Werbewoche.ch: Markus Erwin, there is so much upheaval in digital marketing in general - and in customer experience management in particular - that I hardly know where to start with my questions. Let's perhaps start with the much-discussed end of third-party cookies in Switzerland, which we are facing in 2024: What does that mean for marketing and CXM?

Markus Erwin: Well, this is such an extensive topic, I could talk about it until this evening. (laughs). But I'll try to be brief. The days of just sitting back and saying, "We'll see where the journey takes us" ... those days are definitely over. The end of third-party cookies will herald a paradigm shift in digital marketing and customer experience management. Anyone who does not seriously address the issue now will hardly be able to act professionally and in a structured manner in the aforementioned areas in about a year's time. This is not an exaggeration or a dramatization - it is simply a fact. Targeting without cookies would then still work via large tech companies; but there would always be "gatekeepers" in between who want to promote and sell their own solutions.

Can you use an example to make this easier to understand?

Let's assume you are responsible for a sporting goods brand such as Nike, Adidas or Puma. You already have an enormous level of awareness and potential customers visit your online presence "on their own". But: Everything that people "do" anonymously there after the end of third-party cookies - i.e., what they search for, what they click on, where they spend their time - can no longer be used by you as a brand manager to generate campaigns across other domains. Retargeting as we know it today will then be passé. Incidentally, this is not only a problem for the companies themselves - but also for publishers who create space for automatically generated advertising in their articles. After all, on what basis will this advertising be adapted to the user's behavior if there are no more third-party cookies?

Is there a solution?

In my opinion, there are various strategies to counter the problems mentioned. First of all, most companies have to completely rethink and prioritize first party cookies - in other words, adapt the customer experience to the behavior of users in real time, as long as they are still on their own online presence. The goal must no longer be to retrieve traffic via other domains or to buy via gatekeepers, but to fall back on existing first party data. This requires agile customer experience management that keeps people voluntarily on the online presence. If customers notice that a website always personalizes itself and offers them the things they are most interested in after a few seconds, they are more likely to buy the product. Or, even without retargeting, they'll remember the experience and come back for more. That's one strategy.

What else can you do?

Partnerships will become enormously important, for example with publishers. Since the value of their advertising inventory will drop enormously with the end of third-party cookies, they have an interest in offering at least a certain degree of personalization for their clients. They have login structures for their users, so they know them. What belongs together must come together, and new advertising products must be developed that are tailored to the logged-in users.

You yourself just said that time is pressing - and that some things are not even being talked about yet. Are companies sufficiently aware of what is coming?

I believe that the awareness that a massive disruption is imminent is given. At least among those who deal with the topic of third party cookies, marketing and CXM - even if only very rudimentarily. Most companies also know "that they have to do something". But what exactly? There is often still a need for explanation. We have many conversations in which people ask us: "What software from Adobe do I need to solve this problem? I'm ready to buy that!" And then we have to answer, "You don't need our software until you redesign your entire digital customer experience management." If that doesn't happen, even the best tool is useless.

Redesigning the customer experience - This brings to mind a topic that has been making the rounds for many years. Namely, that the customer data that one already possesses should finally be properly organized, managed, and ultimately used wisely. After all, many companies are sitting on an idle "Data Treasure" ... this could now be of extraordinary importance.

I am convinced of this. Large companies, but also SMEs, have a lot of data, for example, order information, inquiries, newsletter registrations, that people have voluntarily made available to them - but it is rarely used for a holistic, centrally controlled - and above all individual - approach. For example, if you start using Adobe to organize your data - and find that it works well - you can add other campaign tools later; depending on your needs. Mailings, analytics, creative marketing solutions - the basic organized data is already there, you just need to add building blocks.

So you believe that working with platform solutions is - be it those from Adobe or from other vendors - is the key to leveraging idle data ... and thus also an effective "Antidote" for a time without third party cookies?

In the area of marketing technology, I think very highly of modular solutions. After all, who wants to pay twenty or thirty different providers for different applications and consult with each of these providers several times a year? And then these applications often can't even be combined with each other; again, you can't play out coherent and linked campaigns. That's why we recommend a continuously changeable platform adapted to individual challenges as the basis of all a company's marketing and CXM activities.

Earlier, you mentioned a certain willingness to invest on the part of potential customers with whom you have contact. Nevertheless, a new concept for the customer experience strategy and, if necessary, the implementation of a new platform solution cost a lot of time and money. Is it really worth it in the medium term?

This even pays off in the fairly short term. The return on investment is difficult to quantify directly for a project where you first sort through your customer data. You can't say, "If we clean up, it will bring us X amount of additional revenue in the next quarter." But you still have to clean up! And then also work wisely with what you have. Right data in the right channel, segmented incorrectly, will not lead to success. You will lose de facto money as a company as a result. Right data, properly channeled and segmented, but played out at the wrong time, will also mean failure and therefore loss of money. I know that - depending on the CEO's or CFO's understanding of technology - it may sometimes be difficult to justify appropriate projects. But when the machine is running, it usually becomes apparent after a very short time that sales are increasing and that data-driven marketing technology is producing a concrete ROI after all.

Can you give me examples of this as well?

Two user cases come to mind. The first is the "shopping cart abandoner," a classic: someone who has almost made a purchase decision - and then abruptly ends the process. If I understand via data what causes this person to do this and convert some of my "abandoners" into customers, I can significantly increase my sales in a very short time. Bauhaus, for example, has increased sales by using Adobe Analytics to see where customers drop off and when, and then using Adobe Target to adjust the targeting.

And the other example?

The other example takes a different perspective. Data can help me to understand which customers are currently no marketing - for example, because my MarTech platform tells me that this person has already called the hotline three times and complained. Someone like that doesn't want any advertising from me, they just want support. How many Swiss francs could be saved if every company knew who is receptive to what kind of communication.

With all the technology - will the Chief Information Officer become more important than the Chief Marketing Officer in the future?

I wouldn't subscribe to that, but: Marketers without a fundamental understanding of data will hardly rise to C-level in the corporate hierarchy in the future. While it's perfectly fine and desirable for CMOs to continue to be primarily concerned with the creative and strategic parts of advertising communications, they can't do without data-driven structures. They need to test their hypotheses; they need to see when a disproportionate number of customers drop out at some point in the process and identify why. We turn on the red lights in the engine room, so to speak, with our platform, but CMOs need to look. They don't need in-depth IT knowledge to do that. But if someone doesn't subscribe to the premise that data, its management, and its utilization are essential to the success of a campaign - then, frankly, I see black.

"TikTok's leadership is discussing the possibility of separating from Chinese parent company ByteDance to defend against accusations that it would compromise national security," it said in a Bloomberg-report. However, a sale of the subsidiary, which could lead to an outright sale or an initial public offering of securities, is seen as a "last resort."

"Whether or not the sale actually happens depends on whether or not the national security commissioners in various countries sign off on the portal's existing practices," the experts said. However, they also stress that TikTok bosses probably could not decide on the implementation of such spin-off plans all by themselves. It is much more likely, they say, that the Chinese government will take the helm on this matter itself. "It would have to approve the sale. Given their previous statements on the subject, they might refuse to do so," the assessment said.

Pressure from the White House

As early as 2020, during the term of office of former US President Donald Trump, fears were voiced that TikTok could be used by China specifically to manipulate public opinion in other countries or to act as a spying tool. At that time, too, pressure was increased on the portal operators to sell their own app to new US owners. But under the new President Joe Biden, these plans were dropped again. In view of the recent tensions between the two superpowers, the White House is now switching back to the old line. (pte/swi)

The footage for the films about the professional athletes was shot in three night shoots at different sports facilities in St.Gallen, Zurich and Sursee. As is usual when working with professional athletes, time pressure was a constant companion. However, the sports facilities themselves were the scheduling factor, as they could only be used for the respective shoot late in the evening.

"With the project for Coop Rechtsschutz, we already had a clear idea of what the result should look like in the concept phase. Despite the limited time frame, we set the bar for implementation very high," says Noëmi Krüsi, summarizing the challenges of the shoot, which she directed.

In addition to many beads of sweat, the motivation and enthusiasm of the athletes for their respective disciplines are in the foreground. Swiss boulderer Petra Klingler was filmed on the climbing wall - by Sara Maag, a camerawoman with a head for heights, from the lifting platform. Triathlete Simon Westermann was filmed from a rubber dinghy during swim training in the indoor pool. And for the film about fencer Nick Hatz, the Saalsporthalle in Zurich was completely befogged.

The result is three coherent sujets of shadows, silhouettes, backlit and close-up shots.

Responsible at Coop Rechtsschutz: Petra Huser, Martina Frey (Corporate Communications). Responsible at Maybaum Film: Daniel Neuhaus; Noëmi Krüsi (director); Sara Maag (camera & editing); Simona De Roni (camera assistance); Tim Zumstein (sound design/mastering).

The Gfm speakers presented the latest marketing trends to around 300 guests at the Aura Zurich on Tuesday. Dominique von Matt, president of Gfm, appealed to the audience's willingness to take risks: "We have to act consistently according to the motto 'think big, start small, learn fast and fail cheap'." Courage, he said, is imperative for innovative strength and competitiveness. Sonja Mechling, CEO of Kaiser + Kraft: "Many of the use cases probably won't work - so what?"

But Swiss companies are hesitant about digital transformation and wait instead of exploiting new potential. "Technology develops quickly, but our brains do not," says Anne Scherer from the University of Zurich. Speed is crucial when it comes to exponential developments.

"At the Trend Conference 2023, the aim was to show participants how they can successfully navigate through this transformation," explains Gfm Managing Director Jean-Marc Grand. The presentations of the experts showed in a practical way how companies can profit from digitalization.

Social presence as a killer app

In the Metaverse, people can meet, experience something together and help shape it. Here, interpersonal closeness is created again, which has been lost in the meantime due to technologies. According to Prof. Dr. Thorsten Hennig-Thurau from the University of Münster, social presence will help Web 3.0 and virtual worlds achieve a breakthrough.

"Thanks to data and AI, we are getting to know our target groups better again. This allows us to tailor offers to them and personalize interactions," says Laura Meyer, CEO of Hotelplan. Online communication can become more humanized again. "The key here is to try things out early without spending a lot of money," Meyer is convinced - especially when the industry has been hit hard by disruption.

New opportunities for effective and efficient marketing

Content is consumed differently today on various levels than it was a few years ago. At the conference, Mirco Hecker from TikTok will show how the video platform redefined moving images.

Algorithms calculate the interests of users and play out content in a more targeted manner. Artificial intelligence and machine learning enable very personal messages. The impact of advertising is massively increased by individualization.

In addition, processes can be accelerated through the proper use of tools like ChatGPT. "You will not be replaced by an AI. But you will be replaced by a human using it," Anne Scherer quoted a Twitter post.

Think big, start small, learn fast

Digital transformation and technological progress do not serve as a substitute for human know-how, personal proximity and human resources. Instead of dreaming up sci-fi scenarios, the task is to embrace these new tools, use them to simplify daily activities, and thereby create added value.

Despite all the prophecies of doom, print advertising is still one of the most important forms of advertising in Switzerland. And print media continue to impress with strong characteristics: people believe and trust them because they actively select, buy or subscribe to them.

National daily newspapers provide a reliable panoramic view of world events on a daily basis, specialist media offer sound expertise, and regional media are fixed points and mouthpieces for the people in their region.

Advertising customers benefit from this strength - no other medium attracts the full attention of readers as undividedly and intensively as a printed publication. Advertising in print media is perceived positively and is also perceived as credible and informative. The credibility of journalistic content helps advertising to gain strong acceptance. The special contact experience that print offers is an important success factor and a fundamental part of the effectiveness of printed media. There is also the fact that over 87 percent of the population still read a print product every day, which also guarantees reach.

In order to substantiate these benefits, the Swiss Publishers Association VSM has prepared facts and arguments about the effectiveness of print media in a campaign aimed at the relevant stakeholder groups in the media and advertising industry. In this way, the VSM is continuing the "Print wirkt" campaign already carried out in the past in collaboration with the Klar.agency agency with new elements and advertising materials.

The relaunch of the Campaign takes place on Wednesday with a special newspaper. In addition, advertisements and digital advertising media will be used.

Responsible at the Swiss Media Publishers Association: Stefan Wabel (Management), Martin Voigt (Campaign Project Management), Angelica Muritu (Communications). Responsible at Klar.agency: Christian Dietrich, Peter Trüb, Lionel Büttner, Hanna Zimmermann, Michael Zürcher, Adrienne Boldog. Scientific and content support: Roger Lang (Wemf); Ammann, Brunner & Krobath.

In 2021, the media company headquartered in Aarau had still been able to increase its profit to 34.8 million Swiss francs. Despite a difficult environment, it was able to "generate a good operating performance" in 2022, CH Media announced on Wednesday. Sales increased by 3.5 percent to 430.2 million francs, while earnings before interest and taxes (Ebit) amounted to 25.2 million francs.

The number of digital subscriptions to pay newspapers continued to grow, but not at the same pace as in the previous year. Since the end of October, the Thurgau Newspaper, the Appenzeller newspaper, the Zug Newspaper, the Nidwald newspaper, the Obwaldner Newspaper and the Uri Newspaper own web presences and mobile apps. The Switzerland at the weekend has been able to increase its readership and is now "the most widely read newspaper in German-speaking Switzerland, with almost one million readers.

Advertising revenues were slightly above the level of the previous year for printed newspapers and increased further for online editions. The Entertainment unit grew through a strategic partnership with Sunrise in the TV and streaming market. In addition, the radio stations Central, Sunshine and Eviva were acquired and Flashback FM and the news portals ZüriToday and BärnToday were newly launched. In the printing sector, cooperation between the Aarau, St. Gallen-Winkeln and Derendingen sites was intensified.

Difficult year expected in 2023

CH Media was created in the fall of 2018 as a joint venture of the NZZ Media Group and AZ Medien (Werbewoche.ch reported). In the outlook, the company expects "a difficult 2023 across the industry" due to above-average energy and paper prices as well as ongoing economic and political uncertainties. The implementation of the CH Media 2025" strategy continues to progress according to plan, it said. The company intends to press ahead with the digitization of its paid newspapers and the expansion of its entertainment business. (SDA)

CTC Analytics is an internationally active Swiss technology company in laboratory automation with around 95 employees. CTC Analytics differentiates itself on the job market through its corporate culture. A special role is played by the open and constructive handling of errors. The new corporate film, with which CTC Analytics primarily addresses potential employees, takes up this theme with a wink.

Seed developed and realized the film in close cooperation with CTC Analytics. The film was directed by Janos Menberg. The film will be used on the website, social media, and as part of presentations and events.

Responsible at CTC Analytics: Nicole Schmutz, Brigitte Stebler, Volkan Coskun, Beat Lüthi, Heiner Scherrer. Responsible at Seed Audio-Visual Communication: Janos Menberg (script, direction, editing), Jonas Steinbacher (camera), Bastian Hertel (production management), Simon Hardegger (color grading), Martin Stäheli (sound design, sound mixing), Bettina Frymerman (production management), Felix Courvoisier (producer).

What does the Swiss film industry actually mean by a self-determined life? And how does it feel to tell personal stories in front of a running camera? Tings got to the bottom of these and other questions for Swiss Life, and has been covering the film festival on the social media channels Instagram and Facebook accompanied by Swiss Life.

With a diversity of short videos, Tings put filmmakers in the spotlight in Solothurn and asked the audience about their self-determined lives as well as their financial confidence. In addition, the presentation of the coveted audience award "Prix Du Public" was brought to life through content features on social media.

"For us, it is a project close to our hearts to be able to accompany Swiss Life's film theme and partnerships on social networks. As a creative agency that produces countless video contents, this is thematically the optimal creative interface for us," says realizer Janine Hammer from Tings.

Agency owner and Managing Director Hera Zimmermann, who previously portrayed Swiss filmmakers abroad as a producer at SRF, also has many years of experience with Swiss film promotion: "The learnings from the many editions at the Zurich Film Festival, for which I was jointly responsible, and our campaign expertise resulted in a perfect synergy between Swiss Life's social media community and the strong Swiss film industry."

Responsible at Swiss Life: Sponsoring & Events Team, Online Marketing Team. Responsible at Tings: Sibylle Roth (project manager), Janine Hammer (on-site realizer), Hera Zimmermann (supervisor), Arzije Asani (camera), Chiara Temmel (camera), Andy Brunner (camera).

The growth came from the digital market, as the NZZ writes in its press release. Thus, 12.5 percent subscribers to digital products were added. Overall, the number of subscribers increased by just two percent.

The growth of the digital advertising specialist "Audienzz" and the result from the investment in CH Media also had a positive impact. Compared to the previous year, NZZ was again able to benefit from the event business.

In the advertising market, the result of 77.3 million Swiss francs in sales was at a similar level to 2021. Here, too, revenues declined in print and increased in digital. The NZZ now generates significantly more revenue in the digital space than in the traditional newspaper sector, according to the statement.

Change at the top

The result will also be felt by the shareholders. NZZ will pay out dividends of 200 francs. In addition, there will be a special dividend of 400 francs due to the reorganization of the shareholding structure at CH Media.

At the Annual General Meeting in April, there will be a change at the top. Etienne Jornod, Chairman of the Board of Directors, will step down and be succeeded by Isabelle Welton. Florian Harms and Thomas Meyer have also been proposed for the Board of Directors. They are to succeed Welton and Bernd Kudrun. (SDA)

The last time "The Global DEI Census" was conducted was in 2021 and had revealed valuable insights. Therefore, this survey is now being repeated under the leadership of the advertiser umbrella organization World Federation of Advertisers WFA. Other partners include Cannes Lions, Effie Worldwide, Advertising Week, Campaign Magazine, Adweek, and several global brands and agency groups.

In Switzerland, the Swiss Advertisers Association SWA is the implementing partner and will later share the results with its members and the market. The first publication of the results will take place at Cannes Lions in June 2023 by the WFA.

The entire marketing and advertising industry is surveyed, i.e. customers, agencies, marketers, media and everyone who feels connected to this industry.

The survey takes about 15 minutes and is designed to help determine the status regarding diversity, equality and inclusion for each country. In this way, the study aims to answer the question of how the industry is doing and where there is still room for improvement. Particularly in times of a shortage of skilled workers, this is an important aspect if the industry is not to be sidelined.

"The Global DEI Census" will take place simultaneously worldwide from March 15 to April 15, 2023 and can be answered in German, French, English and other languages. For the Swiss German version you can click on "Deutsch CH" on the start page.

More information about "The Global DIE Cenus 2023" is available at Wfanet.org.

Jung von Matt Tech develops the new website of the Dermatology Clinic Zurich DKZ and sharpens it in line with the evolving brand. The clinic's brand identity, refreshed by Jung von Matt Brand Identity, is designed to convey aesthetic precision and elegance. These elements also underpin the newly launched website.

In the course of three shootings and one video shoot, image images and new headers were created that pick up on the new brand design and convey the clinic's bundled expertise. Together with the intro animation, the elements give the DKZ brand a stage and provide an attractive introduction to the website. Accordingly, the introduction is also at the center of the new appearance. The CMS, which was specifically developed for the website, allows for an uncomplicated expansion of the web presence at any time.

Each website is unique

At the heart of the DKZ brand is the belief and knowledge that every skin is unique. Following the same principle, Jung von Matt Tech's Expert:innen implemented an individualized solution completely tailored to DKZ's needs. The individuality and diversity of human skin was the basis for the redesign of the website. Aesthetics, precision, skin tones and the medical light blue determine the appearance.

In order to make the services more accessible to users and to improve the dialog with patients, the website was restructured. Short facts, FAQs and concise texts give interested parties a quick overview of the treatment options and communicate the clinic's professionalism and expertise. A dashboard also gives DKZ the opportunity to track the performance of the website.

Responsible at DKZ: Stephan M. Michel (CEO/CFO), Sandra Béchir-Diolaiuti (Chief Operating Officer), Piotr J. Michel-Dziunycz, MD (Chief Medical Officer). Responsible at Jung von Matt Tech: Emmanuel Denier (Screen Design), Mergime Raci (User Experience), Manuel Meister (Frontend Lead), Stefanie Pfeffer, Maya Bornschein (Project Management), Stefan Bruggmann (Managing Director, Development Lead), Michelle Scholz (Managing Director, Creation & Experience). Responsible at Jung von Matt Brand Identity: Christina Widmann (Creative Direction), Hannah Andresen (Design), Diana Geissel (Consulting), Dr. Thomas Deigendesch (Strategy).

On "Planethomy," stories are told about the brand's sustainable enjoyment initiatives and progress in sustainability. The first two stories on sustainable topics were launched at the start of the platform.

On the subject of food waste, Thomy has a tube key that helps you get the most out of your favorite sauces. Customers can order the tube key free of charge via the website. In addition, the partnership with "Too Good To Go" is being addressed as part of the fight against food waste.

On the subject of nutrition, Thomy informs about the salt reduction of many products. In total, the brand has reduced the salt content in 19 products.

The stories of "Planethomy" are told in the following ways Thomy.chThey are advertised on Thomy's social media channels and with a digital newsletter. In addition to the strategy and the development of the "Planethomy" platform, all measures were created and implemented by KSP.

Five more stories on sustainable enjoyment initiatives are to follow in 2023.

Responsible at Nestlé Suisse: Jeanne DuPasquier (Communication & eBusiness Manager Thomy), Tobias von Rohr (Head of Marketing Ambient Food). Responsible at KSP: Marie Auer (Graphics, Content Creation, Editing), Julian Riegel, Wolfram Scherer (Text), Uwe Schlupp, (Creative Direction), Claudia Imholz (Consulting), Manuela Pasanen, Bianca Jäger (DTP), Uwe Schlupp, Daniel Krieg (Strategy and Overall Responsibility).