is another story entirely.

Problem 1: The Institution

One possible explanation lies in a lack of clarity (which is actually surprising for top-level positions, but nevertheless exists here) regarding the responsibilities assigned to senior marketers in companies. The job profile of CMOs varies widely, and job postings sometimes leave a great deal of room for interpretation. «This leads to the paradoxical situation where senior management has certain KPIs in mind for the CMO’s work, but at the same time hires someone who doesn’t have the skill set to achieve them,» says Caren Fleit, who is responsible for supporting marketers at Korn Ferry.
Because such a scenario can lead to frustration on both sides and, in the medium term, to the CMO’s dismissal, an institutional adjustment is needed. «CEOs must decide a priori what kind of CMO they need,» write Kimberly Whitler and Neil Morgan in the *Harvard Business Review*. «A strategist responsible for positioning the company and its products, a commercially oriented trailblazer for the sales department—or both in one person?»
The respective industry can serve as an indicator here: According to Whitler and Morgan, companies in highly competitive industries characterized by relatively slow growth benefit from a strategically oriented CMO who can develop plans to increase demand. If growth isn’t the problem but sales need to be increased, on the other hand, commercializing the role is a viable option.

Problem 2: The Individual

However, some CMOs and marketing executives are actively working to put their own jobs at risk. To these individuals, creativity is seen as something foreign; nonconformity is practically a dirty word. Because they sense the air getting thinner, they don’t even attempt revolutionary ideas. Instead, they do what the CEO tells them to do and what the CFO rubber-stamps without asking critical questions. Above all, don’t draw negative attention to yourself! Not only does this collaboration with compliant agencies result in uninspired campaigns, but marketers are also clearly showing their superiors that things would run just fine without them. Poor «self-marketing,» in the truest sense of the term.

«Some CMOs are actually working to put their own jobs at risk. Creativity is a foreign concept to these individuals.»

That’s unfortunate, since it’s never been more important than it is today to «think outside the box» and take some risks. Advertising icon Sir John Hegarty puts it this way in an interview with this magazine: «I think the C in CMO should also stand for Creativity—because great brands are always built by great marketers.» However, some marketers have only a limited interest in approaching the profession in a progressive way: While a brand doesn’t evolve by «following the rules to the letter,» they don’t care as long as they can at least manage a few legacies from their predecessors or details from the brand’s history.
This form of (all too often intellectual) complacency on the part of marketers harms the entire company, because it makes it nearly impossible to build loyal customers, as content marketing pioneer Alexander Jutkowitz puts it: «Building loyalty is much harder work and requires not only that you value your customers, but that you like them enough to seek out a conversation with them every day. To bring passion and enthusiasm to that conversation, however, you must first feel both yourself.»

Not dead, but not alive either

These are just two of what are surely many more factors that have led to the situation the CMO criticized in the introduction to this article. Marketing and the role of the Chief Marketing Officer have suffered and will continue to suffer—and may even become obsolete in some places—if a comprehensive transformation does not take place.
Institutional problems can be solved by a CEO who understands the subject matter and through better recruiting; however, there will only be more truly passionate individuals in marketing if the educational institutions—which they attend (even in Switzerland!)—place greater emphasis on creativity, innovation, and disruption. «But how are you supposed to teach that to someone?» some who are familiar with the ways of marketing schools might ask. Yes, that’s a valid point, because of course it’s more challenging than having people write case studies and memorize calculations. But it is still possible: In Geneva, for example, at the IMD Business School, an executive program has for some time now been combining design, art, communication, and economics. It’s working very well and, in many respects, invites others to follow suit. By the way: One of the instructors there is Professor Dominique Turpin—who once authored a highly recommended «Forbes» article titled «Death of the CMO?», which is still considered a key contribution to the debate outlined here. Which brings us back to the beginning of this article and the question of how things should proceed from here. The crisis will certainly persist for a while longer, but then a new world will dawn. Marketing and the role of top marketers, too, can reinvent themselves. What could possibly go wrong? Anything is better than eking out a half-life, belonging neither to this world nor the next—neither dead nor alive.

RECRUITING: Four Steps to Finding the Right CMO

1. Define the role: Companies looking to hire a new Chief Marketing Officer must clearly define the role in advance—because, unlike with the CIO or CFO, the job responsibilities in this position can vary.
2. Adapt tasks to the role: Should the CMO take a more strategic or a more commercial approach? In the first case, the focus of their activities should be on thought leadership; in the second, it should be primarily on sales support.
3. Adapt KPIs to the tasks: Commercial success can be measured against budget targets, while strategic goals are more complex to evaluate. Carefully chosen KPIs help avoid frustration on both sides.
4. Aligning Recruiting with KPIs: It’s better to have a «narrower» job description with the perfect candidate than a candidate with too broad a skill set who still can’t meet certain KPIs.

Clubhouse does indeed combine many of the advantages of other forms of digital communication and takes them to a new level. This is not only what makes Clubhouse so appealing, but also presents a great opportunity. However, my initial experiences with the new social app show that the opportunities associated with this new form of communication are currently being underutilized. A plea for diversity of perspectives.

Why do we share ideas?

As is well known, Clubhouse has rooms where people discuss specific topics via live podcasts. You can participate in discussions or just listen. I’ve noticed that right now, many people on Clubhouse are connecting with the same people they already interact with through other channels, and they often talk exclusively about topics they’d discuss anyway. This neither expands their network nor introduces new perspectives into their thinking.Yet there is immense potential in the exchange of knowledge and opinions. Personally, I learn a great deal from listening. Critically examining and questioning one’s own views, as well as hearing and understanding new perspectives, is what truly constitutes Clubhouse’s innovative potential. Anyone who doesn’t use the diversity of voices and rooms on Clubhouse to reflect on and broaden their own perspectives is, at the end of the day, failing to take advantage of the opportunity this new medium offers.

Step Outside Your Own Bubble

The risk of getting stuck in one’s own filter bubble affects all social media platforms equally. This makes it all the more important to step outside your bubble regularly, be open to other perspectives, and broaden your horizons. In fact, Clubhouse is an ideal place to do just that. For many topics, for example, there are international rooms where people from different cultural and social backgrounds engage in conversation. Other rooms offer access to people with completely different experiences and life realities. Out of curiosity and interest in a way of life I hadn’t encountered before, I learned in the «Mindset of a Billionaire» room how billionaires develop new ideas.

Diversity is reflected in a variety of perspectives

Diversity is the key to innovation and new ideas. But what can each of us do to embrace diversity more fully? One simple way is to foster a diversity of perspectives. We can do this by stepping outside our own bubble time and again and incorporating other perspectives into our ideas and ways of thinking. This is the only way to continually examine and broaden our own views and ways of thinking.
A diversity of perspectives creates the conditions for innovation and provides the space for change and new ideas—but this can only happen if we are open to other perspectives.

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Tijen Onaran writes columns for m&k. She is the CEO of Global Digital Women, author of the *Spiegel* bestseller *«Only those who are visible are taken seriously» and was named one of the ten most influential people on LinkedIn in 2020. Her focus areas: diversity and inclusion.

M&K You've been with Salesforce for several years now—but you started your marketing career in a completely different field, right?
GUNTRAM FRIEDE Yes, I wasn’t born into the tech industry (laughs). My career began at a diamond dealer in Hatton Garden, London. There, fresh out of college, I was able to help build up the marketing both online and offline. Shortly before that, the movie *Blood Diamond*, starring Leonardo DiCaprio, had been released, and confidence in our business had taken a hit, so we really had to lay the groundwork.

Was that before the 2008 financial crisis?
That’s right. She really shook up the gemstone market, which is why I moved back to Germany. Here, my next project was managing a global CRM initiative in the automotive industry. At a conference, I met Salesforce and their CMO at the time, and then everything happened very quickly—he hired me. We sealed the deal with a handshake over a banana split in Wiesbaden. It’s been nine years now.

You've witnessed Salesforce's rise to become the global leader in CRM. Its founder, Marc Benioff, is said to be a marketing genius. Which of your company's campaigns do you remember most vividly?
I have very fond memories of my early days at Salesforce, when we were the radical «challenger» in the market. While many companies still viewed the cloud as a passing trend, it was clear to us that we were riding a wave that was getting bigger and bigger. And that’s exactly how confidently we marketed ourselves. Here’s an example: A competitor was holding a conference in Cannes; most guests took a taxi from the airport to the event venue. So Salesforce rented the advertising space in all the airport taxis and used it to spread our message. Brilliant guerrilla marketing that still influences me today when I think about innovative campaigns.

Salesforce's business was already doing very well before the COVID-19 pandemic. Did the digital transformation boom over the past year provide an even bigger boost?
I don’t judge this based on our annual revenue, but rather on the concrete results we’ve achieved for our customers. And I’ll be perfectly frank: Many executives here in Switzerland were already on the right track, but the «boost» you’re talking about still caught them off guard. Yes, things are going well for Salesforce, but the era of change has only just begun. My primary concern isn’t how we can sell even more; I want to figure out how we can prepare our customers for the future. That might sound like a cliché, but that’s just how it is (laughs).

How was 2020 for you personally?
The nature of collaboration—both technologically and in our processes—has, of course, changed significantly. For me personally, issues such as my employees’ mental health, creating a safe work environment at home, location-independent work, and employee training and skill development have taken center stage. I do make a conscious effort to spend a lot of time developing myself as a leader, and in 2020 I tried to lead by example in this new world of work. And I’ve been eating healthier overall because I’ve been going out to restaurants less often in the evenings (laughs)—but I’ll make up for all that…

These days, one often gets the impression that marketing is driven solely by cost efficiency and measurability. However, with Salesforce, you sponsored the Streetparade in Zurich and supported Patricia Laeri’s talk show «Dachelles.» Why?
I view the branding you mentioned as «value awareness.» For me, it’s about more than just plastering city centers with eye-catching advertising slogans. I’ve set myself the goal of stepping outside my comfort zone and driving innovation whenever possible and appropriate. Communicating our corporate values is at the top of my agenda, but issues like equality and trust are also deeply rooted in my personal DNA. So I drive these kinds of projects forward—with great companies and, even more importantly to me, with great people. I appreciate it when someone isn’t afraid to face obstacles and wants to change the world.

So marketing isn't primarily about lead generation?
Marketing has many facets. Of course, lead generation is one of them, but that’s not where it ends for us. From a purely operational standpoint, the holy grail of marketing for me today is «integrated and scalable campaigns.» But what’s even more important is that we, as marketers, enhance our business value: Using metrics such as customer satisfaction, digital interaction, and customer lifetime value, we can gain a complete picture of the success factors throughout the entire customer journey.

You once said that, from a position like Salesforce’s, marketing is also «enablement» for you. Would you like to see other CMOs adopt this committed perspective as well?
Who communicates better than marketers? You’d think our profession would be starting to get the hang of it by now, right? But unfortunately, that’s still far too rarely the case. Our role as CMOs is multifaceted and is becoming increasingly important in shaping how our companies are perceived and understood in the market. When we engage with customers, we need to ask ourselves how we can demonstrate empathy and understanding. As partners to our companies, we must ask ourselves how we can best structure our collaboration with colleagues in sales, customer service, and other teams as we work toward recovery from the pandemic’s aftermath. I regularly urge my colleagues to break free from their own constraints and paradigms and explore uncharted territory. If there’s ever a time when we, as individuals, can leave our first footprints in the snow, it’s now.

«I like it when someone isn't afraid to face obstacles and wants to change the world.»

«Leaving your first footprints in the snow»—that’s what many startups want, too. And they support you with advice and their own resources, almost as an afterthought. Why?
That’s actually a passion I brought with me from a previous role at Salesforce. I used to be in charge of the startup and emerging small business segment for Switzerland, Germany, and Austria for a while. I found the people I got to know through that experience truly inspiring. We share many common values. When I get to interact with people who are ambitious, who want to bring ideas to life, and who aren’t afraid to make mistakes sometimes—I find that very inspiring. In return, I provide support not only as an investor but also in strategic and operational areas.

«Our role as CMOs is so multifaceted and is becoming increasingly important.»

You have a special passion: In your free time, you import the champagne produced by the family of a childhood friend into Switzerland. What has this taught you about entrepreneurial challenges?
My understanding of the challenges faced by SMEs has become much clearer. Anyone who has ever started a business knows how many different factors you have to take into account. My understanding of how consumer behavior evolves has also changed dramatically: As a marketer, I’m constantly amazed at how people blindly follow established trends without questioning the status quo. Brand recognition does not necessarily equate to quality. That’s why my approach is centered on a clear vision, fairness, and a commitment to sustainability. This extends throughout the entire process: from production in the Champagne region to sales here in Switzerland.

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Guntram Friede is Head of Marketing Switzerland at the global leader in CRM Salesforce; he is also a member of the company's Country Leadership Team. In addition, he serves as an advisor and investor for various startups.