According to the study, only 28 percent of U.S. respondents could confidently define and describe the metaverse, while 21 percent were undecided about their opinion of it. Another 21 percent said they were confused about what characterizes the metaverse or what it is.

Younger more active in virtual space

The study also found that younger people in particular are using Metaverse technologies: In the U.S., 33 percent of Gen Z respondents (born in 1995 or later) and 27 percent of Millennials (born 1981 to 1995) are active users of the virtual space. The Metaverse is not yet fully built, but is a vast space filled with experiments and technologies that enable user experiences, as "Digital Information World" writes in connection with the new study.

Online content creators are the focus of every social media app, he said. Meta, for example, is driving development with 3D avatars that can be used across all its platforms, as it in a report by Press release is called. The Metaverse concept is to replace real-life interactions in all areas of life, including the online information industry. Creator marketing plays a big role in brand success, as many have their products recommended online by content creators. With the study, Billion Dollar Boy wants to explore future options for creators and brands in relation to Metaverse. (pte)

---

Details on the study "Creator Marketing in the Metaverse Era" can be found at under this link.

At the beginning of July, Stefan Wyss took over overall responsibility for internal and external communications at Localsearch as Head of Communications. Together with the communications team, Stefan Wyss will ensure that Localsearch and its products and services are optimally represented internally and externally along the strategic roadmap. In his overarching role, he works closely with management and other central departments. As Localsearch's media spokesperson, Stefan Wyss is also the contact person for journalists.

Most recently, Wyss spent two years at SRF Swiss Radio and Television as head of the media office and company spokesman. Before that, the 47-year-old held various positions at the media company for eleven years from 2009. Among other things, he was responsible for communications and marketing consulting for the information departments of radio and television, was media spokesman for the chief editors of radio and television and, from mid-2017 until most recently, was also deputy head of SRF's media relations department, which, in addition to the media office, also includes the social media team and the internal photo agency.

Before joining SRF, Stefan Wyss worked as a journalist for Persönlich Verlags AG for five years from 2004, where he most recently headed the online editorial department of Persoenlich.com. He studied German, journalism and political science at the University of Zurich, successfully completing his studies with a master's degree in 2003.

Hebein was head of the editorial department and multimedia newsroom at Keystone-SDA from March to December 2019. Previously, he worked for many years as deputy editor-in-chief at the Austrian news agency APA.

Most recently, Hebein served as a media consultant, according to Johann Oberauer, the publisher of the trade publication, on Wednesday. (SDA)

By investing in "FinTok", Raiffeisen and Agence Trio want to attract the attention of young people on the playful platform TikTok, which is familiar to them. This is how EnjoyMediaa new medium with videos about definitions, advice, and the decoding of current topics, all related to the world of finance. At the same time, young employees of Raiffeisen, but also influencers with a high profile on TikTok, serve as mouthpieces.

Enjoy by Raiffeisen" capsule collection

The creation of a capsule collection consisting of a tote bag, a bob and a T-shirt branded "Enjoy by Raiffeisen" is the second strategic communication action to target a young audience interested in clothing trends.

The capsule collection was created together with two well-known Gen Z influencers - Leo Monferini and Liana Arnelas. To meet the ecological and ethical concerns of the young generation, the collection is certified organic and sustainable. These accessories and clothing are available to anyone who opens a youth account with Raiffeisen.

An influencing mix for greater visibility

Raiffeisen's 2022 youth campaign was accompanied by influencing activities to increase the visibility of the collection and the medium. The mobilized Influencer:innen are active not only on TikTok, but also on YouTube and Twitch.

Newly designed presence at events

After two years of pandemic without events, Raiffeisen is to meet the young generation at booths at various events in which Raiffeisen participates. For this purpose, a playful concept, where games and creativity meet in different modules, was developed and integrated into different booth sizes. With "Espace Quiz", a room is set up where people can play with different participants to answer the most absurd questions. With "Espace Creation", a space is developed where T-shirts can be created and printed with personalized designs. In addition, there are traditional photobooths where the boys can take pictures of themselves and print the photos.

This year, more than a dozen stages will host theater, dance and performance performances from all continents of the world. After two reduced editions of the festival due to Corona, the Festivals the street art and the entire catering business will return to the Landiwiese.

Paris-based illustrator Maïté Marque has translated images of productions from the festival program into her visual language, which is characterized by bold colors in sometimes unconventional combinations - colorful childhood memories of the Dominican Republic. Marque picks up on the color palettes from back then in her current work as an illustrator and graphic designer, which is evident in her distinctive style - and, of course, in this year's festival appearance.

"The subjects created by Maïté Marque are a perfect fit for Zurich's Theater Spektakel: her incredible sense of color and form, coupled with a drawing style all her own, make the illustrator's surreal work unmistakable," says art director and designer Marcus Kraft.

---

Responsible at the Zurich Theater Spektakel: Sarah Wendle, Veit Kälin, Matthias von Hartz (co-lead); Intr, Remo Bitzi & Marc Schwegler (Head of Communications); Cynthia Domfe (Marketing & Head of Campaign). Concept, art direction and design: Studio Marcus Kraft. Illustrations: Maïté Marque. Layout: Michel Fries. Web development: Highfive.

Migration, urban sprawl, dwindling green spaces. In densely populated Switzerland, sensible spatial planning is particularly important. In order to make their work tangible and to inspire experts for the topic of inner development, EspaceSuisse commissioned a film series. Maybaum Film was awarded the contract and developed and implemented the project.

In terms of content, the films have a documentary character. For example, they tell how Tinizong in Graubünden was in danger of becoming a place of transit due to migration. Or how the Vaudois municipality of Prangins developed its village center to counteract the threat of urban sprawl. "The biggest challenge was to understand the complex subject matter and to tell a round story from a great deal of important information," says Michel Frutig, producer at Maybaum Film.

The film production team visited all the locations in advance and held intensive discussions with those responsible for the project, those involved and local residents. The three films were then shot on one day each with a crew consisting of a cameraman, producer/director and camera assistant.

The films are used on Densipedia.chthe Swiss platform for inner development and densification. They are also shown at events such as seminars and conferences, as well as at introductory courses in spatial planning.

---

Responsible at EspaceSuisseEsther van der Werf (Project Manager, Expert Film Lenzburg), Heidi Haag (Expert Film Tinizong), Alain Beuret and Rémy M. Rieder (Experts Film Prangins). Development, concept and production: Maybaum Film.

With the newsletter of Tuesday, July 12, 2022, we say goodbye to the summer break. During this time, our daily newsletter will not appear. However, the editorial mailboxes will be checked regularly and the most important news will be posted on Advertisingweek.ch is switched on. The editorial office of m&k advertisingweek.ch is also available during this time.

On Monday, August 8, we will be back with our daily newsletter, delivering the latest news and interesting background information to your e-mail inbox five times a week early in the morning.

We wish you a pleasant summer and wish you many cool moments in the coming heat wave.

Your m&k Werbewoche.ch editorial team

Two years ago, Wirz and Webrepublic announced that they would pool their expertise under the name "BoB - Best of Both". This was not a formal merger, but rather a project-based cooperation to create synergies that would provide customers with "the best of both worlds": creation and communication from Wirz, digital and media expertise from Webrepublic, bundled and coordinated by managers from both organizations. The Sonntagszeitung devoted a primeur to the project at that time; at the same time, a murmur went through the Swiss communications industry: Was this just the first step toward a merger of two of the country's largest agencies? And what would that mean for the competition?

"Fast forward to a June morning in 2022 at Webrepublic's headquarters on Bederstrasse in Zurich: The formal merger has not taken place, Wirz and Webrepublic continue to exist independently - but "BoB", says the leadership team of Petra Dreyfus, Tobias Zehnder, Simone Jehle and Tobias Eisner, is running better than ever. For Advertisingweek.ch they draw up an interim balance sheet.

 

Werbewoche.ch: Two years ago, Wirz and Webrepublic launched the project "BoB - Best of Both" together. What has happened since then?

Tobias Zehnder: Extremely much. Both agencies have invested enormously in cooperation - human resources, time, capacities for building cooperative structures... and we have become each other's most important partners: We started working together for big clients. For Yallo, Migipedia, and others; these are projects that you also see right now when you walk around the city of Zurich. We learned what works and optimized what didn't work at the beginning. Now it's just extremely fun to work together like this. The only thing we've never had is a joint Christmas party - the pandemic didn't help there, I have to say. (laughs).

Petra Dreyfus: "BoB" is still a want, not a need. Our cooperation is still based on the same two-page handout with which we started back then. The common working attitude of wanting to realize great projects for exciting customers has not changed - even if the pandemic meant that we were allowed to come together much less often than we had originally wished. But we have shown each other what we do in virtual "BoB-inars". And we learned a lot from each other.

 

How can I imagine the cooperation? Customers approach one of your agencies, then the mandate is extended to "BoB" if necessary - or do you pitch together right away?

Simone Jehle: My colleague Tobias Eisner and I are the direct contacts for the joint initiative - and quite often the customers want the combined power of "BoB" right from the start, so they contact both of us directly. But of course there are also Webrepublic customers who need support from Wirz at a certain point - and vice versa. We have already pitched together.

Dreyfus: The "single point of contact" with Simone Jehle and Tobias Eisner as the interface is a huge advantage. When someone contacts "BoB" directly, there is only one contact person. No confusion, no ambiguity - the customers tell the "BoB" people what they need, and we think about how best to solve it internally.

Zehnder: The responsible employees at Wirz and Webrepublic are then selected according to their competencies and sometimes the customers don't even know who from our joint pool of 400 experts is working on their orders - whether Webrepublic is currently in the lead or whether Wirz is providing more input - we then simply come out of the process via "BoB" with a great result and hopefully make everyone involved happy. (laughs).

Tobias Eisner: You know, customers don't always have the knowledge internally to decide a priori whether an agency like Webrepublic or an agency like Wirz would be better suited to solving their problems. They are therefore extremely positive about the fact that we help them make this decision - or that they no longer have to force a "decision".

 

You spoke earlier about getting to know each other between your two ventures. What surprised Wirz most about how Webrepublic works - and what was Webrepublic surprised by at Wirz?

Zehnder: The culture and the way Petra and Livio (Dainese, editor's note). working together as a leadership duo is mega cool. It's very direct, very inspiring. I also find the importance of ideas and the fact that people at Wirz fight so hard for good ideas impressive. And finally, I've learned a lot about how creativity can be organized as a process. On the media side, we often only see the finished artifact that plops out of the back of the machine at some point. But how you organize that as an interaction, so to speak, is really exciting.

Dreyfus: To put it bluntly: We as a creative agency often stop working where distribution starts working. Or perhaps even when it comes to parts of the realization. But both can ruin even the best idea - because ideas are ultimately only as good as their implementation. From Webrepublic we learn to understand better and better that ideas can be thought immediately towards the intended distribution. And that's great.

Jehle: I originally come from more of an offline background, but when I accepted the position of "BoB" client director on behalf of Wirz, I spent a few weeks at Webrepublic and was allowed to take a close look at everything. Meanwhile, my colleague Tobi Eisner, my counterpart from Webrepublic, went to Wirz. And I understood: Many wordings that we use in creation are interpreted quite differently in a digital agency. It's one industry, often working on the same challenge - but you have to be able to speak the same language to get the best results.

 

Other Swiss agencies have acquired additional competencies in recent years - and "merged" the corresponding agencies into themselves. Was the merger never an issue for you?

Zehnder: We are both very clearly positioned agencies with a claim to leadership in our respective fields. For Webrepublic, I would say that it would not have been possible for us to add the topic of creation in such a high quality as we did via "BoB" by simply hiring two or three additional people. Conversely, it would be less helpful for Wirz to buy and integrate a small or medium-sized digital agency. If we are completely honest, we lack credibility on the customer side.

Jehle: In collaboration, it is also extremely exciting for me not to be under one roof, but to believe in the same thing with different mindsets - to bring in two perspectives, to drive each other independently and in partnership, not to take the easiest possible path - not to put up the least resistance, but to make the best product the priority.

Zehnder: As for the merger, a colleague once put it succinctly: "Why invest the money in lawyers when we can invest it in collaboration and the team instead?" We may have subverted the expectations of the market - many didn't even believe that you could work together the way we do at "BoB". But it really works perfectly well.

 

When one of your agencies opens a new division - or a new sub-brand, as Webrepublic just did with "RAWR"; will this new offering then automatically become part of the "BoB" portfolio?

Zehnder: Sure, why not? If one of the two partners strengthens itself, expands its services, then that also helps the other. We live in a complex, fast-moving and extremely fragmented world, and the more fine-tuned and broadly based we can offer joint solutions here, the better.

 

You are already hinting at the future: What comes next for "BoB" - where do you see development and growth potential?

Jehle: We want to make the headquarters of "BoB", which currently operates with a core team, bigger. Webrepublic and Wirz have already realized really great things within these structures. We want more of that, that's clear.

Eisner: Let me say it in pitch-appropriate language (laughs)We want to design and implement exciting projects from A to Z and distribute them on the market with maximum effect. And we want to share even more training and know-how resources with each other.

Zehnder: Behind the scenes, we certainly want to work together even more closely on human resources issues and strategic planning. I think it will surprise some people in the industry to see what "BoB" will make possible.

• Agency Name: Tincan
• Legal form: Public limited company
• Establishment date: February 12, 2013
• Founder: Peter Niederberger, Raphael Willi
• Current partners: Baris Erdal, Marc Odermatt, Raphael Willi, Peter Niederberger
• Number of employees: 22
• Current clientele: over 200 Swiss brands
• Agency address: Field park 17, 6300 Zug

(as of September 12, 2023)

Which campaign from the past twelve months are you particularly proud of?

We pursue the goal of inspiring with every mission and are therefore proud of all our campaigns. In recent months, we have certainly been particularly challenged by the Zug Trade Fair 2022 - with marketing concept, planning and implementation, media relations, trade fair newspaper, website maintenance and the entire social media support. And this year, the Zug Fair is once again an absolute highlight in the calendar.

 

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

Our own "never ending story". From our creative ideas and cheeky implementations, we also always draw many inspiring approaches for the campaigns of our clientele.

 

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

To keep our ideas flowing, we make almost anything possible for our employees. Some work from the mountains or on the beach in Mexico, others have the best ideas at the Töggelkasten in our Creative Cube, and still others are inspired by a three-month creative break on a trip around the world. And we also explore new places together where ideas bubble up: On the occasion of our Workation this summer in northern Italy, we were able to cool our creative heads in the lake and pool.

 

What do you do when you have thought blocks?

To solve creative problems, we rely on our swarm knowledge and efficient ideation. One of our favorite brainstorming variants is the Crazy 8. What also provides good food for thought is a look at other industries and countries: How do comparable companies there deal with this challenge, what works well and what not so well? Marketeers can benefit incredibly much from the knowledge of others, be inspired and learn from mistakes that have already been made. This is one of the reasons why our podcast Brand table was created: Every month, we sit down with two companies from a particular industry to talk about their marketing - and hope to reach many of our colleagues who will be inspired by this and be able to release their mental blocks.

What is your agency philosophy?

We never think and work one-dimensionally. With a lot of passion and combined forces, we stand for cross-media missions that inspire. It is important to us to be close to our customers and to advise them honestly and transparently.

 

Why should talented people definitely come to work for you?

With our locations in the heart of Central Switzerland and in the center of Zurich, we act as a flexible, dynamic and modern agency for clients from various industries, of different sizes and with a broad regional distribution. We don't rest on projects we've already won, we always want to stay on the ball and see challenges as opportunities. At our company, employees can help shape the agency, the business areas and the range of services - and thus have a great deal of room for maneuver not only in their projects, but also in our organization.

 

How long do employees stay with you on average?

There is also a certain fluctuation among us: Some leave us to complete their studies, others are looking for a new challenge or take time off to travel the world. However, we are very pleased that we can already count on many veterans in relation to our young company history.

 

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

As long as you're curious, age can't hurt you. And for those who want to know exactly: 21 & 44.

 

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

As an up-and-coming young company, we are not quite at the industry average yet, which we want to reach in the next one to two years. All our profits flow directly into the salaries and growth of our agency.

 

What is the ratio between the best and the worst paid employee?

2:3.

 

Do employees know among themselves who earns how much?

No. We do not disclose the exact individual salary information, but we rely on a transparent salary model with various fringe benefits.

 

How much overtime do you work on average per week?

Overtime is also part of our everyday working life. However, all employees record their working hours and can compensate the difference to the target value.

 

What benefits do you offer to compensate your employees for this overtime?

With us, work is not simply done so that one has worked. Instead, the focus is on personal interest and the pursuit of successful, creative and inspiring results. We therefore offer Tincanaut:innen a lot of room to bring in their own passion and the opportunity to work out a suitable offer. Thanks to the flat hierarchies, everyone can help shape the agency and organize themselves according to their needs thanks to Flexwork.

 

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

14 weeks for the mothers and two weeks for the fathers.

How does the agency handle home offices?

Our employees are free to decide where they want to work. However, we recommend 50 percent office presence to strengthen team spirit.

 

What is the current quota of women?

50 percent.

 

Do you employ interns?

Yes. We offer various internships and respond spontaneously to blind applications. Our goal is always to employ people permanently after the internship.

 

Do you organize team events?

Yes - and pick up every preference in the process: be it workouts, action excursions to theme and escape parks, office parties or educational brown-bag lunches over lunch.

 

Do you have an agency dog or other mascot?

Tincy - who we also launched as NFT! But also dogs of customers and employees are welcome and provide the woof effect in between.

Where do you drink your after-work beer?

With us in the Creative Cube, with customers after successful project completion and, since June 2023, also in our Creative Station right in the Zurich Enge.

---

(updated: September 12, 2023)

With its Seismograph software, Ecmt maps comprehensive information in a risk-based and structured manner. This helps companies reduce complexity and thus make the right decisions. The company works with critical infrastructures such as airlines, energy suppliers or companies in the transport sector as well as organizations at cantonal and federal level. In addition, more and more private-sector companies such as insurance companies are also taking advantage of Ecmt's range of solutions and know-how. With the continuous further development of Seismograph, the communicative appearance is therefore to be strengthened.

The big picture view

With Seismograph, decision-makers move at the right strategic altitude and maintain an overview in all situations. This perspective is to be reflected in the new visual appearance and in the visual language. As an additional formal element, the stylized data points illustrate networked thinking and intelligent solutions.

With its self-confident appearance, Ecmt wants to clearly distinguish itself from its environment and thus create more identification at the same time. The newly designed content is intended to simplify the complex subject matter and bring the core service directly to the point.

In addition to the services, the Site Ecmt's holistic consulting and solution competence and demonstrates the possibilities of its tool in vivid use cases. For this purpose, a sharpened messaging was developed in close cooperation and new content focuses were set.

Effective and efficient

It took about twelve weeks from the briefing to strategy, conception and design to the final website. Analogous to the website, a concise company presentation was also developed.

After the first test runs, Roberto Perot, Chief Operating Officer at Ecmt, is visibly satisfied with the completely renewed appearance: "TBS has created a brand presence for us in the shortest possible time, behind which we can stand 100 percent. In addition to their proven brand expertise and design competence, we were also convinced by their uncomplicated and personal approach."

Denner employs around 6,000 people at 850 locations and aims to position itself as a human and close employer that promotes employees as doers. Values such as helpfulness, passion and respectful cooperation characterize the culture and team spirit.

For The House, the main challenges were to incorporate these values into employer branding, to convey them along the entire candidate journey, and to reposition Denner as an attractive, diverse, and sustainable employer at all touchpoints. All of this was taken into account in the realization of the new imagery and moving images, the messaging and the new CD, and the implementation of various advertising materials and communication tools for internal and external presences. The overarching bracket of "togetherness" complements the core values of freshness and closeness for the new employer presence and supports the Denner positioning and brand claim "That's our store" as a whole.

The imagery, including moving images, deliberately highlights the proud attitude of employees and learners in different settings. The toolbox developed for employer branding with numerous templates will allow Denner in the future to flexibly and seamlessly create a wide variety of communication media such as posters, advertisements, flyers, brochures or screens, etc., in line with the CD. The entire visual world and video production was created in agile collaboration with Denner, producers and The House in the lead.

In the coming weeks, further printed materials are to be realized in the new look. In addition, implementations such as adaptations of the moving image concept to various occupational groups or appearances at vocational training and university trade fairs are planned. On the Website videos and subjects from the visual world are already being used.

The House has been supporting Migros Group in employer branding since 2016 - among other things, for the development of the employer brand "Migros Group Working World", in particular for the segments "Experienced Professionals", "Career Starters", "Vocational Training" and, derived from this, many other projects. This also includes the comprehensive Communication appearance for the apprentices of the Migros Group.

---

Responsible at Denner: Jessica Stoffel (Head of HR Marketing) and Claudia Ulrich (Head of HR Administration). Responsible at The House: Sascha Borsai (Creative Director), Oliver Spalt (Art Director), Roger Dobmann (Senior Art Director), Laura Jaggi (Junior Art Director), Veronica Futterknecht (Graphic Designer), Frank Lang (Director Consulting), Michael Dängeli (Senior Consultant). External partners: Flavio Karrer Photography, Phil & Jones, All In Production, Detail.

The better the emotional fit of the brand ambassador with the brand, the more successful the cooperation will be. This success factor is most valuable when the fit during the collaboration is high. A perfect example is George Clooney's appearance for Nespresso. Here, Clooney's elegant charm and approachability fit the brand from the start. Using an ambassador to steer brand emotions in a new direction, on the other hand, is expensive and only makes sense in the very long term.

But how do you analyze this emotional fit? A classic survey is powerless here. This is because customers cannot put the emotional impact of brands and ambassadors into words. Non-verbal survey methods, on the other hand, allow the emotional impact of the brand and the ambassador to be measured independently and then compared with each other. With the EmoCompass study von Zutt was approached in this way.

Which brand comes closest to Federer emotionally?

When queried non-verbally, the likeable and successful tennis pro comes across as friendly, inspiring and powerful above all. For a worthwhile fit to emerge, the brand must trigger the same emotions. This is the only way to awaken a clear and consistent feeling in the customer's brain - and to strengthen the brand impact through Federer. If there is no fit, the customer gets a diffuse feeling. This has less of an effect in the brain and remains weaker in memory. On this basis, the following ranking results:

According to the study, On is the narrow winner. The sports shoe manufacturer comes closest to the tennis star emotionally. On the one hand, the sporty power is clearly a given in a sports shoe. In addition, there is a good portion of inspiration, probably not least because of the innovative shoe sole. For the clear match ball, however, On would also have to convey more friendliness and closeness in addition to the innovative power.

The ranking winner is closely followed by Jura. The Swiss coffee machine manufacturer found in Roger almost what George Clooney is for Nespresso - a likeable brand ambassador who fits the brand. Lindt and Rolex also did well, again creating a valuable emotional fit with Federer.

A bit further away are the brands Barilla, Switzerland Tourism, Credit Suisse and Mercedes. These fit the tennis pro to some extent, but not enough to create an effective fit.

The clear taillight is Sunrise. The Telekom brand doesn't hit any of the three Federer emotions and pulls in completely different emotional worlds. This does not create a value-added fit with Roger.

Conclusion and Learnings of the Study

The study shows that when choosing brand ambassadors, it is always necessary to check on an emotional level whether they really fit the brand.

Moreover, not every fit is obvious: tennis players and coffee machine manufacturers are not the best combination on a rational level. On the emotional level, however, a strong match can still emerge.

If the emotional fit is right, it is worth paying further attention to how the ambassador is integrated into the communication. Ideally, the brand ambassador will be part of a story that also fits the emotional profile - the differentiating core of the brand. Such an emotionally fitting story can significantly increase the ambassador's impact. After all, the right story weaves the ambassador and the brand deep into the neuron network of the customer's brain.

In this respect, too, by the way, George Clooney's commercial for Nespresso is an ideal practical example. The emotional differentiation core of Nespresso is that the sophisticated coffee system makes you a better host. In the commercials, Clooney is seen in exactly this role. Because Clooney is very well known and popular, mirror neurons are activated and consumers want to see themselves in Clooney again. In this way, ambassador, brand and story work together perfectly to create an emotionally gripping advertising campaign.

For optimal impact, the brand, ambassador, and story must be emotionally aligned. To achieve this, star brands such as Nespresso, Apple, Nike and others use methods that can measure the emotional impact of brands and touchpoints.

---

This study was conducted by the Neuromarketing company for research, strategy and design Zutt & Partner carried out. The company offers free Workshops on the study (detailed results, interpretations, further information on the study and initial approaches to solutions). Werbewoche.ch publishes the study free of charge out of editorial interest.