Andri Ragettli dreams. Of an outstanding downhill run in the Freestyle Ski World Championship. And of the next gold medal. In his dream, Ragettli uses stop-motion technology to jump through a snowy landscape of bed and ski linen before boarding a train at the valley station. The YoungMemberPlus offer from Raiffeisen accompanies him on his dream journey.

Wishes, dreams, advantages

The YoungMemberPlus offer from Raiffeisen accompanies young adults in their everyday lives and also in their wishes and dreams. Among other things, YoungMemberPlus customers benefit from free accounts, a free V PAY card, or up to 50 percent off concert and event tickets.

These and many other advantages are conveyed by the socially driven campaign around Andri Ragettli, which has been played out across Switzerland in three languages on Instagram, Snapchat, YouTube and Tiktok since Sunday.

No stop for stop motion

The stop-motion implementation of the spot - inspired by a video by Oren Lavie from the noughties and the stop-motion skateboarding clip by Kevin Parry that went viral in the fall of 2020 - has a simple origin: Andri Ragettli had injured himself in the spring of 2021 and was therefore not available for sensational stunts.

"With the stop-motion solution, we had the opportunity to implement both the core message of the campaign - dreaming - and to visually represent what Andri stands for: Breathtaking stunts on skis," says Jonas Bayona, Social Creative Director at Jung von Matt Limmat. "The result is a campaign that conveys credible messages for both Raiffeisen and Andri Ragettli and at the same time - or precisely because of this - has viral potential," adds Mirjam Keller, Senior Consultant Marketing at Raiffeisen.

Responsible at Raiffeisen: Oliver Niedermann (Head of Marketing), Mario Dietsche (Head of Member Marketing), Mirjam Keller (Youth Marketing), Markus Rutz (Project Manager Sponsoring), Fabian Weder (Digital Marketing), Pia Boos (University Intern). Responsible at Jung von Matt Limmat: Jonas Bayona (Social Creative Direction), Raymi Mendoza (Graphics), Adam Keel (Social Creation), Arianne Dedual, Linus Konetschnig (Future Creative Leader Trainees), Valérie Gantenbein (Consulting), Christoph Kinsperger (Executive Strategy Director PR & Content).

As a representative of the interests of a target group that has been particularly hard hit by the pandemic, Pro Senectute has received a lot of attention and encouragement over the past year. However, it is often forgotten that the foundation not only deals with the problems of senior citizens, but also promotes the beautiful aspects of old age.

The best example of this is the comprehensive course program in the areas of sports, culture and education. It helps keep the mind and body fit and thus makes an important contribution to increasing the quality of life as well as social integration.

A campaign now aims to increase awareness of the low-threshold offering and motivate people to seek out courses in their own region. The subjects created and implemented by Bold show Barbara and Chrigu exploring the diverse catalog of activities, proving that advertising for seniors can also be fast, positive and humorous.

The entertaining appeal for an active old age can be seen throughout Switzerland from Monday.

Responsible Pro Senectute Switzerland: Peter Burri Follath (Head of Communications), Tatjana Kistler (Project Management). Creative agency and production: Bold.

Anna Kohler met with Patrick Warnking, Country Manager of Google Switzerland, for a podcast discussion. Among other things, they talked about the hybrid work model of the future, corporate and work culture at Google Zurich after the pandemic, teamwork with regard to diversity and accessibility aspects, and lifelong learning including the personnel development plan.

What else Patrick Warnking revealed and what his daughter has to do with it, you can hear and see in the video podcast of m&k and Advertisingweek.ch.

According to a study by Cyberint and Financial Times According to reports, a rapidly growing network of hackers is using the popular messenger for illegal activities such as selling stolen data. According to the report, there are channels for this, some of which have tens of thousands of subscribers. However, Telegram is becoming a competitor for classic channels of the cyber underground not only thanks to encryption. "It's more convenient to use than the dark web," Samra says. That's because the service is more accessible and offers more functionality. In addition, it is not yet as targeted by authorities as the classic dark web.

According to Cyberint, the number of mentions of "email:pass" and "combo" - hacker terms that indicate stolen email credentials - quadrupled on Telegram within a year. A public channel called "combolist," where hackers trade lists of hundreds of thousands of credentials, had more than 47,000 subscribers - but was removed by Telegram after the Financial Times asked for a comment. In addition to access data, various other things such as credit card data, Netflix accounts and hacking tools are also offered for sale on Telegram.

Underground boom

A look at the classic dark web also shows how strongly the importance of Telegram is growing for cyber gangsters. In 2020, there were 172,035 links to Telegram groups and channels in relevant forums. This year, there were already over one million such links, according to Cyberint. The anonymity of the encrypted service and the rather lax moderation of the Dubai-based service are probably partly responsible for this.

However, the platform stressed in a comment to the Financial Timesthat there was a policy to remove data shared without consent. An "ever-growing team of professional moderators" removes more than 10,000 public communities every day based on user complaints for violations of the usage policy. (pte)

The general meeting kicked off with the results of a survey among ADC Switzerland members as well as clients and agencies. The results show that ADC is still important for the industry: ADC's offers in the area of education and training with the Young ADC, the Ad School or the Creative Week are rated particularly highly. In addition, the ADC Cube continues to enjoy the greatest value among the national awards. The value of creativity is seen as more important than ever, especially in the wake of digitalization. The survey also yielded numerous suggestions and ideas, as ADC Switzerland writes.

Show how it's done

The board has now taken these suggestions as an opportunity to sharpen the ADC brand following the last repositioning in 2013. ADC President Frank Bodin presented the revised strategy: "ADC believes in ideas as an important success factor for business and society and shows how it's done. That is our purpose, our conviction. How we do it: By promoting and demanding quality in communication." This claim is now to be underlined with a new brand promise: The slogan "ADC. Show how it's done." is already emblazoned above the entrance door to the ADC office and gallery.

The new slogan becomes program

To show how it's done, a task force has developed a comprehensive program. Speed seminars are currently being held to show how Facebook works, for example. And on October 28, Tina Sturzenegger and Mirjam Eberle will show how still-life photography and cooking work in the ADC Gallery.

Five expressive values

However, Frank Bodin also emphasized the importance of having an attitude and values: "ADC has always had a role model function. This requires responsible action from all its members. That is why we have developed five values - unique, inspiring, combative, responsible and pioneering. Creatives who live these values are welcome members."

Three new women on the board

ADC has to report two resignations from the board: Martin Spillmann, who was already honored at the gala for his services with induction into the Hall of Fame, and Dennis Lück.

Newly elected were Hanja Heuss (Public Relations), Stefanie Huber (ADC of Europe) and Michelle Nicol (Gallery and Interdisciplinary Creativity). In addition, the existing members of the ADC Board were confirmed: Peter Brönnimann (Ad School and Speed Seminars), Livio Dainese and Inken Rohweder (Members), Remy Fabrikant (Special Tasks and Creative Week), Philipp Skrabal (Young ADC & Vice President), Thomas Wildberger (Jury Chairman) and Frank Bodin (President).

The project Fürenand.ch is an initiative by the Belvita care organization that aims to provide a common platform for communities, private individuals, associations, institutions, trades and interest groups. The goal: to connect people and businesses in their immediate environment and to facilitate self-organization.

During the implementation of the new website, it had to be taken into account that the platform must map complex processes and be tailored to different needs - a social media platform for neighborhoods, so to speak. Another challenge for Tree Stones was the implementation of the complex matrix of "Who sees what": The users of the platform can belong to various rooms or groups. Depending on the preferences for these rooms and the user role, different posts can be published and read.

The project was implemented with various new technologies. An API-first approach was used, which means that the frontend can theoretically be replaced or additional variants can be added for additional device platforms. This was especially implemented with the ulterior motive of being able to use other apps with the same backend.

Responsible at Fuerenand: Markus Schneider. Responsible at Tree Stones: Simon Funk.

The three-part package of measures represents an important investment in the marketability of private media, wrote the VSM. In addition, the subsidies for private radio and TV stations would be expanded.

The first part of the subsidy has already been flowing for years, and the increase in the federal contribution to Swiss Post for the delivery of newspapers secures their supply with printed information. At the same time, a system error is being corrected in that early delivery is also being carried out at reduced rates.

According to the publishers, the second part, with the temporary promotion of online media, takes account of the digital transformation. The major challenge here is the implementation of payment models. The Publishers Association supports the focus of the funding on the market success of online media.

Unequal competition with international

According to VSM, the third part of the package supports the media in their transformation. In the unequal competition with international platforms, the subsidies would make an important contribution.

The media subsidy package is being fought with a referendum. According to the referendum committee, it has collected the necessary 50,000 signatures. According to resolutions passed by parliament in the summer session, the Swiss media are to receive CHF 120 million more in direct and indirect funding over seven years than before. (SDA)

Swiss e-commerce provider Happy, with its well-known claim "I wett i hett es happy Bett", develops, produces and sells Swiss-made mattresses for every type of sleeper - back, side and stomach sleepers. This trio is now joined by "just happy". The new mattress is designed to impress with its visual coolness, sustainability and outstanding price-performance ratio. The product promise "For everyone who simply wants to sleep well" is intended to appeal specifically to a younger target group and "sleep pragmatists.

Stuiq developed the complete go-to-market strategy for "just happy" - from product branding, customer journey design and e-commerce integration to the digital launch campaign including content and performance measures.

 "You can. You don't have to."

In the launch campaign, the "just happy" product promise is expressed by means of witty analogies: "Over-the-top vs. simplicity" - simply sleeping well is also possible without frills. In spontaneous meme style, two thematically identical images are shown next to each other, one of them very overstaged.

To reach the online-savvy target group of 18- to 30-year-olds with the campaign, Stuiq is therefore relying exclusively on digital channels. The meme visuals are played out on Instagram as feed and story ads, but also as display ads on Spotify and Tinder.

An additional reach boost for the product launch comes from musician Dodo. The dialect singer is already a fan of "just happy.

Responsible at Happy / Hilding Anders SwitzerlandJens Fischer (Director Marketing, Product Development & E-Commerce), Sonja Elsener (Head of Brand and Product), Brigitte Graf (Digital Marketing Specialist). Responsible at Stuiq: Sandro Walder (Strategy, Branding), Anna Kindlimann, Stefan Moeschlin (Creative Direction), Benjamin Kocher (Digital Direction), Paco Alborghetti (Motion Design), Martin Niklaus (Screendesign), Giuseppe Audino, Max Heinen (Content), Martina Mach (Consulting), Daniel Amrein (Digital Campaigning).

As of October 1, 2021, a new challenge in the financial sector awaits Guenin, as he himself writes in a communiqué. He will join Zurich Insurance Group as Media Relations Officer at the Group's headquarters in Zurich.

Guenin, who grew up in Biel, thanks Helvetic Airways for the excellent cooperation: "Be it Helvetic Airways' fleet renewal, topics related to day-to-day operations and business model or various media events - it was a pleasure to support you professionally every time," are his words to the company.

Before Helvetic Airways, the bilingual Frenchman worked for four years as a media spokesman for Swiss International Airlines. From 2008 to 2011, he held various communications positions and was a TV presenter. He studied business administration at the University of Applied Sciences in Neuchâtel and holds a master's degree in corporate communication management from the FHNW.

In summer 2022, the editorial teams of Radio SRF 1, SRF 3, Virus and Musikwelle will move into the new production site on the Leutschenbach campus. The workspaces in the so-called Radio Hall are designed so that the teams can collaborate more efficiently and even more across programs, according to a letter from SRF. As a result, linear radio programs can be produced with less management effort and resources can be shifted to digital production. This requires an adjustment of the management structure, in which the same or similar functions are combined today, it said.

In the future, the program management of Radio SRF 1 will also be responsible for Musikwelle, while that of Radio SRF 3 will also be responsible for Virus. Together with a team leader at Musikwelle and Virus respectively, they will ensure that the two channels continue to have an independent profile.

The management level below Head of Division Robert Ruckstuhl will also include the positions Head of SRF 2 Culture in Basel and Head of Music Programming Channels Radio, as well as the new functions Head of Planning Radio and Online and Head of Digital Audio, including Team Radio Online, in addition to the program management positions Radio SRF 1 / Musikwelle and Radio SRF 3 / Virus. According to SRF, these management positions would be advertised internally in October, with individual appointments possible.

In a next step at the beginning of 2022, the future managers will appoint their team leaders. The current cadre level of daily managers (TAV) will then no longer exist at the individual radio stations. In the future, these tasks will be assumed alternately by the program management teams at Radio SRF 1 / Musikwelle and Radio SRF 3 / Virus.

Job cuts in the management area

The reorganization will involve job cuts in the management area, SRF further writes. Linear radio programs could be produced with less management effort in the future organization, which would allow jobs to be shifted to the production of audio offerings for young target groups. SRF plans to implement these shifts with existing employees, if possible.

The new organization in Channels Radio will come into effect on April 1, 2022. The move of the teams from the Brunnenhof radio studio to the Radio Hall will be staggered in August 2022. (pd/swi)

Robert Ruckstuhl, Head of Channels Radio at SRF, answers three questions about the reorganization of the management structure. (Image: SRF)

Why does the Channels Radio division need a new management structure in light of the move to Radio Hall?

Robert Ruckstuhl: Today's management structure, as well as the premises in the Brunnenhof studio, are still strongly geared towards classic radio production - with separate teams and small workspaces for the respective radio programs. This no longer meets today's requirements for multimedia production. In the Radio Hall, with its large, interconnected workspaces, teams will work much more across programs. Where parallel management processes, such as in planning and control, can be merged well, we save on management effort. Where the specific profiling happens, we'll stick with the specific management structures for each station.

With the streamlining of the management structure, an entire management level disappears, the so-called day-to-day managers. Have there been too many bosses at the radio stations up to now?

No. Today's organization is still based on traditional radio production, with a separate management team for each radio program. In reality, we already work together much more closely and across program boundaries. But if each team is on its own floor, there are limits to collaboration. This opens up completely new possibilities for us in the Radio Hall to plan and realize radio and online content for all channels in a more uncomplicated and thus also more efficient way. Operationally, the day-to-day managers have many coordinating tasks. In future, their function will therefore be merged with that of the journalistic management. The move to the Radio Hall is the right moment for this change.

In the future, the program management of Radio SRF 1 will also be responsible for the music wave, and that of Radio SRF 3 for Virus. Will the individual stations lose importance as a result?

One of the specifications of the project was that each station should retain its own profile. That's why each program continues to have its own management, in the case of Musikwelle and Virus in the form of a team management. Their tasks include maintaining the individual station profiles. In addition, Radio SRF 1 and Musikwelle as well as Radio SRF 3 and Virus each address similar target groups. In reality, the stations often report on similar or even the same topics. That's why content planning has long been done across program boundaries. The way we are set up today requires a lot of coordination, and inevitably there are sometimes duplications. With shorter paths and under a common program management, these are eliminated. At the same time, the team leaders and especially the core teams of the stations with the presenters and producers continue to ensure that the individual stations maintain their specific profiles.

Budiman most recently served as managing director at Montredo. The online platform for watches based in Berlin was founded by him in 2012. Now he is looking forward to the new challenge at Les Ambassadeurs and Watches of Switzerland: "With the proven excellence from our boutiques and innovative digital concepts, we will offer our customers the best service both in the boutiques and online."

Arval is part of the French BNP Paribas Group and offers a modern form of car ownership that includes all car-related services. Arval is already the established market leader for business customers in Switzerland. Now, private customers can also benefit from driving a car at a package price. A campaign should make this known to the Swiss.

Havas Village Zurich was able to convince Arval of the "Everything easy" idea. With this idea, the cars and the specific offer are presented in a straightforward manner to potential new customers in the social media. With "driving for a package price," customers decide on a vehicle, a term, and annual kilometers, and pay a monthly amount. Tires, insurance, service and repairs are all included - everything is easy.

The social media campaign will be played out in three phases on Facebook, Instagram and LinkedIn. In the first phase, the focus is on raising awareness of the Arval brand and services. In the second phase, the vehicle portfolio is presented to the target groups. The goal is to both increase the number of landing page views and increase their average session duration. And in the third phase, potential customers are reminded of Arval with specific, relevant offers tailored to them. Here, lead generation is the focus of the efforts.

In addition, the campaign is accompanied by a competition in which those interested have to answer questions over a period of three weeks and put together a URL by connecting the solution words. This takes participants to the competition page, where they can take part in a prize draw and, with a little luck, win a Tesla Model S for six months.

Responsible at Arval: Marcel Rupf (Retail & Marketing Director), Roman Puentener (Team Leader Marketing & Communication), Roger Rölli (Sales Director), Karin Dahinden (Marketing & Communication Manager). Responsible at Havas Village: Marcel Benz (Strategy Director), Dominik Brülisauer (Copywriter), Olivia Schläpfer (Senior Art Director), Helen Ingold (Junior Art Director), Dominik Cattaneo (Motion and Multimedia Developer), Nicolai Abel (Head of Programmatic & Social), Agron Gjini (Account Director), Dimitri Ottiger (Account Director), Patrick Beeli (Creative Director).