The magazine replaces the previous HSG Gazette and is published as an app for tablets and smartphones. The magazine is available for the iOS (App Store) and Android (Google Play Store) operating systems. HSG Focus is significantly more comprehensive and varied in terms of content than the previous HSG magazine, the agency said in a statement on Friday.

The new magazine is published four times a year and consists on the one hand of a dossier with articles on the main topic of the respective issue. On the other hand, there will be interesting news and background stories of public interest about university life. According to the press release, the magazine is aimed at the outside world - it is intended to appeal not only to the university community, but also to the general public.

The app is managed editorially via a CMS. For the launch on February 28, 2013, Dachcom also created information panels for the university campus as well as placemats and beer mats for the canteen and the HSG bar "Ad Hoc". In addition, a video animation was created for the digital application. All elements form part of the HSG-led launch campaign.

 

The digital congratulations are intended to draw attention to the possibility of CO2 compensation with a humorous wink.

Responsible at Myclimate: Kathrin Dellantonio (Head of Marketing & Sales), Kai Landwehr (Project Manager Marketing). Responsible at Red Lion, Zurich: David Fischer (Head of Creation), Tom Kees (Art Director), Nicolo Giunta (Junior Art Director), Massimo Giannotta (Web Developer), Sabrina Elsässer (Consultant).

 

The new layout was to include a detailed overview of the products and offer consumers a new sales experience. The focus was on combining design and functionality, according to the statement. The local proximity between Nestlé and ECAL (école cantonale d'art de Lausanne) provided the best conditions for the successful collaboration.

32 students from ECAL were commissioned by Nestlé Purina Switzerland to develop creative ideas and solutions for product presentation in specialist stores for Gourmet. The aim was to promote design and creativity among the young students in order to create a novel shelf concept. The task was to change the presentation at points of sale so that the Gourmet shelf stands out. Attractive information boards were to give customers an overview of the various gourmet products and thus offer a new shopping experience.

In total, the ECAL students were busy with this project for two months. In this short time, they had to develop ideas that were feasible and complied with the brand's guidelines. From these, they created prototypes. "A great challenge for the young students, who until then had developed many concepts but were able to realize few for the market," says Martino D'Esposito, Industrial Designer at ECAL.

From the idea to the prototype

The biggest challenge for the students was to find the best possible combination between design and functionality while adhering to Gourmet's guidelines. The new layout had to radiate the following: "The Gourmet brand is characterized by the highest level of enjoyment for very special cats". Purina's brand identity was at the forefront throughout the process development. A total of 17 different prototypes were created from the specially developed catalog of ideas.

From prototype to final product

After completing the prototypes, the ECAL students presented 17 different results at their school. Nestlé Purina chose their four favorites from them:

The red carpet (tapis rouge) forms a visual path directly to the product. It is intended as an invitation to take a closer look at the selection of gourmet products.

The "Ecran Zoom" shows at a glance the three different gourmet orientations: Gold, Pearl and A la carte. Each orientation is identified by a different color and is visible through the "Ecran Zoom". At the same time, the zoom gives a short description about the cat food and the consumer gets an overview of the entire range.

The "Effective Reflection" shows a cat rising to the food in front of the shelf. This is visually represented by a mirror, which runs from top to bottom along the shelf (print cat and product information on the mirror). The information panel also shows the consumer the three orientations of Gourmet cat food.

"Home sweet home" creates a separation space between the different gourmet products. This separation consists of a box, which shows the layout of a cat in the cozy living room. LED lighting inside the box gives the whole presentation a warm feeling.

Gourmet is now working on the implementation of the concepts in the specialized trade.
 

Dagmar Heuberger will become Head of the Foreign Department as of May 1, 2013. She has been with the company since 1984 and began her journalistic career as a local editor at the Aargauer Tagblatt, where she wrote for the foreign department from 1989. She studied general and military history and was the first woman in Switzerland to graduate with a degree in military history.

Fabian Hägler will become head of the Aargau section as of August 1, 2013. With the newly created Head of Department, the reporting in the core area of Aargau is to be given more weight again. Fabian Hägler has been with the company since 1995. He started as a freelancer, was editor since 1998 and has been department head for Freiamt since 2011. After cantonal school in Wohlen, Fabian Hägler studied English, history and political science at the University of Zurich.

Toni Widmer will become Head of the Freiamt Department on August 1, 2013. He is a trained typesetter. He began his editorial career at the Wohler Anzeiger. He has been with the company since 1986: first as editor Bremgarten and editor Wohlen for the Badener Tagblatt and since 2004 in the Aargau department, among other things as police reporter. He retains his position as Chairman of the AZ Medien Personnel Commission.

 

To this end, EWL and the Lucerne-based ICT company Arcade Solutions have entered into an extended partnership, according to a press release issued on Thursday. EWL now holds a 40 percent stake in the ICT specialist. In Lucerne, 60 percent of all households already have fiber optics. This figure is set to rise to 95 percent by 2015. This raised the question for EWL as to whether this infrastructure should only be rented out or used for its own value-added services, according to the press release.

EWL decided to become a provider. A new TV solution with HD channels and time-shifted television is also set to follow next summer. Oliver Stahel, founder and main shareholder of Arcade, is quoted as saying that this is particularly attractive as all the technology fits into a small box - as small and handy as a box of chocolates.

Specifically, customers will benefit from 30 hours of replay TV. In addition, there will be a basic offering with over 200 TV channels - around 40 of which will be in HD quality. There will also be mobile TV solutions for PCs, tablets and smartphones.

The two companies also want to increase the connection capacity for private and business customers to one gigabit per second in the summer. Previously, a maximum of 100 megabits per second was possible. (SDA)
 

Mobile payment is expected to achieve a breakthrough before the end of this year. An important indication of this forecast is the fact that major retailers are upgrading their payment terminals accordingly. Once there are enough frequent opportunities to pay for purchases quickly and easily with a cell phone, m-payment will become commonplace. And this will open up important new opportunities for marketing to promote sales, which can also be incorporated into advertising campaigns.

However, the future shape of the MPayment landscape in Switzerland is still being fought over in the background, and it seems uncertain how the various old and new players will be able to come to terms. But from a marketing perspective, the market order that emerges here is crucial for the future use of MCommerce. Once again, it is the three letters of an abbreviation for a technical term that is making the rounds like a buzzword: NFC. This refers to Near Field Communication (NFC), a technology that enables suitably equipped devices to exchange data over a short distance of a few centimeters.

NFC chips have been used in credit cards for a few years now, and they are now also appearing in the first cell phone models. They can be used, for example, to quickly and conveniently pair appropriately equipped speakers with the cell phone. Or the NFC-enabled cell phone can be used as a car key, as Hyundai recently presented in a concept model. When it comes to mobile payment, it is important to distinguish between the following three types:
 
NFC plus card: With the intention of increasing security compared to the conventional magnetic stripe, Eurocard, Mastercard and Visa have begun to equip credit cards with an NFC chip. When such a card encounters an appropriately equipped payment terminal (which has rarely been the case so far), no PIN or signature is required for payment, and the card does not even need to be taken out of the wallet. Just hold it out - and because it's so easy, only amounts up to a maximum of 40 francs can be paid in this way. In Switzerland, the credit card specialist Aduno alone has around 750,000 credit cards in circulation that are equipped with an NFC chip for so-called contactless payment. NFC chips do not need credit cards per se: they are thin enough to be stuck as a sticker on a cell phone, for example - a procedure that is widely used in the Far East, for example, to promote contactless payment.
 
NFC plus cell phone: The first cell phone models equipped with an NFC chip are currently appearing in our country - but it is not possible to use it to make payments (although it could be used to start a car, for example). This is because the NFC chip must first be connected to a means of payment (a debit or credit card). This requires an app with an electronic wallet. It is becoming apparent that various such wallet solutions with different features will be entering the market in the near future. Although not necessarily so technically compelling, in Europe there will primarily be wallets that are connected to an NFC-enabled SIM card in the cell phone. In this way, additional security elements can be achieved, as only the network operator can access the corresponding contents of such SIM cards. This creates the conditions for being able to pay larger amounts via cell phone, although this requires confirmation with a PIN code, for example. And this only works if the respective mobile network provider has been able to negotiate corresponding contracts with the companies that are traditionally active in the transaction business.
 
Mobile plus cloud: It would be astonishing if, in view of the great revenue potential around MPayment, the rest of the world were simply to leave this opportunity to the mobile network operators. So the argument is that NFC is outdated, especially since the standard dates back to a time twenty years ago when hardly anyone had thought of the data networks that are now available almost everywhere. For example, the security elements associated with the NFC SIM card could now be handled simply and, thanks to encryption, securely over the network. Such arguments are particularly effective in the USA, where m-payment lags behind the Far East and Europe.

And so there are numerous providers and start-ups that want to gain a foothold here. The best known is PayPal, which is widely used as a payment service provider, especially in the e-commerce sector. And Google Wallet also belongs in this category. Such solutions work without consumers or merchants having to invest in expensive new equipment. However, the payment process is not as "cool" as with NFC-based solutions, because instead of just waving the NFC chip at the cash register, numerical codes have to be entered.

But this means that the consumer's cell phone actually becomes a POS, which in turn opens up new possibilities when payment can be made anywhere there is a data connection, but not necessarily a cash register. But the vendor's cell phone also mutates into a payment terminal, for example with additional devices that allow credit cards to be scanned and processed. These three variants are currently the main focus of m-payment. There are also others, such as charging the purchase amount to the user's current cell phone bill. This Vor - probably because of the risks involved - does not want to act as a collection agency.

Not the first attempt

Just as with mobile advertising, the imminent breakthrough of mobile payment has been predicted again and again for years. Ten years ago, Swisscom was already running a mobile payment project focusing on mobile payment with debit and credit cards. At the end of 2003, the project was stopped because the financial institutions did not want to make their debit cards (Maestro, Postcard) available for this purpose. The next Swiss mobile payment initiative followed in the fall of 2008 under the name "Hermes," when Credit Suisse, PostFinance, Swisscard, Swisscom, SIX Multipay (formerly Telekurs Multipay) and Visa Europe conducted a joint test trial that provided initial insights into customer needs and technical feasibility. As a result, the credit card companies MasterCard and Visa began to launch credit cards that enabled contactless payment thanks to an embedded radio chip. Although more than 750,000 such cards have been sold throughout Switzerland to date, the whole thing turned out to be a complete flop: retailers were not prepared to convert their checkout systems for this purpose, and only a few places (e.g., the fast-food chain McDonalds) have been able to make payments in this way so far.  
 
This is now changing: The two major distributors Coop and Migros are in the process of modernizing their payment terminals across the board. The reason for this, however, lies in a contractual obligation to periodically update these devices to the latest technical standards, as Bernhard Wenger, media spokesman for SIX Management, explained to Werbewoche. According to Urs Peter Naef, media spokesman for Migros-Genossenschafts- Bund, enthusiasm for m-payment is limited, at least at Migros: "This does not mean, however, that contactless payment will be possible in Migros stores from this point on, as it still requires additional components and, apart from individual pilot installations, NFC is still very little used as a technology."

Urs Meier, media spokesman for Coop, also points out that technical difficulties were still encountered in a pilot test for m-payment last year; for example, positioning the cell phone at the terminal was tricky. But, he adds, "Both customers and staff were enthusiastic, mainly due to the speed of the payment process and the fact that you don't necessarily need a wallet." Thus, if NFC-enabled payment terminals appear in retail stores across the board by the end of the year, the NFC chips in cards or cell phones will no longer be virtually useless, but can now be used widely. Meanwhile, the three mobile communications providers Swisscom, Sunrise and Orange formed an NFC working group last year to ensure that standards prevail in the Swiss market so that all customers can benefit from new services.

New opportunity for sales promotion

Anyone who designs a campaign comprehensively has hardly ever dealt with the payment process for the advertised product. If mobile payment now gets into the swing of things, this opens up interesting new possibilities from a marketing point of view, whereby it is no longer just about m-payment but about the overriding concept of m-commerce. Take vouchers, for example: Up to now, these have been widely distributed via mass media, but the lead times do not allow for a quick response to current events, and it has also been difficult to implement an individualized approach. Experiments with m-couponing could change this, but the processes are not very attractive for the customer: In addition to the payment process, the coupon code must be displayed on the cell phone at the checkout and processed separately.

Only with wallets does this work out nicely: The voucher is immediately transferred to the digital wallet and can be automatically taken into account during payment. This opens up new possibilities: vouchers are no longer distributed by watering can, but individually on the basis of the customer's history or other profile characteristics. And they can also be distributed at lightning speed, depending on the market situation: If the competition launches a special promotion, the incentive to buy the company's own product can be quickly increased. Particularly attractive scenarios arise when localization services come into play: Anyone who is in the vicinity of the sales location receives vouchers in their cell phone wallet that are intended to encourage customers to visit the respective store.

Who will win the Wallet War?

Anyone who wants to pursue such m-couponing strategies in the future will be well advised to consider today how the MPayment landscape in Switzerland should be structured in the future. This involves questions such as these: Should (possibly antitrust-sensitive) agreements be promoted so that there is a "Swiss Wallet," i.e., a one-size-fits-all solution in which all market participants can participate? Or should the free market be given free rein, which will probably result in a myriad of wallet apps for consumers, and the virtual wallets in smartphones will resemble the conventional ones crammed with credit and customer cards? Where can a sensible middle ground lie between (possibly state) interventionism and market liberalism? Whose task (if any) should it be to bring about an efficient m-payment market order? The authorities? Politics? The industry organizations? How marketing-friendly will mobile operators' wallet solutions be? What conditions will apply to send mobile coupons? Will all cell phone users be reachable via all mobile network operators, or will everyone cultivate their own little garden? And above all, what tariffs will apply to store data about loyalty programs in a wallet and process it automatically during payment transactions? What conditions (e.g., regarding opt-in) will consumer and data protection authorities enforce? Is it appropriate to voluntarily regulate the use of mobile couponing within the communications industry, so that this instrument does not fall into disrepute with the public through unbridled use? Who will organize (and pay for) communication efforts to demonstrate the fundamental advantages of m-payment to the public?

Companies are faced with the question of whether it would be better to launch their own wallet solution for their own customers in order to better present their own offers and customer loyalty measures. This is the question facing mobility providers who want to use m-payment for ticket sales, for example: Here, not only must the payment process be as simple and secure as possible for customers. It must also be ensured that the tickets purchased in this way are delivered in such a way that they can be checked. Because NFC technology is advantageously used for automated control (at a barrier, for example), the purchased ticket will have to be transferred to the NFC chip. It is now understandable why SBB has recently communicated its own m-payment ideas: The aim here is to extract the best possible conditions (technical and commercial) from the wallet providers that will dominate in the future. Otherwise, the threatening gesture should mean: We'll create a wallet solution ourselves. It is clear that mobile payment has not yet taken off, but the landscape is already confusing and many questions remain unanswered. Many want to play along and are pushing their own ideas onto the market. It is quite possible that consumers will lose track of the situation and lose interest, which means that a protracted war of attrition for market supremacy is inevitable. Once the heavyweights (from Amazon, Apple, Google, Visa, Mastercard and the like to - in Switzerland - Swisscom and the SIX Group) have squeezed out (bought up or ruined) the competitors, there will be another chance.

Christoph J. Walther
 
Mobile payment is standard in Africa
Since very few people in many emerging and developing countries have a bank account, payments are often made by cell phone. The best-known example is M-Pesa from Kenya, which has over 17 million registered accounts and is thus considered the most successful mobile financial service provider in the developing world. Initially, call credits were simply moved between cell phone connections via service SMS, but today regular accounts are linked to the normal prepay credit account.

 

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The m-payment players

Consumers: In addition to cash, they have debit, credit, prepaid and/or customer cards and know how to use them. Are they convinced of the advantages of mobile payment solutions and are they prepared to take the necessary technical steps? To what extent are they put off by any number of different wallet solutions or by security and data protection concerns?
 
Dealers: You operate a point of sale or money reference point. For example, a store, online store, gas station, or an automated teller machine (ATM). How quickly are they willing to invest in which technical innovations to support which mobile payment solutions? How well loyalty programs (e.g., customer cards such as Cumulus or Supercard) can be integrated is important.
 
Card Organizations: International card organizations such as Visa, MasterCard, American Express, Diners, JCB and UnionPay are licensors for issuers and acquirers (see below). They also determine (in the Rules & Regulations) exactly how their payment methods may be used. To what extent will they support which mobile payment solutions or, at best, want to give their own m-payment solutions an advantage by imposing restrictive conditions? At the Mobile World Congress in Barcelona at the end of February, MasterCard launched its own m-payment solution both for consumers (with a wallet app) and for merchants (for example, with QR codes that can be scanned by customers themselves for payment).
 
Card Issuer (Issuer): For example, financial institutions such as banks (or institutions contracted by banks) that issue cards and are responsible for billing and account debiting.
 
 Card acceptance (acquirer): Contractual partner of the merchant for the acceptance of card-based payments. Among other things, they are responsible for transaction processing and for remunerating the merchant.
 
Processors: Companies such as Switzerland's SIX Group (formerly Telekurs) provide products and services to merchants, banks and other financial institutions related to the issuance, acceptance or processing of debit and credit cards or other cashless payment options.
 
NEW: Telcos: Telecommunications companies see new business areas in mobile payment and are therefore driving this development. They have a direct customer relationship with cell phone users and are trying to establish themselves as gatekeepers for data traffic to m-payment. At the center are NFC-enabled SIM cards, on which all security-relevant information such as credit card data, customer cards, and coupons are securely stored.
 
NEW: Mobile Phone Manufacturer: They are trying to make their devices additionally attractive and profitable with their own pre-installed payment solutions. At the Mobile World Congress in Barcelona at the end of February, Visa and Samsung were the first credit card companies and cell phone manufacturers to announce an agreement to jointly offer an NFC solution in the future. For the Swiss market with its high proportion of iPhones, it will be significant in which direction Apple will go here in the future, because up to now there have been no NFC chips in iPhones.
 
NEW: Wallet provider: Wallets promise lucrative business if the payment flows processed via them are linked to a commission business. That's why new players are trying to establish themselves in payment processing alongside the established companies, such as Google with Google Wallet. This also involves the data on purchasing behavior obtained in this way, which is important and valuable for targeted advertising.

From student project to the world's largest Internet company, making billions in profits: Google's success story is legendary. However, the team of Google founders Larry Page and Sergey Brin has not only launched top services such as Google Search or the powerful advertising platform, but also a number of veritable flops.

A new gravestone will be erected this summer in the cemetery of failed Google projects: Google Reader. This service previously enabled Google users to compile overviews of news offerings, blog posts and other sources on the web. As with a subscription, they automatically received the latest entries. However, social networks have recently outstripped the Reader as a news source. Google itself is trying to establish its own network with Google Plus. The company coolly pointed out that Reader usage figures had declined. Google is therefore pulling the plug on July 1.

This time, the spring-cleaning campaign doesn't just concern a little-known niche product, but an established service. Google Reader was a virtually indispensable tool for many network professionals. But Google boss Larry Page wants his team to put their energy into fewer products in order to make them all the more successful.

Android and Chrome bundled in one hand

However, "Operation Spring Clean" was not just about getting rid of outdated services. Page took the opportunity to bundle responsibility for two important projects under one roof. Google manager Sundar Pichai will in future be responsible for both the Android mobile operating system, which runs on many smartphones, and the Chrome PC system, which has only been moderately successful to date. Pichai has already led the development of the Chrome browser and the operating system of the same name. He replaces the previous head of Android, Andy Rubin. (SDA)
 

Die Klappe has been around for 33 years. The platform is dedicated to the innovative power of the German-language advertising film industry. 285 films were submitted in 2013. Including many from Switzerland. The most successful of these were the commercials from Leo Burnett Switzerland, which were produced last year under the Spillmann Felser Leo Burnett label. Gold was awarded for the funny Micasa film, in which leaves, grass and other things that children get on their clothes and under their feet when playing in nature are chopped up in a shredder and then sprayed onto a white sofa - which can be easily cleaned again. "A spot that courageously seeks a completely new approach and impresses with an exemplary different visual language," said the jury. The jury traditionally includes clients, creatives, film productions and representatives of the three trade media Horizont from Germany, Werbewoche from Switzerland and Werben & Verkaufen from Austria.

Hornbach clearer

For the first time, films made in the DACH region for clients from around the world were also included in the competition organized by the Communications Association. However, the new "International" category has not yet attracted much attention. A total of 72 films made it onto the shortlist in the 13 categories and the craft categories of directing, cinematography, editing, sound and visual effects. Of these, 5 won gold, 8 silver and 27 bronze. Once again, the Hornbach DIY store was the big winner this year. The films from the creation of the Berlin home are realized by the film production company STINK. The winner from Switzerland was Leo Burnett. In addition to gold for Micasa, there was also bronze and silver for the Switzerland Tourism spots. The award ceremony for Die Klappe took place on March 14 in Hamburg at Theater Kehrwieder.

Andreas Panzeri

The Swiss winners (PDF)
 

In 1986, Nestlé launched Nespresso and redefined coffee enjoyment. Nespresso was initially a flop, later a resounding success. Today, Nestlé Nespresso has global sales of more than 3.5 billion Swiss francs and organic growth of about 20 percent. "Despite turbulent economic times and even though the choice in the market for top-quality portioned coffee continues to increase, customers chose Nespresso last year in search of pure moments of pleasure," explains Richard Girardot, CEO of Nestlé Nespresso.

Maison Cailler like in the old days

26 years later, Nestlé wants to repeat this unique success and 12 months ago launched Maison Cailler, a completely new chocolate concept. In its press release, Nestlé writes: " At Maison Cailler, the traditional chocolatier's art of Cailler merges with the most exquisite ingredients and a tailor-made service to create haute couture chocolate of first-class quality." We understood that. But we didn't quite understand the new Maison Cailler concept. We asked ourselves whether this is due to our inability to understand or whether this concept is actually not very easy to understand, and therefore, as part of a small study on Maison Cailler, we first talked to three of Maison Cailler's competitors and then also talked on site with Cedric Lacroix, CEO of Maison Cailler, André Hefti, Marketing Manager Maison Cailler, and with Florian Helmke-Becker from The Pool and responsible for PR.

With quite amazing results and a complete change of heart on our part. But take a look for yourself. Maison Cailler describes its offering as follows: "Maison Cailler offers the ultimate luxury in indulgence: personalized chocolate." With a specially developed process, connoisseurs can determine their personal chocolate character in the comfort of their own home - the "tailor-made" chocolate follows by return of post! Maison Cailler, the new luxury brand from Cailler, creates chocolate tailored to individual tastes. In numerous sensory studies, Maison Cailler has developed an exclusive process to reveal individual aromatic preferences and thus determine the personal chocolate character. This means that connoisseurs - whether for themselves or as a gift for their best friends - can rely on tailor-made indulgence, a box of chocolates full of favorites.
 
When an order is placed, for example, the recipient first receives the ChocoTasteur. The box contains five different chocolate samples. These are evaluated online in a simple questionnaire, and the corresponding chocolate character is determined on the basis of the scientific process. Based on this profile, Maison Cailler creates a selection of fresh chocolates in a second step, which is perfectly matched to the consumer's preferences and reaches him within 48 hours. Whether ChocoArty, ChocoCooning or ChocOla, the selection is made from 21 different recipes exclusively created to delight the palate of the discerning chocolate lover. The chocolates are supplied in coffers of one to five layers - as assortments, with just a single variety or regularly as exceptional limited editions.

Character online

Means the following: The whole thing is an online offer and only an online offer. I order a sample pack of different chocolate pieces in different flavors. I taste the chocolate pieces and rate them online on the Internet. Based on this rating, my "character" is determined, and according to this character I receive a special chocolate selection. That's why Maison Cailler's advertising says: "Your taste has character. Because it really does.
 
These characters are also described on the Maison Cailler website. For the ChocoCocooning character, for example, it says: Long live naturalness. They are trusting, confident and loyal. They value sincere relationships, nature and an original way of life. Their home is a cozy, warm cocoon, characterized by plain white porcelain and honey-scented wood. You love to cook and bake and spoil your loved ones with homemade gifts. Your motto: "Clear as a mountain stream". You like simple ingredients like chocolate with fresh milk, noble vanilla, fine hazelnuts or caramel according to an old recipe.

Gift as a goal

But the character is just the beginning, because Maison Cailler not only redefines chocolate consumption, it also wants to establish itself above all as a future gift concept. So you shouldn't so much order the chocolate for yourself as give it to someone as a gift. That is, first of all I don't give him the chocolate but rather the selection package, on the basis of which the chocolate taste can be determined, on the basis of which I then get my chocolate character selection. And this is not just any chocolate, but a very special chocolate, haute couture made from the very best cocoa beans, produced by the very best chocolatiers and packaged in the very best way. Cedric Lacroix sums it up: "I am convinced that the Maison Cailler way is the way chocolate will be sold in the future. Personalization is a trend, client service is a must, brand engagement is a must, social media is a must, and e-commerce is booming."

Two problems

For all its future, Maison Cailler is struggling with two main problems at the moment: firstly, emotions and secondly, understanding. Maison Cailler is not yet emotional. "Schoggi ", says André Hefti, "works 100 percent through emotions. Sales have to be emotional; that's the case with all luxury products. A visit to the chocolatier is emotional. Communicating these emotions via the Internet is very difficult. Because quasi par défaut, the Internet is distant." And the concept isn't really understood yet either. "At the beginning," says André Hefti, "we overestimated the consumer a bit at best and had to make some adjustments there. Message simplified. In the sense of an elevator pitch, where you have to explain the system in the shortest possible time and at the same time create an emotional connection."

Two approaches

Maison Cailler tried and still tries to address these two issues through various adaptations. On the one hand, they want to use social media to establish a closeness and emotional connection with the customer. That's why on Maison Cailler's Facebook page you don't see the company, nor the factory, but five employees talking about their everyday lives. Even the website, which was beautiful but also a bit cold in the beginning, is now trying to be warmer and more emotional. On the other hand, they are trying to simplify and emotionalize the problem of understanding. The solution can be seen in the new campaign. The message and the visual structure have been drastically simplified. Less small, different things, but rather a clear image with clear access. In the first campaign, according to André Hefti, they had been too progressive in terms of content and had also already talked about the different Schoggi characters. Everything was far too detailed. The new campaign focuses on a simple, clear and, above all, emotional hook. Take a look at the two ads and judge for yourself. Maybe it's a bit more emotional now, and maybe a bit simpler. All in all, it's better.

Still great

But the adaptations show above all what is really great about Maison Cailler: you adapt. Perhaps one day you will find the chocolate in the Nespresso flagship store and be able to taste and order it there and then. We, for example, would like to be able to choose chocolate that suits the character of the person receiving the gift, because engaging with your counterpart, thinking about them, what they would like, is the most beautiful gift. Nestlé also does not assume that they know everything and can plan everything. No, rather they set up the project generously and for the long term, study consumer reactions and optimize continuously. All according to the trial-and-error principle. That's why Cedric Lacroix quite rightly said: "Our biggest problem: loosing the vision! Loosing sight of where we want to go!" This is precisely why Maison Cailler is a great project, which we can only hope will be successful and thus also serve as a model for far-sighted, entrepreneurial action.

David Guggenbühl and Boris R. Lautenbach

ChoCocooning
Long live naturalness
They are trusting, confident and loyal. They value sincere relationships, nature and an original way of life. Your home is a cozy, warm cocoon, characterized by plain white china and honey-scented wood. You love to cook and bake and spoil your loved ones with homemade gifts. Your motto: "Clear as a mountain stream". You like simple ingredients like chocolate with fresh milk, noble vanilla, fine hazelnuts or caramel according to an old recipe.

ChocoArty
Life is a work of art
Sophisticated and always elegant, you prefer to surround yourself with people who have clear views. You yourself do not hang your flag according to the wind. You see challenges as opportunities, as an incentive for top performance. Always on the lookout for new things, you also let your loved ones share in your discoveries. Your motto: "Life is a work of art." You like the refined taste of a dark, tart chocolate - gladly accentuated by delicate vanilla notes or refined by fruity aromas.

ChocHolistic
Life makes happy
You are always optimistic. You feel most comfortable in the company of your friends. Full of energy and enthusiasm, you inspire yourself and others. Somewhere and somehow you always have a project going on. You don't want to do without high-tech, but you are committed to alternative energies, because sustainability is close to your heart. Your motto: "Everyone should be happy." You like milk chocolate just as much as dark, in combination with intense cocoa flavors, roasted hazelnuts and melt-in-the-mouth caramel.

ChocHorizon
To live is to discover
You are a passionate researcher. This curiosity also extends to decoding your own personality. Step by step, you gain self-confidence and understand how to turn your weaknesses into strengths. You love challenges for body and mind and get to the bottom of things. Your motto: "Know yourself!" You like exotic delicacies. The pleasure of refined dark ganaches and milk chocolates, refined with vanilla, fruits or spices. The ideal combination? Sensual textures and rich flavors.

ChocOla
The full life
You are in the here and now. You love strong feelings and experience every moment as something extraordinary. You don't let setbacks stop you. Together with your friends - the more the merrier - you constantly want to experience something new and get excited about something special. Your motto: "Enjoy life together". You like creamy dark or milk chocolate with intense caramel, almond and citrus flavors. You like to experiment, to discover new flavors again and again.
 

In addition, the site offers craft ideas, recipes and information on product promotions. Goldbach Interactive's microsite is an integral part of Coop lead agency KSP's Easter campaign. In terms of look and feel, it therefore fits in well with the corresponding offline measures, the agency said in a statement on Thursday.

The central characters are the two Easter bunnies Bruno and Lisa, who need help sorting the Easter eggs by color in an online game. The game is aimed at families in particular, with different levels of difficulty for both children and adults. The game has a responsive design and is intended to offer users a pleasant gaming experience on all devices (mobile/tablet and desktop).

The Microsite is still online until and including Easter.

Responsible at Coop: Thomas Schwetje (Head of Marketing / Services), Sacha Zuberbühler (Head of Advertising), Michael Bietenhader (Head of CRM / Digital Marketing), Oliver Johnson (Head of Digital Marketing). Responsible at Goldbach Interactive: Nico Schlup, Damian Kunz, Elisabeth Hassa (project management consulting), Bruno Manser (concept), Raphaël Liechti, Dirk Unger, René Schoedon, Renato Zülli, Rachel von Dach (creation), Dominic Wirz (text), Jan Steffen (IT).
 

All in, on the other hand, is the motto at Mediapulse. After the first expert group, consisting of two experts from Norway and Belgium, delivered its report on schedule last week - it had to focus on the question of whether the international standards of media research were being met - Mediapulse is now going on the information offensive. Original quote: "With the aim of providing open and transparent information, these expert reports will be published unchanged. Prior to their publication, the expert reports will be analyzed in the circle of trusted stakeholders. During hearings, these stakeholders will have the opportunity to discuss their analyses and findings in detail on a professional level in direct talks with the expert." Invited to the first hearing, which will take place on March 15, were OFCOM, the Telesuisse association, SRG, 3+, RTL Group and Sat1/Pro7 representing the broadcasters, the marketers Publisuisse, Goldbach Media and Ringier, SWA representing the advertising clients and IGEM representing the media agencies. Kantar Media, as owner and operator of the new panel, will also be present at the hearings.
 
Aha, someone seems to want to hedge his bets. All those involved should now put in their two cents, in the hope that calm will then return. In the sense of Mitgegangen - Mitgefangen - Mitgehangen.
 
The second hearing is about the suitability of new research in capturing TV usage for local TV stations. This time it will be two Swiss experts. This hearing will take place on March 26. Invited are: see above! And then? O-Ton: "After these hearings, the board of directors of Mediapulse, in which the above-mentioned interest groups (see above!) are represented, will decide on the measures to be derived from the expert reports and the publication of the data. " So so!
 
This raises a few questions for me: Weren't the upcoming problems (station allocation, panel increase or weighting for the regional stations), to name just the most important ones, known for a long time? Were there no expert reports until the scandal in mid-February? Or were they not even discussed? Or were they simply waved through because the experts talked down the problems? We will probably never know.
 
As it was so nicely put at a media orientation last year: "Mediapulse is moving up to the top of the world in television research."
 
Pierre C. Meier, Editor-in-Chief
[email protected]

In 2008, Draftfcb/Lowe Group was not one of the top players in the league of creative agencies. The merger of Draftfcb and Lowe had not been long ago and the agency was in a state of flux. Two corporate cultures had to come together, everything was being put to the test. It was exactly the right time for Cornelia Harder to join Draftfcb. "It was a great challenge for me to lead the agency into a new era." The manager is always drawn to places where she can make a difference. This was already the case at the beginning of her career, when she was responsible for marketing communication at the umbrella organization of Swiss milk producers SMP and launched the successful advertising dairy cow Lovely together with Advico. An enormously enjoyable time, as Harder says looking back. "I had a lot of freedom of action and was able to develop and support new concepts and campaigns."

For a similar reason, she moved from Publicis to Publigroupe in 2005 to manage the business of Publicitas Mittelland. The prospect of a change process awaiting her at the Publigroupe subsidiary drew the manager to the marketer side. At the time, Publicitas had just taken over the advertising management for the newspaper titles of the AZ Media Group, and the AZ sales organization was subsequently integrated into the Publicitas branch. Salespeople who had previously fought each other on the market were suddenly sitting in the same office. This was a demanding management task that had to be solved quickly with the necessary sensitivity. A challenge to her liking. Harder is ambitious, determined and dynamic.
 
"My motto is 'more drive'," she says. "In our business, you have to be able to think and act flexibly." The fact that the manager is currently forced to shift down a gear due to an operation on her Achilles tendon puts her patience to the test. With the boot, a kind of giant snowboard boot that holds her foot in place like a plaster cast, everything moves a little slower. "I'm in slow mode at the moment," says Harder. She misses the sporting balance to her work. She likes to play tennis and speeds up on her skis in winter. However, she would never think of complaining. She can easily cope with being confined to crutches for a few weeks. "Otherwise, I have a good constitution and am never ill."

The former volleyball player knows how to take defeats in her stride, get up again and motivate the team to perform at their best. This experience serves her well in everyday business life. When things get tough, she shows perseverance. If something doesn't work right away, she gets back to work with renewed vigor. After a setback, she heads into a pitch with renewed motivation.

"Cornelia is very ambitious," says Executive Creative Director Dennis Lück about her, "but not in a tense way. She is committed to creative work with joy and positivity." The agency boss inspires her team with her spirit. "Cornelia knows how to motivate others," says Lück. In hot phases, Harder ensures that everyone pulls in the same direction. In return, they celebrate together later and clear their heads. Just recently on a weekend trip to Engelberg.

A good connection to creation

Harder doesn't believe in traditional hierarchies. She is part of the team, whether as a coach and for strategic input during pitches or at customer presentations. True to her motto "One team one spirit". Let's go for it! Words from the English language keep creeping in during conversations with her. In addition to management expressions, Harder, who once headed Publicis Lausanne as CEO, also likes to weave in French terms. Harder has succeeded in achieving a financial turnaround at Draftfcb. She has cleaned up the company and made it profitable. And the agency is also at the forefront creatively. In the creative rankings, Draftfcb climbed from 15th to 7th place, and is ranked 6th by the ADC.
 
Harder owes this creative upswing above all to ECD Dennis Lück, who came to Wallisellen from Scholz & Friends in October 2011. "Things have been looking up creatively since Dennis joined us. The Managing Director works closely with him. "We are valuable sparring partners for each other. As our business is based on creative ideas, teamwork is crucial. And not just at management level, but throughout the agency."

The manager chose her creative partner carefully. "I put him through his paces," says Harder and laughs. Before Lück started at the agency, he had to prove what he was capable of. As in a customer competition, he had to develop concepts and claims based on a defined brief. Harder wanted to make sure that the new ECD was conceptually strong and creatively innovative, but also that he would fit into the team as a person. It worked: "As a duo, we have now also built up a creative reputation within the global network and are currently being rewarded with international projects," says Harder.

Above all, Harder and Lück are united by their ambition to make more out of a briefing. "That is our credo." When BMW wanted a DIN A5 Christmas card, the agency turned it into a successful viral - the fastest Christmas card painted on the passenger seat of a BMW M5 speeding around the race track. This was followed a year later by the fastest Christmas song featuring an a cappella group that audibly struggles to hit the right note during the high-speed drive. Draftfcb also creatively implemented the briefing of the Rigiblick Theater for an annual report. The balance sheet was rewritten and staged as a stage play, and the annual report was distributed at the end in the format of a Reclam booklet. The fact that Draftfcb is moving forward creatively has been noted in the industry. The Theater Rigiblick annual report won a silver Cannes Lion and the Art Directors Club awarded it a gold cube and two bronze awards.

Draftfcb took home a bronze Lion from Cannes for the fastest Christmas song. Harder's nomination as Advertiser of the Year is not least an expression of her increased visibility. A surprise - and an honor - for the agency boss. "The nomination is recognition of my consistently good work in Swiss advertising. Staying at the forefront for so long - in a hectic business like advertising, where being young and successful counts above all else - is not something that can be taken for granted." After many years in the business, Harder knows how the cart runs. Nevertheless, she never gets bored. Routine is non-existent in her job. She likes that. On the other hand, she criticizes the fact that volatility has generally increased due to the tough price pressure in the industry: "I would like to see ideas and intellectual property valued more again." It is not unusual for pressure on margins to be passed on to suppliers. "But what we don't like is that we are being put in the same supplier drawer as a screw manufacturer.

Purchasing creative ideas is treated the same as buying two tons of paper. That is absurd. Creative ideas that bring added value to the client must be fairly rewarded. In fact, agencies should simply reject projects that are not properly remunerated," says Harder. However, as Managing Director, she knows only too well that this is easier said than done. The competition from home and abroad never sleeps. And wages have to be paid at the end of the month. Harder has set the goals for Draftfcb: "We want to keep up with the best creative agencies." As an agency that has distinguished itself with excellent car advertising, Draftfcb is recommended for further orders in this sector. "We are ready for new car clients," says Harder. There are also plans for a change of location. When the lease expires next year, the agency definitely wants to move to the city center. Personally, her recovery is currently a priority. The plan is for Harder to play a tennis match or two again in the summer. Immediately afterwards, she will have surgery on her other Achilles tendon. Just in time to be ready for the ski season. Isabel Imper

In a nutshell
Cornelia Harder has been managing the business of Draftfcb/Lowe Group since June 2008. During her career, the trained advertising manager has worked for both clients and agencies. She was responsible for marketing communications at the umbrella organization of Swiss milk producers (SMP) and is regarded as the midwife of the advertising dairy cow Lovely. In 1995, Harder crossed the Röstigraben to join Publicis in Lausanne, where she looked after national clients such as Nestlé, L'Oréal and Swiss Lotto. After six years, she was appointed Managing Director of Publicis Zurich. During this time, Harder was also active in the industry associations BSW Leading Swiss Agencies as president and board member as well as on the board of SW Schweizer Werbung.