m&k: Bea Knecht, you founded Zattoo and revolutionized TV streaming in Switzerland and Germany. What was the decisive moment that motivated you to do so?

Bea Knecht: In 1990, while studying at Berkeley. I read the specifications for HDTV and thought: This is going to take 15 years. It was easy to calculate, because back then it was clear: as soon as there was enough chip power and bandwidth, you’d be able to watch TV over the Internet. So I waited, learned, and observed. And then along came Sugih Jamin, my co-founder, who built the technical backbone. He had the delivery technology; I built the rest—the company, the business model, the rights clearance, and the marketing. Zattoo was born.

 

What do you expect to be the next big trend in the technology industry?

Vertical AI agents. Not all-purpose wonder machines, but specialized forms of intelligence: medicine, law, chemistry, energy—anywhere where expert knowledge is paramount. These agents will not only analyze data but also prepare decisions.

 

You are strongly committed to sustainable business practices. What is important to you in this regard?

Satisfied customers, motivated employees, realistic investors—that is the trinity of sustainability. And then comes the most important thing: constantly adapting to reality. The world is constantly changing. Anyone who confuses sustainability with standing still has not understood it.

«Diversity creates friction. But that is exactly where innovation arises. No friction, no heat.»

 

You actively support women in tech careers. What can companies do?

You can do a lot—but so can women. It’s not enough to just wait for better conditions. You have to learn, fight, and network on your own. I wrote an essay about this. The important thing is: We need to make tech emotionally and professionally appealing to women—and stop framing tech as something «unfeminine.» That starts right in the classroom.

 

What are some common challenges for startups—and how can they be overcome?

The classics: too little understanding of the market, too much overconfidence, too little liquidity, too many PowerPoint battles. I’ve written an entire document on this, which I’d be happy to share. But the short version is: Talk to customers. Build fast. Fail cheaply. And stop patting yourselves on the back before anyone actually uses and pays for your product.

 

What role does the interplay between technology and creativity play?

Technology is like a piano—but without a composer, it remains silent. Creativity brings meaning, humanity, and direction. I know developers whose code is perfect but meaningless. And creative minds whose ideas aren’t technically feasible. The magic happens when both sides work together. That’s when code becomes culture.

 

As a member of the board of directors, you have a lot of responsibility. What motivates you in this role?

I like strategy. And I like supporting talented people without constantly being in the driver’s seat. On the board of directors, I can think outside the box, facilitate discussions, look ahead—and sometimes be a thorn in someone’s side. The challenge lies in not falling back into old patterns: control instead of trust, numbers instead of people. It motivates me when I realize that I can make a difference without getting bogged down in day-to-day operations.

 

What were your biggest personal challenges?

The moments when I was on my own, facing a decision for which there were no role models. Studying in the U.S. Founding Zattoo, when everyone said, «Streaming? Who needs that?» Or my transition, when I asked myself: What if I lose everything in the process? The answer was: Then I’ll rebuild it. And that’s exactly what I did.

«Anyone who confuses sustainability with stagnation hasn't understood it.»

 

What are your long-term goals—both personal and financial?

I don’t want to stand still. I want to keep researching, building, and inspiring people. And to be honest: I see plenty of reason for hope. Despite Trump, despite COVID, despite AI panic. Precisely because all of this is so huge, we need counterforces—and I believe that we humans are pretty good at finding creative solutions, if only we’re allowed to.

 

You are committed to diversity. What specific steps can companies take?

Diversity doesn’t mean simply hiring a woman. Diversity means valuing different perspectives—even when they’re uncomfortable. Leaders must not only tolerate diversity but celebrate it. And yes, that takes courage—because diversity creates friction. But that’s exactly where innovation happens. No friction, no heat.

 

You were recently awarded the SEF Women's Honorary Prize. What does that mean to you?

It’s a lovely gesture—and an incentive. I hope the award isn’t seen merely as a rearview mirror, but as a high beam. It shows what’s possible. And that women in leadership positions aren’t just a trend, but a necessity. We’re not on the sidelines; we’re helping to shape the future. And that won’t diminish in the coming years—it will only grow.

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Bea Knecht Beat grew up in Windisch and studied computer science at the University of California, Berkeley. After completing her master’s degree in Lausanne, Knecht co-founded the Swiss streaming service Zattoo with Sugih Jamin in 2005. In 2012, Bea Knecht underwent gender transition and has since spoken publicly about gender issues.

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This article first appeared in the m&k print edition 2/2025.

Who would have thought that a party in Germany—parts of which are classified as far-right—would ever win 20.6 percent of the national vote? Who would have thought that a U.S. president would instigate a trade war that could plunge the entire global economy into a prolonged slump? Who would have thought that Jeff Bezos would ever interfere with the editorial independence of The Washington Post? And who would have thought that we would suddenly find ourselves wondering, along with friends or business partners, whether it’s still wise to travel to the U.S.?

Author and poet Nora Gomringer recently wrote in a guest column for the FAZ: «The president’s mind, which seems so infinitely soft, keeps coming up with new zingers (…) As long as Trump is in office, I won’t set foot there.» If you ask me personally: You don’t have to go that far. But just reading these two sentences in a German daily newspaper shows the sheer absurdity of our current political situation.

Focusing on the Unpredictable

The world has gone crazy. VUCA—that catchy acronym for Volatility, Uncertainty, Complexity, and Ambiguity, which has helped us understand the world we live in for many years—has had its day. Or rather: VUCA needs another C. A big, bold C for Crazy. Welcome to the world of VUCCA. Welcome to the age of craziness.

But what does this mean for our industry? How do we—our clients, companies, marketers, and communications professionals—deal with these grotesque political and economic missteps? How do we respond to this new unpredictability? Good questions, difficult questions. Especially since no one can say today what tomorrow will bring. It’s quite possible that by the time this text is published, the world will already be completely different from what it was when it was written.

«The advertising industry is facing this new craze at a time when we're not exactly brimming with our usual energy anyway.»

So the answer can only be this: We must not let the madness drive us crazy; instead, we must focus on what really matters. The GWA has defined three core themes for its work in 2025: democracy, economic efficiency, and artificial intelligence.

Back in January, in the Hamburg Declaration, we outlined five demands to underscore our responsibility—as part of the industry—to ensure an economically stable media landscape in Germany that is protected by press law and thus also promotes democracy. One of the demands states: «It must be ensured that content produced in accordance with journalistic criteria and press law requirements is clearly distinguishable from other content. Platforms must be required to label journalistic content and give it greater weight through algorithms.» In the recently published GWA Spring Monitor, 93 percent of our members agreed with this demand «fully» (71 %) or «partially» (22 %).

Of course, it’s clear that much of this is difficult to implement. But what’s at stake now is nothing less than protecting our democracy, combating movements that undermine democracy, and exposing all enemies of freedom of speech and freedom of the press. At the very least.

That’s not easy in times of dual economic challenges. «Structural change and uncertainty are crippling industrial and consumer activity,» the ifo Institute wrote in late March, issuing a GDP forecast of 0.8 percent for Germany in 2025. By early April, it had to revise that figure downward again and, in anticipation of Trump’s tariffs, was now projecting growth of only about 0.5 percent. Less than a week later, after Trump’s harsh tariffs took effect, the stock markets initially plummeted. Trump’s response: «Even more tariffs on China.» Musk’s response: «A free-trade zone with Europe.» Do you see the point?

The fact is: The advertising industry is facing this new wave of craziness at a time when we’re not exactly brimming with our usual vitality anyway. Revenue at GWA agencies fell by 0.9 percent in 2024; in 2023, gross income was still up 3.3 percent. Only just under 57 percent of agencies were able to increase their revenue at all last year, while 24 percent reported declines in revenue. Returns are also under pressure: 7.7 percent in 2024 is the lowest figure since 2017.

«AI» as a Growth Driver»

Cost-effectiveness has become essential for survival. That is precisely why the GWA has placed this topic on its 2025 agenda and renamed the CFO Forum the «Cost-Effectiveness Forum.» After all, cost-effectiveness is not just a CFO issue. It affects management, consulting, creative services, HR, and all other areas equally. We will have to expand and restructure our business models. One of the most important drivers of growth will—unsurprisingly—have to be artificial intelligence. Not just in terms of improving our own efficiency through the use of AI. But above all by expanding our product offerings to include AI services and consulting. Around 55 % of GWA agencies already offer AI consulting today. That’s a good start, but it can only be the beginning. As cliché as it sounds: We must finally see AI as an opportunity for our own growth, not just as a driver of efficiency and certainly not as a threat. My esteemed colleague Nina Haller, who, as the GWA’s spokesperson for Tech & Innovation, is responsible for our new, 100-page AI white paper, put it this way: «AI has gone mainstream.» Seen in this light, we’d have to add an “AI” for Artificial Intelligence to the new VUCCA world. So: Welcome to the VUCCAAI world.

Bees, birds, fish—they all operate within complex, self-organizing systems that seem to function without central control. Yet behind this lie principles of collective intelligence that are not only inspiring to humans but also have a deeper significance for the way we communicate, make decisions, and collaborate.

Collective intelligence is not a random phenomenon, but a mechanism that nature has perfected over millions of years. Swarms operate efficiently because they rely on continuous information exchange, rapid adaptation, and decentralized decision-making. The individual benefits from the collective without having to relinquish control or sacrifice their individuality. This stands in stark contrast to many human organizational structures, in which power, control, and hierarchies dominate.

«The greatest innovations don't come from power struggles.»

But what if we learned more from nature? What if we managed to align our communication and collaboration structures with the principles of swarm intelligence? The answers to these questions extend far beyond traditional management—they concern the very fabric of our society and could pave the way for sustainable growth, crisis resilience, and innovation.

Nature as a Model for Communication and Leadership

Nature shows us that successful communication is not based on rigid hierarchies or centralized control, but on self-regulation, real-time data flow, and networked thinking. While traditional corporate structures often still rely on rigid decision-making processes, nature demonstrates that decentralized systems are more resilient and adaptable. Examples of collective intelligence can be found everywhere: schools of fish react in the blink of an eye to changes in their environment, bees organize complex tasks more efficiently than many companies, and ant colonies manage to solve highly complex problems using the simplest of rules. These mechanisms are not the result of chance—they follow universal principles of self-organization. But how can this knowledge be applied to humans? We are living in a world that is changing rapidly due to digitalization and connectivity. Rigid communication structures and closed information silos stifle innovation, while adaptive, intelligent networks thrive. In practice, this means that companies and organizations must increasingly move away from traditional chains of command and instead rely on agile, data-driven systems.

A key aspect of this is the question of how people in companies and institutions can communicate more effectively with one another. Leadership should no longer be based on control and micromanagement, but rather on creating conditions in which collective intelligence can flourish. This means sharing information transparently, empowering employees to self-organize, and optimizing feedback loops.

Disruption of Traditional Values: Power Bros vs. Collective Intelligence

Our society stands at a crossroads. As the old, centralized power structures crumble, new players are gaining influence—though often using all-too-familiar strategies. The rise of the «Power Bros»—authoritarian leaders and populist movements—shows that many still cling to hierarchical models and control by a few powerful individuals. But is this a model for the future?

«Systems based on cooperation and networking are more resilient than those dominated by individuals.»

Nature provides a clear answer: Systems based on cooperation and interconnectedness are more resilient in the long term than those dominated by individuals. This applies to ecosystems as well as to organizations and societies. Anyone who wants to be successful in the future—whether as an individual, a company, or a nation—must understand that sustainable change does not come about through individual actors, but through the power of the collective. This does not mean that leadership will become obsolete. On the contrary: The role of leaders is shifting from a dominant, controlling position to a moderating, connecting function. The best decision-makers of the future will be those who understand how to orchestrate networks rather than issue orders.

How We Can Make the Biggest Impact

The key question is: How can we collaborate to achieve maximum impact? How can collective intelligence be harnessed to our advantage in a world increasingly shaped by disruptive forces? *Collective Intelligence: The Rise of Swarm Systems and Their Impact on Society* provides an answer to this question. This book shows how predictive intelligence can help analyze and understand swarm dynamics and make them useful for business, science, and society. Data is the key here. In nature, there is no hesitation, no withholding of information. Every bird in a flock, every bee in a hive acts based on real-time data that is immediately shared and processed. In the digital world, companies and organizations should learn from this approach. Knowledge must not be the privilege of a few—it must circulate intelligently and efficiently within a system.

If we take this principle seriously, it opens up entirely new possibilities: Companies can adapt more quickly to market changes, political systems could respond better to crises, and even our personal communication behaviors could change for the better thanks to the insights gained from swarm intelligence. It’s time we understood: The greatest innovations don’t arise from power games, but from smart, networked collaboration—a principle that nature has been demonstrating to us for millennia.

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The book Collective Intelligence: The Rise of Swarm Systems and Their Impact on Society by Prof. Dr. Uwe Seebacher and Prof. Dipl.-Ing. Christoph Legat provides deep insights into the mechanisms of collective intelligence and presents practical use cases from industry, business, and society. > Predictores.ai

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This article first appeared in the m&k print edition 2/2025.

The trend is clearly visible: An ever-increasing share of Swiss online advertising revenue is flowing directly to global tech giants such as Google and Meta. According to estimates, approximately 1.6 to over 2 billion francs leave the country each year—representing more than 70 % of digital advertising spending. While online advertising already accounts for over 40 % of the total advertising pie, the lion’s share of this does not go to Swiss media companies but ends up in the coffers of global corporations. As a result, the Swiss economy loses not only potential wages and investments but also a key lever for strengthening Switzerland as a media hub. This dependence is particularly acute with platforms like Google, which hold a market share of over 90 % in the search engine market.

Tip: Check to see if your media strategy deliberately includes national partners—not just out of solidarity, but also as a sensible way to diversify.

Data Sovereignty: Between Analytical Convenience and the Black Box

International platforms stand out for their comprehensive reporting and analytics features. But how reliable is this data, really? Critics point in particular to the lack of transparency in how metrics are calculated and in the underlying algorithms. Many campaigns effectively run in a black box—without clear insight into how bidding works or how conversions are actually measured.

«The increasing shift of advertising spending toward global platforms is undermining media diversity here.»

Another point: When the same platform both sells advertising services and measures their effectiveness, an obvious conflict of interest arises. Added to this are aggressive sales tactics in which the platforms deliberately push their own automation solutions over (manual) agency strategies.

Tip: Ask platforms and agencies for clear explanations of KPIs, attribution, and optimization logic. And keep control of your data.

Google Analytics: The Undisputed Standard

Google Analytics (GA) has also established itself as the de facto standard for advertising analysis in Switzerland. Virtually every company with an online presence uses the tool, often drawn in by the fact that the basic version is free and its seamless integration into the Google advertising ecosystem. But this ubiquity should not obscure its critical aspects.

For one thing, the use of GA raises significant questions regarding data protection and data sovereignty. Sensitive user data is sent directly to a U.S. corporation, which is particularly problematic in light of the GDPR and the Swiss Data Protection Act (DSG)—the Swiss company does not have full control over where the data is stored or how it is processed. On the other hand, data quality is not always flawless; sampling during periods of high traffic in the free version, the effects of ad blockers and cookie consent banners, as well as the challenges of cross-device tracking can distort the picture.

Tip: Take a critical look at your use of Google Analytics—both from a data privacy perspective and in terms of data quality—and consider whether a locally hosted alternative might be the better, more sustainable long-term solution for your company.

Lift Studies: A Source of Insight or a Sales Tool?

To demonstrate impact beyond clicks, platforms offer so-called brand lift or sales lift studies. These are designed to measure how campaigns influence brand perception (awareness, recall, purchase intent) or even actual sales. Methodologically, these are usually based on test/control group models or surveys. But the pitfalls lie in the details: minimum budgets, reach requirements, and interference from other campaigns can severely skew results. Furthermore, there is a risk that these platform-specific studies serve one primary purpose—to justify future investments in the platform. A simple but insightful counter-test is rarely performed: completely suspending advertising on the platform in question for a period of time. This is the only way to reliably determine what the baseline revenue would be without platform advertising—and what additional revenue is actually generated by the advertising.

Tip: If possible, conduct targeted tests using A/B scenarios or temporary ad breaks. This often provides more insight than any benchmark.

Strengthening the Swiss media? It makes economic sense, too

The increasing shift of advertising spending toward global platforms is undermining local media diversity. Yet local journalism plays a central role: providing information, holding power to account, and shaping public opinion—all of which are essential for a functioning democracy in a multilingual country. Swiss companies also have a responsibility in this regard. Those who promote «Swissness» should also invest locally—and not rely exclusively on global platforms.

Tip: Make a conscious effort to allocate a fixed portion of your media budget to Swiss media. This strengthens media diversity—and ensures credible brand management.

Swiss Alternatives Beyond the Platform Giants

They certainly do exist—local alternatives that offer both relevance and quality: OneID—a cross-publisher, privacy-compliant advertising ID (including Audienzz, TX Group, CH Media, and Ringier). It’s based on pseudonymized email addresses, is cookie-free, and has around 3 million potential users. All websites affiliated with OneID are «Digital Ad Trust Switzerland» (DAT) certified. This guarantees the highest quality in terms of brand safety, ad fraud, viewability, and user experience. Ad network operators such as Goldbach, Audienzz, and Ringier Advertising bundle premium Swiss inventory. In addition to reach, they offer in-depth expertise on the local market, and they, too, are DAT-certified.

«Be sure to set aside a fixed portion of your media budget for Swiss media.»

Tip: Make targeted use of Swiss solutions such as OneID or local ad network operators—not only as a privacy-friendly alternative, but also to benefit from their regional market expertise and high-quality inventory.

Conclusion: Strategy, not helplessness!

The platforms’ international reach and data-driven optimization are undoubtedly appealing. But the downsides—lack of transparency, conflicts of interest, and media erosion—cannot be overlooked. Those who rely solely on these channels relinquish control. A balanced media mix can counteract this. Find out what it takes in the listicle on page 119.

The goal is not to avoid international platforms entirely, but to balance their power through a smart, diversified strategy and to make targeted use of the strengths of the Swiss advertising landscape. Only in this way can advertisers actively counteract the threat of losing control and regain strategic control over their valuable advertising investments.

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A Balanced Media Mix: What It Takes:

1. Critical Analysis

Don't just accept data, algorithms, and studies at face value—check them.

2. Take Data Protection Seriously

Integrate local, compliant alternatives such as OneID.

3. Strengthen local media

Investing with a purpose—including as a strategic location decision.

4. Holistic Measurement

It's not just performance KPIs that matter—branding and sustainability do, too.

5. Leverage Local Expertise

Swiss agencies offer not only access, but also a genuine understanding of the market.

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For 75 years, the SWA has been advocating for the interests of advertisers in Switzerland and currently maintains six expert groups where topics such as the power of online platforms are discussed and professional insights are exchanged. For more information about the SWA, visit Swa-asa.ch.

This article first appeared in the m&k print edition 2/2025.

Time for a new campaign? When marketing directors want to get their core messages out there, they don’t turn to their agencies right away—they turn to artificial intelligence. Susanne Röber, Director of Digital Strategy and Transformation at the Westphalian family-owned company Melitta Group, puts it this way: «Generally speaking, AI comes into play early on in the market research and ideation process.» This also applies to social media and the intranet, where the household goods manufacturer—best known for its coffee filters—now relies on AI-powered text generators to come up with clever copy.

«AI offers the opportunity to free ourselves from routine tasks.»

«Thinking«—well, that’s not quite right, of course. After all, the material that ChatGPT, Jasper, Gemini, and the rest draw on is already there. Generative AIs have billions of words, images, music, and lines of code at their disposal: They access this at the push of a button and conjure up new content. This creative superpower is, of course, exciting for companies. «For the Melitta Group, AI is a key technology of the future that we actively use to support various areas of marketing,« explains Röber. The Melitta manager finds it particularly exciting that AI handles both creative and analytical tasks. She outlines her vision as follows: “Our marketing teams are increasingly focusing on strategic tasks, while AI tools provide support in content creation, data analysis, and campaign optimization,” she says. This is important for one reason alone: it allows marketing staff to focus on responding to a media landscape that is changing ever more rapidly as a result of artificial intelligence.

A marketing manager’s typical day might look something like this: By the time she grabs her first cappuccino at nine o’clock, her new campaign has long since been up and running. Overnight, ChatGPT has drafted four email versions, Midjourney has generated the corresponding visuals, and HubSpot has analyzed the initial open rates. And the manager? She feels like the head of a large team that never sleeps.

AI creates new spaces that are waiting to be filled

The first steps toward this future scenario have been taken. As AI now handles many small tasks, marketing professionals are freeing up capacity. So what’s next? What should we do when AI prepares and executes campaigns? What new tasks will there be to tackle? And what must companies do to prepare their employees for this new AI reality and keep them up to date?

The «Sandbox» Principle»

At the University of St. Gallen, the «CMO Barometer 2025» study has identified artificial intelligence as the central theme for this year’s marketing landscape. Softer topics, such as sustainability, have taken a back seat, according to Prof. Dr. Sven Reinecke. The Executive Director at the Institute for Marketing & Customer Insight has a clear answer to the many questions. «AI is fundamentally changing marketing professions by automating repetitive tasks and improving data-driven decision-making,» he says. Because AI is taking over tasks such as market analysis, content creation, and personalized customer engagement, marketing experts can now develop new skills. These primarily involve combining AI tools with strategic and creative abilities. «In my view, the combination is key: AI and digital marketing alone aren’t enough; you also need to understand branding and strategic marketing,» explains Reinecke. The more automated marketing becomes, the more employees—from junior staff to senior leaders—will need to step into leadership roles. This presents a major opportunity.

Of course, marketing professionals won’t make this leap forward—unlike ChatGPT—overnight. Companies must actively prepare their teams for this scenario. Reinecke recommends the «sandbox» approach, which means that all employees should try out and test as many AI tools as possible for their own work. Training on AI-powered tools, data analysis, and ethical issues comes on top of that, explains the university professor from St. Gallen, where, for example, the intensive seminar «AI-Driven Marketing: Artificial Intelligence in Marketing and Sales» is offered: «To ensure that employees are familiar with the latest AI tools and technologies, it is necessary to provide regular training opportunities.» According to him, these training sessions should not only cover the technical aspects of AI, such as the use of data analysis tools, but also address ethical issues related to AI in marketing. «It is important that employees understand how to use AI responsibly to avoid discrimination and bias, for example, while also ensuring data protection.»

«While AI helps with many tasks, it frees up capacity for marketing professionals.»

Since every employee has a different perspective on working with AI, Reinecke advises that teams from marketing, IT, and data science should meet regularly. «Only through this collaboration can AI strategies be properly implemented and continuously optimized. Furthermore, this exchange ensures that employees develop a more comprehensive understanding of the opportunities and challenges of AI in marketing.»

Who is liable for AI-generated content?

Susanne Röber also emphasizes the importance of professional development. «We generally offer training and education to all interested employees,« she says. This isn’t just about technical knowledge—such as the correct instructions needed to feed the AI in order to obtain useful results. In addition to what’s known as prompt engineering, data literacy and ethical awareness have recently become key qualifications. This is because far-reaching questions often arise that marketers haven’t had to grapple with before: Which customer data collected by the chatbot are we allowed to use? Who is liable for AI-generated content? And what about copyright? «It’s important to us that the teams not only understand the applications but also develop a safe and responsible approach to using them,« emphasizes Röber.

This newfound sense of self-efficacy, built on this foundation, has led Melitta employees to respond positively to the new challenge. «Our employees recognize the opportunities to increase the efficiency of their own work and particularly appreciate the chance to free themselves from routine tasks,» says the Melitta manager. Has AI changed the way we work? Definitely, she believes—and mostly for the better: The teams achieved better results faster and appreciated the playful approach to their tasks. «This creates a positive dynamic within the teams and actually makes the work more exciting.»

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Teams and AI: 5 Statements

1. AI takes over repetitive tasks

AI is transforming marketing careers by automating repetitive tasks and improving data-driven decision-making.

2. Marketing experts must…

…develop new skills. These skills primarily involve combining AI tools with strategic and creative abilities.

3. Opportunities are opening up

The more automated marketing becomes, the more employees can take on leadership roles.

4. Corporate Responsibility

The «sandbox» principle, which means that all employees should try out and test as many AI tools as possible for their own work.

5. Training is important for…

…to address ethical issues related to AI in marketing in order to avoid discrimination and bias, for example.

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REQUESTED

«Marketing Managers Are Becoming Digital Leaders»

m&k: How is AI changing marketing careers?

Lavdim Durmishi: Artificial intelligence is revolutionizing the field of marketing by enabling personalized communication in real time and making marketing processes significantly more efficient. AI helps analyze large amounts of data and derive valuable insights from it, which enables more precise targeting of audiences and optimized campaign planning. AI technologies are playing an increasingly central role, particularly in the areas of automation, content creation, and customer analysis.

 

What is needed to prepare employees for the new AI reality and keep them up to date? 

It is crucial to provide employees with regular training to keep pace with the rapid developments in the field of AI. This requires ongoing professional development and hands-on training that enables employees to effectively integrate new technologies into their work processes. In addition, companies should foster a culture of lifelong learning and ensure that their employees have access to the latest tools and resources. At the Swiss Marketing Academy, we offer specialized training programs that focus on the integration of digital technologies and artificial intelligence into marketing and sales processes.

 

What new roles will marketing managers take on when AI handles many of their tasks?

Marketing managers are increasingly becoming digital leaders who not only drive strategic direction but also coordinate the implementation of AI solutions. New areas of responsibility include managing AI-driven processes, overseeing data analysis projects, and implementing automation technologies. The use of AI often makes work more creative and efficient, as routine tasks are automated, leaving more time for strategic decisions and innovative ideas.

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This article first appeared in the m&k print edition 2/2025.

In the midst of the August travel season, London Gatwick Airport was in total chaos: Tens of thousands of passengers were desperately trying to find their way, service staff were overwhelmed, and the lines of travelers kept getting longer. The reason was simple: an excavator had severed the airport’s internet cable—leaving all 1,200 of the airport’s digital information displays blank. The incident vividly illustrates just how essential digital screens are in everyday life—and that, without them, literally nothing works anymore.

«Digital screens are an integral part of everyday life. Without them, literally nothing works.»

Although the Gatwick incident took place seven years ago, digital signage plays an even bigger role today: The research firm Mordor Intelligence estimates the global market size in 2024 at 25.52 billion U.S. dollars, and by 2029 it is expected to reach 38.20 billion—an annual growth rate of more than eight percent. The retail media boom alone is driving this growth. Integrated Systems Europe, the world’s leading trade show for audiovisual system integration and information technology, which took place in Barcelona in February, refers to it as one of the «few remaining mass media.»

Visible Energy Consumption

At airports, in stores, and around town: Digital screens are everywhere these days. They display the latest offers, directions, and key information—all while visibly consuming energy. In an era of sustainability and climate goals, this is a challenge that needs to be addressed: «Digital signage and DOOH do consume less electricity than, say, online advertising and massive data centers. But with digital signage, the energy consumption is visible to everyone.» So says Florian Rotberg, CEO of the digital signage consulting firm Invidis Consulting. For Rotberg, one thing is clear: The industry must show the market the major strides it has already made—and that sustainability in the digital signage sector is no longer just a trend, but the new normal: «Green signage is no longer optional; it has become mainstream in the industry. It’s a must-have.» The industry is working full steam ahead on every front to become more sustainable; no manufacturer is launching new products that don’t address this issue.

«A provider's sustainability strategy is important to 85 percent of companies when selecting a partner.»

And they are, above all, one thing: extremely energy-efficient. This is important because about 80 percent of the carbon footprint of digital screens is generated during operation. «What’s needed is the right hardware and more sustainable operating concepts,» says Rotberg. Energy-efficient displays, more durable and lighter materials—energy consumption decreases, lifespan increases; and the market is willing to pay more for them. A study by Sony Professional Displays and Solutions shows that eight out of ten companies are willing to pay 20 percent more for AV (audiovisual) products that are manufactured more sustainably or operate more energy-efficiently. For 85 percent of respondents, a supplier’s sustainability strategy is an important factor when selecting a partner.

And this high figure is also driven by external pressure: Under the CSRD (Corporate Sustainability Reporting Directive), more and more companies—including many in Switzerland—are gradually being required to report on their sustainability. Furthermore, electricity has become more expensive—especially since the war of aggression against Ukraine. The less energy a display consumes, the better it is not only for the environment but also for revenue. Damian Schärli, CEO of JLS, one of Switzerland’s largest digital signage providers, has also noticed a steadily increasing demand from his customers for more environmentally friendly solutions: «Today, companies place great importance on digital signage solutions being not only efficient and innovative but also operated in a way that conserves resources as much as possible. This is not just about awareness of environmental responsibility but also about economic aspects such as energy savings and optimized use of hardware.» Furthermore, Schärli says, it’s important to consider «that people often talk about sustainability when discussing electricity consumption and the sustainable supply chain of the hardware. People often forget that, during operation, good system stability—which minimizes the need for on-site visits involving travel and repairs—also contributes positively to sustainability.»

At night, the screens stay black

Built-in sensors in modern screens now automatically adjust the brightness to the lighting conditions—and since 2023, advertising displays in many regions have been required to be turned off at night, that is, from 10 p.m. to 6 a.m. All of this is helping to transform digital signage into green signage. So are new technologies—such as the latest buzz: e-paper or e-ink, which Florian Rotberg calls the «Display Technology of the Year.» The advantages: It’s extremely energy-efficient and consumes power only when the image changes, which can be done remotely. It offers high contrast and is highly visible. Although size and creative possibilities are still limited, it was clear at the ISE in Barcelona just how rapidly development is progressing. «A sensational new form of advertising is emerging here,» says Rotberg. «This will bring about a major change in a few years.»

«The industry must show the market the major strides it has already made.»

For Invidis« Green Signage Handbook, he and his team defined the key requirements that sustainable digital signage must meet: It must be energy-efficient, durable, circular, transparent, innovative, and as compact as possible; it should have an impact on communication, foster engagement, be remotely controllable, and deliver a return on investment. But to achieve this, companies need to have a precise understanding of their energy consumption and CO2 emissions—and that’s not always easy. »Many companies have a diverse mix of manufacturers and devices that has grown over the years,” explains Rotberg. That’s why Invidis provides its own tool to help track and analyze these devices and their energy consumption, which can also serve as the basis for a company’s own sustainability reporting.

This also helps provide an overview of where it makes sense to replace or continue using devices. Damian Schärli says that at JLS, too, they always weigh which measures make sense: «Keeping an old display running at all costs, even though it consumes significantly more power than modern devices, isn’t always the best solution. It’s about finding a balanced, sustainable approach that takes both environmental and economic factors into account.» A well-thought-out mix for a green future.

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REQUESTED

«Not a trend, but a necessity»

Damian Schärli is the CEO of JLS Digital.

m&k: Is «green signage» a trend, and why is it important?

Damian Schärli: Sustainability is not a fleeting trend, but a necessity that companies in all industries must address. In the field of digital signage as well, we have been increasingly focused for years on designing technological solutions to be as efficient as possible. Sustainability means using resources in a targeted and long-term manner to minimize environmental impact. As a company, we have a responsibility to do our part to create a more sustainable future, and sustainable digital signage systems are an integral part of that.

 

What do you tell customers who want to book this service but have concerns about energy consumption and its environmental impact?

The sustainability of digital signage depends on several factors and can be assessed differently depending on one’s perspective. There are already numerous approaches to reducing its environmental footprint. Remote management solutions, energy-efficient displays, and smart settings enable sustainable and energy-efficient use.

 

In your opinion, how do you think the market will evolve in terms of sustainability in the coming years?

The trend toward the sustainable optimization of digital signage will continue. Companies will increasingly focus on reducing power consumption and extending the service life of their devices, while also seeking ways to cut operational costs—such as by reducing travel distances. Technological advances such as E-Ink displays offer promising opportunities for a better environmental footprint compared to traditional posters. In my view, such innovations will also gain a foothold in the digital signage market in the long term.

Steve Bannon, Donald Trump’s former chief strategist, once described his media strategy with a phrase that is both disturbingly honest and terrifyingly effective: «Flooding the zone with shit.» This tactic has since caught on—far beyond the political context.

The «Zone»—that is the public space where political opinion-forming, social discourse, and collective, critical thinking are supposed to take place. And the «Shit»—that’s no coincidence, but a deliberate strategy. In an age when everything is bombarding us all at once, being overwhelmed becomes a tool. Drawing on Naomi Klein’s *The Shock Doctrine*: the flood of information is not a side effect, but part of a deliberate program to advance economic and political power interests. This strategy of information overload works systematically: First, it creates confusion, causing us to lose the ability to distinguish between what is important and what is not. This leads to the fragmentation of our attention, which in turn limits our ability to act. Ultimately, we are so constantly occupied with processing new stimuli that we no longer have the capacity for what is essential. In this context, focus becomes far more than a productivity tool or life hack—it becomes an existential strategy of self-determination. Concentrated attention is not only self-care but, ultimately, a political act of resistance.

Why the System Is Overburdened

Fragmentation is often viewed as collateral damage of a networked society—as an inevitable side effect of digital transformation. But that view falls short. It has long been part of a tried-and-true strategy: not to enlighten people, but to discourage, disorient, and paralyze them. The flood of information as a weapon.

«Not everything that's trending contributes to education. Not everything that's loud is relevant.»

This strategy relies not on repression, but on overwhelming people. The classic tools of authoritarian rule—control, censorship, and violence—are increasingly joined today by more subtle methods, such as the devaluation of meaning through quantity. The ceaseless production of news, updates, and opinions distorts our perception of relevance. In his 1985 book *Amusing Ourselves to Death*, communication scholar Neil Postman took up a central warning from Aldous Huxley: that the truth might not be suppressed, but rather drowned in a flood of irrelevance. What seemed like a dystopian prediction back then has become the backdrop of our everyday lives—constant, loud, and flickering.

What Bannon sums up in a single sentence, Adorno and Horkheimer had already systematically analyzed in the 20th century: the distraction of thought as an instrument of power. In *The Dialectic of Enlightenment*, they described the «culture industry» as an instrument for shaping consciousness—not through repression, but through constant distraction. What cinema and radio were back then, TikTok and breaking news via push notifications are today. The mechanism remains the same: Those who are constantly distracted do not ask questions—and those who do not ask questions remain malleable.

The erosion of democratic discourse does not begin with censorship, but with the trivialization of information. The moment relevance is drowned out by the clamor of market hawkers and the distinction between fact, opinion, and fiction begins to blur—that is precisely what Hannah Arendt warned against. When everything seems important at the same time, in the end, everything loses its meaning.

The "Milchbüchlein" Theory of Attention

Especially in the communications, marketing, and media industries, constant presence has become the norm. If you don’t keep up to date, you’ll lose touch, visibility, and relevance—so the narrative goes. But this constant pressure takes its toll: cognitive exhaustion, emotional numbness, and a feeling of perpetual inadequacy. Sociologist Hartmut Rosa speaks of a «frantic standstill»—we’re moving faster and faster, but we’re not getting anywhere.

This form of exhaustion is no accident. It is structurally driven—and it particularly affects those who are already carrying a heavy mental burden. Women, for example, who—in addition to their day-to-day work—perform care work, manage relationships, and are expected to meet societal expectations—all while also being required to be well-informed, compassionate, resilient, and attractive.

Psychologist Daniel Kahneman described two different modes of information processing: one that is fast and intuitive—and one that is slow and reflective. But in a state of constant overload, fast reactions dominate. Deep reflection, nuanced judgments, and critical thinking take a back seat. Instead, we increasingly resort to mental shortcuts—so-called heuristics—that allow us to make quick decisions but also encourage systematic errors in reasoning. This cognitive imbalance not only weakens our judgment but also our resilience against manipulation.

Being overwhelmed is not a personal failure. It is the logical consequence of social structures that leave little room for reflection, depth, or concentration.

Focus as Resistance

What can we do? The obvious answer seems to be to withdraw—to tune out the news, avoid social media, and disconnect. But that would not only be a misunderstanding; it also stems from a position of privilege. Not everyone can withdraw—whether for professional reasons or because their lived reality is directly affected by societal developments.

Focus, therefore, does not mean isolation in the sense of ignorance or escapism. Focus is a conscious decision made within the existing complexity. It is not about knowing less—but about choosing more selectively what we want to know. What matters to us. And what does not. Our attention is a currency—perhaps the scarcest resource of our time. As early as 1971, economist Herbert Simon recognized: «In an information-rich world, an abundance of information means a scarcity of attention.» Attention determines not only our own worldview—but also what remains collectively visible. When we share something, we amplify it. With every click, we influence what gains significance—or fades away. We are all multipliers—whether we want to be or not.

That is why focus is a form of power. And power demands responsibility—responsibility for what we consume, what we pass on, what we ignore—and what we amplify.

Community Builds Resilience: Why We Need Each Other

Isolation—as Hannah Arendt knew—is not a side effect of totalitarian systems, but their very foundation. Those who feel isolated lose confidence in their own ability to make a difference. And those who feel powerless withdraw. Thus, social participation turns into resignation. And democratic engagement turns into a feeling of helplessness. This is precisely why community is so crucial. Connection arises where people engage with issues together—in interest groups, in analog or digital communities, in shared spaces for reflection. The sociologist Émile Durkheim spoke of «organic solidarity»: a sense of belonging that arises from diversity and interdependence. Today’s forms of community, which are connected through shared content and perspectives, carry on this idea. When we discuss, make sense of, and learn together with others, collective resilience emerges. This connection is not a luxury. It is a survival strategy—for the individual as well as for democracy. Connection strengthens us. But in order to connect—with others and with the world—we also need clarity within ourselves.

Responsibility in the Age of Huckster

For communications and media professionals, this entails a dual responsibility: They not only shape narratives—they also shape the conditions under which thinking is possible. The way information is presented, prioritized, and contextualized influences our ability to judge. And thus also our ability to act. It is no longer enough to simply generate reach. In a world where attention is systematically manipulated, depth of focus becomes an ethical criterion. Not everything that trends contributes to enlightenment. Not everything that’s loud is relevant. When our attention is systematically fragmented, concentration is an act of resistance—against the devaluation of meaning, against exhaustion from constant input, and against the feeling of powerlessness. Focus means: I decide what’s important. I direct my energy purposefully. The next time you feel the urge to scroll through all the breaking news out of fear of missing something—take a deep breath. Ask yourself: Who benefits from me needing to know everything right now, most likely getting worked up about it, but not actually having the mental bandwidth to process it?

Focus is not about shirking responsibility. It is the first step in resistance—for ourselves and for democracy.

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Five Tips for Dealing with Information Overload

Focus doesn't start with a calendar. It starts with your mindset. It doesn't ask, "How can I get more done?" but rather, "What matters—to me, to others, and for what lies ahead?"

1. Consciously focusing on what is essential

Instead of constantly consuming news, make a conscious decision: Which 1–2 topics are truly relevant to me? Set aside specific time slots for these (such as 20 minutes in the morning and 20 minutes in the evening) and turn off push notifications.

2. Use the 48-hour rule

When dealing with emotionally charged topics, wait two days before you respond or share content. In the meantime, more well-reasoned analyses usually emerge—and the emotional fog clears. 3

3. Pay attention to the dramatic structure of outrage

Not every emotional reaction is a sign of relevance. Often, it’s the result of skillful storytelling. A simple question can help: Who stands to gain from my outrage right now?

4. Learn to cope with uncertainty

Many of the issues facing us today—the climate crisis, wars, social transformation—are complex. There are no easy solutions. Uncertainty is part of reality. Being able to cope with it is a sign of maturity—both individually and as a society.

5. View self-care as a political act

Self-care is political—as the writers and activists Bell Hooks and Audre Lorde have emphasized. It is not a luxury, but a form of resistance within exploitative systems.

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Jennifer Walter is a Swiss sociologist, consultant, and equal parts rebel and softie. She feels things deeply, rarely follows instructions, and is suspicious of people who don’t appreciate toilet humor. Through her podcast, *The Scenic Route*, as well as her coaching and consulting work, she helps people reconnect with themselves—one honest conversation with rough edges after another.

Her work speaks to those moments when we lose ourselves—in the autopilot days of just going through the motions and getting things done. What feels like burnout, overthinking, or alienation is often just a symptom: you’re living according to someone else’s script. Jennifer’s gentle rebellion consists of rewriting that script—and learning once again to trust her own voice. More at Jenniferwalter.me.

Wide reach, a good fit with the target audience, and fast, direct conversions can make content creators an ideal marketing tool—but this still relatively new market also presents challenges for companies: market complexity, content quality, and brand fit are among the most important.

Statista forecasts that companies in Germany will spend 718 million euros on influencer marketing in 2025. By 2030, the market is expected to grow to over one billion euros. And that’s just the cost of running campaigns through creators. Strategy development, consulting, and agency fees are added on top, making the business of monetizing followers a billion-euro industry even now.

The market is confusing

Finding the right influencer(s) for their brand can be a major challenge for companies, especially in a B2C context: the services offered, pricing models, and reach vary so widely that objective comparison is virtually impossible. The lack of transparency regarding follower counts, engagement rates, and potential fake followers also makes it difficult to make an informed selection. For brands, this means that without specialized tools or agency support, it’s becoming increasingly difficult to find the right creators. And even choosing the right agency is a challenge in itself. Here, too, the market has grown rapidly in recent years. In addition to traditional advertising agencies, there are specialists in creator selection, as well as talent managers who act as the creators’ managers.

Content Quality and Brand Fit as Decisive Factors

«The biggest challenge in influencer marketing right now is creating authentic and credible content that builds trust and genuine engagement with the target audience. When applied to corporate settings, this means finding the right creators based on a well-thought-out strategy and working with them to create relevant content,» says Martin Distl, Chairman of IAA Creator Hub Austria and Managing Director of mSTUDIO Austria & Switzerland.

«What is good is what people like—that is the basic premise of the community economy.»

So what constitutes good content in influencer marketing? In the context of social media, there are even fewer objective criteria for answering these questions than in other fields. “Good content is what people like”—that is the basic premise of the community economy. Anyone who generates likes, conversions, and followers with their content is, in principle, creating good content for their purposes. Whether people outside the target audience community share this view is therefore irrelevant at first.

Is the creator always right? No, and this is where the strategic and creative challenge lies in working with influencers: The content intended to promote the partner company’s brand must also be «good» by the company’s own standards. It must align with the brand and represent it appropriately. Here, the model of collaboration between companies, agencies, and creators can be a decisive factor for success: Who takes on which role and what creative contribution in the joint project? Who ultimately produces the content, and on which channel will it be published? Will the influencer’s channel be used, or the brand’s? In terms of content, who adapts to whom?

«The follower business is a billion-dollar industry.»

If these questions are answered in a way that aligns with the client brand, the foundation for a good brand fit is established, and the potential for a profitable, long-term partnership is in place. Asking these questions and finding the answers is the strategic work involved in influencer marketing—work that can only be done in-house or by the marketing agency managing the campaign. Another player is also playing an increasingly important role in influencer marketing: GenAI. Philipp Martin, founder of the influencer marketing agency reachbird, currently sees its impact on content production as the biggest challenge: «It’s becoming easier and easier to produce scalable content, which is creating real competition for existing influencer content on social media. However, this is precisely where influencers can make a difference; their name recognition and familiarity can set them apart from the flood of AI-generated content.»

A Seal of Quality for Influencer Marketing

To provide guidance for companies facing the challenges of working with influencers, the Content Marketing Forum e.V. (CMF)—the content marketing community for Germany, Austria, and Switzerland—has launched the first independent, cross-platform influencer award for the entire German-speaking region. On the one hand, it is intended to serve as an independent benchmark for the quality of influencer marketing for client companies; on the other hand, it is meant to serve as a seal of quality for influencer agencies and content creators—so that both can find each other as perfect matches. The submission period for the «Best of Influencer & Content Creators Award» (BICC) runs through June 30. Anyone involved in influencer projects can submit entries: from client companies to agencies and talent managers, all the way to the creators themselves. The BICC Award is part of the award family of the established Best of Content Marketing Award (BCM), which, among other things, earns points in the Horizont Creative Ranking and the PR-Journal Creative Ranking. At the same time, the CMF is currently conducting the first empirical impact study on influencer marketing in the German-speaking world—the results will be available in June.

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All information about the BICC is available at Bestofcontentmarketing.com.

This article first appeared in the m&k print edition 2/2025.

Compromise itself does not have the best reputation: it carries the connotation of being a lackluster «stopgap solution» reached by negotiators on both sides who are dissatisfied—negotiators whose respective ambitions have been thwarted by reality—and who were subsequently forced to come to some sort of agreement. When you read about «half-hearted compromises» in the media, it inevitably conjures up images … of loosened ties, sleep-deprived faces, and people who have neither won nor lost.

Why is that, actually? I believe it’s because, both in politics and in professional communication, we all too often view the exchange of arguments as a zero-sum game. «I’m right, and I’m going to convince you»—that’s the mindset with which we approach discussions. In many cases, we’re not interested in making joint progress, but rather in imposing our views on the other side. Sometimes this isn’t even done with malicious intent, but simply because we’re convinced that we have more expertise, experience, and so on.

«Your idea goes further than mine. Thank you.»

I’d like to «rebrand» compromise; to take up the cause on its behalf. I want it to stand not for the «minimum possible consensus,» but for the «maximum possible collaboration.» To achieve this, however, we must rethink the nature of discussions: Even if we consider ourselves experts; even if we believe we are right, we must be open to others« arguments. We must have the magnanimity to broaden our thinking—to constantly ask ourselves, »What if there’s some truth to this or that counterargument?« And we must push past our reservations to be able to say to someone, »Your idea takes us further than mine. Thank you.”

So what happens in a world where compromises aren’t just a minimal consensus, but a «joining hands»? I’m convinced that politics will become less polarizing. Communication will improve, and agency-client relationships will become more equal. And the quality of the final result won’t be something that reeks of fatigue and stagnation… but rather something that flies the banner of the power of compromise.

In recent years, Post Advertising has built up a unique advertising inventory. The acquisition of Livesystems has added the new digital business Digital out of Home to the traditional, analog core business of direct marketing. Whether in public spaces, at petrol stations, in parking lots, at Swiss Post branches or on public transport - with 13,000 screens, Post Advertising now reaches target groups not only at home but also on the move. Post Advertising's range of channels and touchpoints now also includes display advertising, e-mail marketing and in-app marketing on the Post's own apps Profital, Bring! and PostCard Creator. One of the undisputed strengths of this exclusive inventory is the possibility of highly flexible geographical playout. Advertisers can place their messages locally, regionally and throughout Switzerland.

"Post advertising places advertising messages at the heart of consumers' lives."

So far, however, little attention has been paid to the time at which the advertising messages reach the target groups of postal advertising. As a rule, these are moments of full attention and little distraction: the recipient of a mailing is sitting at the kitchen table and devoting herself to the mail she has just taken out of the letterbox. A driver's gaze is drawn to the movement on the Livesystems screen when filling up and commuters in the Postbus also keep looking at the mounted screens during their journey to work. In other words: Post Advertising places advertising messages right in the middle of consumers' lives.

Data brings relevance

Post Advertising relies on its own data universe and efficient analysis methods to increase the impact of its channels and place relevant content with target groups at the right moment. In addition to analyses of existing customers, this also includes target group targeting (data-based using lookalikes or standardized with the help of characteristics or affinities) and the determination of performance.

In fact, Post Advertising has a universe of first-class data at its disposal. This is first-party data that has been collected with the consent of customers. Such data is particularly valuable in the post-cookie era, because it not only complies with data protection regulations, but also reflects specific advertising preferences. In obtaining this data, Post Advertising benefits from the trust that Swiss Post has always enjoyed among the population. In fact, the security and protection of customer data is a top priority at Swiss Post. The company is ISO-207001:2013-certified and Swiss Post's specialists have also been awarded the Data Fairness Label for their data and analysis solutions. This is awarded to organizations that are committed to transparent and responsible handling when processing and analysing large volumes of data.

The moment as the key to impact

With the orchestrated combination of attention-grabbing, analog and digital channels and data-supported information, Post Advertising succeeds in optimally coordinating message, target group, channel and time and creating unique advertising moments.

"TBWA\Zurich designed a multi-stage campaign for Post Advertising - playful, memorable and with a clear message."

Cross-moments advertising, as Post Advertising calls this new approach, focuses on the decisive moment in order to achieve maximum advertising impact: Attracting attention, triggering emotions or leading directly to a purchase decision. Above all, however, cross-moments advertising means decisively turning away from thinking in terms of reach and flooding consumers with information according to the "spray and pray" principle. Instead, cross-moments advertising focuses on quality and precision.

Advertising for cross-moments advertising

TBWA\Zurich has designed a multi-stage campaign for Post Advertising - playful, memorable and with a clear message - to make cross-moments advertising and the smart and efficient way of advertising known among marketing and communication professionals (Markt-kom.com reported). It follows the creative idea of a quiz and asks a question about advertising and media planning in the first phase. The correct answer among the three possible answers is (of course) the one that shows the advantages of cross-moments advertising. In the second phase, the campaign works out the offers of cross-moments advertising and brings them to life with photographs. For example, the presentation of a petrol station screen is preceded by the question of where people look while filling up. The answer comes from a multiple choice of photos. Finally, in the third phase, Post Advertising uses a concrete example to show how the whole thing works in practice.

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REQUESTED

"It's high time for relevant advertising"

Oliver Egger, Managing Director of Post Advertising, on unique advertising moments with cross-
Moments advertising, the exclusive advertising ecosystem and Swiss Post's high-quality data.

m&k: Mr. Egger, why is Post Advertising realigning its strategy?

Oliver Egger: All advertising providers - and therefore advertisers - face the same challenge today: they have to attract the attention of customers - in an advertising world that is increasingly flooded with messages. In addition, third-party cookies will disappear as the basis of online marketing. This means that advertising can no longer be scattered widely and randomly. It is high time for a new, more relevant type of advertising.

 

What does this relevant Advertising from Post Advertising?

What is needed today are strategies that allow you to reach your target groups precisely and efficiently. In other words, at a moment when they are open and receptive to advertising messages. With cross-moments advertising, we create precisely such attention-grabbing moments and thus emphasize what makes Post Advertising unique in the market. To achieve this, we combine the quality of our comprehensive digital and analog advertising inventory with Swiss Post's high-quality proprietary data.

 

What does that mean in concrete terms?

The basic prerequisite for advertising success is and remains consumer attention. This is where the strength of our Swiss Post ecosystem comes into play, with which we offer our customers exclusive placements online, offline and cross-media - for example on public transport, in public places, at petrol stations, in post offices, in letterboxes, but also within the high-reach digital environments of Swiss Post and its partners. With this cross-moments advertising, our experts find the right channels for every campaign.

 

You have also heard from the high-quality data of the Post spoken ...

Exactly, because our ecosystem alone is not enough to reach people with advertising messages that appeal to them, touch them and trigger an action. They have to be relevant. Thanks to our high-quality data, we can combine our unique touchpoints with targeted playout and targeting. In doing so, we rely on first-party data that we have received with the consent of our target groups in accordance with data protection regulations. This allows us to optimally coordinate the message, target group, channel and time for the perfect moment.

 

How will advertising in five years?

I am convinced that the trend towards greater quality will continue to intensify. By this I mean precision instead of quantity and efficiency instead of coincidence. Thanks to the rapid advances in artificial intelligence and data analysis, advertising will be able to be tailored even more specifically to individual people, especially in the digital space. At the same time, offline advertising will retain its importance and outdoor advertising in particular will gain in significance. The increasing digitalization of these channels will also make it possible to play out context-dependent content. We are thus moving towards genuine cross-moment advertising, where it will be crucial to orchestrate all channels in such a way that
customers are addressed at the right moment, via the right channel and with the relevant message. Those who master this will be ahead in the future.

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This article first appeared in the m&k print edition 2/2025.

Today, many people have largely forgotten the wonderful world of Greek mythology. I’m thinking of Zeus, the father of the Greek gods; his two brothers, Poseidon, the god of the sea, and Hades, the god of the underworld; his (rightfully) eternally jealous wife, Hera; and his many children, such as Ares, the god of war, Hephaestus, the god of smiths, or Hermes, the messenger of the gods—they have all fallen into oblivion. Or worse still: like Nike, the goddess of victory, who is now known only as a brand name.

That is why many people are unaware that they use words in everyday life that come directly from Greek mythology. The term “mentor,” for example—referring to an experienced person in a company or institution who passes on their knowledge and experience to a younger person—derives its name from a friend of Odysseus’s who bore that name. Odysseus entrusted his son Telemachus to this Mentor, the son of Alkimos from Ithaca, upon his departure. While Odysseus was away, Mentor advised the son of his absent friend.

«Just as back then (…), the rock faces can’t respond with anything other than what you shout at them.»

The name "Pan" also comes directly from Greek mythology: Pan is the god of the forest and nature. In essence, Pan is a friendly hybrid of a human (upper body) and a billy goat. Pan loves music and dance. He enjoys playing the flute (the pan flute, of course, which he carved from a reed). However, Pan considers his siesta sacred. If he is disturbed during his midday rest, he can become very indignant. He then screams loudly and startles the resting animals. This leads to a mass exodus, in which the animals, blinded by fear and terror, flee in a stampede—that is panic.

Just like Mentor and Pan, Echo is the direct namesake of the word that today means «echo.» Echo was a nymph who was punished by the goddess Hera for her talkativeness. Hera condemned Echo to be able to repeat only the last words spoken by others. Echo fell madly in love, but could not express her love because she could only repeat what her beloved said. She therefore withdrew into solitude until only her voice remained—the “echo” in the mountains and valleys.

The Echo of One's Own Calls

This unfortunate nymph from Greek mythology is thus the namesake for the echo we hear in the mountains: Just like Echo back then, the rock faces can respond with nothing other than what we call out to them—or yodel at them. It makes sense: after all, the rock faces are simply reflecting sound waves. If we stand far enough away, we hear the reverberation with such a long delay that we perceive it as an echo.

«The echo chamber effect occurs on social media because several factors are all working in the same direction.»

In much the same way, social media reflects the posts of its users. The algorithms of Facebook, Instagram, and especially TikTok are designed to serve users content that interests them as much as possible. Those who watch videos or posts about hip-hop will see more hip-hop; those who spend time watching cooking videos will see more cooking videos; and those interested in fitness tips and tricks will be shown more fitness videos.

If it were limited to hip-hop, cooking, or fitness, that would still be relatively harmless. Facebook, Instagram, and TikTok would then be doing in the media what Amazon has long offered for books, movies, and music: The online retailer began analyzing its customers’ shopping carts early on and was therefore able to make very precise product recommendations. The principle is simple: People who bought this book also bought those books. The recommendations are so precise because they’re based not on self-reported preferences but on actual purchasing behavior.

When Something Useful Becomes Dangerous

What’s useful on Amazon and other online retailers quickly becomes dangerous on social media, because Facebook, Instagram, and TikTok aren’t just about books and movies on cooking and fitness—they’re also about content related to politics and society, values, and opinions. Topics such as gun control, vaccinations, abortion, and homosexuality or homophobia have been the subject of scientific studies. The results are sobering: Social media tends to confirm and reinforce not only the interests but also the views of its users. This leads to the “echo chamber” effect on social media.

«People (...) ignore or dismiss information that contradicts their opinion.»

An echo chamber is a closed system in which other voices are excluded through omission, leading to the reinforcement or confirmation of one’s own beliefs. The echo chamber effect occurs on social media because several factors are working in the same direction. Essentially, there are five aspects:

The Algorithm

Social media platforms like Facebook, Instagram, and TikTok have one main goal: to increase the amount of time users spend on them. They are therefore programmed to display content that users might like. Consequently, the algorithm prioritizes similar opinions and topics that the user has previously liked or shared, while filtering out differing or opposing views. One reason for this is that it is stressful for a person to be confronted with information that contradicts their beliefs. This triggers an unpleasant state of tension known as «cognitive dissonance.» Most people try to avoid this dissonance. As a result, they ignore or dismiss information that contradicts their own opinions and instead seek out evidence that confirms them.

Selective Perception

This is a pattern so deeply ingrained that it’s often referred to as «selective perception»: We see what we believe—and what we believe in. Most people therefore tend to focus on information that confirms their existing beliefs. Contradictory information is ignored or rejected. Social media technically amplifies this effect, on the one hand through its algorithms, and on the other hand through the social groups within which users operate.

Homophilia on the Web

No, this has nothing to do with homosexuality or homophobia. Homophily refers to people’s tendency to connect and network with like-minded individuals. On social media, this means that users often select contacts and content that align with their own opinions. As a result, over time, people tend to gravitate toward groups that are virtually homogeneous (or, in other words, homophilic).

Social Dynamics

Social media not only displays posts; it also allows users to “like” and “share” them. As a result, users are more likely to share opinions that are “liked” and “shared” by their group—which further reinforces the uniformity of group opinions. The result is a technologically amplified form of peer pressure to conform to the prevailing opinion and suppress other views.

Polarization Through Emotionalization

As if that weren't enough, the algorithms don't promote moderate, consensus-based content, but rather polarizing and emotionally charged content, because such content generates more engagement. This leads to opinions and positions within a group becoming increasingly extreme. In this way, a harmless group turns into an insular bubble of extreme views.

The question is whether this could be avoided—in other words, whether regulation is conceivable that could break through or reduce the echo chamber effect on social media. Studies conclude that such regulation, which would dampen the echo chamber effect on social media, would undermine the fundamental values of democratic societies, such as freedom of expression and user privacy. Unless, that is, social media platforms were to fundamentally move away from their algorithms. Like the nymph Echo of old, social media—as it functions today—is doomed to become a chamber of echoes. It cannot help but repeat what users post.

By the way, our nymph didn’t fall in love with just anyone back then, but with Narcissus, a beautiful young man whose parents were the river god Cephisos and the nymph Liriope. He was not a child of love; Cephisos had raped the nymph Liriope. Narcissus was so beautiful that many people of both sexes fell in love with him. But he rejected them all. Our unfortunate nymph Echo was no exception. Narcissus rebuffed Echo so brusquely that she dissolved into nothingness.

«We can describe our era as a narcissistic era.»

Narcissus continued to give all suitors the cold shoulder. But when he saw his own reflection in the water of a small pond near a secluded spring, he was lost: he fell in love with his own image. Although he could get closer to the image, it remained out of his reach. This pained Narcissus so much that he died. A flower then grew at that spot—the daffodil. But the story isn’t interesting to us for floral reasons; rather, it’s because Narcissus’s self-obsessed reflection mirrors exactly what we see on social media today. Many users see themselves reflected in Facebook, Instagram, and TikTok—not by posting images of themselves, but by seeing their own views and opinions, mirrored by the echo chamber effect, within the platform. We can therefore justifiably describe the echo chamber effect as a narcissistic effect and, because it is so heavily focused on this, refer to our era as a narcissistic age. You now know what this means: self-absorbed reflection.

Gregor Becker and Paul Ostwald’s day starts early. Before their (currently) three Morningcrunch newsletters—covering stock market developments, the private equity industry, and the latest AI trends—are sent out to their approximately 52,000 subscribers, the young founders always double-check the content themselves—and set their alarm for 5 a.m. to do so. It’s an early hour the duo remembers from their student days. Even before their classes and lectures at the University of Oxford, Becker and Ostwald would go rowing in the icy waters of Great Britain.

The startup world isn’t always warm and cozy, either. But since launching a little over a year ago, the young founders have been steering their company quite confidently through the media landscape—and could very well overtake a few heavyweights along the way. They’ve been moving at a fast pace from the very beginning: In addition to their day jobs at major publishing houses (Paul Ostwald at Ringier, Gregor Becker at Burda), they launched their newsletter business in 2023 and wrote the first issues of their briefings between 10 p.m. and midnight.

Axios has 6.8 million subscribers

Ostwald and Becker were convinced of their idea—thanks in part to the success of their role models: news outlets like Axios, Morning Brew, and Industry Dive are well-established in the U.S. and have long made a name for themselves with concise yet in-depth reporting. Take Axios’s approach, for example: «Attention spans are getting shorter. Axios has the solution.» It works: The service now has 6.8 million subscribers to 22 newsletters covering topics ranging from technology to the future, more than 500 employees, and its own media brand that produces content. Morning Brew, too, is committed to making its readers smarter in just five minutes. Their motto: «The world’s most important business news with a dash of humor.» And above all: ready to go. It was this concept that, in the eyes of Becker and Ostwald, had been missing in this country’s coverage of major niche industry topics.

«Newsletter services like Axios, Morning Brew, and Industry Drive have long been established in the U.S.»

«In the U.S., briefing companies like Axios are among the leading players,» says Paul Ostwald. «In the DACH region, however, existing offerings have so far been aimed primarily at older audiences.» With snappy, bullet-point-style news, the two hope to change that and appeal primarily to young readers by adapting to their changing media habits: Instead of complex, multi-page articles, they feature lighthearted soundbites («Revolut employees cash in»), colorful emojis, «snackable» background info, easy-to-digest summaries, plus polls, surveys, links for further reading, key stock market figures, and memes to make you smile. The topics are structured into the sections «What Happened,» «The Details,» and «Why It Matters,» and manage to explain even complex issues in a single sentence. The founders emphasize that reading should be fun.

The emoji «comes from the seedy underbelly»

The Morningscrunch briefings already have more than 52,000 subscribers, and that number is steadily rising (by about 10 percent per month). On average, the readership is 30 years old—young professionals with a net household income of just under 3,000 euros, employed by companies such as Goldman Sachs, McKinsey, or J.P. Morgan. The open rate is 50 percent, which—according to Inxmail’s 2024 Email Marketing Benchmark—is roughly twice as high as the average open rate for corporate marketing newsletters. Many readers even open the updates a second time to revisit topics. The click-through rate is also impressive, at more than 5 percent.

The secret to their success? Paul Ostwald puts it this way: «Our tone is relaxed, yet our reporting still goes in-depth. We provide context and put things into perspective; we’re close to our target audience and can sometimes operate more freely than other media outlets that are under pressure from a large publishing house.» Journalism in the DACH region is very good, according to the founder, but it’s also very serious—it lacks a sense of lightheartedness. Only slowly is there a shift in thinking, and «the emoji is coming out of the shadows.»

A Patagonia vest as a gift

The referral program—and Patagonia vests—also contribute to the success. When Morningcrunch launched, readers were given a vest from the popular outdoor brand for recruiting 50 new subscribers, and this referral system is still in place. Now, readers also receive one-on-one conversations with the founders as a reward, introductions to potential employers, or Amazon gift cards. Whoever recruits the most readers is featured by name in the newsletter. The founders place a high priority on interacting with their target audience, conducting surveys, and welcoming feedback.

«Our tone is casual, but our reporting still goes in depth.»

On top of that, there are collaborations with influencers—or, in this case, «Finfluencers»—such as «Hedgefonds Henning» on Instagram. His 287,000 followers appreciate his approach of combining finance with satire (’Memes & Acquisitions, CEO of German Finance Memes,« reads his profile description). Amid memes like »Gift Guide for Justus the Business Major« and »How You Imagine Investment Bankers vs. What They Actually Look Like« (complete with a Patagonia vest!), there are interviews with Becker and Ostwald—one of which received more than 2,000 likes.

Advertising on Meta and Reddit

To increase their readership, the creators are also turning to paid media, such as memes as a paid advertising format on Reddit, as well as within the Meta ecosystem. However, Gregor Becker admits that Facebook and similar platforms should be approached with caution. «You’re competing there with Temu and Shein for young people’s attention, and you don’t always know if the ads are even reaching the right audience.»

What’s a problem for Morningcrunch is, in a way, also an advantage: Other advertisers are also frustrated with U.S. platforms and want to return to reputable environments that reach the right target audiences. Just like Morningcrunch’s briefings—hand-picked, high-quality journalism that reaches niche target audiences. That’s the startup’s business model: the newsletters are entirely ad-supported. IQ Digital (including Handelsblatt Morning Briefing and the Süddeutsche Zeitung newsletter) and Urban Media (including Tagesspiegel) handle the marketing and sell the briefings alongside other magazines; all ad slots are fully booked for January and February. «This shows that the format works well for advertisers, too,» says Becker. Clients include Sparkasse, as well as fintech companies, Immoscout 24, BitPanda, Berliner Volksbank, and others; employer branding campaigns are also a key pillar. There are native formats and banners, and the company is also open to advertising clients from Switzerland; it is already in talks with two partners. Ostwald and Becker are pleased that newsletters are once again playing a major role among marketers and agencies and see this as a sign of frustration with U.S. platforms like Meta. «Many are pulling their massive budgets away from Google & Co. and are once again focusing more on journalistic formats.»

Distinguished Group of Investors

The group of investors is also quite impressive: it includes the founders' two former employers, Martin Weiss (formerly of Burda) and Robin Lingg (Ringier).

In 2025, we plan to continue with full force. Additional verticals—that is, newsletters covering other specific topics—will be launched as early as the first quarter; you can already sign up for the automotive and real estate sectors. «For us, the new briefings mark the transition from our early days to a more mature medium. It’s no longer about experimentation.» There are plans to launch ten briefings by the end of the year, turning Morningcrunch into a media brand in its own right that creates its own content. Even now, the team not only curates content but also organizes it, enriches it, and distills facts down to the essentials.

New Work and Discipline

The team continues to grow; several positions are currently open. The company operates in a modern way: Ostwald is based in Berlin, Becker in The Hague, an employee in St. Gallen handles influencer collaborations, one editor works in Lille, and another in Cologne. Eight people make up the core team, and a new editor-in-chief started at the beginning of the year. Most of their coordination takes place via WhatsApp, supplemented by three meetings each day. The last meeting is attended only by the two founders—specifically, when the U.S. markets close, at 11 p.m. Discipline, teamwork, and perseverance lead to success—and not just in rowing.

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This article first appeared in the m&k print edition 1-2/2025.