m&k: Shoshana Zuboff, when did you first become aware of the particular form of capitalism to which you have devoted the past decades of your work—and which you refer to as «surveillance capitalism»?

Shoshana Zuboff: That must have been in the mid-1970s, when I was intensively studying the emergence of computers and their implications for the American economy. At the time, I conducted several field studies; I visited offices where typewriters were being replaced by cathode-ray tube monitors and factories where production lines were being automated. It was incredibly exciting because, for my doctoral dissertation at Harvard, I had already examined historical precedents for such transformations—industrialization in 18th-century England, for example. To be an eyewitness to something comparable to that was more than impressive.

 

And in the process, you realized that it wasn't just about process optimization and technology, but also … about monitoring; about control?!

I made a few observations that ultimately led to this realization, yes. I remember a «key moment» at the headquarters of one of the largest U.S. companies at the time: I had an appointment with a manager, and when I walked into his office, he was kneeling on the floor—surrounded by scraps of paper that he was trying to organize. The company in question used an internal email system and was a pioneer in digital communication… but he had printed out his employees« messages, cut them up, and sorted them anew. He wanted to understand what was on their minds without having to meet with them or call them. When I asked him about it, the manager said, »I used to be able to practically watch people at work. Today, all I see are people staring at monitors. I need to know what’s going on in their heads; otherwise, I can’t gauge how productive they are.”

«I need to know what's going on in their heads; otherwise, I can't assess how productive they are.»

 

…he tried to understand by collecting and sorting «data fragments»? If one is familiar with your books and essays, Professor Zuboff, one might see this as a precursor to what Google, for example, began doing decades later …

Exactly. The momentum I observed in some companies during the 1970s and 1980s quickly transcended factory floors and individual offices … and «spread» into the wider world. In all of this, Google was simply the first company to figure out how to translate human behavior into data on a massive scale, claim that data as corporate property, and sell it as a commodity. It took years to perfect this… and Google continues to optimize its business model to this day… but from the very beginning, the basic idea was not to serve humanity, impart knowledge, or help solve serious problems. Rather, it has always been about predicting and influencing what people buy, do, or think. And making a lot of money in the process.

 

You keep writing—and talking—about how this definitely sparked internal debates. Some developers had ethical concerns, right?

At first, yes. We know, for example, that a «principles meeting» took place at Google in 2000 or 2001, at which the topic just mentioned was at the top of the agenda. According to the story, one faction within the leadership team advocated for transparency toward users, arguing that honesty would build trust. Another faction, however, believed that if they wanted «trust,» they would have to keep the massive collection of user data a secret. Google co-founder Larry Page had the final say, and it was: «No one outside our organization is allowed to know anything.» The fear was too great that people would turn away—that politicians would take notice—or that laws might even be enacted that could jeopardize the data business.

«…from the very beginning, the basic idea wasn’t to do humanity a favor, but (…) to make a lot of money.»

 

I can’t help but wonder just how «secret» «surveillance capitalism» has remained. After all, most of us accept the «Terms & Conditions» of digital platforms and services with relative equanimity—knowing that what we comment on, «like,» or consume there may eventually be monetized …

But that’s not the point I’m trying to make. Your statement only scratches the surface. The tech corporations—and not just those three or four mega-companies that immediately come to mind, but a much larger industry… they collect, store, and use the «traces of behavior» that we all leave behind online. Traces that none of us consciously notice; that we, as ordinary citizens, will never fully understand. There are quotes from former Google executives who had to testify in court—and who stated under oath that «it would upset users if they knew what we do» or that «people are constantly philosophizing about their privacy, but have no clue what goes on in the engine room of tech companies.» The continuous and strategic effort to keep people in the dark about the practices of certain stakeholders is a core component of «surveillance capitalism.» Counting comments or «likes» is merely an insignificant side note.

«Larry Page had the final say, and it was: »No one is allowed to know anything.'"

 

How do you assess the impact of artificial intelligence on «surveillance capitalism»?

When the initial hype around ChatGPT broke out—and people were incredibly fascinated by what the AI was capable of—*The Atlantic* published an investigative article. The authors revealed that ChatGPT’s developers had «trained» the language model using hundreds of books without asking the authors or publishers for permission. Incidentally, my books were among them. And the works of actors, songwriters, and other artists had also been used without regard for copyright. That really dampened the hype… and made some people so angry that they sought legal counsel. I’m inclined to view the latter as one of the best outcomes of the dawning «AI era»—that more people are finally thinking about intellectual property and true privacy.

 

 

At the same time, we are witnessing representatives of the world’s largest tech companies currying favor with a populist—some would say autocratic—U.S. president. At Donald Trump’s inauguration, Mark Zuckerberg, Jeff Bezos, Elon Musk, and others sat in the front row.

I call the men you’re referring to «tech oligarchs»: Like the emperors of antiquity or the millionaires of America’s «Gilded Age»—whom we commonly refer to today as «robber barons»—they possess enormous wealth and power. But they also hold something in their hands that their «predecessors» could never have imagined possessing, even in their wildest dreams: they control the communication and information channels of global civilization. They can manipulate entire populations; they can steer ideas and actions in the direction they desire. Once again: This has never happened before in the history of humanity! And yet the «tech oligarchs» have very real … fears. They know full well that they have attained their power through highly controversial, if not outright illegitimate, means. If they fail to maintain their influence until the end of their lives, it could have dire consequences. So they do everything they can to protect themselves.

And someone like Donald Trump makes them feel safe?

Yes. I don’t want to delve too deeply into the murky depths of U.S. politics, but if you’ve been following the news from time to time over the past few years, then you know that the Biden administration had concrete plans: Tech companies should finally be required to follow certain rules. And the «oligarchs» knew what that would mean. They also knew that Kamala Harris would take up Joe Biden’s ideas and ultimately see them through to completion. With Trump, however… nothing would happen. And, even more than that—they saw him as the perfect candidate to serve as a «global battering ram»; someone who would ensure that their interests were taken into account in Europe, Latin America, and Africa as well. Someone who can put pressure on democratically elected politicians—no matter which country they’re in—if they target the tech giants. When Mark Zuckerberg announced the sweeping deregulation of Meta content on January 7, many interpreted it as a capitulation—a pledge of loyalty to Trump and his ideology. However, it was also a signal from Zuckerberg to the world: «No one in the U.S. will harm us anymore. But our products are available internationally—so now we’ll take care of the rest of the world. Anyone who dares to threaten us will have to deal with the most powerful politician of them all.»

 

How did things even get to this point—politically and economically?

You could write books about that (laughs). In a nutshell: The downward trend began under Bill Clinton and Al Gore. Both were certainly intelligent individuals, but when it came to the Internet, they were guided by a radically libertarian ideology … an ideology found in the teachings of Milton Friedman and Friedrich Hayek. At the time, the Clinton administration published a white paper on how to approach the World Wide Web, and the «bottom line» was: «The private sector should take the lead.» This would fuel innovation and dramatically accelerate everything. Other Western democracies were pressured to embrace the quasi-mythical notion that cyberspace was a realm of absolute freedom and that political control had no place there. This paved the way for tech companies to accumulate ever more power.

«They can manipulate entire populations; they can cause ideas and actions to develop in the direction they desire.»

 

Does the European Union have a better track record when it comes to regulating tech giants?

Over the past ten years, several very important laws have been enacted in Europe, such as the GDPR, the Digital Services Act, the Digital Markets Act, and, most recently, the AI Act. All of them were watered down at the last minute by the tech lobby, but they still represent groundbreaking benchmarks. In the United States, nothing comparable has gained traction. We don’t even have a rudimentary data protection law that safeguards private individuals. As I mentioned earlier, there were significant efforts to bring about change during the Biden administration, but for now, everything has come to a standstill.

You mentioned the ability of the «tech oligarchs» to influence public opinion. What impact does this have on society and on democracy?

Tech companies are actively working to privatize what should be the sole responsibility of public administration. They want to encroach on the space controlled by government agencies and institutions. We saw this, for example, when Musk used his X platform to spread disinformation about the Federal Emergency Management Agency (FEMA) and discredit it. People in communities hit by hurricanes, floods, and fires were left deeply unsettled—they were led to believe that FEMA was withholding donations and was generally inefficient.

 

Why did he do that?

Because Musk—at least as his statements can be interpreted—was not allowed to deploy his Starlink technology in disaster areas in the way he preferred. FEMA—under the Biden administration—denied him a potential source of profit, so he launched a smear campaign that ultimately had disastrous consequences for the agency’s credibility.

«We must dare to embrace more democracy, rather than stand by in silence while it is curtailed.»

 

So is the conflict between «surveillance capitalism» and democracy already raging?

Yes—and history repeats itself: Think of the first few decades of the 20th century in the United States. That period was marked by appalling working conditions, a lack of workers« rights, safety hazards in manufacturing facilities, and the resulting frequent accidents. Every time a legal dispute arose—say, because a worker had fallen from unsecured scaffolding—the employer won. The employer’s interests were the only thing that mattered. It took Roosevelt and his »New Deal« to finally include ordinary people, people with disabilities, and retirees in the »social contract« … to declare: everyone belongs, everyone must be treated equally—by law! Democratic institutions were built around this idea, institutions that were protected and further developed by both Republican and Democratic administrations alike. Trump wanted to attack them as early as his first term; we found ourselves asking, sometimes daily: »Will the institutions hold?” They did—the first time around. Now Trump and his allies are back… and more determined than ever. That doesn’t bode well.

 

Can we still find hope in this story?

Well, as I said before, the major changes in the United States during the 20th century—new rights, laws, and so on—came about in the fourth decade, driven by massive pressure from society. We are now in the third decade of the digital 21st century. Things are evolving faster today than they did in the 1930s, and I have long argued that our «third decade» will determine the future. If we let it slip by without the world’s remaining democracies standing up to an alliance of autocracy and «tech oligarchy»… we risk scenarios that are far more dystopian than what currently constitutes the status quo.

But things could turn out differently—with the European Union's involvement?

Yes. The EU is facing a historic opportunity: it can prove that it is capable of leading the free world. EU member states must forge new geopolitical alliances—with Latin America, Africa, and Asia. We must dare to embrace more democracy, rather than stand by silently while it is curtailed. Fighting doesn’t mean hiding and just letting things happen! Every single poll I’m aware of shows that the vast majority of humanity has no desire for the dystopian scenarios we outlined earlier. Yes; people want technology, they want information, they want their children to be able to learn and for diseases to be researched—they want a free exchange of knowledge, but within a democratic framework and controlled by the community. In that case, people also have no problem sharing their data for a good, important cause—but voluntarily and transparently, without secrecy or theft. There are countless paths we can take toward a golden 21st century. However, not a single one of them will be viable as long as a handful of mega-corporations own and control everything necessary for the progress of our civilization.

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Shoshana Zuboff is an American economist and professor emerita of business administration at Harvard Business School in Cambridge, Massachusetts. She gained international recognition for her research on «surveillance capitalism»: By this she means a market-based capitalist system that uses personal data extracted from people through technological means to collect information about behavior, analyze it, and process it for market-based decision-making in order to generate behavioral predictions and generate profits through its use.

 

This article first appeared in the print edition of m&k, No. 1-2/2025

When Switzerland’s funniest cops go on the hunt for criminals, surprises are practically guaranteed. But the unexpected plots and twists that the cult cops experience in every episode of the popular series «Tschugger» were surpassed in the third season by a very special co-star: the Polestar 2, which everyone at the police station is dying to get behind the wheel of. Time and again, the plot revolves around the turquoise car—it even bears the cantonal police insignia. But the Polestar isn’t just a police car that the «Tschugger» team zooms around the Valais in; it’s a prime example of just how creative modern product placement can be. Advertising expert Daniel Zuberbühler, founder and managing partner of the agency Sir Mary—which also represents Polestar (though not for product placement activities)—describes it as a «very long, very successful commercial,» and that pretty much sums up the car’s appearance in the series. After all, the vehicle isn’t just a prop—it’s firmly integrated into the plot as a character in its own right.

«There was only one important restriction for the production team: the car wasn't allowed to explode.»

«When producer Sophie Toth reached out to us, we knew right away that we wanted to provide the Polestar,» says Nadine Romero, Head of Marketing Switzerland at Polestar. «Our goal was to create an authentic and organic product placement that would blend seamlessly into the story. Instead of blatant logo inserts, we wanted the Polestar to become a natural part of the plot.» And they succeeded—in such a subtle way, in fact, that some viewers even felt the Polestar’s presence was too inconspicuous. «But from our perspective, that would have been exactly the wrong approach. A successful product placement is most effective when it integrates subtly and believably into the story.»

Part of the story

That’s exactly what makes for successful product placement, according to Jeannine-Denise Stuiber of Particibrand (see interview): The product should be an authentic part of the story—integrated naturally and not too intrusive. «Tschugger» pulled this off—in part because the brand managers «gave the creative team free rein to use the car in whatever way best served the story,» says Romero.

It’s important that the brand and content complement each other. «These platforms are often entertainment »love brands.’ The integrated brand can enhance the content to boost the brand’s appeal. Even when clearly labeled, good placements don’t come across as promotional but rather as authentic. When the content is a good fit, it creates an ideal fusion of the format and the brand—far removed from a traditional ad break,” explains Leonie Strack, Deputy Service Client Director at the media agency Unbound Media (formerly Crossmedia).

Virtual Placements Are Trending

This also goes over well with viewers, especially when the product placements are supplemented by accompanying special ads. For example, a companion study by Ad Alliance on various elements of Samsung’s campaigns in «Gute Zeiten, schlechte Zeiten» revealed particularly high recognition rates and increased uplift. Not only did the show’s actors use smartphones, smartwatches, and headphones from the electronics giant, but there were also cut-ins and virtual placements on billboards featured in the daily soap opera. In this process, brands are integrated into finished TV content after the fact and placed on billboards or other surfaces. Kerstin Bensch, also a founder and managing director of Particibrand, sees this as one of the most important trends in product placement: «The advantage is that virtual placements can be booked with short lead times and fixed durations. On the other hand, you can’t integrate brands as natively into the storyline as with traditional placements. Digital placements are therefore a good complement. Virtual placement spaces are now established advertising products, similar to special ads.»

Virtual product placements are also being used more and more frequently in movies—such as Nokia’s appearance in the James Bond film *No Time to Die*. Because the movie’s theatrical release had been delayed so long due to the pandemic that the smartphones featured in the film were already outdated, the older models were quickly replaced with newer ones using virtual technology. This was made possible by the AI-powered solution from Mirriad, which found that 85 percent of viewers like virtual product placements, 83 percent find them natural, and consumers prefer them ten times more than traditional advertising.

This is a major advantage for advertisers, as media expert Strack sees process and planning certainty as the biggest challenges when it comes to product placement. «This applies in particular to lead times and the veto power of broadcasters or production teams—especially when it comes to major TV shows. Extensive product placements have now become an integral part of holistic communication planning. This often means, for example, that point-of-sale (POS) initiatives must be coordinated with their own lead times and framework conditions. The real problem quickly arises when, for example, the production team changes broadcast dates at short notice, or when the production lead time is so long that the products to be integrated aren’t even available yet for the actual campaign period.»

Don't let it explode!

Another challenge is finding the right content—and that’s harder today than ever before, says Bensch: «Never before has there been so much good, innovative content tailored to specific target audiences, but that also means it’s harder than ever to keep track of it all. We need to be familiar with this abundance of content, screen it, and derive recommendations for advertisers from it.»

If this is achieved, successful product placement is a real plus—and not just for the brands themselves. They «benefit from the program’s full reach, the brand’s unique positioning, and a positive image transfer. Characters from the content are seen as brand ambassadors. This builds trust in the integrated products and leads to positive associations,» explains the expert. And viewers also benefit, because they see a form of advertising that isn’t perceived as disruptive but instead offers real added value through its integration.

For SRF and the production company Shining, collaborating with sponsors—while adhering to the legal framework governing product placement—is also a win, because they retain editorial control. Just as with «Tschugger.» In this case, there was only one important restriction for the show’s team: the car was not allowed to explode.

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INTERVIEW

«Incorporate product placement early on»

Jeannine-Denise Stuiber, founder and CEO of Particibrand, explains what you need to keep in mind to make a real impact with product placement.

m&k: Ms. Stuiber, what makes for successful product placement?

Jeannine-Denise Stuiber: Product placement is successful when a product or service is an authentic part of the story and is positively associated with and remembered by viewers or users. But it’s not just the brand that benefits; producers, broadcasters, and streaming platforms also gain advantages from product placement: On the one hand, the content offers a realistic portrayal of society with all its trends and tendencies. Integrating brands helps convey this in a credible way. On the other hand, it represents a source of revenue that, in times of tighter production budgets, can contribute to production value—if not to the project’s very realization.

 

What mistakes should be avoided?

Above all, it comes down to the optimal brand-target audience fit between the brand and the content. In the worst-case scenario, an ill-fitting product can lead to reactance. Media law—more specifically, the State Media Treaty, which regulates product placement—prevents us from highlighting the product too heavily on TV. Regardless of this, brand managers should always advocate for the native integration of their products and refrain from overly obvious or even intrusive presentation.

 

How can we address the topic strategically into brand communication Include?

The most important thing is to incorporate product placement early on. Ideally, the product placement agency is involved alongside or through the creative agency. At this stage, the strategy is in place and the conceptual phase begins, which can then be developed hand in hand to leverage synergies and ensure that the tone of the brand’s communication is incorporated into the product placement.

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This article first appeared in the print edition of m&k, No. 1-2/2025.

»Welcome aboard your Emirates Flight 737 to Dubai," comes the announcement over the intercom. Our flight attendants speak Arabic, English, German, Afrikaans, Chinese, Spanish, Farsi, and Hindi. I’m 29 and on my way to a big adventure—I’m planning to leave Germany behind for a year, though at this moment I don’t yet know that it will turn into ten years.

Even on the flight to my new home in the Gulf, it became clear to me back then: what awaited me would be greater than anything I had ever imagined. Even before it really began, I already felt like a citizen of the world on a planet that had so much more to offer than I could have imagined—despite my thorough preparation for the culture of *One Thousand and One Nights*.

Dubai: A Melting Pot of Cultures

The world came together—and continues to come together—in this desert metropolis. This isn’t even primarily evident in the futuristic skyscrapers (and certainly not in the political orientation of the ruling family), but it is evident in my interactions with the people who live in Dubai—the people with whom I had the privilege of working and spending my free time. Nowhere else in the world—not even in Hong Kong or Singapore—are the people so diverse, the cultural influences so formative, the interactions so respectful, and the exchange so intense as in the Gulf.

«What awaits me would be greater than anything I had ever imagined.»

The cultural diversity, the variety of ethnic backgrounds, the targeted support for young women of all nationalities, and working in precisely this environment have had a profound impact on me ever since. McKinsey, too, identified a direct correlation between diversity and profitability as early as 2018 in its study «Delivering Through Diversity.» But what are the reasons behind this, what are my personal experiences, and how can diversity be leveraged effectively—in my case, at a communications agency?

With an Open Mind Toward New Perspectives

I’d like to start with the right mindset and an openness to new cultures, perspectives on life, and different ways of working. The saying «The good is the enemy of the better» has left a deep impression on me—that’s how many of us were raised. The good also often seems easier, since it allows us to act according to familiar patterns that we’ve learned and that tell us whether something is good or not. I’d like to turn this saying on its head: «The better is the enemy of the good,» because only then will the mind open up and grant the openness needed to embrace new things and find one’s own path.

A sobering assessment

When I returned to Germany after ten years in Dubai, I was astonished: Although everyone was talking about diversity, I didn’t see it being truly lived out in everyday life. Instead, uniformity, prejudice, and negative stereotypes prevailed.

I believe that if you have a choice in life, you should make a decision—either accept things as they are, or seek out and bring about change—within the limits of what is possible for you, of course.

The Opportunity for Change

As the CEO of an agency, I was given the wonderful opportunity to choose the people with whom I wanted to lead and develop the company. What was important to me was a positive, forward-looking spirit—something I had missed since my return. Motivation, a willingness to embrace innovative ideas, and a certain degree of resilience among employees were the criteria I was looking for.

Today, I work in a diverse group that includes people of different nationalities, sexual orientations, physical disabilities, age groups, and other highly individual characteristics. Together, we manage to turn creative ideas into profitable solutions for our clients. Different opinions, perspectives, and the openness to engage with them shape our daily interactions. To achieve this, it took us over a year of many intensive discussions and rituals that we follow closely: morning check-ins, close collaboration on content, and—in times of remote work—at least one in-person meeting per week.

Challenges of Diversity

That sounds like an ideal situation, but it isn’t. Despite the positive aspects of diverse companies, there are, of course, challenges as well. We work on these challenges—both consciously and unconsciously—every day. The biggest challenge is the prejudices we all carry within us. Most people describe themselves as liberal and open-minded—but when we’re called upon to embrace something new, we realize that it’s not so easy after all.

A clear stance from the leadership team on this issue, a culture of openness toward employees, as well as workshops and language courses, all help in this regard. We celebrate every religious and country-specific holiday—at this point, I’ve lost count of how many Independence Days and religious holidays we’ve marked by putting up flags and decorations. This brings us closer together, helps us understand one another better, and fosters mutual respect. It’s also a lot of fun.

Diversity as a Driver of Creativity

But it also makes the work significantly better. While in Germany, exceptional creative ideas are very often measured by the number of awards they win, my South African creative partner has helped me understand and appreciate the business side of creativity. Discussions with the teams don’t just revolve around best practices from Germany or Europe. We now look at international case studies as well as work that isn’t found in the usual databases. Discussion creates friction in creative processes, and it is precisely this friction that can lead to constructive conflicts, which ultimately deepen the discussions and lead to great results. This benefits us as an agency, but also our clients. Through this collaboration, we were able to develop one of the best and most innovative cases of the past year: The THOMY Saurk, a fork that lets you eat while simultaneously squeezing mustard, ketchup, or mayo from a tube. A fantastic case for our client, born from a blend of German insight and an international perspective on Germany.

From vision to reality

We’ve noticed that our agency’s diverse structure—we now have employees representing more than ten different nationalities who work across three countries—brings our teams closer together, expands our talent pool, and helps us foster a different, new kind of employee loyalty.

«Why not give it a try? Life is so wonderfully colorful.»

Our discussions are sometimes heated and very emotional, and we've learned to accept different opinions, but also to come up with arguments we might not otherwise have thought of.

Why not give it a try yourself—with the courage to open up and see new perspectives: Life is so beautifully colorful.

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* The Author Jan-Philipp Jahn He began his career with an apprenticeship as an advertising executive in Düsseldorf and a degree in business administration in Hamburg. He then worked at renowned agencies such as Springer&Jacoby and Flemming Pfuhl; subsequently, he helped shape the international growth of the Serviceplan Group for over thirteen years in Hamburg, Dubai, and China. In 2019, he took over as CEO of Grey Germany before moving to McCann Germany in the same role in 2022. Since 2021, he has also been contributing his expertise as a member of the board of the German Association of Communication Agencies (GWA).

This article first appeared in the print edition of m&k, No. 1-2/2025. At that time, Jahn was still CEO of McCann Worldgroup Germany. In late March, it was announced that he would be leaving the agency group at his own request.

• Name: Brinkertlück Creatives
• Establishment date: 01.01.2021
• Founder: Dennis Lück + Raphael Brinkert
• Agency Heads: Dennis Lück + Raphael Brinkert
• Employees: 60
• Current customers (Switzerland): Zurich Insurance, Graubündner Kantonalbank, Feldschlösschen (Pepsi & Valaisanne), Swisscom, Ex Libris, JobRad incl. SC Freiburg, Dr. Oetker, World Vision, Swiss Post, Volksbund, Graubünden Ferien, Switzerland Tourism, Greenfield, Frauenzentrale Zürich, Arosa Lenzerheide, Aargau Tourism
• Locations: Zurich/Chur

m&k: Which campaign from the past twelve months are you particularly proud of?

Dennis Lück: Wow, that question is almost as bad as "Which child is your favorite?". We promote women's football with Pepsi, we awaken the joy of reading with Ex Libris, we ensure the best future with GKB. There are quite a few. But my current highlight is a campaign for Graubünden Ferien in cooperation with ÖKK. Because the air in Graubünden is so healthy, you can submit an overnight stay in a hotel to your health insurance company, i.e. ÖKK, and get the costs easily reimbursed. Whether you are a customer or not. This is, of course, a creative stroke of genius.

 

The most important campaign in agency history to date - and why?

I have to mention two campaigns. Firstly, the campaign that accompanied Olaf Scholz's candidacy for chancellor four years ago. That immediately put us on the radar and ended with us being voted "Agency of the Year". And secondly, the strategic repositioning of GKB here in Switzerland. Just two hours after the company was founded, GKB became a client of ours and still is today. That's a wonderful and very unifying story.

 

The most unusual place where your creatives retreat to be creative?

Everyone works differently. Here at the agency, the couch corner is particularly popular. As soon as it gets warmer, people go out into our garden in front of the door. For me, it's quite unspectacular: desk, coffee and off we go. Only the time is unusual for me as a creative. I start at five o'clock every day.

What do you do when you have thought blocks?

Apply pressure, crack the whip, shout. No, joking aside. Honestly: I have never, never, never experienced a mental block. Really never. That doesn't work at all in a functioning team. There are so many tools, such as creativity techniques, that this never happens.

 

What is your agency philosophy?

Value agency instead of just advertising agency. We don't do advertising for dried powder tomato soups. But if you want to create a small, subtle or large social value, please come to us.

 

Why should talented people definitely come to work for you?

The topic of values also plays a major role here. We are not just pretty on the outside, but also on the inside. Talented people are encouraged and coached here and have immediate responsibility. Everyone here receives a management solution for the pension fund. Everyone here is entitled to a bonus. If we work well together, we also benefit together. That makes us absolutely unique on the market.

"We are not only pretty on the outside, but also on the inside."

 

How long do employees stay with you on average?

Our staff turnover is ultra-low. Half of all people have been with us since the company was founded in 2021.

 

How old is your youngest employee, and how old is your oldest?

Our youngest team member is 19 and the oldest 61. Our team structure is genuine and naturally diverse. In other words, we have talented players from England, Portugal, Germany, Austria and even Aargau (laughs). Joking aside. It's nice to see that a culture of performance knows no age, origin or anything else here.

 

How high are the wages you pay compared to the industry average?

As a still young agency, we pay good and fair basic wages. And as I said: if the cash register is ringing overall, then it will also ring for each individual. That depends on us. What's more, we also pay "invisible money", i.e. our top pension solutions for everyone.

 

Pay transparency: Do employees know among themselves who earns how much?

You already sensed it in the previous question: I have to be transparent internally, not externally. We don't have mandated pay transparency, but of course there is talk here and there, and that's totally okay.

 

How long do you get maternity leave and how long paternity leave?

Half of our team has children - from toddlers to teenagers. In general, we adhere to all legal requirements. However, we have a sensationally understanding approach to family issues. Family first is always the motto. For myself and for everyone else.

 

What are your home office regulations?

We have two fixed office days, Mondays and Wednesdays, otherwise you can choose whether you want to come to the agency. But half of the team is almost always there. This is probably due to the charm of our brick building - a former ETH library, by the way.

 

Do you employ interns?

Yes, of course. We are currently looking for support in project management and, from August, again for the graphics department.

 

What is the current quota of women?

Exactly 50 percent across all levels, i.e. from management to interns. And that has naturally grown without a self-imposed quota. That's how it should be.

 

Do you organize team events?

There are lots of small and spontaneous events. From concerts to ice hockey matches or just a beer and pizza to large and planned team events, everything is included. For example, we celebrated our last Christmas party with our colleagues from Hamburg in Gerold's garden. In March, we're going back to Graubünden. The air is so good there (see first answer).

Where do you drink your after-work beer?

In our beautiful garden. From this year onwards, we will be making schnapps and jam from our fruit. Homemade, of course.

 

Which mandates are currently keeping you most busy?

This is Zurich Insurance with its new strategic orientation. A lot is happening there and it's a real pleasure to see where and how the brand is developing. Closely followed by JobRad, which we also support from Switzerland. The annual campaign and sponsorship campaign for and with SC Freiburg are on the agenda. And of course the election campaign in Germany. This is also keeping us on our toes and giving us a great start to the year.

 

When did you realize that you would have to start the advertising campaign for the SPD and chancellor candidate Olaf Scholz much earlier than expected? Did you find out about it at the same time as us normal citizens or were you informed in advance that the traffic light was going to burst?

No, we didn't find out earlier.

 

How did you strategically organize the election campaign?

Our campaign is called "More for you. Better for Germany". The campaign therefore focuses entirely on the content of the election program. We want to get as many people as possible to engage with the content. Because that is where the SPD's strength lies. The program is well thought out, promotes the common good, strengthens the economy, takes care of pensions - and all this with a carefully calculated plan. There are others who like to miscalculate by almost 100 billion euros.

 

How did you manage the timing?

We have set up a highly efficient, highly creative team that focuses solely on this. And we are used to high-speed operations, not just from election campaigns.

 

The films have been shot, how do you react to the last few weeks, do you have to adapt?

Now is the time to always be ready to react. It sounds like little time, but so much can still happen. One wrong sentence from a candidate and the situation is completely different. The reactive part is therefore extremely important now and, depending on the situation, may even be "match-decisive". The high-speed mode is therefore valid until February 23, 2025.

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This article first appeared in print issue 1-2/2025. The interview was conducted before the 2025 federal election.

For Amazon employees, the new year began with a farewell to their beloved home office. Instead of spending a few days a week at home, they now have to return to the office completely. And who doesn't like that? They simply have no future with the US internet giant - as Matt Garman, CEO of Amazon Web Services, put it. Wow. The bold announcement also reverberates in the DACH market, where a heavyweight like Amazon serves as a role model: has the wondrous world of New Work with flexible, mobile working failed? Goodbye, comfortable home office?

Since the coronavirus pandemic at the latest, employees with academic jobs in particular have made themselves comfortable within their own four walls. Shopping in the mornings while the stores are empty and the shelves are still well stocked. Picking up the kids from school at lunchtime, doing laundry in the afternoon and working late in the evening from time to time.

"No reprehensible laissez-faire"

Jean-Victor Alipour does not see this as a reprehensible laissez-faire on the part of employees - but rather the actual "charm of the home office", as the research associate at the Ifo Institute in Munich puts it.

"Many employees succumb to the charm of flexible working time solutions."

Many employees of all ages and genders are succumbing to the charm of such flexible and mobile working time solutions. According to the Ifo Institute, there are therefore more than 20 percent of job vacancies in Germany that enable hybrid working. "A record high," says Alipour. To the delight of applicants, because working from home is equivalent to a salary increase of seven to eight percent, as various studies have found. This clearly shows that virtually nobody wants to go back to their desk in the office. Companies should recognize this - and they certainly do.

Masked job cuts?

The Ifo Institute's most recent economic survey on the topic from summer 2024 shows that a large majority of companies (74%) want to continue working from home. Only twelve percent are planning stricter guidelines, and only four percent want to abolish working from home completely. "Such a return-to-office policy along the lines of Amazon could also be aimed at reducing the number of jobs," Alipour speculates. The Ifo researcher refers to Deutsche Bank, which has reduced its home office offering from 60 to 40 percent, while at the same time cutting jobs. The same scenario - job cuts paired with regulations requiring more presence in the office - can be found at software company SAP. "Compulsory attendance encourages voluntary redundancies. This allows companies to save costs when cutting jobs, for example by eliminating redundancy payments," interprets Alipour.

Officially, of course, companies justify this differently. Productivity would fall by the wayside and innovation could not flourish if employees did not exchange ideas in the office. "Core areas, especially in software development, need to sit together, discuss things and then make changes," explained SAP co-founder and long-standing Chairman of the Supervisory Board Hasso Plattner in an interview with Handelsblatt, explaining why he supports the move back to traditional office working. Plattner believes that video conferencing cannot compensate for this. Is that really the case?

Science: "Productivity not at risk"

Alipour, who is a big proponent of working from home himself, does not believe that hybrid working jeopardizes productivity. "Current research shows neutral to slightly positive productivity effects," he says. What's more, employee satisfaction increases when they don't have to endure long commutes and can spend the time they save on their everyday lives instead. "If employees can decide more freely about what they do, they devote half of the time they save to their job anyway," he analyzes. Resignations are then reduced by a third. Or increase if they have to go back to the company desk.

"Employer market" influences situation

Juliana Wolfsberger is observing the attempt to tighten the reins again and bring employees into the office in the Austrian market. "The economy has weakened in recent months and the economic climate has changed," says the New Work expert at consulting firm Deloitte Austria in Vienna. This means that the employee market, in which employees are wooed, has turned back into an employer market in which companies dictate their ideas. "In many sectors, there is no longer any talk of a shortage of skilled workers," says Wolfsberger. Deloitte's Flexible Working Study from fall 2024 confirms this: While employees have expected flexible working time models since corona, fewer and fewer companies in Austria are offering the option. Almost every tenth management is even in favor of an end to working from home. The four-day week and the workation model are also currently a long way from becoming an integral part of the working world, according to the study. After four years of an upswing in flexible working, disillusionment has now set in.

"The economic climate has changed in recent months."

For the New Work expert, however, the fact that companies are now rowing back and ordering employees back to the office, otherwise even threatening to fire them, is not a solution - and is by no means the end of the tug-of-war over the home office. "When companies force their employees back to the office desk, it's often those who are best trained who leave," says New Work expert Wolfsberger. In the end, companies are harming themselves with these kinds of knee-jerk reactions.

Searching for the optimal balance

For Katharina Vogt, the back and forth of hybrid working does not herald the end of developments. Vogt is a member of the Executive Board & Head of the New Work Academy at Witzig, a provider of modern work solutions based in Zurich. For her, the fluctuations in the market reflect the search for the optimal balance. "Every company has to find out for itself which path it wants to take," she says. While the home office can be the ideal place if employees want to do their work in peace and quiet, the office is a meeting place for social interaction. For Vogt, these functions need to be clearly recognized - and used. And in a more targeted way than before.

Even though there are digital solutions on the market that support virtual brainstorming more and more effectively, for many, on-site exchange remains a particularly valuable factor in terms of communication and innovation, Vogt explains. Companies should create an inspiring environment for this. There has to be something in the office to make employees want to come. This includes attractive premises and joint activities.

According to Vogt, it is also becoming more important for managers to lead by objectives rather than simply demanding presence times. Keyword: culture of trust: "Managers should agree fixed availability in the home office with their team and also take individual preferences into account," advises the New Work expert. For her, one thing is certain: "Working from home is here to stay." What's more, according to figures from the Ifo Institute, eleven percent of the entrepreneurs surveyed want to make the existing regulations even more flexible. In future, technical solutions will make it possible to meet colleagues in a virtual space - without having to move around, Alipour explains: "This could make working from home even more important."

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INTERVIEW

"Control is a breach of trust"

Jochen Kalka, Managing Director at the Berlin PR agency Schoesslers, appreciates the benefits of mobile working. According to Kalka, those who want to constantly monitor their employees obviously have a blatant trust problem.

m&k: Home office or presence: What applies at Schoesslers?

Jochen Kalka: There are many bosses who need their people around them like a protective army. Physically. That often has to do with a sense of power. It's different with us: we trust our team, no matter where everyone works from. But there are also teams that live in the same place as Berlin, Hamburg, Würzburg or Cologne and Düsseldorf, and they want to see each other regularly, even at work. And so each team arranges with the respective team leader whether they see each other daily, weekly or sporadically on call.

 

What are the advantages, what are the disadvantages?

We want our employees to be happy. If they are happy, then so are our customers. The freedom we give the team has huge advantages: We attract the best people from all over the country, employees can also work from their parents' or friends' homes if they need support or care, and with Workation we enable the team to experience unusual everyday situations abroad. How cool is that? Incidentally, anyone can also work from any of our locations, which is often and gladly used.

 

But what if someone wants to come to the office?

Some employees are not home office people. Some need teams around them and become isolated at home. This should be respected and honored! Those who want to can have a permanent workplace.

 

"Trust is good, control is better" - what do you think?

If you can't trust your employees, you might as well not bother. After all, we see the results of our team - and they are simply fantastic. Control is a breach of trust.

I’ve always been impressed by that line from Goethe’s poem «Vermächtnis»: «Join the smallest group,» it says at the end of the sixth stanza; five words that have long since taken flight and entered common parlance—words that make sense even on their own, framed; for example, in my brother’s dining room, where they hang as a daily reminder.

«Join the smallest group.» – Goethe, the poet, philosopher, and politically active Minister of State and Privy Councilor, intended this to be a call for introspection—to look inward and examine one’s own conscience. He wanted to point to the «inner North Star,» which can guide us, especially in controversial situations.

More relevant than ever

And when we really think about it—have his words ever been more relevant than they are today, at least since World War II and the horrors that accompanied it? Populism is spreading throughout Europe and the United States, not just as a theory, but as practical politics; it has made its way into parliaments and the Oval Office. There, it is evolving into something that could become totalitarianism (which the Western world considers a thing of the past) if we are not incredibly vigilant. The major social media platforms have already caved in, driven by a mix of profit motives and preemptive compliance: At Donald Trump’s inauguration, their CEOs sat in the front row; in the days leading up to and following the event, they scrapped fact-checking and diversity policies. «Hate speech» is suddenly «freedom of speech» again, and hateful language is all too often followed by hateful acts. Should we join those who welcome this—or who, at the very least, accept it with a shrug in the name of supposed (deceptive!) security? No! «Join the smallest group» must be our motto.

New Ultima Ratio

For decision-makers in society, the economy, and—to shift the focus to «our» industry—in commercial communication, profitability alone can no longer be the ultimate priority. Certainly, we bear responsibility for our clients and budgets, as they ensure our employees’ livelihoods and the continued existence of our organization. But should we therefore act without taking a stand? Should we advise clients to remain silent; to avoid taking a position—simply because many, because the vast majority, would rather remain silent than rock the boat?

Or should we, constantly examining our knowledge and conscience, use the means at our disposal to draw attention to what is happening right now? To provide a counterbalance wherever and whenever possible? And wouldn’t it be imperative, in any case, to move away from prevailing conventionalism—to finally start thinking outside the box again and dare to do great things? Isn’t that the essence of creativity?

If we answer «yes» to the questions in the previous paragraph, then we are part of a small group that sees intelligent communication as a means of saving ourselves and the «world.» It’s exhausting to belong to this group. But I believe there is no alternative.

Market-oriented corporate management today faces profound economic, political, and social upheavals. In addition to the megatrends of globalization, digitalization, and sustainability, other factors are coming to the fore that we can understand as characteristic of a «post-global» era. These developments are affecting markets, stakeholders, and customers, complicating planning, and requiring companies to adopt new approaches. Those involved in marketing, sales, and communications within a market-oriented business environment must develop strategies to address geopolitical uncertainty, populist tendencies, the concentration of power, and manipulative leadership structures. Flexible, resilient, and at the same time responsible approaches are needed to navigate successfully in the long term.

Four Drivers of Social and Political Upheaval

Recent years have been marked by a complex interplay of global crises, trade conflicts, nationalism, and technological disruptions. Companies must recognize that the certainties and stability they have come to expect are dissolving. The four trends mentioned above influence not only the macroeconomic environment but also expectations regarding corporate leadership:

Geopolitical Shifts

Geopolitical ambitions and power struggles—such as those between the U.S. and China or the war in Ukraine—are reshaping markets, trade relations, and supply chains. Protectionism, sanctions, and political instability are leading to sudden volatility. Companies face the challenge of developing regional strategies and making their value chains more resilient. Diversifying sales markets and suppliers, adjusting pricing models, strengthening local roots, and engaging in proactive and transparent crisis communication can help secure the trust of customers and partners despite significant uncertainties.

Populism and Libertarian Economic Policy

Populist movements challenge elites, institutions, and international rules. Libertarian economic policies call for deregulation, tax cuts, and unfettered market forces. At the same time, social pressure is growing to take responsibility and seriously pursue sustainability. Companies find themselves caught between these forces: On the one hand, deregulation may facilitate short-term profits; on the other, protectionism, ideological polarization, and mistrust of government actors jeopardize long-term predictability. For marketing, the following applies: Clear values, credible brand identities, and transparent communication help build trust amid the tension between societal expectations and corporate goals. Companies that actively embrace responsibility can position themselves as stable players.

Oligarchic Structures

Oligarchic markets emerge where resources and power are concentrated in the hands of a few. Major players shape market conditions to their own advantage through political influence, close-knit networks, or corruption. It becomes difficult for smaller competitors to hold their own. Innovation suffers, social inequality rises, and trust in institutions declines. In such a context, market-oriented leadership can seek to position itself through differentiation, niche strategies, or collaborations with independent organizations. Transparent brand management, fair business practices, building authentic customer relationships, and a clear focus on value and innovation are central elements in this process. In the medium to long term, the goal is not to be tempted by short-term, opportunistic advantages, but rather to build robust unique selling propositions.

«The Dark Side of Leadership»

Another disruptive factor is the «dark side» of leadership—that is, manipulative, destructive leadership styles characterized by a desire to consolidate power and narcissism. In the long term, these undermine corporate culture, innovative capacity, and employee loyalty. Externally, reputation, brand image, and customer trust also suffer. Market-oriented corporate leadership should therefore be based on authentic, responsible, and appreciative leadership principles. These include clear values, rigorous employee selection, consistent training, and a corporate culture that encourages open feedback. Transparent communication, storytelling, and employer branding help foster a positive work environment and present the company to the outside world as a reliable partner.

Building Resilience: Setting a Strategic Course

The trends described require a new understanding of market and brand management. Rather than focusing on a single development, an integrated approach is needed—one that combines flexibility, adaptability, integrity, and responsible conduct. The goal is to strengthen the company’s resilience—that is, its ability to remain capable of acting and successful in the long term despite uncertainties, crises, and change.

«The past few years have been marked by a complex interplay of global crises.»

Resilient marketing today is based on several complementary dimensions that together form a robust foundation. At the core are robust business models that reduce dependence on individual markets or technologies by opening up new avenues to customers, services, and revenue streams. This is complemented by strategic diversification of activities across various target markets, products, services, and distribution channels, which effectively minimizes risks.

A key pillar is systematic scenario planning, which makes it possible to anticipate potential developments, establish early-warning systems, and quickly implement alternative strategies as needed. Proactive and flexible actions play a crucial role in this process: agile projects, dynamic resource management, and the ability to adapt quickly to changing market conditions ensure the necessary freedom of action.

«Companies that actively embrace responsibility can position themselves as stable players.»

A deeper understanding of customers is of fundamental importance. Well-founded insights into customers« needs, expectations, and »jobs to be done” form the basis for tailored offerings and differentiated brand experiences. This is supported by responsible leadership that is built on ethical guidelines, transparency, and credible communication, thereby strengthening the company’s reputation both internally and externally.

In the digital transformation, data-driven decisions are becoming increasingly important. AI-powered analytics, real-time data, and meaningful KPIs make it possible to identify opportunities and risks early on and respond to them. Last but not least, talent development is a key success factor: forward-looking HR development, targeted training, and an inspiring work environment foster the necessary skills, creativity, and personal responsibility among employees.

A holistic approach is necessary

Market-oriented leadership in a post-global world requires forward-thinking action that prioritizes adaptability and values. Companies must learn to deal with geopolitical upheavals, political polarization, concentrated market power, and destructive leadership patterns. Through a holistic, resilience-oriented approach, companies can better navigate uncertainties.

«Innovation is suffering, social inequality is rising, and trust in institutions is declining.»

Today, market-oriented corporate management requires a fundamental shift in thinking across multiple dimensions. First and foremost is the acceptance and active management of uncertainty as a constant companion of business activity. This goes hand in hand with a serious commitment to social responsibility, whereby corporate values must not only be proclaimed but also authentically lived out both internally and externally.

A key challenge lies in responding flexibly to change without succumbing to short-term opportunism. Employees play a key role in this: As a central resource for innovation and customer focus, they must be specifically supported and encouraged. All of this is underpinned by clear and transparent communication, which forms the foundation for growing trust among customers, partners, and the public.

«Market-oriented business management today requires a fundamental shift in thinking across several dimensions.»

The approaches presented here offer guidelines for dealing with these complex challenges. They come «on top» of existing tasks related to digitalization, sustainability, or the use of AI. Consequently, the demands on executives’ personal development are high. Those who embrace these challenges have the opportunity not only to navigate turbulent times safely but also to grow through them and be perceived as a trustworthy, resilient player in the market.

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Prof. Dr. Marcus Schögel conducts research, teaches, and works at the University of St. Gallen. At the Institute for Marketing & Customer Insight (IMC-HSG), he focuses on strategic issues related to customer-centricity, effective approaches to customer experience management, and the design of successful go-to-market strategies. He is the author of *The Customer Experience Navigator* and actively advises companies on their holistic and integrated focus on the market and customers.

When around 40,000 people flocked to the exhibition grounds in Cologne-Deutz in September 2024, Verena Gründel made her debut as the new host of the annual digital marketing event DMEXCO. The manager had spent a long time preparing for her debut and had traveled extensively to exchange ideas with industry leaders. ’The market is changing at a breakneck pace, which is why the challenges are constantly evolving,« explains Gründel, who is now touring the DACH region once again. After the event is before the event.

Just recently, Gründel sat down with her team to brainstorm new focal points and a fitting theme for September 2025. «Prompting the Future» was the theme of the last conference, where the ever-present superpower of artificial intelligence was a recurring theme across many sessions. But who knows right now what spirit will be sweeping through the industry next year?

Events need to keep up with the times

«It’s important to constantly refine our event format,» Gründel says. Through intensive dialogue with marketers, agency heads, and startup founders, she gains insight into what’s driving the industry. After all, the conference is only relevant if it hits the mark. And only then will attendees—who are eager to meet in person again after the pandemic—show up. This isn’t just true for DMEXCO: conventions, conferences, trade shows, and the like are back in full swing. According to the «Meeting & Event Barometer 2023/2024,» last year’s 2.15 million events represented three-quarters of the 2019 level. This corresponds to a 25 percent increase compared to 2022. Of these, 1.8 million events were held exclusively in person, while 328,000 were designed as hybrid formats—taking place both on-site and online simultaneously. ’The market for in-person events is making a comeback,« says Gründel, who sees her gut feeling confirmed by the numbers.

Event organizers can be pleased with this tailwind—though they must share the market with an ever-increasing number of competitors. On top of that, the money to pay for attendance and perhaps even a booth on-site isn’t as readily available as it used to be. «Companies are scrutinizing their return on investment more and more closely,» observes Gründel. Smaller congresses and conferences, in particular, are struggling. The numbers confirm this: According to the latest Meeting and Event Barometer, smaller events with fewer than 100 participants are on the decline, while larger events are growing more rapidly.

Less leeway for spending

Rising procurement and personnel costs are leaving less and less room in Switzerland for expenses that can be put on hold if necessary. For Adrian Erni, however, measuring success solely by visitor numbers doesn’t go far enough. For the spokesperson of the national association Expo Event Swiss LiveCom Association—which has around 180 members from the events industry—the motto «quality over quantity» applies today more than ever. Erni cites the Suisse Caravan Salon, Switzerland’s largest trade show for camping and caravanning, as an example. Exhibitors don’t measure success by how many of the nearly 60,000 visitors stopped by their booth, Erni explains. «What matters is how many leads and deals were generated.» That wasn’t always the case: For many years, events were planned with the aim of attracting visitors’ attention through a lot of fanfare, as the Expo-Event spokesperson describes it. This led to the events being rated, at best, as entertaining but not very relevant. For some, this meant the end of the road.

«Ultimately, a conference is only relevant if it hits the mark.»

In contrast, budgets today are precisely calculated. The focus is clearly on the results achieved. To optimize these results, it’s important to understand your target audience and know what they expect from live interactions. Through her numerous conversations with managers at advertising companies, marketers, agencies, software developers, and tech platforms, Verena Gründel has identified these needs. While younger target groups tend to seek professional development, decision-makers—who make up about two-thirds of the attendees—focus on networking. She therefore offered the next generation a platform for networking and knowledge exchange with the new «Digital Pulse» format. For marketers, a CMO Summit with a VIP area was held for the first time to facilitate targeted networking among attendees. According to Gründel, return on investment is also increasingly a focus at DMEXCO, which is why the entire two-day event is tailored to a «business first» approach. «This makes it easier for our visitors to justify to their companies why they should attend our event,» said Gründel.

This explanation to bosses may be easier for those interested in the 4Gamechangers Festival in Vienna. Because the three-day event is hybrid, attending online eliminates the costs of travel, lodging, and meals. By allowing participants to join from home, the organizers—ProSiebenSat.1 Puls 4—are also pursuing another goal: they want to expand their target audience and reach as many influencers and visionaries as possible. Beyond industry boundaries, 4Gamechangers aims to provide a platform for jointly discussing societal challenges, explains Claudia Krügel, Head of B2B Marketing at the broadcasting group and deputy director of 4Gamechangers. «We’re achieving this hybrid approach through our livestream and our streaming platform Joyn, as well as through TV broadcasts on the channels Puls 24 and our co-organizer ORF and its channels.»

How is performance measured?

With such a diverse target audience, measuring performance seems to be more complicated. But the organizers have found a way. «In addition to traditional KPIs like visitor numbers and reach, we rely heavily on feedback and qualitative insights from the audience and our partners,» explains Krügel. Digital engagement and its reach are also analyzed. «This ongoing evaluation helps us precisely manage the relevance and impact of our festival,» explains the manager. In May 2025, when the 4Gamechangers Festival takes place again, discussions, interactive experiences, and networking opportunities will once more take center stage. According to Krügel, the essential elements that audiences expect today include modern event infrastructure, digital resources for follow-up—and sustainability.

For Adrian Erni, this represents one of the major future trends in live communication. Setting up trade show booths and conference stages for a few days and then tearing them down again is a thing of the past, according to the spokesperson for Expo Event. «In the future, there will be regulations from the state and local governments to make events more environmentally conscious,» says Erni, pointing to recyclable tableware and compostable promotional gifts. «Anyone who doesn’t address the issue of sustainability will be left behind in the future,» Erni is certain. The Expo Event association is helping with concrete guidelines and certifications.

«Unlike in the past, budgets are tight these days.»

However, holding events—for the sake of sustainability—entirely virtually again, as was the case during the pandemic, is not a solution for him. «These days, you no longer have to fly around the world to exchange ideas. But when it comes to maintaining relationships and moving things forward, there’s no getting around face-to-face meetings.»

It’s great when guests and hosts no longer have to start from scratch. In addition to blogs, podcasts, and social media channels, Verena Gründel personally keeps her DMEXCO community informed through her own newsletter. There, she lists all the relevant news she learns through her interactions with the industry. «That, too, is part of a modern event strategy today,» she says. «We’re partners to the industry all year round.»

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INTERVIEW

«Don't keep changing the strategy»

Philipp Westermeyer is the founder of Online Marketing Rockstars (OMR).

m&k: They suffered during the pandemic, but now in-person communication formats are making a comeback in many industries. What’s behind this new desire to meet in person—and how are you experiencing it?

Philipp Westermeyer: Stadiums are selling out like rarely before, and in the B2B sector as well, we’re seeing visitor numbers at many trade show formats that in some cases exceed pre-pandemic levels. Of course, there are differences between industries, depending on how much they are growing themselves. But overall, the in-person format has made an impressive comeback. This confirms what we suspected during the pandemic: in-person events cannot be completely replaced by digital alternatives. We’re naturally pleased about that.

 

What is the OMR Online Marketing Festival's approach to its visitors?

For years now, OMR has been much more than just a one-time event—we’re a year-round media brand. Through newsletters, podcasts, articles, and smaller events, we stay in close contact with our target audience throughout the year. That way, we know exactly what interests them. Once a year, everyone comes together at the OMR Festival in Hamburg. This approach has also carried us through the COVID-19 pandemic: Despite a three-year hiatus, we were able to pick up right where we left off because our media structure fosters a continuous connection—across a wide variety of platforms and touchpoints.

 

How important is it for you to keep refining the right strategy?

Developing the right strategy and continuously refining it is important, but you shouldn’t change it too often. Rather, the goal is to continuously optimize rather than make fundamental changes to everything. That’s our approach to building a modern media company. There isn’t just one “right” strategy; instead, you need a general idea of where you want to go and the flexibility to respond to changes.

Test a loudspeaker on animals? You'd have to come up with an idea like that! Sacha Moser came up with it while watching his cat at home, listening to the sounds of his surroundings with pricked ears. The CEO of creative agency Foundry had just won the account of electronics manufacturer Sennheiser and didn't hesitate for long: he staged the global campaign "Tested in the wild" with wild animals from all over the world. His feeling that his flash of inspiration could also inspire others did not deceive him. The agency won gold at the Swiss film award Edi. for the TV commercial and documentary for the Ambeo soundbar, and recently had the opportunity to realize the second creation "Hear more" - this time with people and how sounds shape their emotional well-being. An exciting question that has already received a lot of positive feedback. Moser, whose agency has offices in Zurich, Berlin and New York, knows: "Genuine creativity pays off."

"Although clicks and likes are easy to measure, they rarely reflect the true success of a brand."

Campaigns like Sennheiser's, which break new ground, stand out from the crowd. In contrast, it is often common practice in the industry to focus on quick, purely quantitative measures of success. Success KPIs such as clicks and likes are the main yardstick, because they supposedly reflect the tastes of the masses. On the other hand, isn't there more to it than that in order to really anchor yourself in people's minds? Doesn't the click currency deprive creativity of its breeding ground? "When was the last time you told your friends about an advertising campaign?" asked the renowned daily newspaper NZZ some time ago.

Play it safe with clicks

Such debates have been popping up again and again since everything can be measured, counted and adapted to user wishes in real time. This is also due to advertisers who play it safe by insisting on quick click successes to evaluate the performance of their brand. But are they really doing this?

"How unique and innovative is the idea? Does it bring new perspectives or approaches?"

Almut Becvar has a clear opinion on this. "Although clicks and likes are easy to measure, they rarely reflect the real, long-term success of a brand," says the creative director and partner at Studio Riebenbauer in Vienna. Such short-term KPIs reveal little about the actual bond with the brand. Nor do they provide any reliable information about the return on investment. Instead of quick click KPIs, the creative prefers long-term brand building as a success factor for efficient advertising. In her opinion, "campaigns that promote sustainable growth, strengthen brand loyalty and build a dedicated community of brand lovers who identify with the brand's values" are the best way to achieve this.

Becvar has been a board member of the CCA Creativ Club Austria since last year. The CCA Venus Award is Austria's most important creative prize, which honors the best ideas in the communications industry. The jury of experienced creatives, strategists and industry experts focuses on creative excellence. In other words: How unique and innovative is the idea? Does it bring new perspectives or approaches? But the technical quality of the implementation and its impact on the target group also play a role.

Apple: Think Different

These insights do not come from the creatives and jurors of the CCA Award alone - they are based on many years of experience in the advertising business. Take Apple, for example, with its Think Differently campaign. By building a brand for visionary and courageous people who question conventions and want to change the world, founder Steve Jobs managed to lead Apple out of the crisis and turn it into a cult brand. Today, the company is one of the most valuable in the world. For Becvar, one thing is clear: "Those who manage to find their creative voice also increase sales." Sophisticated campaigns therefore create emotional connections that have a more lasting effect than purely rational approaches.

Differentiation via creativity

Sacha Moser also confirms this. "In oversaturated markets, where there are far too many offers for similar products with similar functionalities and prices, it is important to differentiate." During the years he spent working for Young & Rubicam in New York, the Foundry boss learned a lot from the American sales talent of the Fortune 500, as the 500 companies with the highest turnover are known. He uses Google as an example. The search engine started out in seventh place, but quickly overtook the competition, Moser explains. The decisive factor for him was the UX design in combination with a colorful logo. "Google's design was simply worlds more creative than that of its competitors," he says. Of course, short-term clicks are also important for building awareness - but it is creativity that creates real connections.

"To Düsseldorf? Never."

When the era of e-scooters began, Moser's agency was tasked with positioning the US brand Lime as a market leader. To do this, he focused on the personal stories of users - with a lot of humor that stuck in people's minds. For example, Lime put up posters in Cologne: "To Düsseldorf? Never." Moser can read the success from two observations: Firstly, users:inside exchanged ideas about the funny messages and even came up with new words. Instead of "we ride scooters", they said "we go liming". And secondly, Lime later became a coveted bride: the brand was taken over by competitor Uber. The powerful mobility provider seemed to believe that Lime's brand advantage could no longer be caught otherwise.

Qualitative feedback

On LinkedIn, the question of how to determine the effectiveness of a creative strategy also drives the "Creative Strategy" community. One marketing expert advises to obtain qualitative feedback in addition to clicks, surveys and votes. This reveals the emotions, motivations and perceptions of the audience. Measuring the effectiveness of a campaign is not a one-time thing, but rather an ongoing process. Other experts in the forum added that creativity takes time. Simply because it does not always produce an immediate reaction that can be measured. As strong as an emotional connection can be, it does not always have to find immediate expression.

Clicks also have their justification

Nevertheless, short-term click KPIs can provide important conclusions for those responsible. Advertising can be tested and further developed based on rapid user feedback. This is how Christoph Everke proceeded when he created the 2021 Christmas campaign "The Wish" for Penny. At four minutes long, the film was clearly too long for online, says Everke: "Social media experts strongly advised us to shorten the ad." In the end, he dared to show the creation in its unusual length because his team and Penny believed in the story. In the commercial, a mother wishes her son back to his youth during coronavirus. Because instead of letting school slide, drinking too much and suffering his first heartbreak, her offspring just sat around at home during the crisis. That clicked! "The story worked for the entire four minutes," says Everke happily. "The click-through rate was more than 30 percent, and the view-through rate of people who watched the movie in its entirety was similarly high. On average, the bounce rates are much higher."

"Creativity takes time. It does not always produce an immediately measurable reaction."

During the test run, however, the creative director also realized that he was wrong with one assumption: the definition of the target group. "We had expected the film to primarily interest younger target groups. But the click-through rate was also very high among their parents," says Everke. This insight, which of course primarily affected the media strategy, meant that the film was increasingly placed in environments frequented by adults. This is also where it caused the most tears. One mother wrote on social media: "As a mom who lives with three teenagers under one roof, I cried more tears than I have in a long time. A great message."

And yes, in addition to the click rate, other KPIs were also right: More than 51 million people viewed the story. The organic reach was just under 70 percent. In total, the film achieved around 173,000 interactions - the interaction rate on YouTube alone was 253%.

AI versus team walk

Everke and his team won several creative awards for the film, including three Golden Lions in Cannes. But it wasn't just the continuous measuring that encouraged the advertisers on their path; they had also done extensive research beforehand. As with every campaign, they pored over studies and analyzed figures in order to get to the bottom of the current zeitgeist and the needs of the respective target groups.

"It's also worth getting qualitative feedback. This reveals emotions and perceptions."

Recently, artificial intelligence has also been involved in trend research. Everke uses it to get an initial overview of topics and to be inspired by insights and ideas. Although AI can support the creative process, it cannot replace a creative exchange, says Everke. "When we go for a walk as a team, we come up with really good ideas," says the Creative Director of Serviceplan Neo. Creativity is, by definition, the ability to create something that is new and useful. It is a profoundly human achievement that is difficult to grasp.

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

The series of crises over the past few decades is sometimes described as a multiple crisis. Crises follow one another, influence and overlap with one another, and thus coalesce into an overarching complex of crises—a «polycrisis.» This perspective has the advantage of allowing us to step back from individual crises and view them within their broader context. However, in its complexity, this context can solidify into an insurmountable force: No sooner do we believe we have overcome one crisis than the next one emerges. Have we reached the end of history? Or do we «only» need a systemic change? Can we also view the polycrisis as an opportunity to improve our lives and the world? Or should we simply face it head-on? A closer examination of the concept of the polycrisis sheds new light on these questions.

The Ongoing Crisis

In his famous 1954 doctoral dissertation at Heidelberg, Reinhard Koselleck identifies «the crisis» for the first time as a defining characteristic of modernity. Under the guiding theme of «the hypocrisy of the Enlightenment,» Koselleck attributes the uncertainty prevailing in his time regarding a better future to a cheap promise of freedom made by the 18th-century bourgeoisie. From Koselleck’s perspective, modern humans live in anticipation of something better, yet without ever being able to attain certainty. – This uncertainty makes the crisis the defining feature of modernity. Koselleck understands «crisis» in the classical sense: the term derives from the Greek word «krinein» and means «to distinguish,» «to decide,» «to judge.» A crisis, therefore, refers to a state of limbo in anticipation of a decision that has not yet been made. Both what is hoped for and what is feared remain within the realm of possibility; the future is uncertain. Thus, according to Koselleck, modern life is a life of constant anticipation of a freedom that never materializes. It is a life in a state of perpetual crisis.

«Polycrisis»: one and many

The term «polycrisis» expands upon Koselleck’s simple concept of crisis. It refers not only to a (single) ongoing crisis, but also to many crises. This means that the individual crises are perceived as the ripples of a great wave of crisis, which in turn cannot be overcome by resolving any one of its component problems. It cannot be addressed piecemeal, but only as a whole. – And here we see how the concept of the polycrisis strikes at the very heart of our social system: Because the multiple crises form an overarching context, overcoming them would jeopardize the fundamental foundations of our social coexistence; in short, overcoming the polycrisis would necessitate a systemic change.

Is there such a thing as a «primordial crisis»?

Marxists will hardly be surprised by this. They will say: The history of bourgeois society has always been steeped in blood. The polycrisis, along with all its manifestations, is merely a symptom; the disease, however, is the age-old class struggle. With its cheap promise of a self-determined life, «freedom» inevitably turns into suffering. The multitude of crises stems from this discord within the social formation itself.

«No sooner do we think we've overcome one crisis than the next one rears its head. Are we at the end of history?»

But even if we were to follow the Marxists on this point, the polycrisis of our time cannot be explained solely as a continuation of older crises of bourgeois society. For the overall complex of the polycrisis is more than the sum of its parts. Reducing it to a single imbalance hardly does justice to the complexity of the conflicts. The question is rather: If the multiple crisis can only be addressed within its overall context, what would a comprehensive order beyond the polycrisis look like?

The Tragedy of Modernity

The Basel-based philosopher of history Gunnar Hindrichs sees the defining feature of modernity in the very fact that it leaves this question open. Drawing on a term coined by Ulrich Beck, Hindrichs speaks of a «crisis of the West’s victory,» through which our polycrisis gains its defining character. He writes: «Following the end of the old systemic conflict, the current polycrisis consists in the fact that there is no longer any real conception of how it could be resolved—except through a new variant of the very same way of life that created the crisis in the first place.» This means that it is inherent to the nature of the polycrisis to appear to have no alternative. Moreover, every attempt to overcome the crisis within the prevailing social formation generates yet another crisis. From this perspective, the numerous attempts to seek compromises through broad «cooperation,» to build networks, or to introduce participatory decision-making structures are merely new formulations of the existing ills. Seen in this light, the polycrisis is the fate of our contemporary history, which thus takes on a tragic character. Just as Antigone and Oedipus could do nothing to avert their fate, we cannot overcome the polycrisis in the absence of a systemic alternative. At best, we can suppress it.

The Dangers of Post-Heroism

In light of this hopelessness, some believe it is constructive to «face» the crisis rather than try to overcome it. To avoid jeopardizing the fundamental principles of our society—including its commitment to freedom—people are called upon to assert themselves heroically, despite all opposition. In the name of freedom, suffering at least takes on greater significance. This makes the suffering easier to bear.

«Reducing the issue to a single imbalance hardly does justice to the complexity of the conflicts.»

This perspective aligns well with the concept of a crisis: As mentioned, in its original sense, a crisis refers to situations involving decisions—for example, decisions about life and death in the course of an illness, or about right and wrong, or between what is one’s own and what is foreign. Crisis situations are therefore always characterized by conflicts in which one side stands against the other. As such, they invite heroism—the act of standing up to (and prevailing over) the opposing side. – However, the image of tragedy also stands in opposition to the attempt to truly free oneself from suffering. For the tragic heroine, who takes on the suffering and calls for the assertion of the idea of freedom, also knows that she cannot win the battle. In the end, she declares herself to be at peace with the suffering. By nevertheless «facing the crisis,» she draws battle lines. These are ultimately the conditions for war.

The Ambiguity of the Crisis

Despite this risk of polarisation, highlighting conflicts in crisis situations also has positive aspects: it brings to light injustices that had previously been smoldering beneath the surface. The gender crisis, for example, exposes patriarchy, while the climate crisis exposes the reckless exploitation of nature. Here, too, the call for a «decision»—which often becomes vocal during a crisis—is obvious: Once a problem has been identified, it must, of course, be overcome; for example, by ending patriarchy or protecting nature.

Optimists want to use this as an opportunity to view the crisis as a chance to improve their lives and the world. However, this improvement is blocked by the crisis. While the possibility of change becomes an imperative during the crisis, the crisis itself consists precisely in the inability to realize that possibility. Otherwise, it wouldn’t be a crisis.

Herein lies the characteristic ambiguity of experiences of crisis: While crises may seem like situations that call for a decision, they cannot be resolved by decisions alone. For whether or not we can do something—that is, whether we have the ability to put an end to a problem and improve our lives—is not a matter of choice.

Within the Realm of Possibility

In the essay cited, Hindrichs suggests that crises should not be understood primarily as crises of decision-making, but rather interpreted in terms of the concept of possibility. As we have seen, crises open up the possibility of change on the one hand. On the other hand, this possibility is also blocked by the crisis. According to Hindrichs, these represent two distinct modes of possibility: the possibility that opens up is a «potential»; it concerns what people can or cannot do. For example, the gender crisis opens up the potential to end patriarchy. The blocked possibility, on the other hand, he calls «possibility.» A possibility is meaningful only insofar as it can actually come to pass. This is prevented in crisis situations. Thus, while potentials become visible—potentials that people should actually be able to realize at a given time (such as ending patriarchy)—the crisis lacks the possibility of actualizing these potentials.

«But at least, behind her entrenched inability, a »still' inability seems to emerge in the end."

This line of thinking offers a different way of approaching the polycrisis. Instead of suppressing the conflict through palliative compromises—or possibly exacerbating it through optimistic decisiveness and false heroism—constructive crisis management, as Hindrichs suggests, might involve paying attention to what is possible.

Not (yet)

Whether a course of action is feasible or not can only be determined by situating it within a historical context. It is only by turning our attention to what is and what has been that we open up the horizon to what lies ahead. A historical contextualization can only be achieved by acknowledging that the world as a whole is in a state of becoming. – Even the polycrisis—as a seemingly inescapable and insurmountable impasse in world affairs—appears, from this perspective, as a moment in a world that is, on the whole, unfinished. Of course, this does not bring it to an end. But at least, behind its frozen state of impossibility, a «still» state of impossibility ultimately seems to emerge.

m&k: Vanessa, Katharina, Fabian - you have announced that you are starting with Sir Mary Media a specialized branch of your agency. To put it bluntly: Why ... and why now?

Vanessa Habisreutinger To be honest, it's been on our minds for a long time. In recent years, we have been able to win top-class media accounts such as Ovo and Twint and continuously expand our offering. We want to meet the growing demand for our media expertise with an independent offering: the launch of Sir Mary Media is the next logical step for us. Also because we see a vacuum in the market in this area - and therefore a USP for us! Many media agencies have their origins in technical performance marketing, but don't give much thought to the real impact of the ads they play out ...

Fabian Habisreutinger ... because they are very focused on metrics such as cost-per-click or cost-per-order and neglect other components of successful communication. There are also the large network agencies, which are very well positioned internationally, but rarely find the "sweet spot" for medium-sized clients with a more local character. However, these clients are incredibly important if you want to grow anti-cyclically in a shrinking market. Not only do they deserve excellent support, but they also offer us as an agency enormous opportunities.

To be honest, it's been on our minds for a long time.

 

How does your consulting approach differ from that of the network agencies I just mentioned?

Katharina Günther The networks usually have separate units for social, TV or programmatic. These units often pursue their own interests; they have sales targets or other objectives that they have to be guided by. In many cases, this works more badly than well; these silos are no longer appropriate. We have never had them ... and they will not exist in the new structure of Sir Mary Media either. We only ask ourselves one thing: which measures will have the greatest impact on our customers' communication goals? We align everything we do with this.

FH I'm right there with Katharina. The media world is already highly fragmented, so we don't want to divide ourselves even further into silos as an agency. Instead, our clients have direct contacts who can provide them with strategic support - without an account manager having to act as an artificial intermediary. We closely interlink strategy and operations, similar to how art directors and copywriters collaborate in creation. We have strategists, planners and operations experts working together on solutions.

VH It is becoming increasingly important to look at where you can really achieve impact. You can't just put budget into programmatic because it seems to promise the best KPIs. We have to take the context and environment much more into account. Issues such as first party data, privacy and brand safety also come into play - we can no longer simply say: "'Spray and pray!' - we have the data; let's blow out what we can..." In the end, that's unsatisfactory for everyone ...

 

...because outside of the appropriate context, advertising that is played out acts more like an appendix to the overall communication than an integral part of it?

VH Exactly. How do we manage to achieve a holistic message in a fragmented media landscape with a wide variety of users? That's what frustrates customers ... you develop a strategy, create advertising media, and then they don't convert. Because the idea of a "big picture" is missing. We communicate this idea - and then we implement it.

 

However, this means that you have to work very closely with your customers' needs - and invest a lot of time in consulting. Can this effort be profitable at all?

FH We are convinced of this, otherwise we wouldn't do it. And we don't operate beyond economic criteria: For example, we work absolutely "platform agnostic" and are always direct to the source of inventory. Even if we - unlike various media market competitors - do not primarily buy for profit, we pay attention to the best gross/net margin for placements. And we set everything up "in-house", so we are efficiently organized.

 

Vanessa introduced the term brand safety: a hugely important topic for advertising clients. Curating environments according to impact is one thing - but how do you ensure that these environments are as safe as possible, especially for larger volumes?

FH This is of course a huge challenge. Users are increasingly using social media platforms that are gradually deconstructing their own control mechanisms. And traditional publishers, where people are still responsible for quality, are generating less and less reach. I don't currently have a perfect answer to the question of how we should deal with the fact that the biggest "hubs" for content are becoming less and less moderated ...

VH ... but it is all the more important to be aware of the problem. We are constantly checking what we can still do - sure, you can get third-party providers like Doubleverify or Integral Ad Science on board, but nobody can promise 100% security, that would be dubious. Especially as nobody knows how long Facebook or TikTok will allow their content to be checked by third-party providers.

 

Your plans are impressive. But do you really think you can counter the "PCI fetishism" that currently prevails?

FH If nobody initiates the debate and takes action, then nothing will change. We really need to look at the fundamental question - very critically, I mean - of what technical media KPIs such as visibility or CPMs mean. What is the "point" of X number of people seeing an ad if no one remembers it in the end? Nike, nota bene, almost buried its business by focusing purely on performance marketing - and had to switch back to brand building to great public fanfare. We want to spare our customers such maneuvers a priori. Cheap clicks are one thing, but real feedback from real people about where and how advertising is perceived is another. What we stand for is probably clear now.

If nobody initiates the debate and takes action, nothing will change.

 

Sir Mary is Became part of the Myty Group at the end of 2023. You have now transferred some of the employees to a new media structure. How have these changes affected the dynamics in the team?

FH Fortunately, very positively. We are now a team of around 20 people in the Media division. The focus is currently on Switzerland, but we are also looking after our first European clients. And here in Zurich, we have just moved into our own media space. Even though we work with Sir Mary on an integrated basis, media specialists have their own culture and need their own spaces.

KG Staff turnover is generally very, very low. Even against the background of the transformation you mentioned, we have had practically no departures, which is quite untypical for the agency sector. I think that speaks to the fact that we are doing a lot of things right in terms of team culture and setup - in other words, the close collaboration between planning and operations teams. Everyone is close to the task at hand, close to the customer ... that's how it should be.

VH This way of working also reflects our values. Positivity is one of them - we are positive about the challenges we face and are convinced that we can achieve the best results as a team. Media is often portrayed as a complex, inscrutable "monster topic". We want to break that down.

Cheap clicks are one thing, but real feedback from real people on where and how advertising is perceived is another.

 

What are your immediate goals?

FH We want to shape the next generation of media agencies. In other words, to combine cross-channel expertise with creative excellence and thus position ourselves as a genuine alternative to our established competitors.

Despite the efforts of many marketers to successfully market greener products, many initiatives fail to gain truly widespread acceptance. According to my analysis, there are three key assumptions that are repeatedly misinterpreted in green marketing.

Assumption 1: The green segment grows on its own

Yes, the green segment does exist—and has for quite some time. It is also considered very attractive, as many consumers in this sector are willing to pay a higher price for eco-friendly products.

We know from surveys that sustainability is an important issue for many people. However, this highlights the classic problem of the so-called “attitude-behavior gap”: Just because people say they like eco-friendly products doesn’t mean those products will actually end up in their shopping carts. The common assumption that the green market will automatically grow as soon as companies communicate their commitment to sustainability therefore falls short. Instead, we need to understand how to truly motivate consumers to make a purchase beyond this initial endorsement.

Assumption 2: Negative images are motivating

Actually, this assumption should raise skepticism upon closer inspection. We know from communication research that negative messages—especially those that trigger fear or guilt—often fail to achieve the desired effect. Nevertheless, green marketing has frequently ignored this insight. Instead, images of burning forests, melting glaciers, or dying polar bears have been used to promote sustainable products.

The idea behind this may seem understandable: such dramatic images are meant to emphasize the urgency of taking action. In reality, however, they often lead to feelings of being overwhelmed or resignation among viewers. Those who feel that the problems are too big to be solved by individual decisions often tend to withdraw rather than take action. Positive, inspiring messages would be far more effective here.

Assumption 3: Facts convince people

Another popular tool in green marketing is communicating facts. CO2 figures on packaging or detailed information about a product’s resource consumption convey scientific credibility and lend authority to the products. But how often do such facts alone actually motivate people to make a purchase?

Here, it helps to take a look at the basics of marketing: It’s usually emotional stories that move and inspire us. Facts alone rarely create a genuine connection with consumers. Stories that convey a positive vision of the future and show how people can be part of that vision are far more effective.

Back to the Core Competencies of Marketing

This analysis is intended as a call to action for us to return to the traditional strengths of our discipline in green marketing: Do we truly understand our target audience—their needs, desires, and concerns? And do we develop messages that not only inform but also inspire?

Instead of relying on guilt and statistics, we should tell stories that inspire people to embrace a sustainable future. Stories that motivate people and show them that their decisions are part of a larger, positive movement. This way, we not only create better marketing, but also help green products finally break out of their niche.

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Prof. Dr. Johanna Gollnhofer is 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).

This column first appeared in the print edition of m&k, No. 1-2/2025.