They’ll miss this distinctive building in Seefeld a little once the last boxes are packed and the last desks are cleared out in a few months. Lukas Eiselin is certain of that. «The atmosphere here really is something very special,» says the CEO of Metadesign, gazing out at the agency’s garden—the lawn, the pond, and the old trees.
There are, of course, people who say that creativity these days just requires a MacBook and a chai latte—somewhere at Starbucks or, these days, in a home office—and that’s all it takes to get the job done. But Metadesign has benefited from the Seefeld atmosphere that CEO Eiselin refers to—because the company’s work is, in fact, often an exploration of what lies beyond the obvious; to the core of a brand and then to what people are meant to associate with it.

Totum pro parte

Erik Spiekermann, one of the founders of «Meta» more than forty years ago, wanted to look at «the big picture» for his clients without losing sight of their everyday lives. «We can change your culture,» he is quoted as saying, «but we can also make sure your documents look nicer on computer screens.» That was in 1979, in Berlin. Spiekermann sought a brand’s «Meta» perspective in order to translate it into everyday design—“totum pro parte,” so to speak. Combining deep strategic thinking with a high degree of creativity: little has changed in this internal commitment. When it came to location, however, there has been significantly more change, due to the fact that Metadesign quickly outgrew the German capital; it expanded to San Francisco for clients like Apple, to London for Ferrari, and even as far as Zurich in 2000 for the Bluewin account.

ABB, Swiss Life, Lucerne Festival

In Switzerland, clients such as ABB were added later; their Head of Brand Management, Nicolas Ziegler, still recalls the «interdisciplinary war room» where the Metadesign team worked on the industrial giant’s new visual identity; A completely new concept for the brand’s look and feel was developed «in record time» back then. Anyone who thinks of ABB’s signature red today is thinking of Metadesign’s work.
Another big name that’s actually hard to imagine without «meta-branding» is Swiss Life. Previously targeted by the press as a «pension fund» due to failed expansion plans and battered by the collapse of the international financial markets, Meta-design initiated both a conceptual and visual turnaround. Things could have turned out very differently for this traditional insurance company; but the fact that it’s hard to imagine that scenario anymore is also a testament to the agency’s success.
Or the Lucerne Festival: As part of its internationalization efforts, Metadesign oversaw the rebranding of the International Music Festival Lucerne into the premium brand “Lucerne Festival,” as well as the ongoing brand management and communication.

Two decades, two captains

For nearly twenty years, the projects and the number of employees in Switzerland grew, with Alexander Haldemann—who had been with the company since the early days of the Zurich branch—leading the way for most of that time. Haldemann was promoted to International Chairman in 2019, completed the sale and integration of «his» agency chain into the Publicis network, and was appointed CEO of Publicis Groupe Zurich in 2020. To ensure continuity and quality, Lukas Eiselin had already taken over the reins at Metadesign in Zurich by then; the transfer of power and responsibility was complete.

Together, what belongs together

That said: The physical separation between Publicis and Metadesign in Switzerland initially remained in place, even though the much-touted Publicis «Power of One» was actually the goal of the whole exercise. And that is why—despite the wonderful atmosphere in Seefeld—we’ve now moved into the new offices at Bellevue, joining our other colleagues under the umbrella of the parent company.
«The change will challenge us, but it will also help us move forward. It will do us good to break out of our routine and tackle new things,» says Publicis Groupe CEO Haldemann, «and second, we’ll strengthen our strategy by bringing all our brands together under one roof.» In French-speaking Switzerland, where Publicis has already consolidated all its subsidiaries in Lausanne, this approach has «proven highly successful.».

Strong position within the group

Metadesign—as both he and the new Meta CEO, Lukas Eiselin, agree—will not give up its strong independence. Instead, there are still quite a few clients who only need support from «Meta» but not from other areas of Publicis—and vice versa. However, when it comes down to it, the two join forces. «Using an analogy from soccer, I’d explain it this way,» says Alexander Haldemann. «Each of us has two jerseys: the Metadesign jersey, and when it counts, the Publicis Group jersey as well.»

Challenges on the Horizon

It doesn’t take a crystal ball to see that this kind of teamwork will be in high demand: In a world undergoing epochal change—where the pandemic is challenging the habits of the past thirty years and calling our lifestyle into question—brands must not only serve as a safety net, not only as an «anchor» for their companies, but also demonstrate unprecedented agility. As a result, the work of branding professionals is becoming even more complex.
«In the past, brands defined themselves through a single message—a simple statement that they tried to cement,» explains Metadesign CEO Lukas Eiselin. In the future, the goal must be to convey a similarly positive feeling to people with every interaction with a brand—even if those individual interactions may vary greatly. Or, to use the agency’s own terminology: the «meta» aspect becomes even more important in every single design. «As brands, we need to create increasingly fluid systems and logics,» he says—meaning we shouldn’t build the brand universe around a static center, but rather design the entire universe from the outset with an emotion at its core. «We no longer need just a logo, no longer just a color; instead, we start with the experience,» says Lukas Eiselin, «and then we ask ourselves: What triggers the associations we want at this or that point?»

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INTERVIEW

«Working Together for the Best Solution»

Lukas Eiselin knows Metadesign inside and out: He served as Head of Strategy at the agency from 2008 to 2014 before joining Ricola as Vice President of Global Brand and Communications. He returned to «Meta» in 2019 and has been CEO since 2020.

m&k: Lukas Eiselin, SThey had left Metadesign, but they came back. Why??
Lukas Eiselin: For me, it was like «coming home.» I feel that, on the one hand, the team here really enjoys doing excellent work—and that suits me. At the same time, friendship, a sense of community, and working together to find the best solution are absolutely essential.

 

Of course, people can read online about what your company offers. But I'm interested in hearing your own words: As CEO, how do you see the essence of Metadesign's work?

Generally speaking, we have three main tasks: We help companies navigate the transformation process using brands as a tool. Second, we often work with companies whose business environment has changed and that need to adapt their brand. And third, we help clients create new brands from the ground up. In the broadest sense, all of this is branding, but in most cases it takes place within a rapidly changing environment.

 

In some companies, there is still a belief that their brand emerges on its own—through its character, experiences, and products. What is your take on this?

I am convinced that we need to monitor the impact our brand has on people. What associations does it evoke—both consciously and subconsciously? After all, decision-making processes—such as whether someone becomes a customer—depend heavily on intuition and emotions. We need to manage this in a targeted way.

 

How do you strike a balance between brand tradition and innovation?

A brand’s history provides strong insights into its purpose and core messages; at the same time, however, it is essential for us to reflect on the changes in its environment. We are convinced that a brand derives credibility from its history and relevance from its drive toward the future.

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The Meta Design, LLC was founded in 1979 and today has offices in Beijing, Berlin, Düsseldorf, Lausanne, New York, San Francisco, and Zurich. More than 300 employees work at the creative brand consulting firm and manage an international portfolio.

The COVID-19 year of 2020 was devastating for media outlets that rely on advertising revenue: Budgets were cut without replacement, and clients tightened their belts. This year, however, things seem to be looking up: «Many clients have realized that no advertising is not a solution,» says Alexander Duphorn, CEO of Goldbach Media Switzerland. There is a general willingness in the market to invest in advertising. Companies were better prepared for the second lockdown and did not automatically halt all campaigns when the stricter measures took effect for the second time. The head of the Swiss TV marketing agency is therefore optimistic: «Clients know that advertising works.» Brands want to get back into the game and are likely to see opportunities in consumers« willingness to spend after months of frugality, according to Duphorn. Joël Meier, Director of Media at Webrepublic, echoes this sentiment: »While our clients are somewhat cautious due to uncertainty about how the pandemic will unfold, many are looking forward to the rest of the year with confidence.” Since economists predict the economy will grow again, many advertisers expect consumer spending to rise sharply once more, which should then be reflected in advertising budgets.

From Analog to Digital

Last year, the industry was brutally shaken up. During the first wave, the extent of the decline in advertising volume often depended on how severely a company was affected by the pandemic. The tourism and luxury goods industries, for example, were hit hard. «Due to the lockdown and other restrictions, a lot has shifted from the offline world to the online world,» says Meier. This has led to an accelerated and increased willingness to invest in online marketing and technical infrastructure. The Swiss e-commerce giant Digitec Galaxus, for instance, weathered the crisis well—as one might expect. Marketing Director Martin Walthert, who leads a team of 84 people, never had to implement short-time work or lay off any employees. «We’ve always had plenty to do,» says the 43-year-old. Capture Media also managed to attract a large number of new clients in 2020, particularly in the second half of the year. «After the initial shock of the pandemic and working from home from March through mid-year, advertising is now picking up again,» says Sandro Albin, managing partner of the digital advertising specialist. However, he notes that budgets are increasingly being invested in digital channels.

Stefan Wagner, Managing Director of Goldbach Audience, has also noticed a growing interest in digital advertising. «Our challenge as marketers is to capitalize on this interest, convince customers of the value of local offerings, and prevent money from automatically flowing to multinational corporations.»

Traditional channels? That's tricky.

Digitalization has received a clear boost, which is linked to the changing consumer needs of Swiss men and women working from home and to the e-commerce boom, as confirmed by Roland Ehrler, director of the Swiss Association of Advertisers (SWA). TV has been hit particularly hard: «Compared to all other media, the decline here was between 14 and 15 percent.» The cinema advertising sector suffered massive losses, primarily during the second lockdown. The outdoor advertising sector also continues to struggle. Sandro Albin understands advertisers« reaction. Clients have to invest their advertising budgets where their target audience is. »And right now, nearly 100 percent of them are online.” That’s where all the attention is focused now, according to the digital expert from Capture Media. However, he is convinced that as soon as people start going out again, branding through posters will be necessary once more.

Analog media outlets have since responded to the current situation and adapted their offerings to the market: Clear Channel, for example, is offering billboard rates that depend on traffic volume until the end of the current lockdown. APG is offsetting the current loss of revenue through Freespace and campaign extensions. All in all, 2021 is shaping up to be less dire than last year. «Businesses are no longer in crisis mode,» says Roland Ehrler. Currently, there aren’t as many massive cancellations and postponements as there were at the start of the pandemic. «Companies are much more level-headed now.» They’re trying to stay in touch with customers and communicate constantly. After all, they’ve learned from the first wave, according to the SWA CEO.

Joël Meier of Webrepublic expects the trend toward digital platforms to continue. However, that doesn’t mean investments should be limited to online advertising: «We’re convinced that comprehensive coverage of the user journey is key. The accelerating shift of media consumption toward digital reinforces our belief that we should use offline channels to expand the reach of online channels—not the other way around,» says the media expert. In the radio sector, interest in digital audio remains very high, says Ralf Brachat, Managing Director of Swiss Radioworld: «But we’ve also seen a strong increase in the traditional radio business, especially once stores reopened after the first wave.» According to Alexander Duphorn, the strong fourth quarter of 2020 also demonstrates, using TV as an example, that reach-based media are in high demand. «Online works very well here as a complementary medium, especially when it comes to direct sales on websites.» In the radio business and, for example, with the print edition of 20 Minuten, the second lockdown has had less of an impact on the advertiser. According to Goldbach, the print circulation of 20 Minuten remains encouragingly high at 500,000 copies per day.

Always stay flexible!

Advertisers are already planning for the post-lockdown period. Flexibility on all sides is clearly the key word: Despite the crisis, marketers and media agencies are recommending that their clients continue to invest in digital transformation, communications, and marketing. There are a wide variety of measures and projects that could be worthwhile. Webrepublic’s Joël Meier suggests engaging videos for image-building; exploring content strategies on new social networks like TikTok, Clubhouse, and others; or investing in the expansion of e-commerce and adtech infrastructure. «Major brands should feel free to have the courage to plan large-scale campaigns.» The key here, he says, is a flexible setup that allows room for last-minute changes. «For example, we’ve had good results with co-creating media planning and creative strategy. That enables quick course corrections.»

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REQUESTED

«We've never had a really big cut in advertising spending.»

m&k: Martin Walthert, how has the coronavirus changed Digitec Galaxus's advertising strategy?

Martin Walthert: Certain out-of-home campaigns had to be postponed, and some adjustments to the content of brand campaigns—as well as the creation of new campaigns—were necessary to adapt to the changed situation. Depending on the workload of our operational departments, we sometimes spontaneously reduced or increased the volume of our performance marketing channels.

 

What is the current situation? Are your advertising expenditures currently back at a level similar to what they were before the pandemic?

We never experienced a really significant cut in advertising spending due to the pandemic.

 

Digital advertising is currently in high demand among many advertisers. What is the situation like at Digitec Galaxus?

Yes, of course—as an e-commerce provider, there’s virtually no more direct path to the store. Digital advertising is growing anyway and will gradually extend to «traditional» advertising channels as well, offering many new opportunities.

 

Today, media planning must be cross-channel and smart. Numerous service providers offer their services in this area; who do you work with?

All of our media planning is handled by in-house experts.

 

Are you currently planning your budgets for the long term, or are you just taking things as they come so you can hit the brakes at any time in the event of a potential next wave?

We plan years in advance as part of our business plans. At the same time, last year in particular taught us that flexibility is crucial. You have to be able to react constantly and quickly—and that’s even more true in the fast-paced world of online business.

 

What will happen with Digitec Galaxus's advertising spending between now and early 2022?

As planned … or maybe not. Of course, we have to take the COVID-19 crisis and its ongoing restrictions into account in terms of content and distribution channels.

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The Advertising Year 2020

Advertising spending in the Swiss advertising market in 2020 came to a standstill at 5.2 billion gross advertising francs. This represents a decline of approximately 835 million, or 14 percent, compared to 2019. Initial forecasts following the first lockdown in the spring had painted an even bleaker picture for the future of the Swiss advertising market. The three-month period from March to May 2020 was more than 30 percent below the 2019 figures and accounts for approximately 500 million of the decline in gross advertising spend during the COVID-19 year of 2020. The largest percentage decline was recorded in April (–40%). In March, the decline was 33 percent. In the following months, however, the situation improved slightly.

More information: Mediafocus.ch

Mario Huggler of Expoformer advocates for a new understanding of «live»: a seamless fusion of in-person communication with digital communication. «We need to think bidirectionally. In the future, both formats will merge into »live.’” Huggler emphasizes that this requires a new way of thinking—a new mindset—for building the business-to-business community.

The perspective on online events has fundamentally changed the landscape, as Tobias Wannieck also confirmed during the Event Circle webinar in July 2020. Today, the focus is even more on engaging the audience from home. Tobias Wannieck says that the role of the event manager has changed during the crisis. The hybrid format is increasingly moving toward television-style production. «As event managers, we need to master these techniques. We need to develop dramaturgical skills.» In this context, he spoke of the “Event Manager 2.0.”.

Exhibition Stand Construction: Diversification

Whether it’s a sales pitch, a product launch, or an open house: When used correctly, virtual and hybrid formats can dramatically increase the reach of companies and their product messages. Messerli quickly leveraged its group structure to create a professional offering for virtual events and streaming technologies. At a time when live events aren’t possible, it offers alternative formats for virtual and hybrid events. You can find the right tips for success on the Messerli blogs.

Syma System AG had already launched the clever tagline «We Build Inspiration» before the pandemic. During the pandemic, it was expanded to «We Build Digital Inspiration.» According to Syma System AG, virtual environments will soon become standard in sales as well. But even digital sales require a compelling presentation—a lasting experience for participating customers. Syma System offers, for example, virtual trade show booths or showrooms, always featuring the customer’s most up-to-date information.

«Even digital sales need to be staged—they need to create a lasting experience.»

Since the outbreak of COVID-19, the trade show construction and advertising company Pape in Weiningen has been working nonstop—though not in trade show construction, of course, since trade shows and events have, as is well known, come to a standstill. But a few years ago, around the time of its move to Weiningen, Pape had wisely invested in digital printing. In recent years, Pape has expanded its services to include consulting, signage, and digital printing. Over one million Swiss francs have been invested in digital technologies, which are now in use day and night at the company’s new headquarters in Weiningen. «We’ve been lucky so far—we’re working without having to resort to short-time work,» says Cyrill Pape. The company started in 1975 with screen printing and signage and was one of the very first professional firms in the trade show construction industry.

The trade show construction company Bexpo AG has also recognized the changing times and spun off Bexpo Digitaldruck & Werbetechnik AG from Bexpo AG to further develop it. Bexpo AG will continue to exist in its current form. Bexpo Digitaldruck & Werbetechnik AG designs graphics and produces custom print jobs according to customer specifications.

Even before the pandemic, one of the core competencies of the trade show construction company Stauffis has been permanent architecture, such as long-term experiential environments. Since the pandemic, Stauffis has also been offering sophisticated safety concepts. Safety concepts for open-plan offices, restaurants, and communal areas in retirement and nursing homes were implemented in no time. Expoformer is one of the most dynamic service providers for trade shows and conventions. It has acted quickly and flexibly during the COVID-19 era. Among other things, it recently launched «Touchless Innovation» for contactless (!) and interactive promotions, consulting, and sales. Expoformer practices what it preaches: The white paper «Meeting Culture & Home Office» is a first-rate guide on how to host virtual meetings. The goal: to use virtual technology to enhance in-person meetings.

Media Technology: A New Approach to Event Design

Many audiovisual providers set up a livestreaming studio during the pandemic, either on their own or in partnership with others. Opera AG is an independent technology, multimedia, and event services provider owned and managed by Thomas Schärer. He says: «The desire for live events and in-person meetings with networking opportunities grows stronger every day that the pandemic prevents them from happening. At the same time, we don’t see a return to exclusively in-person trade shows and meetings. Our clients are clearly planning for both. But the key difference from the past is that these clients want to stay in touch with their stakeholders for longer—ideally throughout the entire year—and this is where we’ve arrived at 360-degree communication. This is giving rise to entirely new business models. Imagine this: Your event offers a paid premium option—such as a keynote speaker’s presentation or a digital matchmaking tool—alongside a free “freemium” option for those who want to participate but don’t want to use the paid option.

smARTec has set up the «Virtualhub» at the StageOne event hall in Zurich North. It combines the most innovative and powerful event platform with a modern and flexible live studio. The Virtualhub studio enables unique and flexible digital event experiences. «Virtual tours and live streams are some of our new products,» says Mark Probst, owner of smARTec in Aarau. «But not everything has to be live.»

Innovative Platforms for Live Communication

In November 2020, Mediarent opened a 360-degree livestreaming studio in the heart of Zurich. Here, clients can host their events—whether in-person, virtual, or hybrid—right in the heart of Zurich. «Our goal is to actively shape the future of the industry with creative and solution-oriented approaches and to offer innovative platforms for live communication. We’re convinced that we’ve achieved this perfectly with our new 360-degree livestreaming location, which allows us to keep pace with the latest developments,» says Christian Stoob, CEO of Mediarent. «From the livestream of a sales presentation to a hybrid event—anything is possible in our digital TV studio, which is, of course, equipped with state-of-the-art technology. And it’s easily accessible thanks to its central location in Zurich!» Habegger has long been one of the leading providers of media architecture. In November 2020, the company presented its livestreaming studio—developed in Regensdorf—to a select group of participants. In free online seminars, Habegger demonstrates the various types of digital events and how to stage them professionally. In particular, Habegger addresses the differences in the planning and design of digital events compared to in-person events. «With us, a digital event becomes a real experience,» says Habegger. Habegger demonstrates its innovative approach by even supporting clients with social media campaigns.

On the topic of dramaturgy, Toni Scherrer, CEO of AudioRent Clair, says: «Streaming without interaction isn’t any fun.» The new Virtual Live Audience technology was introduced for Europe at a presentation held at AudioRent Clair’s headquarters in Aesch, Baselland, in November 2020. Virtual Live Audience adds a third dimension—namely, interaction—to corporate events, trade shows, conferences, and pop concerts, which are currently only possible online. With this brand-new technology, it’s possible to create genuine interaction between the host and the audience, as well as authentic remote presentations. It enables events—both small and large—to reach a wider audience when in-person gatherings aren’t possible or are limited by space and time.

AudioRent-Clair event professionals have a studio at their headquarters in Aesch and offer a full range of audiovisual studio equipment at several locations in Basel.

When events cannot take place as usual, Winkler uses state-of-the-art technology to host live events in a virtual space. In January 2021, Winkler streamed its own webinar titled «How To – Virtual Event,» which covered how to successfully host virtual events. Content is broadcast live from the Winkler studios or via permanent installations directly at the client’s location.

«We don't see a return to exclusively in-person trade shows and meetings.»

«Meetings and events are increasingly being called into question—especially since COVID-19,» says Reto Osterwalder, Managing Director of NEP Switzerland. NEP is a hidden champion in Switzerland. The world’s leading specialist in broadcast services and outsourced production solutions offers all the advantages of an off-site production facility at its headquarters in Hegnau with its three brand-new A53 rental studios.

Event locations

From the printing center of the NZZ, the "grand dame" of the Swiss press, has been transformed into JED, the new event and coworking hub on the outskirts of Zurich. Located near the Schlieren train station, JED offers workspaces, event venues, and dining experiences within a unique architectural setting. In January 2021, JED set up its own brand-new studio for streaming events. The event technology required for a digital event—80%—was installed at JED by the proven AV specialist Winkler.

Trafo Baden has come up with a fitting motto for the COVID-19 era: Closer together, while keeping our distance! Trafo Baden is the first venue in Switzerland to offer «allseated,» a virtual tour of a photorealistic digital twin of the Trafo event halls. This allows customers to visualize what a future, tailor-made event could look like.

Reto Leder, managing director of Trafo, wants to help his end customers and event planners realistically plan their events while taking the new social distancing guidelines into account. On the other hand, the new «all-seated» software helps visualize in «real view» what a gala dinner or trade show might look like.

Anything goes—even digitalization! While visits and tours are currently difficult for prospective event organizers and existing clients at Halle 550 in Zurich North—just 500 meters from the Oerlikon train station— But the Halle 550 team and the creative workshop SUKi have developed two innovative tools. Today, anyone can digitally visit, explore, and experience Halle 550 through an animated 3D tour that takes you through all four sections and into the farthest corners of this innovative event hall. As a second tool, planners and event organizers have access to an interactive PDF. This allows them to share all the information and data they need to plan events with their clients in a simple and easy-to-understand way.

Conclusion

Those who master technology, content creation, and dramaturgy in the future will be among the winners in the event industry. Tobias Wannieck had good news regarding the transformation in the event industry: With their new skills, event managers would rise to the top in the competition among communications specialists. Driven by the crisis, the role of the Event Manager 2.0 would even gain in importance.

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REQUESTED

«I don't think B2B events will go fully digital»

m&k: Mark Probst, wHow has the coronavirus changed the live communications industry?

Mark Probst: When in-person events are no longer possible, virtual events take their place. SmARTec has shifted its focus to producing virtual and hybrid events. For our clients, we stream live events as they happen or create productions for later broadcast.

 

What role does a professional dramaturgy in this process?

Most online meetings are extremely boring because they drag on too long and lack any dramatic arc. Unlike at in-person events, users quickly click away; they miss the appetizers and networking opportunities found at in-person events that keep them engaged. This quickly leads to online fatigue, which in turn intensifies the desire to be able to attend in-person events again.

 

How do you deal with this Problem?

Online events require this kind of professional storytelling. This is difficult to achieve given our traditional business model, and it’s not something we can learn in a short amount of time. That’s why we’re increasingly collaborating with TV professionals who have experience in dramatic production and who help us extend the online presence of event participants.

 

Are digital, or rather hybrid events for the new normal?

A significant portion of SmARTec’s business consists of cultural and popular events. These events will certainly return. They will remain the be-all and end-all because they foster connections and evoke emotions. Both are indispensable to our society. Cultural events touch people’s souls.

 

What about the Turn off the sensors?

Trade shows are undergoing a transformation. The digital component is becoming more important because customers today are focused on generating reach, not on the physical hardware—and only digital solutions can achieve that. But I don’t believe that B2B events will become entirely digital from now on.

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What are the benefits of digital events?

• The Right Tools: With the right tools, virtual events can be designed to be an engaging and interactive experience for participants.
• Range: The virtually unlimited reach and the fact that the sequence is no longer tied to the linear nature of the event.
• Recording available: After the event, the digital event remains available as a recording, thereby generating long-lasting brand and product exposure.
• Experience the visitor journey online: The digital event platform is not only the virtual entry point to the event, but it also allows brands to bring the visitor journey to life online, build a community, and convey their message in a lasting way.

Who can keep track of everything amid the daily flood of information? Numerous channels broadcast in rapid succession—faster and faster, more and more frequently, and with greater intensity—often all at the same time. New ones are constantly being added, almost exclusively digital—which has been the main arena for several years now. This is where people in companies and organizations—especially those responsible for the organization’s public and internal image—are reaching their limits. These are the marketing directors and experts who must allocate often-limited budgets wisely and achieve the maximum return on every marketing franc spent. It’s a Herculean task, because today we often don’t know what tomorrow will bring.

Above all, knowledge can help here—specifically, knowledge that is attuned to volatile market conditions and, ideally, even anticipates them. In these fast-paced times, marketing executives would do well to continually question themselves and take a self-critical look at their skill set. Where gaps are identified, investing in appropriate continuing education could more than pay off in the medium and long term.

Enabling a Better Understanding of Customers

What skills do modern marketing professionals need today? For Michael Betz, Head of In-House & Customized Programs at the Institute for Marketing (IFM) at the University of St. Gallen (HSG), strategic skills remain key. «These include, for example, quickly identifying and capitalizing on growth potential in the market, as well as topics such as segmentation, targeting, and positioning.» In today’s highly dynamic market environment, skills in trend scouting and trend management are also necessary to meet the demands of marketing leadership. «At the operational level, skills such as market intelligence, data science, and the use of digital marketing tools are becoming increasingly important.»

At the IFM, the CAS Marketing Management continuing education program offers marketing executives a curriculum that, according to Betz, takes all these aspects into account. «Participants gain a holistic view of the discipline of marketing and are thus better able to understand connections and interactions. In addition, they refine their operational marketing skills, which enhances the effectiveness and efficiency of their marketing work,» Betz summarizes. An entire module of the CAS Marketing Management program is dedicated to the topic of market intelligence. It is designed to give participants access to an even deeper understanding of customers. To this end, quantitative and customer-data-based methods are primarily used. Furthermore, the program also explicitly addresses the topic of digital marketing. «Overall, we ensure that the program’s content remains state-of-the-art and trend-setting through the targeted involvement of speakers from both research and industry.»

Check modules regularly to ensure they are up to date

Recognizing that digitalization is the key driver of Marketing 4.0, the University of Applied Sciences of Graubünden offers the EMBA in Smart and Digital Marketing, a continuing education master’s program for executives. The program is designed for executives who want to proactively tackle the challenges of Marketing 4.0 and help shape it from the front lines. The program comprises five modules: Strategic Business Management, Smart Marketing Strategies, Consumer 4.0, Marketing Innovations, and Digital Marketing.

«Where gaps are identified, investing in appropriate continuing education could pay off.»

In addition, there is an intensive week-long block covering the «Smart Marketing Strategies» module. This includes guest lectures and company visits. «Interested participants can optionally take part in a one-week study trip to Silicon Valley,» says program director Günter Bader. He sees the steady demand for the program as confirmation that the FHGR has struck a chord with its EMBA program. “At the same time, modern marketing is so fast-paced that we constantly re-evaluate the modules and make adjustments where necessary.”

Noticeable changes

Added to the fast pace of the digital world are the obvious changes that a pandemic like the current COVID-19 crisis is triggering in people and consumers. Marketing experts agree that, especially today, it is therefore essential to be able to recognize the consequences of these changes. The primary question is where and how customers prefer to obtain information during—and likely after—the pandemic, what needs they are developing, and what new factors are motivating them to make a purchase. Being able to properly understand these changes and use them to develop new services and products represents significant added value for any company. A continuing education program for marketing executives at the Zurich University of Applied Sciences (HWZ) is dedicated, among other things, to this topic. It is called CAS Multichannel Excellence and is led by program director Marion Marxer. «Today, marketing professionals must understand people’s digital and analog behaviors and create value at every touchpoint,» she says. The customer journey, she notes, has long since ceased to be linear. Touchpoints are constantly shifting and overlapping, and even the smallest customer experiences are often decisive in determining whether a marketing goal is achieved or not.

«Understanding change and using it to develop new products—that's what adds value today.»

«What’s needed, therefore, are visionary ideas that go beyond the question of »digital or analog?’” The CAS Multichannel Excellence program is designed for marketing professionals who want to analyze and understand human behavior and deliver value accordingly. It begins in late April 2021 and runs through early September 2021. Over the course of 18 class days, participants will gain inspiration, learn about new models, and master the fundamentals of topics such as people/insights, touchpoints, value, story/architecture, and context.

What serves people?

HSG, FHGR, and HWZ offer three different continuing education programs for marketing executives, each with a distinct focus but all dedicated to the same goal: equipping participants with the tools they need to meet the challenges of the future.

«Ultimately, graduates should build a valuable marketing network consisting of practitioners and academics, one that enables them to look beyond the boundaries of their own company or industry, learn from one another, and break new ground,» says Michael Betz of the HSG. And Marion Marxer of the HWZ sums it up even more succinctly in her conclusion: «We live in a world inundated with content and must constantly ask ourselves what ultimately serves people.»

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How to Find the Right Continuing Education Program

The array of options is endless. Marketing programs for executives are vying for customers, and it’s worth comparing the different offerings. To find the right one, it makes sense to first answer the following questions:

1. Build on Your Strengths: To what extent can I use this continuing education to further develop my strengths so that I can become a true expert and specialist in my field?
2. Skills and Career Steps: What skills do I need to develop or perfect in order to take the next step in my career?
3. Differentiation in the Labor Market: Will the content of this continuing education program help me remain «marketable» or set me apart in the job market?

It’s gotten late, and it’s still quite a few minutes« walk home. That’s when the scooter on the sidewalk comes in handy—but there’s a major hurdle. The reason the tired pedestrian decides against it in the end comes down to three and a half minutes: They have to download the app onto their phone, enter their personal information and payment details—phew, is it really worth the effort? »Many users answer that question with a ‘no,’” observes Oliver Stäcker. As CEO of the mobile experience service provider Gotomo in Zurich, he’s currently working on solutions that remove such hurdles.

«The app offers a shopping experience unlike anything we've seen before.»

The research is worth the effort—because apps have fully established themselves in marketing. Since users always have their smartphones with them, there are many new opportunities to engage with customers through these small applications. The most important requirement: Apps must offer clear added value by helping users complete various tasks. Whether it’s unlocking scooters or cars, controlling the heating in a smart home while on the go—or shopping. Especially during the COVID-19 pandemic, customers prefer contactless options. This is a need that Migros Aare is addressing with its first staff-free store: Since February, the retailer has been testing the Voi Cube in Grenchen—a walk-in vending machine where customers can purchase some 500 personal-use products around the clock. To enter, customers need the Voi Cube app, which generates a personal QR code and opens the doors to the 18-square-meter store. At the end of their shopping trip, they pay using the app at the self-checkout counter. The added value is clear: The app offers a shopping experience unlike anything that has come before.

Contact Becomes Bonding

Such app services also make it possible to strengthen customer loyalty. This is because the data collected through user interactions gives marketers ever deeper insights into what customers want—and allows them to subsequently present customers with tailored offers. «A pregnancy app can tailor information, support, and products to the newborn’s age. A recipe app can take friends» tastes into account, thereby not only creating a personal connection with the user but also enriching shared dinners in real life,« says Adriano Segalada, Software Architect at Namics, listing the options. »And what if, as the publisher of a wine app, you started bringing customers into dialogue with the winemakers of their favorite wines?« To design the right app for each company, Segalada works closely with his clients. As a starting point, he needs »at least a vision,« he says. »It doesn’t have to be precise; we can also question and refine it together.”

«The clip is a stripped-down version of the app that allows users to use it without installing it.»

Once the right app solution has been found, however, the most difficult problem remains: How can the app be brought to the customer’s attention? The traditional approach involves references on packaging or through other media in the marketing mix that promote the app. A good ranking in the app store also pays off—no question about it. But often, it all comes down to those three and a half minutes that make consumers hesitate—and, as in the case of the scooter, ultimately prevent them from using the app. At a recent conference, Stäcker described an innovative way to win over customers. He draws on Apple’s so-called App Clips as the basis for this. «They set a new standard for low-barrier onboarding,» says the Gotomo CEO. The clip is a stripped-down version of the app that allows users to use the app without having to install it.

In practice, it works like this: A pedestrian on their way home can use the scooter without having to create an account or link a credit card. Simply by holding their phone up to the handlebars, the Clip app opens via Near Field Communication (NFC). Since the Apple ID is already stored on the iPhone and payment is handled through Apple Pay, the process takes just over 20 seconds. The user can quickly head home. For Stäcker, this is the solution to the problem: «Who wants to install a separate app—and then fill out form fields and enter credit card information—just for a one-time task that might take five minutes? The time it takes is completely out of proportion.»

Increase the use of existing apps

Gotomo has already developed an application scenario for Spar. A digital screen displays coffee, shower gel, and toothpaste: After the user activates the App Clip via the NFC contact on the poster, they can order the individual products by scanning a barcode, pay via Apple Pay, and have them delivered directly to their home. «This tool allows us to significantly increase usage of an existing app,» the Gotomo CEO explains. According to Stäcker, it doesn’t take much to get the user to ultimately download the full app from the App Store: A supermarket could entice customers with discount points that are credited to the full version of the app. For a fitness provider, the added value could lie in offering a personalized program tailored to the user’s preferences instead of just a quick workout session.

Added value depends entirely on needs

What exactly constitutes added value always depends on the customer’s current needs. Marketers must adapt to this as well. The best way to do so is by continuously soliciting user feedback, advises Segalada: «Ideally, feedback can be provided directly within the app—preferably through a dialogue rather than just a one-way communication from the user to the provider,» says the Namics developer. «It’s just like in life: the more someone is involved and listened to, the more positive engagement and initiative they develop.»

Respect customers' privacy

In 2021, this also includes respecting user privacy. «As an app publisher, you’d be wise to collect data as sparingly as possible,» recommends Segalada. Most users today are put off when they learn that their data is being shared with third parties, according to the software specialist: «Especially when it comes to major social media networks that have been rocked by data scandals.» Companies should therefore address this need and let users choose which of their data is collected and used. Ultimately, trust is also an added value; once it’s gone, all the effort was for nothing.

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REQUESTED

«Clearly Communicate the Added Value»

m&k: Katarina Stanoevska-Slabeva, apps are an important marketing channel. What is their purpose?

Katarina Stanoevska-Slabeva: As personal touchpoints on smartphones, apps help marketers establish, maintain, and develop customer relationships. Apps have the advantage of always being close to the user and establish direct contact through push notifications.

 

What goals can be pursued with this?

Customer relationships through apps can be tailored to individual needs, as they are often based on personal data collected via the app. Companies can use this to establish traditional customer relationships, such as those used in retail through loyalty programs and to assist with the shopping process. In addition, there are coaching relationships, such as those maintained by fitness and health providers, who use an app to help customers lose weight or quit smoking.

The integration of apps with smart products is a relatively new development. Apps are used as remote controls in the smart home, collect usage data, and enable a new interactive relationship with physical products. This gives manufacturers insights into how, where, when, and in what ways their products are used, and allows them to proactively manage usage through push notifications.

 

A user's cell phone doesn't have unlimited storage space: So how can companies ensure that their app seems relevant enough to their target audience that they'll download it onto their phones?

By offering relevant added value to users. Retail apps can inform users about promotions at the point of sale or help them with their shopping lists. It’s also important to clearly communicate the app’s value so that users take notice. A dedicated launch campaign for the app, as well as references to the app through other touchpoints, helps raise awareness of it among the target audience.

m&k: Tatjana Lackner, on your Website It says that your eye picks up on people, your ear picks up on personal details in their voices, and you sense even the slightest behavioral cues. How do you do that?

Tatjana Lackner: I’m a profiler. There are profilers in both the criminological and psychological senses. I analyze what I can glean from a person’s native language, body language, and voice. For example, I did the TV profiling of Anders Breivik, the Norwegian attacker, back then.

 

Body language reveals a lot about a person, doesn't it? What about the voice?

The voice reveals more than the body, because you can lie physically by turning toward someone even though you don’t like them. Anyone familiar with body language can use this to their advantage. But when it comes to our voices, we can hardly pull off such deception. Our life story is, after all, audible: dialectal influences, grammatical stumbles, filler words, and the like. That’s why even a one-minute voicemail message is more revealing than an entire résumé.

 

So, do our voices and language reveal what makes us tick?

Yes, that's true. But we can also use this to our advantage: for example, job applications are increasingly being submitted in the form of podcasts, with or without video. As a result, the company learns much more about the applicant than if we had simply sent a resume.

 

You also advise politicians. What advice do you give them?

Good communication is about stepping out of your own «I» zone. In other words, moving away from questions like «What am I saying?», «Who am I?», «Do I have stage fright?», and «How do I look?»—and into the «you» zone. «Who is sitting across from me?», “What position does this person hold?”, and “What are his or her responsibilities in that role?”. So, what do we know about the person, their position, and their role? If you know your target audience, you can tailor your speech to them and make a strong impression. This is often difficult for politicians. Furthermore, many elected officials cater not only to their political target audience but also to the loyalists within their own party caucus.

 

How different is the language used by men and women?

There is a difference between male and female rhetoric. This is a reminder of our animal heritage. Men fear failure; women fear social exclusion.

 

Can you give an example?

For example, when a wife says to her husband, «And then my sister-in-law said to me…» The sister-in-law may not be a priority on his radar, so he casually replies: «Yeah, well, just stop talking to that stupid cow,» which, however, is of no help to her—who, perhaps living in the countryside, holds the family together. When the wife accuses her husband on another occasion, «You’re good for nothing financially,» that feels like a castration to him. Conclusion: Against the backdrop of fear of failure versus social exclusion, men and women perceive what is said in completely different ways.

 

You founded the «School of Speech» more than 30 years ago; the slogan on the website is «Are you still just talking, or are you already speaking?» Please explain the difference to us.

We all learned to talk by the time we were one year old. But only a very few learn to speak. We live in a language-centered world today. That’s why linguistic elegance is far more than just delivering a speech. Rather, it’s about connecting with the listener on an emotional level, opening doors, appealing to the senses, and then delivering the message in a targeted way. Those who paint vivid pictures can be sure that their listeners will remember what was said for much longer.

 

In your book *Be Boss*, you explain how communication relates to leadership. What do you mean by that?

Good leaders must be able to step into 13 different realities. This brings us back to the «You Zone.» «Who’s sitting in front of me?» «What makes this person tick?» “Are they very sensitive?” When I speak to the entire team, I need to know what the overall mood is. Are people feeling frustrated right now, or are they reeling from the crisis? It makes a difference whether I’m seeking understanding, motivating the team, or stepping on the gas to drive processes forward. Managers spend 80 percent of their workday in communication situations, which is precisely why they face a significantly higher risk of undermining morale and trust in those very situations.

«There are differences between male and female rhetoric. This is a reminder of our animal heritage.»

 

Has there ever been a time when you were completely speechless?

Yes (laughs), when I met my husband. He was a total brat. I was 38 and had just been thinking out loud about having a third child because a seminar participant had asked me about it. To which he replied, «Yeah, honestly, you’re way too old for that.» He did survive the seminar, but I did give him a «life sentence» for that once. I can be cheeky too.

 

But that's exactly the man you ended up marrying?

Not at all. That's my little bit of revenge. (laughs loudly). We've been a happy couple for eleven years, but getting married isn't part of my religion.

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Dr. Tatjana Lackner, MBA She is one of the leading communication and behavioral profilers in the German-speaking world. She was named «Trainer of the Year» by Training magazine, is a political profiler, a six-time bestselling author, and a mother of two.

m&k: David Coulthard, we’ve been living with COVID-19 for a year now—can you remember when you first became aware of the pandemic?

David Coulthard: Yes, I'm good at that. The start of the pandemic caught me off guard while I was flying to Australia in my role as a BBC Formula 1 commentator. Upon arrival, I heard rumors that the race in Melbourne would be canceled. And the next morning, around 11 a.m., it happened. A few hours later, I was back on a plane heading home. Although I’d managed to have a very nice lunch with Mark Webber and his wife, the trip to Australia just for a lunch was definitely one of the longer road trips I’ve ever taken in my life. (laughs)

 

While Formula 1 is back in action under strict health guidelines—and you, as a commentator, are able to travel again—I assume your other businesses are still being affected by the pandemic?

I went into the first lockdown and told myself, «Well, okay, it is what it is.» But then I started thinking pretty quickly about how this would affect our business. In addition to my work as a commentator, I have a stake in a television production company and a stake in an event planning firm. So I had to work with my partners to make sure we were as prepared as possible—and that we’d survive it all. My event company, of course, suffered a significant downturn last year, but we managed to reinvent ourselves; we managed to retain our employees, who did a great job of exploring digital business opportunities.

 

«When I started karting at the age of eleven, I didn't know it would lead to a career in Formula 1.»

 

I'd love to hear what you've learned for your business from racing. When you started karting—as a child—did you ever imagine you'd become the most successful British race car driver of all time in terms of points?

I think that no matter what career you’re planning, you can try to lay the groundwork for the future. When I started karting at the age of eleven, I obviously didn’t know that my passion would later turn into a fifteen-year professional career as a Formula 1 driver. But I worked hard and did everything I could to be successful. And it’s been the same in other areas as well. I remember that my father told me right at the start of my racing career that even if I made it to Formula 1, I should still look beyond it as early as possible. And he told me to think about television. After all, James Hunt, who was the British Formula 1 champion in the 1970s, later became very successful as a commentator. My father didn’t have a crystal ball, but when you consider how things have turned out, I believe … that I was ready and able to adapt because I already had certain plans in the works.

 

«No matter what career you're planning, you can try to make provisions for the future.»

 

You just said that you «did everything you could to be successful.» According to your biography, one of your main focuses was total discipline. How did you maintain that over so many years?

Honestly? It feels natural to me (laughs). To be honest, I feel like I’m cheating life if I don’t seize opportunities or create them myself. I live with the awareness that I’ve been given only one chance in this world. And since I’m now on the threshold of turning 50, most of my life is already behind me. So I don’t want to feel like I lack focus or haven’t tried the things that interest me. I’m not particularly risk-taking, neither in business nor as a driver—but I simply think it’s important to have a goal, a focus; to try to achieve something…

 

… and to become a better version of yourself every day…

Yes, although there are a lot of clichéd statements about that these days, aren't there? (laughs) But in sports, it’s just like in business: It’s always about performance. So why wouldn’t you want to improve that when new technologies become available? Why wouldn’t you want to do better by seeking out the best people for open positions? And why shouldn’t everyone work on improving themselves in the areas where they want to get better?

 

Did having strong competitors also motivate you? After all, you were up against some of the best racers in the history of your sport …

Absolutely. I wanted to literally look my competitors in the eye. I wanted to understand how they drove—how they worked—how they interacted with people, and in what areas they did a better job than I did. That environment really allowed me to thrive; I enjoyed it.

Earlier, you said you would describe yourself as risk-averse. That’s probably hard to believe for anyone who’s seen even one of your races, isn’t it!?

I understand that. (laughs) But I’ve never considered my job to be particularly risky. And why? Because I believe there’s a science behind driving a race car. There’s downforce generated by the wings. There’s grip generated by the tires. You don’t take every turn at full throttle, because then you’d probably crash in the very first one. You learn something new with every race; you feel the interaction between the driver and the car. And over time, of course, you get used to the limits imposed by physics. For me, driving a race car was almost like connecting individual dots to form a complete picture. After all, a race track only has between 15 and 25 turns. So there aren’t that many major decisions that have to be made there in the course of a minute and a half. It’s almost a mathematical process. Of course, you feel the adrenaline and excitement, but I didn’t feel like I was juggling hand grenades (laughs).

 

«I feel like I'm cheating life out of something if I don't seize opportunities—or create them myself.»

 

Do your current business projects sometimes make you more nervous than racing? After all, there are factors—like the current pandemic—that you simply can't plan for.

That's true. But in sports, you also learn to accept what's happening around you at any given moment. I always advise people to approach critical situations rationally and ask themselves: Am I responsible? Is this something I can control, or is it beyond my control? And then you think about how to move forward. How do you get out of a situation—and what do you learn from it?

 

Throughout your career, you've served as an ambassador for international brands. How did it feel to contribute to their value and success? Did that sometimes put pressure on you?

Well, I think that certain brands naturally see value in having me on board because of the association and exposure that comes with Formula 1. Precisely because I have a certain track record as a driver and am still active in the media. So I think that for many of the companies I’ve worked for, there’s a logical connection between me and their brand. And I, in turn, am a fan of the brands I’ve represented; that makes it easier. Because then advertising feels very natural and sincere. I don’t want to have to pretend to anyone that I like their product; I don’t want to act like I’m happy to be somewhere when I’m totally convinced I should be somewhere else. So I try to make sure in advance that I actually like what I’m going to be doing. Of course, I have a responsibility to put everything else in my life aside when I’m at events hosted by sponsors or brands. But I think that’s just being professional. I try to honor my part of the agreement, and I hope others do the same.

 

«A racetrack has only a certain number of turns. The decisions you have to make there are almost mathematical.»

 

Perhaps you’ll allow me to conclude this interview with a somewhat broader question. You’ve taken on many different things in your life: you were a race car driver, and now you’re in television. You owned a wonderful hotel in Monaco, which you’ve since sold. And you’re a partner in several companies. What has guided you in your business decisions?

As I said, the idea of working in television had been in the back of my mind ever since I was a teenager. Even though I had to wait until I was 37 or 38 before I actually got started. The next step—joining a production company—came very quickly once I realized that the television business didn’t always operate at the organizational level I considered necessary—something I’d experienced firsthand, so to speak, as a commentator. I felt that I could do my part to make things better. The idea for Velocity, our event and experience company, emerged shortly afterward from the same line of thinking: I’d been to so many events; few of them were excellent, many were good, and many were rather average. So I thought to myself: Why not start an event company? (Laughs.) I reached out to Guy Horner, who had already founded the company TBA, and asked him if he wanted to work with me. We immediately put together two spectacular events on behalf of Formula 1, one of them at Trafalgar Square in London, which involved all the teams. But of course, there are a few other things that come to mind; there are still business opportunities that I haven’t been able to realize yet.

 

For example?

I'd be interested in talent management in the events and TV sectors. But I haven't found the right partners for that yet. Maybe the time will come. I just don't want to do it alone—because, you know, I've always been, above all, a team player.

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David Marshall Coulthard, MBE, is a former British race car driver from Scotland who went on to pursue a career as an entrepreneur and TV commentator. Coulthard, who goes by the nickname «DC» in the racing world, competed in 15 Formula 1 seasons between 1994 and 2008. He drove for the Williams, McLaren, and Red Bull teams, securing 13 Grand Prix victories and 62 podium finishes. In 2001, he finished as runner-up in the world championship behind Michael Schumacher. Coulthard is married and lives in Monaco with his wife and their 12-year-old son.

m&k: Lea Klipfel, last October your employer, Accenture, undertook a comprehensive repositioning under the slogan «Let there be change.» Was this a response to the COVID-19 crisis?

Lea Klipfel: Digitalization and exponential technologies such as the cloud, the Internet of Things, and artificial intelligence had already drastically changed the way we work and live even before the COVID-19 pandemic. Companies are being forced to reinvent themselves, and consumers increasingly want to know what they’re supporting. This means that the topic of corporate purpose—or «purpose»—has been relevant long before the pandemic. But it’s true: “Let there be change” is particularly apt today. Economies and entire industries need to be rebuilt. We’re focused on the kind of change that makes success and survival possible in the first place—that’s what we want to emphasize above all else.

 

What exactly does the new tagline mean, and what trends is it meant to reflect?

We’re not talking about trends, but about change—both profound and subtle. The concept of change that we’re using here not only represents the power and beauty of the new, but also reflects the depth and breadth of Accenture’s expertise. There’s no need to fear change or societal and technological upheavals—instead, we should view both as opportunities.

 

Accenture is generally known as a management and strategy consulting firm. What challenges has this new direction presented for you as the Marketing and Communications Lead in Switzerland?

I started in my new role at virtually the same time as the reorganization. For me, it was an incredibly exciting start: I joined Accenture Switzerland in November 2019, just two months after Julie Sweet, our global CEO, had taken office. Everyone was eager to hear her visions and ideas, which were then implemented at a pretty breathtaking pace. Of course, practically nothing stayed the same, and things I learned on day one were already almost irrelevant by day two (laughs). So I’m sure you can understand why it’s paid off for my team and me to stay flexible.

 

«What I learned on day one was hardly relevant by day two.»

 

Do your company’s efforts also reflect a desire to differentiate itself even more strongly from other consulting firms—especially the «Big Four»?

Very much so, in fact: I think our strategic approach—which brings together different teams from various services and practices into an end-to-end offering—is quite unique. We don’t just hand over a strategy document and walk away before implementation at the client’s site. Our offering ranges from strategy development to consulting on the technological tools needed to execute the strategy, through implementation, support, and ultimately successful marketing—in other words, the agency’s full service. And which competitor can claim to have the world’s largest digital agency? None, because that’s us—Accenture Interactive.

 

However, rebranding your company isn't the only major project you've helped lead in recent months. Accenture has also used this time to prepare two in-depth studies that have just been released. Can you tell us more about them?

I’m happy to do this because I believe these studies are useful far beyond individual industries and can provide important guidance to many professionals—especially in the current situation. So: As you may know, the design and innovation consulting firm Fjord is part of Accenture; which recently published its trends for 2021 under the theme «Mapping out new territory.» These are seven major changes that we see as currently unfolding; some of them are already part of our everyday lives, both professionally and personally.

 

At the same time, your company is thinking about what the future of work might look like, right?

Yes, in the «work.lead.space» study, we teamed up with partners like Vitra to conduct a thought experiment: How do we want to do our work in the future, where do we want to do it, and what kinds of spaces do companies need to create? And even: What kind of furniture will we need for that? It’s a really, really exciting project.

 

«I experienced some particularly meaningful moments during my own COVID-19 infection.»

 

As we speak, it has been one year since the coronavirus first emerged on an international scale. How did you experience the past year?

Let's not beat around the bush—2020 was a challenge for all of us. We have to cope with many restrictions and give up some of our freedoms, but on the other hand, this makes the little things matter more again.

Even though the virus has physically separated us, we’ve all grown closer as people—whether through coworkers whose families have popped up on video calls, or through long phone calls with friends and family. This is a lasting, beautiful development that we must not forget amid all the challenges. I experienced particularly precious moments during my own bout with COVID-19… so many dear people from my personal and professional circles supported me and brought me great joy with small gestures. That made the fact that I was essentially «locked up at home» for over two weeks much more bearable.

 

Have any of your views regarding your business changed in recent months?

I’ve always lived by the maxim «Nothing is as constant as change,» and my ability to adapt to new things has actually accelerated during the pandemic. As a leader, however, this also means making sure that everyone has access to the information and resources they need to keep up with the pace. In practice, this means for me: communicating in a more sensitive and educational way, and sparking curiosity and enthusiasm.

Has your approach to marketing and communication changed?

In our industry, holistic marketing and communication are still possible—but of course, in-person meetings at events are currently off the table. This is and remains an important tool for bringing service marketing to life and offering customers unique experiences. Unfortunately, something like that is hard to replace, but we’d be wise to create virtual experiences as well. With our Extended Reality Studio here in Zurich, we have in-house experts who create digital event spaces using virtual or augmented reality. We make extensive use of this for workshops, conferences, or even the occasional “bar talk.” In two seconds, you can go from a workshop in the Swiss Alps to a cocktail reception at the Salesforce Tower in San Francisco—complete with fireworks—all it takes is a single click.

 

«Even in networking, there's a »ghetto mentality' based on gender in the 'Old Boys' or 'Ladies' networks."

 

You’ve built a career in marketing as a woman. At the CMO level, there still aren’t too many female colleagues in Switzerland. Why do you think that is?

That really is a shame. A more diverse gender balance would certainly benefit the industry. One thing is certain—it’s not because of the nature of the job (laughs). That’s actually incredibly exciting, for both men and women. Personally, I think this is directly linked to three factors—first, family policy: Childcare is still very expensive if you have to arrange it externally, and there’s no gender-neutral parental leave model that would make private childcare easier. Second, an «old» understanding of gender roles often still prevails: Women sometimes face significant disadvantages in their careers that stem from gender stereotypes that have long since been considered outdated in other areas of life. And finally, there’s also something like «gender-segregated thinking» when it comes to networking.

 

That sounds interesting. What exactly do you mean by that?

I don’t want to step on anyone’s toes, but we’re all well aware of the networking that takes place within «old boys» networks« and, by now, »women’s networks” as well. Here, too, I’d like to see more diversity and openness on both sides. That’s why I’m all the more pleased to be working at Accenture, a company that has embedded diversity and equality in its core values and acts accordingly.

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Lea Klipfel has been Accenture’s Marketing and Communications Lead in Switzerland since November 2019. She has over ten years of experience in services marketing: Before joining Accenture, she built up the marketing and communications department at the Software-as-a-Service startup 1plusX. Previous roles include serving as Head of Marketing at the Swiss Insurance Association and working as a Marketing Specialist in Deutsche Bank’s Private Banking division. Lea Klipfel studied International Business and Languages at Saxion University of Applied Sciences in Enschede (Netherlands) and earned her master’s degree in Business Management with a focus on «Innovation Management» from the Swiss Distance Learning University.

Without compromise, nothing can be achieved in many areas. Think of diplomacy: We would likely be at constant war with one another if it weren’t for the wise, experienced people who, time and again, try to negotiate solutions that all parties involved can live with. So it seems obvious that teamwork and the ability to work well with others are at the top of the list of desired skills for most companies and their HR managers. And that meetings have become a hallmark of our business life. After all, what’s wrong with teamwork, collaboration, committees, and the seemingly noble intention of wanting to consider as many different ideas and opinions as possible and integrate them into a project? Viewed objectively: quite a lot. Especially in marketing and advertising.

One Message Too Many

It all starts with the message we want to convey. Even at this most basic level, there is often a great deal of confusion because different parties want to get different messages across to men and women, respectively. The product management team wants to highlight a new feature they’ve been working intensively on for three years and of which they’re understandably proud. The sales team wants to promote a limited-time sales campaign because they need an «immediate increase in revenue»; top management wants to «communicate our entire product line so people know what we do,» the CMO might have the idea of communicating the company’s «purpose,» while the agency, in turn, suggests a different message—and so on and so forth.

Those who didn't understand disappeared

As early as the 1960s, advertising expert Rosser Reeves (who, by the way, became famous for his USP concept—which you’re surely familiar with) warned advertisers that communicating multiple themes at once would dilute their message and render their advertising largely ineffective. Many who heeded his advice went on to create famous, successful brands. Those who did not gradually faded into obscurity. «The more messages you try to communicate, the less likely it is that even a single message will get through»—that was also the finding of a large-scale study conducted by the market research firm Millward Brown (now Kantar) a few years ago. Nothing has changed in this regard—and it never will. There are a few timeless truths in marketing and advertising that have to do with what advertising expert Bill Bernbach called the «unchanging human being»; this is one of them.

«Great advertising ideas always look so simple, so the job must be a piece of cake, right?»

Where there is no criticism, there is no creativity

But compromise isn’t just about conflicting messages. Even if your ad contains a single, strong message or idea, it’s still at risk. A good advertising idea is often somewhat polarizing. This means that a good idea is often an easy target. A bland idea, on the other hand—which should actually be the easy target—often gets through because (to the untrained eye) there’s nothing about it that could provoke opposition. It was Bill Bernbach, once again, who said the following: «If you stand for something, you’ll always find some people for you and some people against you. If you stand for nothing, you’ll find no one against you and no one for you.» It’s a hard truth to swallow for many who make their living in marketing, but when marketing decisions (or advertising messages) are filtered through too many sieves, it’s no wonder that often only dust remains. The result is then lackluster, uninspired advertising that no one objects to, but to which no one will react either.

Big Teams, Small Ideas

In my experience, that’s why larger teams simply can’t create good advertising. Sure, several people can contribute to or improve it, especially if they’re the right ones (that is, experienced, talented professionals), such as a good creative director, a savvy client, an intelligent product manager, experienced copywriters, art directors, planners—and so on. But the more people who try their hand at an advertising idea, the less interesting and less effective it will generally be. And the more opinions and «ideas» you try to reconcile, the weaker and less convincing the end result will be. That’s why I’m deeply convinced that while compromises may sound nice in meeting rooms, they jeopardize the creation of great ads. My credo is: «If you want to create good advertising, you have to get rid of everything that harms it—including compromises.»

Groupthink is group idiocy

A unique, brilliant idea is usually conceived by one or two people who know what they’re doing. In any case, over the past 30 years, I can’t recall a single instance where truly good ideas were brought to life by a larger team. I’m not alone in this opinion, by the way. The famous art director George Lois said: «Groundbreaking creative decisions are almost always made by one, two, or perhaps three people who are in harmony with one another. Broader, collective thinking usually leads to stagnation or worse. […] Groupthink and collective decision-making inevitably end in chaos.» The same applies to committees of decision-makers, whether at an agency or on the client side. The more people have a say, the worse the result will be. I’ve been through presentations where, after discussing an idea with his staff, the client asked for «just a small change to the headline and a different image»—which, of course, would have rendered the entire idea absurd. And I also remember how I once presented a truly strong idea to a client, only to later find that, after so-called «minor modifications» by their marketing and sales team, I no longer even recognized it myself.

A Glance Over the Shoulder

It’s no coincidence that David Ogilvy insisted that when you hire a professional to create a masterpiece, you should «keep the students away from him—the ones who look over his shoulder and offer suggestions for improvement.» I believe there’s no other field in business where more people feel called upon to «contribute» than in advertising. After all, «everyone is creative,» and great advertising ideas always look so simple—so the job must be a piece of cake, right? I can only quote the advertising pioneer Claude C. Hopkins, who said: «These men would not dare to dictate the next incision to a surgeon. Or tell a lawyer how to win a particular case. Or tell an artist how to paint a picture. They recognize technical expertise in such professions. But not in advertising, which seems so simple to them […]. They don’t realize that, in truth, a lifetime isn’t long enough to learn much more than the basics of the art of advertising.»

The more, the worse

That’s why the rule is: The more people are involved who really shouldn’t be meddling, the worse it gets. That’s why I’m firmly convinced that you don’t need a «meeting» to create advertising; instead, you simply need the right (usually very few) people to develop a strong idea. Once again, George Lois: «Teamwork might work when building a barn, but it doesn’t create a Big Idea. […] Only once you have that Big Idea does teamwork come into play—to sell it, produce it, and implement it.»

Still not convinced? Then listen to what advertising legend David Ogilvy had to say about group creativity: «In my experience, committees can criticize, but they can’t create. Search the parks in all your cities. You won’t find any statues of committees.»

If you don’t trust either him or me, you might be interested in what advertising veteran Mark Aronson (formerly Vice President and Creative Director at BBDO) wrote to me after reading the first draft of this text. If his story doesn’t convince you, nothing will: «I once found myself in a terrible situation where, during a »creative’ meeting attended by over twenty people, the person in charge set up a series of committees to develop creative concepts. After a certain amount of time, each group presented its ideas, all of which were duly noted on a giant whiteboard. We were then all given stickers to place in front of our favorites; that’s how the winner was determined. Needless to say, it was the most boring idea of them all, and no one ever heard anything about it again. The meeting was nevertheless considered a success. Not by me. But what I think of meetings is a whole other story; let’s not even get started on that.”

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Thomas M. Braun He is a marketing and communications consultant and gives lectures and seminars on these topics. Previously, he was the head of marketing at a leading global packaging company and owned his own advertising agency with an international client portfolio.

Little escapes? Yes, she says with a smile. Escapes from the daily grind, from routine, from the business world. If I hadn’t already had the chance to interview Bea Knecht twice before—six years ago—this would be a portrait of Schoggi, Büsi, Schwan, and Coco. Who are they? Her four treasures: freedom on wheels, mobile dream homes.

But … I can also share some other details, since I know that Bea Knecht grew up in a rural area in Switzerland and went to the U.S. to study after graduating from high school. Back in Switzerland, she founded Zattoo—at the time still under the name Beat Knecht. Her desire to live as a woman in the future led her to take some time off. She flew to the U.S. and did what needed to be done. Her mind had been ready for a long time; her body followed suit, and after her time off, she stood before her colleagues as Chair of the Board of Directors. «It felt like I had finally arrived,» she says, and with that, the matter is settled.

«I have one more question.»

I’d like to talk with Bea Knecht about various topics that concern her as the founder, co-owner, and board member of a successful company—for example: What does she think about the women’s quota? Is that a model with a future? Yes, she says; the women’s quota is important—otherwise, nothing will happen. She used to think differently, but time has shown that things move far too slowly on a voluntary basis. A clear stance, but before the next question, there’s that sparkle in her eyes again. She pulls her iPad out of her bag and shows me pictures of “Schoggi,” the brown Mercedes Marco Polo 4×4 based on the V-Class. I’m totally hooked and ask if she’s actually going on tour. “Absolutely—I’ve already covered 42,000 kilometers in the last 2.5 years.” She says the bed is comfortable, and the shower in the back is especially nice to use at the beach. “But isn’t there very little space, and aren’t you always missing whatever you happen to need right then?” To that, she replies:

«Don't think, just drive»

«Social, educational, and a new kind of luxury in the age of COVID-19. Space, distance, nature, and mobility,» she summarizes. Bea Knecht has also set up her camper as a mobile office. She can work from anywhere. She has big plans for Zattoo—new developments are in the pipeline. Does the CEO of Zattoo still watch linear TV herself? «Occasionally. But today the question should be: Do you watch TV content at all? And the answer is: every day—in the form of news or documentaries from Europe, or comedies, especially from the U.S., produced by high-quality networks.»

«Every year is special»

Bea Knecht actively shapes her life and celebrates life with friends; every birthday is a reason to surround herself with loved ones. Now, during the pandemic, that’s a bit more complicated, but in May it’ll be time again to set off on a Tour de Suisse—in the camper, of course. «Fully COVID-compliant—ten people in five RVs.» Next year, she plans to go to Athens for her birthday—planning is underway—and the anticipation is palpable.

More Muscle Strength

Bea Knecht has completed her transition—both internally and externally—and now speaks only about her life as a transgender person to support the community. Otherwise, she sees no need for further discussion; everything is as it is. Nevertheless, I ask if there’s anything she misses about being a man. Her answer comes instantly: «Muscle strength.»

«Her desire to live as a woman in the future prompts her to take some time off. She flies to the U.S. and does whatever needs to be done.»

And now she’s back with Schoggi, Büsi, Coco, and Schwan. She probably won’t keep the entire fleet; she could even imagine renting out the truly spectacularly outfitted campers so that other people can experience this luxury, too. Because one thing is clear: In addition to the IT expertise that makes her a successful entrepreneur, Bea Knecht also has a wealth of knowledge in the fields of design and interior architecture. That’s why Coco, her Mercedes Sprinter, has a yacht-style interior—complete with solar power.

Pomper, who was previously a member of the Editor-in-Chief and Head of Story and Video Formats, will take over as Deputy Editor-in-Chief at the beginning of April 2021. She succeeds Lorenz Hanselmann, who will leave the company at the end of March to pursue a new career (Werbewoche.ch reported).

Sandro Spaeth, Head of the Business Department and member of the Editorial Board, and Daniel Waldmeier, Head of the Politics Department and member of the Editorial Board, will also be appointed to the new four-person Editorial Board as of April 1, 2021.

37-year-old Désirée Pomper started in 20 Minuten's Domestic & Politics department in 2009, taking over as its head in 2012. In 2018, she additionally took over as head of the reporter team. At the beginning of 2019, she was appointed head of the Story department, which she has led together with the Video Formats department since the beginning of 2021 (Werbewoche.ch reported). Pomper has been a member of 20 Minuten's editorial team since summer 2019. She studied international relations in Geneva and was at the Columbia School of Journalism in New York in 2014.

Sandro Spaeth has been Head of Business at 20 Minuten since 2012. At the beginning of 2018, the 41-year-old was appointed to the editorial management. In business journalism, Sandro Spaeth has attracted attention with his format "Live from the Executive Office," among other things. Sandro Spaeth graduated in journalism from the Swiss School of Journalism MAZ and continued his education at the Columbia School of Journalism in New York in 2017. Spaeth is currently completing a Master of Advanced Studies (MAS) in Communication Management and Leadership at the Zurich University of Applied Sciences ZHAW.

Daniel Waldmeier joined 20 Minuten in 2008 as an intern in the domestic department. He then worked as a freelancer, and in 2012 he became editor of the politics section. In 2017, he was appointed deputy head of department, and in 2018 the 34-year-old took over as head of department. Since October 2019, he has also been a member of the editorial board in this capacity. Since 2017, Daniel Waldmeier has also acted as project coordinator for the political surveys regularly conducted by 20 Minuten and Tamedia. Daniel Waldmeier studied German and economics at the University of Zurich and earned a doctorate in older German literature.

The Swiss Professional Nursing Association SBK is the first point of contact for nursing professionals and offers its members a wide range of services. At the same time, the association also advocates for its members at the political level.

In several workshops, the project team at Advery worked together with the SBC to develop the structure and concept of the new website. The information architecture was completely revised, and in the process the original 200-plus subpages were reduced to less than half without any loss of content. After the solid basic framework was in place, it needed the right cover.

The new screen design results in a coherent whole. The appearance including the logo was refreshed, current photos were shot and suitable icons were illustrated. The website is responsive - i.e. it can also be used optimally on mobile devices. Visually, the professional association now appears fresher, younger and more charming.