Energy St. Gallen is the fifth radio station of the internationally successful Energy brand to be launched in German-speaking Switzerland, following Energy Zurich, Energy Bern, Energy Basel and Energy Lucerne. With this, the group completes the expansion and further development of the national Energy network in Switzerland for the time being, as Energy writes in a statement. With Eastern Switzerland, another important region - both in terms of listeners and advertising - is being opened up.

Energy Lucerne has already been broadcasting directly from Lucerne city center since mid-August 2021 (Werbewoche.ch reported). "The positive response in the Central Switzerland market gives us tailwind for another important radio project," Pascal Frei, CEO of the Energy Group, is quoted as saying in the statement. While preparations for Energy St. Gallen are underway, the finishing touches are being made in Lucerne - the studio will be ceremoniously opened in January 2022.

Energy St. Gallen will be receivable via DAB+ throughout eastern Switzerland, as well as worldwide via the Energy app and website. "We are pursuing the same concept in eastern Switzerland as in Basel, Bern, Lucerne and Zurich: the program should focus on strong voices, local information, regional service, good music and lots of entertainment," promises Roger Spillmann, Chief Radio Officer of the Energy Group.

Oliver Seifried advises international and Swiss clients from the financial and real estate sectors as well as from industry on strategic positioning, financial communications, media relations and digital communications. In addition, Oliver Seifried has extensive know-how regarding capital market transactions.

Before joining IRF, Seifried gained experience in journalism and the communications industry. For six years, he worked at communications agencies in Germany, most recently at Achtung! in Hamburg. From 2007 to 2009, he worked as an editor for Southeast Switzerland. Seifried studied communication sciences, journalism and modern history at the University of Fribourg.

20 Minuten Advertising, the marketing unit of 20 minutes, will reduce the advertising prices of the 20 minutes print titles in German- and French-speaking Switzerland as well as the regional editions. For the advertising market, this results in price reductions of up to 23 percent compared to 2019, i.e. before the outbreak of the pandemic, bringing the price per thousand to the same level as 2019. The price adjustment will be implemented at the beginning of 2022 despite a forecast increase in paper prices, according to a statement.

With the price adjustment, the marketer is responding to the increased shift in media usage towards digital channels as a result of the pandemic, he said. "Print is and remains important for 20 minutes. It is just as important for us to be able to offer our customers coherent and competitive prices," Marcel Kohler, Managing Director 20 minutes, cited.

20 minutes continues to focus strategically on print in addition to the further development of digital channels. For example, distribution has been further expanded and optimized with additional newspaper boxes in and around retail stores.

The digital annual report not only appeals to new target groups, which is important in view of the market liberalization, but also saves valuable resources such as energy and paper. Over five years, the ESB can save around 80,000 francs with the digital annual report.

"In the pitch, Campfire convinced us twice. With the innovative information architecture, which saved us a lot of energy internally to manage the website, and also with a convincing project management, which was focused on the customer from A to Z," says Peter Kissling, Head of Communications at ESB.

Using a navigation system familiar from Instagram stories, for example, visitors can quickly follow the main highlights of the ESB year and dive deeper into each topic if they wish.

For those with a short connection, there is also a compact summary of all the highlights and an abridged version. Drone footage, slow-motion videos and interactive infographics provide a multimedia review of Energie Service Biel's fiscal year.

Particularly sustainable is the flexible structure, which makes it possible in the CMS to digital annual report individually with just a few clicks. This ensures a customized digital solution for years to come.

Responsible at ESB: Sarah Maragan-Spiller (Specialist Bilinguisme, Text and Publication), Serge Rau (Specialist On- & Offline Design), Peter Kissling (Head of Communication), Luca Beuret (Specialist Online and Media Communication). Responsible at Campfire: Damian Kunz (Client Partner), Patric Martin (Backend Development), Daniel Vasile (Frontend Development), Dirk Unger (UX Design), Andreas Rüst (UI Design), Thomas Wüthrich (Backend Development).

m&k: Lucia Malär, what exactly is internal branding about?

Lucia Malär: Internal branding is a term that is often misused and very often confused with employer branding. Employer branding is about building a brand for existing and potential employees, while internal branding is about employees. Employer branding is primarily used to position a company as an attractive employer in order to acquire new employees or retain its own talent. Internal branding, on the other hand, ensures that the company's brand promise and brand values are conveyed to the outside world by its employees and are honored. Employer branding is therefore more the domain of HR, internal branding of marketing.

How do companies actually deliver on their brand promises via employees?

Malar: A strong brand always develops from the inside out. Therefore, a company needs a consistent brand strategy. Employees must know that this strategy exists, what its concrete contents are and what they mean for them personally. On this basis, the brand strategy can be lived and it is achieved that a uniform brand understanding exists and the employees act in the sense of the positioning.

Bala Trachsel, on brand strategy, Republica would come into play now, wouldn't it?

Bala Trachsel: Exactly. We support companies with effective brand strategies and subsequently also with the conception and implementation of internal branding. However, before the brand values are anchored in the behavior, structures and processes of the employees, we often have to do a lot of convincing in this area. This is because clients are often unable to appreciate how important internal branding really is and that it can be established with just a few simple, conceptually anchored measures.

Are there any classic "mistakes" that customers make with regard to internal branding?

Malar: As Bala said - the importance of internal branding is simply still often underestimated. So the biggest mistake is that no internal branding is done at all. Many companies focus everything - especially the financial resources - on external communication and forget that the employees are the central point with which the message is ideally carried to the outside. This is often seen in rebrandings, for example.

Trachsel: This is an important point. A new logo is not enough - together with a visual overhaul, positioning and identity must also be adapted. For example, if a company wants to be perceived as "more innovative," it's not enough to change the logo. At the same time, it must also communicate to employees where it wants to go with the new brand. Each individual employee must know how to adapt his or her behavior in everyday life so that the brand becomes more innovative.

The human being is therefore the decisive factor.

Malar: Exactly. If we take a closer look at which touchpoints a customer has with a brand, the most frequent touchpoints - especially in service companies - are linked to people. So, for example, a sales partner or a salesperson. That's why employees' knowledge of the brand values and brand promise is so eminently important. Employees can be as motivated as they want to be: If they don't know what the brand stands for and what it promises, they have no chance of behaving in the spirit of the brand and carrying the brand properly to the outside world.

And with what concrete measures can this be achieved?

Trachsel: There are numerous communication tools that can be used for internal brand management. An internal communication platform or a social network such as Slack is often recommended, with which the employees are regularly and consistently kept up to date and - this is very important - can also actively contribute. In addition, it is essential to keep the internal resources up to date when revising or creating a new brand strategy, for example by adapting the values, guiding principles, job profiles or employee qualifications.

Employee events would also be conceivable for this?

Trachsel: Yes, a lot can also happen at the event level. This is already possible at a very low-threshold level with a simple internal workshop or at the other end of the scale with more ambitious events with a personalized event cockpit, which enables the curation of different content and messages over a longer period of time.

What does good internal branding cost?

Malar: Not the world. The internal workshops mentioned are already a very good and also inexpensive means of sensitizing employees to the brand. And we are not talking here about so-called brand academies, such as those established by Mini, BMW and Lufthansa. This can be a simple room that is designed together with the employees in the spirit of the brand. In general, it can be worthwhile for companies to focus on the three components of knowledge, commitment and skills. Employees need to know why the brand is important and what it stands for. They must want to implement this knowledge and they must be able to implement it. If only a small budget is available, it is worthwhile to start with knowledge and then move on to commitment and skills. Step by step.

The narrative of the commercial is reminiscent of a nature documentary. "They drink pure water from untouched nature, consume environmentally friendly organic food and live peacefully in a tranquil environment," says the man with the camera, carefully approaching the women dressed in white. When the filmmaker steps on a branch, it doesn't scare them off. Instead, when he looks back towards the meadow, he suddenly sees cows. Perhaps this is meant to be reminiscent of the camouflage mechanisms of mythological shapeshifters.

However, the commercial uploaded to YouTube at the end of November was not particularly well received by the public. On the one hand, there is something sexist about implicitly equating women with cows, as many criticized. In addition, some South Koreans were annoyed that the secret filming reminded them of "molka". This is what Koreans call the illegal taking of voyeuristic pictures of scantily clad or unclothed women using hidden spy cameras - often in toilets, bathrooms or changing rooms. According to Korea Times a plague in South Korea. From 2013 to 2018, there were over 30,000 reported cases.

Group apologizes

After around ten days, Seoul Milk responded to the shitstorm and removed the strange commercial from its official YouTube channel. "We sincerely apologize to all those who felt uncomfortable with the milk advertising video," the dairy company wrote in a statement on its website. The company takes the matter seriously and wants to take better care to ensure that such problems do not occur again in future, it continues. (pte/swi)

After many years of leadership, Reto Egloff has decided to step down as CEO at the end of the year to pursue a new career path. He has been involved in various functions within the KPT Executive Board since 2007, initially leading the Sales + Consulting and Marketing + Communications divisions. From 2010 to 2013 he was Deputy Chairman of KPT, and since 2013 he has headed the Bern health insurance company as CEO.

"Reto Egloff has led KPT with foresight, strengthened customer satisfaction and driven forward digitalization. In doing so, he has laid the foundations for growth and a good positioning in the market," Walter Bosshard, Chairman of the Board of Directors of KPT, was quoted as saying in a statement.

With Thomas Harnischberg, the current Secretary General, former Secretary of the Board of Directors and long-time Deputy will take over as CEO from January 1, 2022. Harnischberg has been with KPT since 2012 and is responsible for HR, legal affairs, corporate security, risk management and public affairs, among other things.

Harnischberg has experience in private insurance, worked for the Swiss government in various general secretariats and was also a personal assistant to former Federal Councilor Adolf Ogi.

For their Christmas video message, the Viva chorus girls and chorus girls have come up with something special and step onto the dance floor in tulle and tutu.

With its tongue-in-cheek production, the agency wants to convey that it turns the most impossible pirouettes for its clientele - but better only communicatively, because ballet is obviously not one of the team's core competencies.

The film was shot in the theater hall of the Weisser Wind restaurant in Zurich - together with Claude Catsky and the film team of On Air Productions.

With the start in 1956, a wish of many listeners at the time came true: the desire for a second radio offering, an additional program to the Beromünster national station. The programming contrast in the first few years was that selected programs from the Beromünster program were broadcast at other times on the new FM channel. At the beginning, the new station went on the air only in the evening hours and on Saturday afternoons.

Technology as a driver of the second radio offer 

The launch of the second radio service 65 years ago heralded the era of noise-free FM reception. At that time, the aim was not to launch a cultural program, but to test a new technology. The aim was also to rebroadcast content from the Beromünster program at a different time - "time-delayed," as we would say today.

In 2021, the technical challenge will be digitization, which has once again significantly changed radio use in recent years. "Today, too, we are setting a new course. In addition to the cultural program on the radio, we also produce podcasts. In this way, we also reach the culturally interested audience with our audio offerings regardless of time and location," says Barbara Gysi, Head of Radio SRF 2 Kultur. "Because it's not just young people who decide when they want to listen to what. Older listeners who are used to radio are also using our audio content more and more autonomously."

To mark its 65th birthday, Radio SRF 2 Kultur will broadcast music titles by composers and performers who are also celebrating their birthdays on Thursday, December 16. In addition, there are historical tidbits from earlier radio times to listen to. In a special edition of the "Klassiktelefon," Radio SRF 2 Kultur will also accept wishes with which listeners can wish a family member or friend a happy birthday.

The culture and knowledge station Radio SRF 2 Culture Today

Today's program of Radio SRF 2 Culture is characterized by a broad variety of current and in-depth reporting. Topics from the areas of culture, society and politics form the foundation during the day.

Feller creates complete solutions for switch design, home automation and networks that enable intuitive use of living and working spaces. Since 2020, Feller has relied on Republica's communication, campaigning, event and digital expertise.

Simply revolutionary

For the launch of the new product "Wiser by Feller", Republica designed and implemented the launch communication at B2B level.

A central asset of "Wiser by Feller" is the simplicity of the application: easy to plan, easy to install and easy to configure. Accordingly, this is the common thread running through the entire campaign.

"Republica has succeeded in succinctly summarizing the essence and high innovation factor of 'Wiser by Feller' and conveying the key benefits and added value to the relevant stakeholders in an understandable way," explains Cello Duff, Marketing Communications Director at Feller.

Sustainable commitment made tangible

Feller also pays consistent attention to sustainable environmental and energy management. The aim of parent company Schneider Electric is for the entire company to become CO2-neutral by 2025. Feller is already meeting this target at its headquarters in Horgen, Zurich.

Republica was commissioned to make this success and the company's extensive efforts visible both internally and externally. Under the motto "passionately sustainable", the focus was placed on the passion for sustainability.

Among other things, an elaborately produced video, an extensive specialist report in the customer magazine "Feller Aktuell", the adaptation of the sustainability section on the website and a media release for the trade press on the topic were implemented.

Responsible at Feller: Cello Duff (Marketing Communications Director). Responsible agency: Republica.

Silvana Imperiali Chételat studied social and political sciences at the University of Lausanne, media management in Biel and digital marketing at the NMI London. She started her career at Zurich Publicitas Zurich and then moved to New York. She then worked mainly in Switzerland at media and various digital marketing agencies before joining Gamned in June 2018.

For the past four years, Silvana Imperiali Chételat, alongside Pierre Berendes, has headed the Zurich office. She now succeeds Berendes, who is leaving the company.

Diane de Vilmorin has taken on the role of Deputy Managing Director and is responsible for the Geneva office. She studied economics at the University of Paris Nanterre and management at ESADE Barcelona. De Vilmorin has been with Gamned since February 2014.

Benjamin Moser, Editor-in-Chief of the Living Review, is leaving the magazine, which focuses on design, interior design and architecture, at his own request at the end of March 2022. He started in 2017 as an editor at the Living Review and was responsible, among other things, for the redesign for the magazine's 30th anniversary. This included a new overall appearance for the brand as well as a sharpening of the content with the division into the areas "Focus on Switzerland" and "Trends International," which made it easier for the magazine's readers to find their way around. Living Review to the present day.

In 2019, Benjamin Moser took over the position of Editor-in-Chief. In this role, he was responsible, among other things, for the integration of the Living Review into the organizational structure of the joint venture CH Media, which was founded around three years ago.

After completing his integration work, the graduate designer with a master's degree in trend research now wants to reorient himself as well as become involved as a curator for the Design Preis Schweiz. Planning for Moser's successor will begin in the next few weeks, CH Media writes in a statement.