A drinking bottle, ear protectors and - when it rains again - a mini pocket umbrella: For Ina Klingele, these promotional items are currently her favorite everyday companions. However, the Vice President of Promo Swiss, the association of the Swiss promotional products industry in Weggis, also recognizes an overarching trend in these gifts: "The industry is moving away from inexpensive, single-use items towards higher-quality items that are durable and can be enjoyed for a long time."

But there’s a catch. Such items are considerably more expensive than well-known promotional giveaways like pens or keychains. On the other hand, they leave a lasting impression on recipients, who are happy to keep them. This promotes sustainability—a goal to which the promotional products industry has been committed for years. «Today, medium-sized and larger companies in particular expect transparency and environmental responsibility throughout the entire supply chain,» notes Roman Hasler, Head of Procurement and Marketing at BB Trading Promotional items in Dietikon. According to him, certifications such as ISO 14001, EcoVadis, and Amfori BSCI play a major role in separating the wheat from the chaff.

The motto today is: less is more

"Instead of large quantities of cheap giveaways, high-quality, useful and durable products are now being chosen - often made from recycled or resource-conserving materials, ideally produced in Europe," reports Hasler. In order to make the origin of the individual items transparent, BB Trading Werbeartikel provides an in-house evaluation system that makes the sustainability of products comprehensible for the end customer. "This makes it possible to switch to sustainable alternatives in a targeted manner," promises the promotional products expert.

Strict environmental standards are mandatory

This pays off for the advertising companies. "Products with clear added value and ecological communication strengthen both brand image and customer loyalty," explains Hasler. The manager includes: "Fishing caps, dad caps, sports socks, the original Stanley Cup or similarly designed drinking cups, and generally everything that is trendy in the retail and fashion sector or is hyped by social media channels."

This trend was also confirmed last January at PSI Trade Fair 2025, the leading European trade fair for the promotional products industry: "The demand for European production and strict environmental standards is growing every year, which was particularly evident at this year's trade fair," observes Anna Nyhlin, who traveled to Düsseldorf as an exhibitor for her company Teko Tryck from Sölvesborg, Sweden. The product range includes tea towels, kitchen towels and velour cloths that are manufactured in Europe, explains the saleswoman from Sweden: "Our products meet both high environmental standards and the growing market demand."

Another thing that could be observed at PSI was that promotional products are becoming increasingly personal - thanks to modern technology. At the trade fair, manufacturers such as Ullmann showed how writing instruments can be easily customized with an individual inscription using a laser machine. The same is possible with a number of other items, from drinking bottles to tech gadgets for smartphones and notebooks.

Employees are ensnared

Employees, as the most important brand ambassadors for companies, are also increasingly benefiting from these useful attentions. Working from home, hybrid working and cultural cultivation mean that companies are courting employees more than ever before. "Employer branding is currently very important," says Ina Klingele from PromoSwiss. At the end of a project, for example, there are thank-you gifts for the team, and even at Christmas it is often good manners in many places to show appreciation for the past year's work. Or to motivate them in advance: It is becoming increasingly common for new employees to receive a welcome box with a bag, bottle, mug, power bank, snacks, pen and notebook on their first day at work, as Klingele describes: "These employee gifts are often selected and procured by the HR department."

A study conducted by the German Association of the Promotional Products Industry (GWW) in 2023 shows that 19% of companies in Germany use promotional products to retain employees. More often, however, the gifts are still given to customers. In the GWW study, 71% of the companies surveyed stated that they would use promotional items during customer visits to their own company, with a further 70% using them during contact on customer premises. This is followed by promotional items presented at events and those used for customer loyalty at the end of the year. The calculation works: According to the Promotional Product Monitor, which the GWW surveys every two years with Dima market research, two thirds of promotional products remain in the recipient's possession for more than a year and around 40 percent for more than two years. "This is a retention period that other media only achieve, if at all, with multiple placements over longer periods of time. This means that even a one-off handover of an advertising item can communicate the advertising message sustainably over the long term," says Ralf Samuel. For the Managing Director of the General Association of the Promotional Products Industry (GWW) in Frechen near Cologne, it is therefore only logical that companies that emphasize sustainability as one of their guiding values consistently integrate it into all areas of their business. And also express them through the right promotional products. "This starts with purchasing and procurement and extends to production, marketing and sales," explains Samuel. But companies still don't want to dig deeper into their pockets for this.

GWW studies have found that sustainability plays a role for 91% of advertising companies. However, acceptance of the associated higher costs is significantly lower: Just four percent are prepared to spend more than a fifth more money on sustainability. In contrast, although three out of four respondents consider a price increase of less than 20% to be appropriate, they would rather reduce the order quantity than increase the marketing budget in this case. Less must then be more - also in terms of practicing sustainability.

"Added value and ecological communication strengthen customer loyalty."

A new impact study by the Content Marketing Forum (CMF) calls into question everything that was previously considered a recipe for success in influencer marketing: the impact of genuine connections goes far beyond reach. Success is not determined by a reach of millions, but by a DNA of likeability and authenticity.

The figures are clear and are shaking up an entire industry: "We are experiencing the end of the reach craze," explains Regina Karnapp, Managing Director of the CMF. "The future belongs to authentic connections." Under the scientific direction of Prof. Dr. Clemens Koob, Scion Research Labs surveyed over 1600 people from Germany, Austria and Switzerland. The result: the favorite influencers achieve above-average ratings in all measured success factors. Reach plays no role at all: two thirds of respondents have favorite influencers from the medium reach categories.

To find out what it takes to be a "favorite influencer", the researchers went one step further and deciphered the code of successful creators. The hierarchy is clear: friendliness is at the top - the most important single factor of all. This is followed by likeability, trustworthiness, competence and honesty in almost equal measure - the clear labeling of paid content is the main contributor to this.

Heart over head

The study thus reveals a marketing revolution: three quarters of followers cognitively engage intensively with brand posts from their favorite influencers - significantly more than with traditional advertising on social media. In a direct comparison, influencer content even achieves the highest average impact, followed by brand posts, digital company content and printed customer magazines.

Even more fascinating: almost half of them really miss their favorite influencers when there are no posts. A strong basis for a conversion rate that can clearly outshine traditional advertising formats. Two thirds of followers want to try out recommended brands, and more than half actually intend to buy. This is how influencer content works along the entire customer journey: the vast majority become aware of new products, receive useful brand information, develop positive brand perception, build brand preference and are persuaded to make direct purchases. Anyone who thinks this only applies to digital natives is mistaken: influencer marketing works across all age groups and educational levels. Higher-educated people in particular have an above-average positive reaction. Such positive experiences with influencer content and the person behind it lead directly to greater engagement and higher marketing effectiveness. "Favorite influencers create trust." The "Influencer Content Marketing: Experiences & Effects" study was commissioned by the Content Marketing Forum and scientifically led by Prof. Dr. Clemens Koob. Over 1,600 people from the DACH region were surveyed on a representative basis, says Olaf Wolff, 1st Chairman of the CMF. "They treat their followers like personal friends - and friends are trusted.

What's next?

The study provides clear recommendations for action: Companies should give preference to micro and macro influencers, prioritize authenticity over reach, promote transparency, build long-term partnerships and ensure content quality. The focus must be on genuine relationships, not bought attention. The results thus mark a turning point, as strong influencer marketing is based primarily on the fit between people and content, because influencers who focus on likeability, expertise and transparency create a lasting impact.

"The study results make it clear that influencer marketing must be carefully planned in order to achieve maximum impact," summarizes Olaf Wolff. "Appropriate content and choosing the right influencer are the key factors for success."

About the study

The "Influencer Content Marketing: Experiences & Effects" study was commissioned by the Content Marketing Forum e.V. and scientifically managed by Prof. Dr. Clemens Koob. Over 1600 people from the DACH region were surveyed on a representative basis.

"Influencer marketing has the potential to have a much greater impact than comparable communication channels."

Olaf Wollf, Chairman of the CMF.

Marketing managers have no choice but to bring light into the darkness, to understand and constantly scrutinize the mechanisms of the world's widest-reaching media genre.

Challenge organic content and its impact, it's a fallacy!

Content agencies preach it like a mantra: posting several times a week is mandatory, only accounts with many followers achieve reach, and content must not look like advertising. But how much of this is really true? Basically, platforms like Meta are not designed to help companies achieve success for free. They are marketing platforms and their business model is based on advertising. Meta generated revenue of USD 164.5 billion in 2024 - more than all TV stations in the world combined. The lion's share comes from advertising revenue. Regular posting hardly brings any long-term benefits. The only decisive factor is whether content is relevant and provides a concrete benefit. This is a challenge, especially in less "entertainment-related" industries. Many companies therefore try to score points with jokes - often without any real effect.

The hope of gaining more reach through many followers has also become a myth since the switch to the "discovery feed". Content is played out where it arouses interest and regardless of follower numbers. Unfortunately, the competition is huge: around 95 million new posts compete for attention every day. So it's no wonder that engagement rates are often disappointing.

Our recommendation for action

Challenge the logic of organic reach and calculate the reach costs using the tried and tested thousand contact price (CPM): production costs / reach in thousands = effective CPM. Now ask yourself whether something that is X times more expensive than advertising really achieves X times greater impact. In most cases, you will receive a clear signal as to whether you should continue to trust the hypothesis of organic impact.

Question the implementation: Early branding is not a mistake, it's a must!

Content creators often argue: "No branding at the beginning - that's a deterrent." Instead, a brand should only be subtly incorporated at the end. Anyone who continually claims this has probably never looked at an advertising impact study such as a brand lift study on social media. You can read the facts in the listicle.

Our recommendation for action

Only early branding will bring full brand impact. At the same time: Apart from this requirement, give the content creators as much creative freedom as possible so that the video remains authentic. Show your creator the comparative figures (see table).

What does the campaign mean "worked well"? Question the success metrics of the content creators!

Creators often focus on metrics such as views, likes or shares - which is understandable, as these are easy to measure. However, other KPIs are much more important for marketing managers: brand awareness, image, sales.

Likes, for example, only show that a piece of content was likeable, but do not prove any purchase intention, brand loyalty or long-term effect. Campaigns that are geared towards engagement often fail to achieve their goal and primarily lead to people talking about metrics that are of no benefit to their brand and company.

Our recommendation for action

Use social media platforms for what they were built for, and that is targeted marketing on "Marketing KPI". Each platform offers tools to optimize campaigns for specific marketing goals - from brand awareness to consideration to conversion. These objectives have long been standard and enable precise reporting and target-oriented optimization of your campaigns.

"Platforms like Meta are not built to help companies succeed for free."

Facts

Early branding is a must!

1

Show who you are

The average viewing time of an Instagram reel is 1.7 seconds. Anyone who does not immediately show who they are and what they are about has simply missed the opportunity.

2

Fire lift

A recent TikTok study ("The Long and the Short Form of It", TikTok and System1, 2025) shows: Early branding increases brand lift by over 80 %. This applies to advertising recall, brand awareness and image.

3

Entertainment

But: entertainment remains essential! Nevertheless, the content creators are not entirely wrong, as the same study shows that entertaining videos have 2.8 times more influence on brand image than boring videos.

Variant Logo Purchased Drop-off rate Branded

Impressions appear after 1 second Impressions

Video 1 after 5 seconds 100'000 60 % 40'000

Video 2 in the 1st second 100'000 80 % 100'000

"Regular posting brings hardly any long-term benefits."

Social media support for SWA members

In cooperation with Furthur AG, the SWA offers a free helpdesk for social media issues:

> [email protected]

Note: Support requests regarding "blocked accounts" or "missing access rights" are excluded.

m&k Marco Ancora, a post of yours on LinkedIn has gone viral in recent weeks. You talked about your daughter who waited in vain for "dad to get changed and then come swimming". Unfortunately, dad was in a work meeting and couldn't be there for the family swim day. You come across as vulnerable in this post, open up and let your community in on the stretch between family and work. Finally, you write that constant availability should be questioned so that fathers can also set an example of reliability in their private lives. What prompted you to post these thoughts on the LinkedIn business platform?

Marco Ancora I always try to be transparent - even when it comes to personal issues. In this case, it was about a very private moment: our daughter is at daycare on the days my wife works. The weekends belong to her. On this Saturday, however, a graduation ceremony was on the agenda, the date of which I had known for a long time. For me, it was a compulsory professional event, for her it was a day when Dad was supposed to be there. When I left, she was crying. I was particularly struck by the fact that she told friends at the swimming pool that I would just quickly put on my swimming trunks and be right there - a sentence that I had slipped out in an attempt to calm her down. I don't consciously lie to my daughter, but it happened at that moment. I wanted to share this moment because it reflects a dilemma that many people know: Success at work and being a present father - the two often seem almost impossible to reconcile. This is exactly what we should talk about.

Did you expect so much feedback? And what was the tenor of the comments?

To be honest, no. The response was overwhelming - mostly approval and sympathy. Many people recognized themselves in the story. There were also critical voices: I was accused of having written the article to arouse sympathy or to make a name for myself. I accept such criticism and reflect on it. But the overwhelming majority of reactions have shown: This area of tension is a real pain point for many.

What can change in the family/work context in order to improve the structure?

There needs to be more awareness that time with the family is not a "nice to have", but a social necessity. Employers should create clear framework conditions to enable parents to plan family time - and parents should consciously demand it.

As Managing Director of the Swiss Marketing Association, you are in close contact with your regional clubs - how is this topic reflected there?

We discuss it at various levels. In the clubs, balancing work, family and volunteer work is a particular challenge because club work is done on a voluntary basis. Many feel how difficult it is to reconcile these three areas.

Where can Swiss Marketing take up the cudgels?

We can promote discussion, make best practices visible and motivate companies to create family-friendly structures. As an association, we have a platform to spread the topic with decision-makers from marketing and sales.

As a father, what do you wish for the future of the working world?

Family first - and still have a focused career. There is a quote that I find very apt: "The only people who remember your overtime are your wife and, above all, your children." I would like to see a working world in which the value of the family is once again recognized as a social priority. Parents should be able to accompany their children as they grow up - in a healthy balance between work and private life.

What needs do you sense among men in your environment in terms of work-life balance?

Many of my friends - regardless of industry - are actively looking for ways to be more present as fathers. It's not just about working fewer hours, but about making conscious decisions: Does this appointment really have to be outside of working hours? Do we really need this business trip abroad?

Do you think Switzerland is on the right track?

Progress has been made, for example with more flexible working models. But major construction sites remain: Daycare costs are still a massive burden in many places, and the reality that many families can no longer get by on one income remains unresolved. I deliberately ask the question: why is this the case?

What conclusions do you draw from the great response to your post?

The topic moves us - and many of us. The post showed that we need to talk about how we as a society are rethinking work and family. For me, it was confirmation that personal stories on a business platform like LinkedIn can provide valuable impetus.

Marco Ancora has been Managing Director of the Swiss Marketing Association since 2025. Swiss Marketing is the professional and trade association for specialists in the fields of marketing and sales. It brings together the expertise of around 2,000 specialists and managers from various sectors. Swiss Marketing also organizes the professional and advanced professional examinations for marketing and sales. Swiss Marketing is represented and firmly anchored throughout Switzerland: experience and knowledge transfer at management and specialist level takes place in around 20 regional clubs, the nuclei of the association. Swiss Marketing Clubs organize various regional events on current issues relating to marketing and sales. Swiss Marketing has been chaired by Chris Pozzoli since 2025.

"There needs to be more awareness that time with the family is not a "nice to have", but a social necessity."

Hardly any discipline in branding is as fulfilling as working with start-ups. It marks the moment when everything is still possible: a name that sounds, works and stays; a visual identity that expresses attitude; a story that is still being written. It is precisely here, at the beginning, that perhaps the greatest responsibility and the greatest opportunity for agencies lies.

Because the beginning is not a sprint. If you link the brand name too closely to a single product feature in the heat of the moment, you risk the brand ending up in a dead end as soon as the business model or strategy changes. On the other hand, those who think broadly and leave room for growth, change and surprise not only build a brand, but also anchor future viability in it.

Avoid pitfalls, create leeway

A good example is "RIVR", a robotics start-up from ETH Zurich. The name immediately conjures up images: flowing, powerful, connecting. Nevertheless, it does not carry the burden of a specific product or feature, but opens up associative spaces in which the company can unfold. Important for the founders, important - and attractive - for investors such as Amazon founder Jeff Bezos.

Nota bene: What "RIVR" demonstrates requires an attitude that is not always easy to implement in our agency world. Quick results and social media-suitable punchlines often count more than a long-term brand strategy. This is precisely where we should intervene, advise and sometimes disagree. Not out of principle, but out of responsibility: brands are not disposable items. They are platforms on which great stories are created.

We are the guardians of the beginning

As creatives, consultants and strategists, our job is not only to shape today, but also to think about tomorrow. We don't just follow trends, we lay the foundation for our clients to withstand the changing tides in the long term.

The beauty of the beginning lies not in the quick shine, but in the foresight. Anyone building a brand today should anticipate the questions that could arise in ten years' time.

The business practice looks like this: Communication services are sold by international providers to Swiss companies without any hurdles or customs duties. The strong Swiss franc and the high gross wage meridian in Switzerland have an aggravating effect on communication service providers. Do cultural understanding and geographical proximity bring enough added value to make the decisive difference? Successful Swiss communication service providers orient themselves towards international competition and use this strategically - to secure their position in the domestic market and to position themselves in the international environment. There is plenty of information available. In addition to cultural understanding, another, in my opinion far more important difference between Switzerland and our direct international competitive environment lies in the respective training landscape.

The Swiss education system is valued worldwide for its high quality. Together with legal certainty, it is one of the main reasons why many big tech companies choose Switzerland as one of their European hubs: Google (2004), Amazon (2016), OpenAI (2024), ByteDance/TikTok (2025).

Educational landscape in the communications industry

The volatile communications market is developing rapidly, specialization offerings are constantly changing and adapting to metatrends (such as AI or insourcing). While the federal certificate "Communication Specialist" (formerly "Advertising Specialist with Federal Certificate") from the KS/CS Communication Switzerland sponsorship body has hardly any students in German-speaking Switzerland, training courses (Bachelor, Master, MAS, CAS) at the ZHAW, FHNW, HWZ, MAZ or ZHdK in various subject areas and degrees of specialization are becoming increasingly popular.

Translated to the commissioned film

Within the communications industry, the production of commissioned films is considered one of the biggest market share winners of the past two decades. And within these moving image products, it is primarily snackable content formats in the business-to-customer sector that have seen the strongest growth in demand - which is understandable when you take technological progress into account. Although education is one of Switzerland's most important (export) goods and although the demand for commissioned film productions is reliably gaining market share within the communications industry, there is a lack of broad and in-depth training in this area in Switzerland. As a result, only training programs for fictional and documentary disciplines in the independent (feature-length) film market offer such important in-depth training. There has been no noticeable increase in in-depth training courses for the highly specialized commissioned filmmakers. Specialized specializations in the commissioned film sector still have to be learned on the job. The consequence is obvious: the Swiss commissioned film production landscape is still characterized by a large number of career changers. It is encouraging that the recently revised apprenticeship with a federal certificate in media technology releases up to 500 graduates onto the market every year. Until recently, these graduates relied in vain on follow-up and further training opportunities. Switzerland has recently gained a new federal certificate in this area. The federal "Content Creator" certificate created by the Swissfilm Association still takes a generalist approach, but it fills this career entry and career development gap, even for career changers. And that is crucial, because the fact that artificial intelligence is having an impact on the Swiss employment landscape is making things more difficult for young talent today. The international trend is that AI is replacing young professionals in particular. According to a study by HR service provider x28, the term "junior" is already being used significantly less in job advertisements.

At baccalaureate level, the Bachelor's degree in Cast/Audiovisual Media at the ZHdK is considered a broad-based course of study. It sheds light on all facets of the professional environment, but still offers no specialization options.

International comparison

What Switzerland lacks, therefore, are specialization courses in commissioned film, such as those that have been offered at a very high level for years in the geographically close vicinity. There are no internationally renowned commissioned film (advertising film) schools in Switzerland, such as the Film Academy in Ludwigsburg, the London Film School or La Fémis in Paris. The three aforementioned offer specializations within the commissioned film industry and focus on the bridge between commissioned films, marketing and brand management. They are geared towards the major international advertising awards (Cannes Lions, D&AD, The One Show, Clio, LIA, Epica, Eurobest, Webby, ADC, etc.). What these highly specialized schools also have in common is the draft process, as we know it from the NBA: the most promising students are literally poached from the schools in their final years of study. The graduates of renowned film schools specializing in commissioned film do not see themselves as pure filmmakers, but as part of the communications industry within which they specialize in commissioned film.

Only the ADC, which is also very active in Switzerland, can keep up internationally and in some cases compete with a Miami Ad School, for example. The ADC Ad School teaches creative skills in specialized areas of communication and honors them with the Young Creative Award. It therefore has an increasingly important role to play in these trends.

Basic training vs. specialized expertise

It is obvious that Swiss communication service providers (especially agencies and commissioned film productions) train their own specialists. Due to insourcing trends, this task is also increasingly falling to companies with large communication needs and their own communication and moving image departments. It could be argued that once companies reach a certain level of specialization, they have to provide their own training and further education anyway - because their requirements are too specific. And indeed, many industrial SMEs ("hidden champions") in Switzerland, a country of SMEs, see it as their duty to train their own specialists. This self-image is not yet widespread in the moving image communication sector. Yet this self-image of the obligation to provide targeted specialist training is essential for ensuring a high standard of communication in Switzerland. However, training and further education is not only in the interests of the employer, but also of the employee - in order to maintain competitiveness. Contemporary, stylistically and culturally relevant moving image presentations that match the company are perceived by the end consumer as standard corporate competence. Must-have. In a healthy economy, the state offers training courses to acquire moving image production skills on a generalist basis. At present, the increase in the demand for moving images from companies is offset by the dangerously slow development of specialist training courses in this area.

Training of talents on the order production side

While the educational landscape has recognized the trend and is increasingly creating protected titles and educational opportunities, companies in the contract film market find it remarkably difficult to invest in the training and further education of their talent. In terms of business management and production organization, there is a lack of value catalogs, organizational charts, internal training courses, title definitions within the career ladder and descriptions of their areas of competence and responsibility. In the areas of technical specialization, there is often a lack of careful talent scouting and a targeted, sustainable and strategic development of, for example, directing and camera talent or post-production artists.

Conclusion

The educational landscape has recognized the need, the wheels are in motion. Until then, we, the commissioned film productions, advertising agencies and Markom departments, must cultivate the self-image of wanting to train talent ourselves. Or live with losing international competitiveness.

"Only the ADC can keep up internationally and compete with a Miami Ad School, for example."

"The educational landscape has recognized the need, the wheels are in motion."

About the author

Stefan Bircher, founding member of Shining Film AG and Andy Was Right AG, executive producer of Shining Film AG.

Image: Chris Reist

We are loud, creative and ready for change. Because in the communications industry, we like to keep our finger on the pulse. At least outwardly. But when it comes to structural changes that would enable real diversity, inclusion and new working models, it becomes clear that many agencies are surprisingly conservative. Especially when it comes to part-time models or job sharing at management level.

"Leadership means presence"

The mantra that apparently continues to circulate in the minds of many agency bosses: If you want to lead, you must always be available. If you can't raise a glass with a client in the evening or answer emails at any time, you are considered less committed. Anyone who shares a management task with someone else is supposedly "only making an effort". And anyway, how is this supposed to be explained to the customer?

What shines through here is not only a lack of trust in the organization, but also a massive prejudice against motivated, highly trained employees who are not prepared to sacrifice themselves completely for work. Anyone who picks up their child from nursery at 5 p.m. or reserves a day of the week for further training or care work is seen as a potential weak point. Not as a resource. Not as an opportunity. But as a risk.

Outdated thinking with real consequences

It has long been proven that flexible working models, if managed well, do not lead to a drop in performance, but to greater loyalty, lower staff turnover and better results. Other sectors have understood this. In corporations, banks and the public sector, job sharing at management level is no longer a marginal phenomenon, but a reality. A study by Anja Karlshaus (2020) sums it up aptly: "Part-time leadership increases diversity, improves work-life balance and contributes to achieving Sustainable Development Goals (SDGs) - especially when supported structurally and culturally." Companies that rely on such models report a stronger team culture, more stable management structures and better employer branding.

So why do agencies of all people refuse to set a good example here? I would venture a provocative hypothesis: because they can't. Because many agencies have built up too little structural resilience to allow new models. Because they confuse hierarchy with control. And because they have made themselves too comfortable in a system that normalizes overtime and ignores the realities of life.

My personal view: Quality instead of the cult of presence

I don't have any children myself. But that's precisely why I take an unbiased view of the topic. What counts for me is the quality of a manager, not the hours they are present. I was lucky enough to work with colleagues who shared a management role at a major client in a top-sharing arrangement. And with great success: so much so that the client later adopted our model internally in order to offer prospects to returning female employees. This was not a socially romantic experiment, but a well thought-out solution with a clear allocation of roles, shared leadership and high efficiency. The collaboration was reliable, professional and, to be honest, refreshingly good. When two people share a task, it doesn't mean that they are only "half there". It often means that they lead with double the attention. And with genuine mutual reflection.

And yet many have not yet recognized the positive effects. Quote from a colleague in a part-time position: "There are a few agencies that bravely open up to such models, but then they make you feel it. You have the opportunity to do job sharing, but you also constantly have the feeling that you have to justify it." This is also part of the truth: those who grudgingly allow part-time models but constantly make people feel that this is an exception are not creating a genuine culture of equality. And thus misses the opportunity to retain talent in the long term.

Of course, such models involve a certain amount of coordination in the initial phase. This point is justified. But what is often forgotten is that the additional work does not have to be borne by the team or the line managers. And that was never the case with us. Our part-time and/or job-sharing colleagues have organized themselves independently, coordinated their handovers professionally and ensured clarity both internally and externally. They have consciously taken on the additional organizational effort themselves, out of a professional self-image and a strong sense of responsibility that has not demanded less quality from the model, but more structure.

What we must finally overcome

The belief that part-time is synonymous with partial responsibility is a misconception. Just like the myth that customers won't accept shared management. In reality, no customer is bothered by the fact that a project manager is not available on a certain day of the week if the structure is right, communication is clear and commitment remains tangible. Yet the customer argument has long been refuted: According to IÉSEG Insights (2025), around a third of large companies in Switzerland, the UK and the US already rely on shared leadership roles today and consistently report a high level of acceptance among customers as long as structure, communication and reliability are in place.

The real problem is not the model. Rather, it is the lack of willingness to seriously deal with the demands of a new working reality. In the assumption that flexibility automatically means a loss of control.

And yet: there is hope

They exist, the agencies that are open. Who insist on quality instead of presence. Who have realized that diversity is not just a buzzword, but a competitive advantage. That people who (have to or want to) have a life outside of work are not a burden, but often better managers: more organized, more focused, more empathetic. These agencies create a framework in which people can develop without having to apologize for it. They rely on trust instead of control. They rely on dialog instead of prescriptiveness. And they win not only on the job market, but also with their customers.

What it really takes

Successful job sharing is not a sure-fire success. It requires openness but also structure. Clear roles, defined handovers, transparent communication. However, this is not a weakness of the model, but its strength: it forces clarity. Those who introduce top sharing cannot hide behind implicit power structures or vague responsibilities. And this is where it becomes uncomfortable: not for the tandems, but for the organizations themselves. Because those who enable job sharing must learn to relinquish control. They have to say goodbye to the image of the "one" manager who decides everything alone. They must also be able to tolerate the productive clash of different points of view. This does not make leadership more diffuse, but more precise. Not weaker, but more transparent. And yes, that is demanding. But not because people can't do it, but because many systems have so far been unwilling to trust them.

Agencies: please take a closer look

I sometimes find it shameful how badly this topic is thought and spoken about, even by women in management positions. Anyone who excludes part-time employees at the top level per se is consciously deciding against diversity. Anyone who dismisses job sharing as "too complicated" is deciding against developing potential. And anyone who believes that ambitious specialists will be satisfied with these conditions in the long term will soon no longer be able to find any.

A plea for the reality check

If agencies want to survive in the battle for talent, customers and relevance, they need more than pretty employer branding slides. They need the courage to question outdated ways of thinking and replace them with new, fair and intelligent models. Models that see part-time work not as a compromise, but as a strength. That don't see job sharing as an emergency solution, but as a conscious choice. And that don't expect people to adapt to the system, but design the system so that people can flourish in it.

And by the way, this issue doesn't just affect women. It is time for more men to have the courage to take on part-time management responsibility: not as exceptional men, but as co-creators of a contemporary work culture. As long as flexibility is only seen as a female concern, equality will remain an illusion.

Let's walk the talk. It's time.

"When two people share a task, it doesn't mean that they are only "half there"."

"As long as flexibility is only seen as a female concern, equality will remain an illusion."

Switzerland is at an emotional crossroads in 2025. While almost half of the population is hopeful about the future, many others have a growing sense of uncertainty. The representative survey shows that 47 % of Swiss people say they are optimistic about the future - including 12 % who are even convinced of a very positive development. They have confidence in innovation, political stability and the country's resilience. A further 35 % are also rather confident, but not without reservations.

This contrasts with 34 % who take a more gloomy view. Pessimism slightly predominates for 27 %, while 7 % view the future with clear concern. This skepticism stems from uncertainties regarding social, economic and environmental developments. As many as 19 % are unable or unwilling to commit themselves clearly - an expression of uncertainty or indifference?

Trust in institutions

When it comes to trust in state institutions, a complex picture emerges. The Federal Council enjoys a high to very high level of trust among 46 % of the population. It stands for reliability in times of change. At 45 %, parliament is also barely below this level - a sign that democratic processes are generally appreciated.

The situation is different for political parties: Only 23 % of respondents have a high level of trust in them. This is where the emotional distance seems to be greatest - possibly because parties are often perceived as conflictual, tactical or not solution-oriented enough. The media landscape is divisive: 31 % have a high level of trust in their source of information, while 30 % are clearly skeptical - an indication of the dwindling credibility of traditional media formats.

By contrast, trust in the justice system (48 %) and in the police in particular (58 %) is very stable. These values indicate that many people perceive the legal system as fair and the law enforcement officers as a protective authority - an emotional constant in the social fabric.

The majority of people's assessment of their personal life situation is positive. A total of 74 % describe their state of health as good or very good - a strong signal for a functioning healthcare system, but also for a generally health-conscious population. Particularly pleasing: 77 % rate their family and social environment as positive. In a world full of change, the private sphere appears to be a stable haven.

The professional situation

The housing situation (74 %) as well as leisure activities and quality of life (73 %) are also appreciated by the vast majority - an indication that many people in Switzerland experience their everyday life as fulfilling and worth living. The professional situation is rated positively by 65 % - but here too, a third remain dissatisfied or undecided. The Swiss are most cautious about their financial situation: although 56 % say they are satisfied with it, almost half feel financial insecurity or restraint.

A particularly clear indicator of the emotional situation is the view of the most pressing problems in the country. 48 % cite climate change and environmental protection as the biggest challenge. This topic is not only factual, but also deeply emotionally charged: Many associate it with fears for the future of their own children, worries about natural disasters and the loss of home. Migration and integration worry 44 % of respondents - often deeply rooted questions about identity, cultural change and social cohesion are at play here. The healthcare system (41 %) and old-age provision (39 %) are also high in the worry rankings: issues that are directly linked to personal life risks - illness, care, financial security in old age.

Other challenges that concern many people are economic development (35 %), the education system (28 %), security and crime (25 %), political stability (21 %) and social cohesion (20 %). In contrast, digitalization and artificial intelligence receive remarkably little attention - only 16 % see this as an urgent challenge. There may be a lack of awareness of the long-term effects here.

A clear picture

In the end, a clear picture emerges: Switzerland is a country that vacillates emotionally between two poles. On the one hand, there is a deep trust in one's own life, the social environment and many institutions. On the other hand, social, ecological and political issues are increasingly casting shadows on the collective self-image. This ambivalent emotional state - between security and change, between hope and concern - will shape the emotional climate in the coming years.

"The emotional state of hope and worry - will shape the emotional climate in the coming years."

Nadia Kohler has a job at Tamedia that hasn't been around for long. Her title: "Head of AI Lab". Two years ago, it was still "Head of Product Management Content Development". Much bulkier, much more vague. But today, the media company in Zurich knows exactly where journalism is heading. For example, Tamedia no longer provides readers of its titles such as Tages-Anzeiger and Basler Zeitung with content in a fixed form. Instead, they should be able to decide for themselves in which format they would like to receive information. An initial test run at Basler Zeitung in the spring, in which readers were able to switch between original interviews and summarized running text, was well received. Further formats are now being gradually introduced. Kohler calls the principle "liquid content".

Tamedia's AI Lab has developed its own toolbox to make the use of artificial intelligence easy. Editors use it as a research and writing aid and also have indirect access to tools such as ChatGPT, Claude, Gemini and Mistral. Around 2.5 million pieces of content that Tamedia has created itself in recent years are available for research. There is also a contract with Open AI that allows ChatGPT to be used in compliance with data protection regulations. "This kind of protection is particularly important for research and content creation to ensure that no confidential information is leaked," emphasizes AI Lab Head Nadia Kohler. After studying journalism, she made her debut at a local radio station, then worked as editor-in-chief of a news website before moving into product management at Tamedia.

Since Kohler took part in the international AI Launchpad program of the Google News Initiative and FT Strategies with her team of eight and editors from the Tages-Anzeiger in spring 2024, there has been a lively exchange with other media companies on the topic of AI. There is close contact with a company from Belgium. "Because we are not direct competitors, we can talk quite openly," says Kohler happily - about what works and what doesn't. However, not all experiences can be transferred to the Swiss market: "In Switzerland, the acceptance of artificial intelligence is still comparatively low." This is confirmed by both the annual results of the Research Center for the Public Sphere and Society (FÖG) at the University of Zurich and in-house surveys. "Older target groups in particular also want AI-supported texts and images to be explicitly labeled," explains Kohler. The manager bases this on the findings of the Reuters Study 2024: "If a country reports predominantly critically on artificial intelligence, the population there also reacts with greater reluctance towards new technologies."

Even AI pioneer Tamedia does not blindly trust AI. The management expressly encourages employees to use AI-supported tools in their daily work - but always with the principle that people are responsible for the output. The AI team offers practical training so that around 600 journalists can actively shape the change. The reactions are varied, from curiosity to skepticism. For Nadia Kohler, one thing is clear: "The introduction of AI should not be a pressure, but an invitation to develop further." Artificial intelligence is a great opportunity to expand one's own skills and make the journalistic craft fit for the future.

At Tamedia's competitor Ringier, which has its offices on Lake Zurich, all signs are also pointing to AI first today. At the annual Speak event at Cinema Corso, CEO Marc Walder presented the annual report from the past financial year. He then announced his employer's new direction as an "AI-driven company". Ringier's digital transformation began 17 years ago, said the CEO. "Today we are at the next crossroads and want to become an AI-driven company."

In addition to printed and digital media brands, the company also includes sports media platforms and digital marketplaces. These digital activities account for 82% of pre-tax profit. Artificial intelligence is now set to further expand this position, as spokeswoman Johanna Walser explains when asked by m&k: "We are pursuing the goal of using AI responsibly along the entire value chain - in editorial, product development, marketing and corporate management." Immediately after the hype surrounding ChatGPT at the end of 2022, the media company quickly introduced Group-wide structures for the use of AI. An operational AI Board, an international Advisory Board, a Chief Innovation & AI Officer and AI managers for media and marketplaces brands.

A cooperation with Palantir's software helps Ringier and its more than 6,000 employees to structure data and automate AI-supported workflows. "With Palantir's AIP platform, we have a future-proof system for using large amounts of data intelligently - from content personalization to supporting editorial decisions," says Walser. Around 50 percent of editorial content is now created with the help of AI. The time gained should ensure that the editorial team can refine the articles even further. At the daily newspaper Blick, for example, AI tools are used alongside journalistic flair to track down news. Their task is to filter out relevant news from the flood of reports and social media posts.

In the AI era, editors no longer have to type out their interviews themselves. And not everyone has to pick out the most important points from the written text themselves: AI summarizes each text with three bullet points - a quick overview for readers who are sometimes in a hurry. Speaking of quicker: since March, anyone who wants to find an article will find their contact person in the AI chatbot "BliKI", who is always on hand. It answers questions, provides background knowledge and offers a variety of perspectives on current topics. "We don't see artificial intelligence as a substitute, but as a targeted addition to editorial and business processes," Walser explains. The strategy is working: According to the Head of Communications, the AI-based features achieve much higher click rates for the popular titles.

But AI also has its downsides - and Ringier is feeling the effects. Nowadays, users looking for an answer receive it directly from AI. This zero-click trend is putting independent journalism at risk, explains Johanna Walser: "Even in our twelve markets in which we operate media brands, the initial effects are becoming apparent to varying degrees depending on the medium, market and target group." The media company is preparing for this by expanding its own channels with direct audience access. "Our own apps, newsletters, communities and events," says the Ringier manager. Nadia Kohler is also pursuing this approach for Tamedia. "We are working on securing our visibility and relevance across various channels. This includes the targeted expansion of direct contact points such as newsletters or app pushes on the one hand and the continuous development of our products and content on the other - so that our readers actively find their way to us even in a changing digital environment."

"The introduction of AI should not be a pressure, but an invitation to further development."

"The zero-click trend is putting independent journalism at risk."

"The time gained should ensure that the editorial team can refine the articles even further."

The promises of success are great: more efficiency, more transparency, more customer proximity - and ultimately more success. There is talk of a new era and of zeitgeist, responsibility and fairness. The first half of 2025 saw the launch of numerous new media agencies with ambitious goals that want to do many things differently - or as Odaline founder Jan Nicolas König put it at the launch of the new media agency Myrga in January: "Let's make media cool."

With True Effect, Axel Bellieno and Daniel Weber also founded a new media consulting agency in February, Sir Mary opened the independent agency Sir Mary Media at the beginning of the year, at the end of 2024 Family AG expanded its offering with the media unit Fame, and with Broadaly, three former Wall Decaux employees launched a new media agency for programmatic planning in April.

With their approaches, the new players want to offer answers to challenges that have grown in some corners of the industry over a long period of time. Methods such as trading, where agencies buy advertising space from marketers on their own account and pass it on to advertisers with a margin, create a lack of transparency and mistrust. They can become a disadvantage for customers if they do not receive neutral advice. The result can be campaigns that focus on price rather than target groups and impact. And therefore end up not being as successful as they could be. Katharina Pohler speaks of a "vicious circle" in which the optimal set-up for the customer becomes secondary.

Pohler heads the new Media Lab Myrga and speaks of a "comeback of honest media planning". What that means: "We stand for maximum transparency and independence - we have no hidden vested interests, no deals in the background and no opaque package prices. Our advice is transparent, honest and always geared towards the success of our clients. We work closely with our customers flexibly, quickly and without corporate structures, and deliberately avoid volume bundling that slows down individual strategies." Doesn't that also mean higher costs? "When it comes to agency fees, you should be aware that every euro saved either leads to the agency looking for alternative sources of income or investing less time and attention in the campaign. Quality in consulting and implementation has its price, and those who save too much here are usually saving in the wrong place," says Pohler. This also applies to media costs: "Cheap is not automatically bad - but more media budget is only worthwhile if the individual placements really have an impact. For cheap to be really good, it must be clear why it is cheap and that the factors that reduce the price do not simultaneously reduce the impact of the campaign."

Half of the traffic are bots

Especially in times of digital marketing and programmatic advertising, the problem of intransparency is becoming ever greater. According to the Imperva "Bad Bot Report 2025", bots now account for 51 percent of all internet traffic. "More than half of all advertising contacts on the internet are delivered to bots. The problem: the space in the digital space is not limited," explains Axel Bellieno, who now promises "impact-focused media investment advice instead of distorted incentives such as kickbacks or margin targets" with True Effect. "That's great for the sales side, i.e. for the agencies and marketers. But not for advertisers and society. Because it devalues advertising, and large established media hardly stand a chance anymore."

Together with his colleague Daniel Weber, he now wants to change this with True Effect. The approach: instead of focusing purely on KPIs, the agency focuses on optimizing the impact of advertising. Using a three-stage evaluation process, media plans are assessed for their cost-benefit factor and both short-term and long-term sales effects are analyzed. Clients can choose between different remuneration models (based on working hours or ad placement discounts), which are linked to efficiency and ROI targets.

Full campaign control

Broadaly also focuses on transparency: the young agency, which positions itself as a programmatic mass media agency, was founded by the three former Wall Decaux employees Michael Fritz, Marion Witters and Christoph Wünschel - with the aim of offering a clear, comprehensible approach to media buying. Customers should have full control over their campaigns and budgets, with no hidden costs. "Transparency in media planning is essential to ensure that advertising budgets are used efficiently, effectively and in the interests of the advertiser. Particularly at a time when media processes are increasingly automated and data-based, companies rightly expect to be able to understand where budgets are going and for which services. In practice, there is a lack of transparency in many areas," says Co-Founder and Managing Director Witters. What Broadaly wants to do differently: "We see a highly fragmented advertising market with traditional booking models due to a lack of willingness to digitize and a lack of disclosure of conditions by service providers, which leads to the non-transparent compilation of media plans. Those who are prepared to position themselves technologically, demand control and work together as partners can use programmatic marketing approaches to bring not only more transparency, but also flexibility, speed and impact to their media strategy. And this is where we come in."

Media and creation at one table. At last!

Another problem that new agencies want to solve is silos and strictly separate disciplines. This is because media and creation still do not sit at the same table as a matter of course and are often not even pitched together. A topic that also concerns Mareike Hofer, Head of Media at Fame: "Especially in times of fragmented channels, algorithmic platforms and growing advertising fatigue, it is crucial that creation and media go hand in hand. It's no longer enough to 'just' look good - content has to be played out at the right moment, in the right context and via the right channel in order to have an impact." For the family agency from near Zurich, establishing its own media unit with Fame was a "logical step". By closely and actively involving the unit in the creative process, the agency wants to ensure that every strategy picks up on the dynamics and needs of today's media landscape and implements them in a targeted manner. The result is a holistic approach that combines creativity and strategy to create unique and effective media experiences.

This is also the approach of Sir Mary Media, Sir Mary's new, independent media agency: "For us, the combination of creation and media is not a trend, but has been a lived practice from the very beginning. With Sir Mary Media, we have now positioned this strength more clearly because the market is ripe for it," says Managing Director Fabian Habisreutinger, who runs the agency together with Vanessa Habisreutinger and Katharina Günther. "The advantage for clients is the seamless integration of creation and media, which leads to more consistent campaigns. The market is now recognizing this because in times of decreasing tolerance for KPI blah-blah, the call for real impact is getting louder and louder." As a "new generation of media agencies", Sir Mary Media wants to fight against "KPI fetishism" and optimize not only platform-specific KPIs, but above all cross-channel campaign objectives. And that's what it's all about in the end - even in the new media era.

"For cheap to be really good, it must be clear why it is cheap."

"Media and creation often don't sit at the same table and aren't even pitched together."

m&k What is the aim of the campaign?

Ladina Heimgartner: We want to show the importance of Swiss journalistic media in the advertising mix of advertising clients. CEOs, brand managers and CMOs of Swiss companies are allocating ever-larger shares of their budgets to the largely American operating companies of social media platforms. This development is weakening Swiss publishers with their journalistic media offerings - but also the advertisers themselves.

What is the impact on advertising clients?

The qualities of journalistic media as an advertising medium outweigh social media when it comes to long-term brand positioning. With this initiative, we show why it pays to advertise in Swiss journalistic media.

What are the elements of this initiative?

We commissioned PwC Switzerland to conduct an independent study on the situation in the Swiss advertising market. This shows the shift in advertising money and the motives of advertising clients when allocating advertising budgets. However, it also shows the ambivalent attitude of advertisers who know what the advertising environment is doing to their brand - and that is not a good thing.

What other findings does the PwC study provide?

In economically uncertain times, companies are focused on short-term performance-oriented advertising campaigns that appear measurable and verifiable. At the same time, they are aware that long-term investment in the value of their own brand is required. Fake news and misinformation will continue to increase on social media in the future, and platform operators have recently massively reduced the corresponding controls and fact checks.

Does this have an impact on consumers?

Yes, consumers are very unsettled by this and trust in content on social media continues to decline. It is precisely against this background that traditional journalistic media with their specific qualities and unique selling points will play an important role as an advertising medium in the future.

And what does the consumer side of gfs-Zurich show?

The study by gfs shows that consumers in Switzerland trust advertising in journalistic media such as daily newspapers, magazines and online portals far more than advertising placed on social media platforms. This is because it is the environments that determine whether an advertising message is perceived as positive and credible. The importance of journalism is therefore perceived and appreciated by consumers.

And what about younger target groups?

Even younger age groups, who tend to use social media more than older age groups, ultimately trust the content in journalistic media more than social media. In-depth research, independent reporting, transparent sources and fact-checking in journalistic media are the main reasons for this.

How exactly do you communicate these findings?

The Jung von Matt agency has created a campaign with the focus "Credibility works better". The various subjects of the campaign have been played out via print, online and (D)OOH channels since August 28. The campaign uses radio and TV to humorously show what happens when you get caught in a scrolling rabbit hole and rely on fake news.

How do you intend to persuade advertisers to place more advertisements in the high-quality environments of Swiss media again?

By pointing out that advertising in Swiss media not only represents an investment in Swiss value creation and democracy, but that it also has a tangible economic impact. The perception of advertising in journalistic media is higher than on social media, as is brand recognition and the recall of the advertised brands and products. Advertising in traditional media is not only perceived more frequently, but is also remembered and identified more sustainably. A fact-checked environment increases credibility and the willingness to buy. A large majority of consumers are more likely to buy products that are advertised in a reliable and high-quality environment.

How did you support the launch of the campaign?

I was able to make the results of the study available to my colleagues worldwide via the network of the World Association of Publishers (WAN-IFRA). The interest is enormous, especially as the topic is on everyone's mind. In Switzerland, I had the honor of presenting the study to numerous CEOs of Swiss companies together with Felix Graf, CEO of the NZZ Group, and Gustav Baldiger, CEO of PwC Switzerland, at the NZZ CEO Dinner. The Swiss Media Association also held a media conference. Other important elements of the initiative include the display of campaign subjects and personal discussions with the CEOs of Switzerland's largest advertising clients.

What was the feedback from the CEOs?

On the one hand, the campaign is intended to initiate a discussion about these findings. On the other hand, CEOs want to see results in their company reports. The studies here can provide clear facts and figures. We already have some positive signals regarding a shift in advertising budgets towards journalistic Swiss media. That makes me optimistic.

"We are already seeing positive signs that advertising budgets are increasingly shifting to journalistic Swiss media."

Why do cornflakes sell better when the world is going crazy? Why do people reach for VHS visuals and sounds from the nineties, even though they have long since internalized Spotify and AI feeds in their everyday lives? The answer is nostalgia. And it is not a side phenomenon, but an underestimated growth driver in marketing.

Nostalgia works. Not only emotionally, but also economically. Studies in consumer psychology clearly show that people who remember the past feel more secure, more connected and spend more money. Three findings that every brand should be aware of:

When the world is shaking, nostalgic brands offer support

Whether during corona or in other phases of uncertainty, because in times of social isolation, many sought comfort in the familiar, including on the supermarket shelves. People increasingly turned to brands that evoked childhood memories: the breakfast cereal of the past, classic chocolate, yogurt in a tub with aluminum foil. People instinctively reach for things they know. Retro brands, familiar packaging, recognizable rituals. During the lockdown, classics such as Dr. Oetker, Knorr and Rama suddenly saw a surge in sales: on the one hand because people were consuming more at home, and on the other because they brought a feeling of "everything was better back then" back to the present day.

Nostalgia increases the willingness to pay

People who feel emotionally transported by a product pay less attention to the price. This applies just as much to cola in a glass bottle as it does to a 1970s-style detached house. The emotional added value is also paid for, quite automatically. Because the focus is not on the money, but on the feeling of cohesion and familiarity.

Gen Z also has a longing for "back then"

What sounds absurd is real: people miss times they never experienced. According to YouGov, 69 percent of 18 to 24-year-olds say they miss things from the nineties: burnt CDs, "TV total", the first Playstation. Nostalgia is no longer a concept for baby boomers. It works across all generations and that makes it relevant for marketing.

What does this mean for brands?

Nostalgia doesn't work as a look, but as a feeling. If you simply stick old typography on new products, you risk arbitrariness. But if you understand which emotional anchors really work and how to translate them credibly into new stories, you can create real closeness.

In times of upheaval and digital overstimulation, people are not looking for innovation at any price, but for meaning. Brands that sincerely tie in with the past offer orientation. And sometimes even comfort.

About the author

Prof. Dr. Johanna Gollnhofer is an associate professor of marketing and one of the co-directors of the Institute for Marketing and Customer Insight at the University of St. Gallen (IMC-HSG).