As part of the collaboration, Dreifive has been managing the Instagram and Facebook social media channels since fall 2022. Further channels are also being planned. The different target groups are to be picked up with a fresh and modern social media presence.

In addition to the development of a new and channel-specific content strategy, the visual appearance was constantly optimized, a full-funnel social advertising strategy was developed and the aspect of storytelling was used with the help of creative assets.

In general, the modern and fresh look on social media plays an important role in reflecting Fust's comprehensive product range. In addition, the mission in terms of competence, service, and delighting existing and new customers is brought to the fore, with a focus on addressing a younger target group.

"Together, we will continue to expand Fust's positioning in the social media channels and are very pleased to be able to accompany Fust strategically, creatively and with a full-funnel approach.

Responsible at Dipl. Ing. Fust: Emire Mustafa (E-commerce Manager), Melanie Benz (Content Manager E-commerce), Stefan Bischof (Webshop Manager). Responsible at Dreifive: Cheryl Schlatter (Teamlead Social Media Consultant), Viviane Widmer (Social Media Consultant), Flavia Hagen (Senior Social Media Consultant), Max Müller (Junior Digital Designer), Montserrat Urbiola Diaz (Art Director), Sandro Kohler (Teamlead Art Director Motion & Picture), Marleen Albert (Head of Social Media), Jolanda Kessler (Head of Digital Advertising).

According to the company, this growth was driven firstly by the retail division, which benefited from the fact that retailers were shifting more of their advertising activities to digital, particularly for offers and brochures, in view of the sharp rise in energy costs and paper prices. On the other hand, the company was also able to further expand its business with customers from the FMCG market, which is characterized by considerably reduced advertising budgets. With over three million monthly active users in the DACH region, Bring! Labs also increased its active user base again in 2022.

Significant growth in advertising business

Bring! Labs said that the expansion of the advertising business had made a significant contribution to revenue growth. With precisely targeted formats such as native ads in the apps and digital brochures, it was possible to significantly increase sales to existing customers.

Customers include branded goods companies such as Danone, Dr. Oetker, Red Bull, Jacobs Douwe Egberts and Heineken, as well as retailers such as Edeka, Migros, Lidl, Media Markt and Bauhaus. In addition, Bring! Labs was able to win a number of new customers such as Unilever, Coca-Cola, Bayer, the Alois Müller dairy, Netto Marken-Discount, Penny and Fnac.

"Inflation and the uncertain economic climate are increasing pressure on consumers to save, and on manufacturers and retailers to reduce costs and increase efficiencies," said Marco Cerqui, CEO of Bring! Labs. "The fact that Bring! Labs has managed to achieve significant revenue growth in this climate demonstrates that our apps and advertising platform provide the right offers to businesses and user:ins alike, even in challenging times. Digital offer communication offers cost efficiency, for example in the face of rapidly rising paper prices, target accuracy and user-friendliness. This type of marketing and customer approach meets the needs of both groups. We are convinced that contextual and native advertising will play a central role in both offer communication for retailers and product and brand communication for FMCG manufacturers in the coming years."

Further development planned for advertisers and users

In 2023, Bring! Labs plans to further expand the two apps into personalized shopping companions for consumers and a comprehensive platform for digital offer and brand communication for advertisers. More personalization options in the Bring! app will offer retailers and brands additional opportunities to target consumers even more precisely. A complete redesign of the Profital app is also planned, which should significantly improve the user experience and enable advertisers to target consumers more precisely. This personalization in both apps should enable users to prepare for their purchases even better and more efficiently.

Further growth through restructuring

In order to achieve its goals, the company, which has sites in Zurich, Basel and Berlin, intends to grow further and continuously optimize its structures. Already in 2022, Bring! Labs was already able to increase the number of employees by 35 percent to more than 60 in 2022 - and this development is set to continue in 2023, with a particular focus on the Berlin site, which is to be significantly strengthened and expanded in 2023.

Another important aspect of enabling further growth is the adaptation of corporate structures. The company has reorganized itself and, among other things, formed dedicated product and sales teams for retail and FMCG in order to be able to offer customers from these sectors even more tailored and comprehensive advertising portfolios.

Responsibility for the Commercial Department now lies with Raphael Thommen, Chief Commercial Officer of Bring! Labs: "With the restructuring, we will be able to focus even more consistently on our two core industries, retail and brand manufacturers, in the DACH region and offer our customers an even better and more holistic service.

Advertisingweek.chAlexander Haldemann, a month and a half ago, Publicis Groupe presented the "Working With Cancer" initiative at the World Economic Forum in Davos - and announced its immediate implementation. What exactly is the initiative about?

Dr. Alexander Haldemann: Fifty percent of all people will receive a cancer diagnosis at some point in their lives. And again, fifty percent of those with cancer are afraid to share their diagnosis with their employer. These are frightening numbers. The "Working With Cancer" initiative aims to destigmatize the issue of cancer in the workplace and at the same time provide concrete support for those affected in their everyday lives. In Davos, we launched a cross-sector coalition in which companies from all over the world pledge to create the most open, supportive and health-promoting work culture possible for their employees.

The global CEO of Publicis Groupe, Arthur Sadoun, has a very personal connection to Working With Cancer. Last year, he made his own cancer illness public. How did you experience that as the head of Publicis Switzerland?     

Arthur Sadoun was enormously open not only with our leadership team, but with all employees and also with the public. We were informed very early and very transparently by him, and in a really personal way. I have a lot of respect for that. For a global, listed company, that is extraordinary. But it is clear that while it may have been challenging for Arthur to talk about his illness, it is probably much more difficult for employees in other positions. How do superiors and colleagues react? What does this mean for my development prospects? And what are the financial consequences for me and my family? And this is exactly where the protection concept of "Working With Cancer" comes in.

In concrete terms, this means that Publicis Groupe guarantees one year's salary continuation in the event of a serious illness.         

Correct. Because in Switzerland, daily allowance insurance usually takes effect in the event of prolonged illness, this may not sound all that spectacular at first. But take a look at the USA, for example. Millions of employees there are not entitled to a single day of sick leave! These are people who simply don't get paid if they can't show up for work. It's not surprising that they then often feel compelled to conceal illnesses. This has to stop.

Although the initiative is called "Working With Cancer," it explicitly includes other diseases.

Yes. Within Publicis Groupe, we will open up the program to employees with comparably serious illnesses.

Which companies have already joined?

We were able to attract major global companies such as Adobe, Disney, Google, LVMH, McDonald's, Meta and Nestlé to the initiative at the start. But there are still many more in the process. They decide individually which concrete measures they will take to protect their employees, but by joining the initiative, they show their willingness to send a strong signal for change. "Working With Cancer" thus reaches not only the 80,000 employees of Publicis Groupe, but many millions of people in almost every country in the world. And you said it yourself at the beginning: the whole thing was only introduced in mid-January. A really nice success!

The initiative is supported by a campaign. What goal are you pursuing with this?

Our goal is to destigmatize cancer in the workplace. The campaign "Work/Life" is designed to wake people up and show what cancer patients go through when they hide their illness in their working environment. To do this, with the generous support of our partners, we have a media budget of $100 million - and we created a wide range of advertising assets that were even played at the US Super Bowl. I find the main film, the centerpiece of the campaign, which you can watch on YouTube, particularly touching. Of course, in addition to the broad communication, there is also the personal, concrete dimension. And this is crucial.

What exactly do you mean by that?

If we want to permanently destigmatize serious illnesses in the professional environment, the motto "walk the talk" ultimately applies. Let's assume that someone comes to me one day before a big pitch and says: "Alex, I can't be there tomorrow, something has happened in my family," or "I have to go to the doctor, I'm not feeling well" ... then it ultimately becomes clear whether "Working With Cancer" is more than just lip service. If I in my role - and this is equally true for all other responsible people in our agency group - cannot credibly convey that this is really okay, then even the most well-meaning initiative will fail. Our colleagues are people, not machines. No matter how great the economic pressure may be - how supposedly urgent a deadline. Individual health and that of the family are more important. Categorically.

Even if it's not always easy for managers to block out the business side of things?     

Probably no one who is honest would deny that. In a case like the example described above, emotions are always involved: "So now person X is missing tomorrow; what if we don't win the pitch then?" I certainly also get a queasy feeling when I know that a team is already severely challenged - and then someone else drops out. But I have to have the ability to step out of the situation mentally for a moment and abstract from my emotions. I have to ask myself: "What is this all about? actually?" And then we come back to "walk the talk." Actually A person is telling me that he or his loved ones are in a bad way. And I have to find a solution to support this person. If such a culture prevails - at the risk of sounding very idealistic - then companies can become a "safe space. A place where everyone feels comfortable; everyone gives their best. Precisely because they know: People don't just want me here when I'm doing well - they also support me when that's not the case.

The commitment of Publicis Groupe

1. We will secure the job, salary level and benefits of all Publicis Groupe employees diagnosed with cancer* for at least one year so they can focus on their health treatment as a priority.
2. All Publicis Groupe employees suffering from cancer* receive individualized career support when they return to work.
3. All affected Publicis Groupe employees have access to an internal community of volunteers (peers) through the Marcel platform, who are properly trained to provide support.
4. All Publicis Groupe employees who care for a sick person in their immediate family receive individualized personal and professional support to manage the flexibility and time management they need to maintain their energy at work and as a caregiver.

*Cancer: Publicis Groupe's commitment applies to employees suffering from all forms of cancer and other chronic diseases and serious illnesses requiring specialized medical care as defined by the country in which they live.

The program includes the use of language models developed by Google. In addition, the Internet company offers the "MakerSuite" development environment, which allows users to build their own AI applications.

With its AI initiative, Google is countering a push by Microsoft. The world's largest software company, which has been left behind by Google in important business areas such as online advertising and Internet search, is trying to replace traditional Google search with queries to an AI system with the help of the Californian start-up OpenAI. For this purpose, the AI technology GPT was integrated into the Microsoft search Bing as well as into the web browser Bing. Integration into Microsoft's Office products is also expected.

News from Microsoft

Google's current product initiative preempts another announcement from Microsoft, which is expected this Thursday. Andreas Braun, Microsoft's chief technology officer in Germany, had said at an info event last week that his company would then introduce the new GPT-4 version. "There we have multimodal models that will offer completely different possibilities - for example, videos," Braun said. Support for different languages is also to be improved.

The early Google counter is aimed on the one hand at companies, but also at private users. In a presentation, the head of Google Cloud, Thomas Kurian, used the example of the fictitious furniture company Cymbal to show how commercial users can benefit from Google AI. Here, AI applications could be combined with the company's data, for example, with the furniture store's product catalog and the new offerings of the spring collection. This could automate not only the updating of the website. The AI could also take over applications such as a consultation chat for customers, in which, for example, a sensible combination of different pieces of furniture is discussed.

No prices

Kurian emphasized that data protection is strictly guaranteed when integrating sensitive data from companies. Customers could use encryption methods with their own key, so that Google itself would not have access to the data. The customer data would also not be mixed with the data pool for public Google search.

The Google initiative also includes so-called generative AI, i.e. the generation of content with the help of artificial intelligence. The most prominent example of generative AI is OpenAI's text robot ChatGPT. Google's text robot is called "Bart", but unlike ChatGPT, it is not yet available to the general public.

In the future, Google will make corresponding functions available to its customers who use the "Google Workplace" office suite. This will allow, for example, longer e-mail exchanges to be summarized at the push of a button or the results to be transferred into a presentation. The scope and tonality can be changed in the process.

Google did not yet name prices for the AI interfaces and development kits on Tuesday. These are to be published at a later date. (SDA)

As of April 1, 2023, Gebäudetechnik Medien will take over CH Media's technical magazines HK Building Technology, ET Electrical Engineering and Planner installer. The owner of Gebäudetechnik Medien is Fabio Schoch, co-owner of Creative Media. The company in turn provides services for numerous magazines such as Beiepisl the Car Illustrated Services in marketing and subscription management.

Synergies thanks to existing magazine portfolio

"HK Building Technology, ET Electrical Engineering and Planner installer are the leading trade magazines in their respective niches," says Fabio Schoch. "I am very pleased to be able to take over these titles and develop them further together with the team. Thanks to the many magazines that Creative Media serves as a marketer and subscription service provider, I see numerous synergies that we will actively exploit."

Gebäudetechnik Medien will maintain the proven content concept and develop it further in terms of quality. All the staff concerned will be retained and the publisher will also maintain its long-standing cooperation with the authors. In this way, the expert audience will continue to be served with proven know-how.

The parties have agreed not to disclose the purchase price.

Emil Frey customers can not only buy or lease their new car, with the "Move" car subscription they can also subscribe to it. In this way, the car can be adapted to the respective life situation or current need. At Emil Frey, this is called "Abomobilität. However, this offer is still too little known. A comprehensive campaign, particularly in digital media and at the POS, is intended to change this and increase awareness of and interest in Emil Frey Move.

There are various reasons for choosing the car subscription. These differ according to target groups, but also according to season or experience. The campaign should address as many of these target groups as possible with their wishes for Abomobilität.

Emil Frey Digital has implemented this variety of subjects for Move by means of a text campaign. The short and crisp content is implemented in a typography that corresponds to the message, which is intended to provide additional emotionalization.

The campaign will be deployed from April 2023, primarily via target-group-specific digital channels, but also at Emil Frey dealers and via e-newsletters and invoice inserts.

Responsible at Emil Frey Move: Patrick von Bachellé (Head of Subscription/New Business). Responsible at Emil Frey Digital: Guillaume Borell (CD), Gian Maurizio (AD), Marcel Elsener (text/concept), Fernando Gort (consulting).

In addition, about 5,000 open positions will no longer be filled, Zuckerberg announced Tuesday. The cuts will continue over the coming months, he wrote in an email to employees. In November, Meta had already cut 11,000 jobs (Werbewoche.ch reported). At that time, that was around 13 percent of the workforce.

In recent months, following Meta's lead, other online giants such as Amazon, Google and Microsoft thousands of jobs - after they had hired new employees on a large scale during the boom for their business in the Corona pandemic.

The Facebook Group is now the first of them to resort to a second major round of layoffs. Zuckerberg had proclaimed 2023 the "Year of Efficiency.

Massive expansion of personnel in pandemic

In the pandemic, many small businesses booked ads on Facebook to boost their business. Meta was earning well and also hiring heavily. By the end of 2019, the group had 45,000 employees, up from more than 87,000 at the time of the November 2022 job cuts.

Zuckerberg acknowledged in the email to employees published Tuesday that such upheavals create "uncertainty and stress" in a company. He said he hopes to implement the changes as quickly as possible so that this period of uncertainty can be put behind them as soon as possible.

In the coming months, managers will present reorganization plans, Zuckerberg wrote about the further schedule. The goal is to make the hierarchies flatter, to discontinue low-priority projects and to slow down the pace of new hires.

Layoffs in the technology sector

Layoffs are to be announced in April in the technology area and in May on the business side. Jobs are also to be cut internationally.

The Financial Times wrote Tuesday that the next round of layoffs is expected to affect the policy, marketing and communications departments more than others.

Meta is feeling the pinch from advertisers who are watching their money more closely. Also, the app Tiktok is a strong rival in the battle for advertising dollars - and Apple's privacy measures on the iPhone made ads on Facebook less effective.

Many billions for the metaverse

At the same time, Zuckerberg is investing many billions in the development of virtual "metaverse" worlds. Last year alone, the corresponding Reality Labs division posted an operating loss of a good $13.7 billion.

Already on Tuesday night, Meta announced that after the former hype around digital collectibles, Facebook and Instagram will now discontinue the features around the so-called NFTs again.

The step is part of the ongoing focus on priorities, wrote the responsible manager Stephane Kasriel on Twitter. Among other things, the option to share NFTs via Instagram and Facebook will be eliminated in the coming weeks, a spokesperson explained to the technology blog The Verge. (SDA)

After four years in Sydney, Livio Götz, a tourism expert from Graubünden, will be the new head of the Gulf States market at ST. Götz holds a bachelor's degree in tourism from the University of Applied Sciences Graubünden and has already been working for the tourism organization since 2015, at that time as Head of the Switzerland Convention & Incentive Bureau (SCIB) at ST in London. Götz was also previously active in the MICE sector as Manager Sales & Marketing at Lucerne Tourism.

Livio Götz will take up his new position in Dubai at the beginning of July 2023, where he will manage five people and succeed Matthias Albrecht, new Market Manager "Nordics" at ST. In Sydney, Götz's tasks centered on overcoming the massive pandemic measures, which - among other things with a hybrid "Switzerland Travel Experience" as a highlight - had been thoroughly successful.

With 821,000 hotel room nights last year, the Gulf States market again came close to its position among the top 10 foreign markets for Swiss tourism from 2019. With an average daily expenditure of 430 Swiss francs per person, tourists from the Gulf region also have the highest purchasing power for Swiss tourism, according to Tourismus Monitor Schweiz. ST still sees great potential for this market, which is why the Gulf states have recently been reclassified as a priority market. The expectations of the new market manager are correspondingly high.

"With his broad and longstanding international experience, Livio Götz is the right man for this priority market," said Simon Bosshart, Head of Markets East at ST. "I am delighted to hand over our Dubai office into the capable hands of this Grisons-based tourism and marketing expert."

A regular feature of the ADC Awards and its June awards night and party is an annual publication, to be published in 2023 by Annabelle is implemented. For 85 years, the women's magazine has been devoted not only to the finer things in life, but also analyzes socio-political issues and presents exciting personalities and their visions.

ADC Switzerland wants to build on this and will realize a special creative issue under the name "ADC Annabelle", which will focus on women. "Creativity, quality and equality, these are core themes of Annabelle - and the ADC. A perfect match, then! It is a great honor for us to be able to publish the annual publication of this renowned club," says Annabelle-Editor-in-Chief Barbara Loop.

The project is headed by ADC editor-in-chief Sherin Kneifl, who will realize the magazine in close cooperation with the editorial team and the publisher as well as numerous authors from inside and outside the communications industry.

The first 500 copies of "ADC Annabelle" will be distributed hot off the press to guests from the communications industry on the evening of the ADC Awards Night and Party, which will take place on June 10, 2023. A further 6,000 copies will be sent to the trade journal Personal enclosed and sent to the members of ADC Switzerland and ADC of Europe.

The X Index is a proprietary research tool that identifies the most important factors of a customer experience and makes them measurable. For the global study, 54,000 people worldwide were surveyed to assess the CX performance of 500 well-known brands from the e-commerce, insurance, travel, hospitality, beauty, health, retail and specialty retail, banking, fashion, sports, finance, telecommunications, home, and leisure and entertainment sectors.

Using 24 evaluation aspects that include emotional, functional, personal, and collective factors, the full range of the customer journey was examined to measure what creates a compelling customer experience.

The study examined the customer experiences of so-called "bricks and clicks" brands - companies that operate brick-and-mortar stores in addition to their online business - and of pure Internet companies, the "pure players. The X Index also included a scorecard on which the respondents rated how well the brands fulfill the various touchpoints with customers throughout the entire customer journey - from social media to customer service.

When is the CX convincing - and when is it not?

Whereas in Italy (47%) and France (45%), for example, it is primarily the functional aspects of the customer experience that are decisive, in Germany it is the emotional criteria (48%) that are decisive in determining whether an experience is rated as good. Emotional criteria such as a stand-out, entertaining experience with the product itself or innovative and surprising touchpoints along the customer journey. The brands that perform well in Germany, such as Apple or Adidas, are also characterized by the fact that they focus on their customers across all touchpoints (7.3 out of 10), for example through a customer-centric design, a reliable customer care offering, or the appreciative handling of customer feedback.

Another factor that makes brands stand out is the provision of efficiency-enhancing functions that save customers time (7.3 out of 10) or make it easier to find the right product or the right answer (7.5 out of 10). Among the top-rated brands with the highest recommendation rate are predominantly "pure players" such as PayPal, Airbnb or Booking.com.

This contrasts with failures on the part of almost exclusively "bricks & clicks" companies: According to the study results, it is the retail companies, as well as banks and telecommunications service providers, that have so far offered inadequate CX performance. The hallmarks of this performance are that customers are left out in the cold due to a lack of feedback systems or loyalty programs, for example, and a lack of inspiration in the form of relevant recommendations, helpful tips and innovative experiences. Particularly in the retail sector, there are significant deductions when it comes to offering a community feeling or promoting loyalty through a reward system.

CX in turbulent times

The study shows that consumers are not very willing to compromise on their brand decisions in times of economic tension. The analysis of the study results yields three concrete recommendations for action for brands to improve their own CX for consumers.

Recommendation for action 1: Focus on efficiency and care

Especially for "pure players" and the e-commerce area of hybrids, it is important to offer an efficient experience through intuitive navigation or time-saving tools and service processes. Offline, the emphasis is on the personal and in-store experience, from which consumers expect that it is entertaining and varied, or that the spatial and personal circumstances are used for an appealing presentation. It is essential for both areas to show appreciation - by rewarding loyalty or responding to feedback. Customers want to feel seen, appreciated and respected as individuals by brands in contact.

Recommendation for action 2: Balance between personalization and privacy

In the era of algorithms, the expectation of a personalized experience in brand contact is increasing. The privacy-compliant use of data can help brands offer their customers an innovative and surprising experience, for example through inspiring recommendations and profile-based predictions or interest-based content. However, customers expect brands to unconditionally protect their personal data.

Recommendation for action 3: Community Experience through Inspiration and Attitude

Consumers want brands to inspire them to participate in a cause through their actions, and they value brands' commitment to diversity or the environment. For brands, this means making their customer experience also a community experience by showing an attitude that motivates participation and by adapting their offers and communication to the personal needs of customers.

This expectation includes ensuring accessibility for people with limitations and disabilities, both online and offline, in order to give all consumers equal access to what is on offer.

"Today's consumers expect brands to deliver a perfect experience both off and online. In an era of oversupply and service-driven algorithms, brands that want their CX to stand out must go beyond first-class service," explains Sandra Onofri, Chief Strategy Officer at Havas Germany. "It will be the brands that succeed in creating exceptional moments and interactions that recognize, understand and reward customers in their individuality that will prevail with consumers."

The Havas X Index Study was developed in 2018 in collaboration with research institute OpinionWay and serves as a global barometer for measuring and optimizing customer experiences. In 2023, Havas deployed the X Index study in ten countries - Germany, China, France, India, the UK, the US, Brazil, Turkey, Portugal and Spain - and surveyed 54,000 adults on more than 500 brands. These included well-known "bricks & clicks" (brands with brick-and-mortar stores that have undergone digital transformation) and "pure players" (online-only players) brands from a wide range of industries: from leisure and retail to transportation, technology and finance.

The free white paper on the study can be here be requested.

On the occasion of its 40th anniversary, Thouvenin is looking ahead: Scholtysik shortens the brand name from "Thouvenin Attorneys at Law" to Thouvenin and modernizes the design with active colors, stronger typeface and consistent reduction to the essentials. The aim of the refresh is to give the differentiating entrepreneurial approach of the commercial law firm a contemporary and forward-looking expression.

More impact

The shortened name Thouvenin is language-independent and is intended to better reflect international, exclusively English-language professional communication. In addition, the powerful design should generate significantly more impact in compact social media formats.

The drone shots of the Zurich metropolitan region - the most eye-catching element of Thouvenin's appearance to date - is also consistently continued in the new appearance. With the help of Google Maps, Scholtysik's designers and photographers determine real existing image compositions, find out the best time of day or night for ideal lighting conditions, and film them by drone for static and moving applications. Scholtysik had already developed the "Zurich-Birdview" image concept for Thouvenin several years ago and, according to its own statements, massively increased the perception and recognition of the firm in the industry.

Every year, 125,000 people in Switzerland are injured in their own homes because they trip, slip, fall on the stairs or fall down somewhere. Five to ten percent of falls result in serious injuries.

Anyone who thinks that it is mainly older people who fall is wrong. Accident statistics show that younger people are also frequently affected - sometimes with serious consequences. The causes are tripping hazards such as toys lying around or loose cables, wet and slippery floors, objects standing around on stairs or wobbly climbing aids. For this reason, the AAIB is now putting these and other offenders out to tender for a large-scale national manhunt. The concept of the Campaign comes from Ruf Lanz.

"Ruf Lanz presented us with several concepts that succinctly summed up the findings of our accident research. Together, the choice fell on the large-scale manhunt," explains Marianne Sterchi, campaign manager at the BFU. "With this, we're asking the population to track down and eliminate creeps in their own homes before they become your undoing."

The manhunt starts in March and will be widely distributed over three years with films on TV as well as online, radio spots, ads in popular newspapers and magazines, wanted posters and social media content.

Responsible at the AAIB: Jürg Beutler (Head of Communications, Member of the Executive Board), Franziska Hartmann (Head of Campaigns), Marianne Sterchi (Head of Campaigns). Responsible at Ruf Lanz: Markus Ruf, Danielle Knecht Lanz (Creative Direction), Mario Moosbrugger, Isabelle Hauser (Art Direction), Markus Ruf (Text), Armin Arnold (DTP), Gian Marco Juon (Consulting Management), Carlotta Biffi (Consulting), Kevin Meier (Consulting Assistance). External partners: Sebahat Film + Foto (production), Jonathan Heyer (direction, camera and photography), Peter Scherz (production design), UKO (sound design), Jingle Jungle (voice recordings), Cloudscape (postproduction), Aschmann Klauser (image editing), Mediaschneider Bern (media planning).