On the one hand, the Swiss are longing for a normal life again, with vacations and restaurant visits, carefree meetings with friends and a life without restrictions. On the other hand, there is still the sword of Damocles of the pandemic - rising case numbers again, fear of infection and the feeling that the crisis will be with us for a long time to come. This is shown by the latest results of the OMG Corona Tracker, which is now in its ninth wave since March 2020.

Most parts of social life have largely returned to normal - 63% are happy to be able to go to restaurants again, half of the car purchases postponed during the crisis have now been made up for, and shopping habits and media use are back to pre-corona levels. The number of people who are worried about their family's health has halved from 37% in winter to 18% now. Personal stress levels are also decreasing.

However, this joy is also accompanied by an incipient laxity towards the FOPH's hygiene measures: men in particular are less and less willing to comply with them. After all, compared to other countries, people in this country feel that they have made good progress through the pandemic. Comparatively speaking, the situation is well under control - that is the general opinion of more than a third of the population - and the trend is rising.

But not everything is normal yet: two thirds of Swiss people believe the crisis is far from over. Public transport remains a source of anxiety for many and the obligation to wear masks on public transport (29%) and when shopping (40%) is seen as an annoying evil. The fewer restrictions remain, the more present they are in the minds of the population.

In view of the summer vacations, 47 percent are particularly bothered by the remaining restrictions on travel: means of transport, destinations, quarantine rules and the uncertainty that everything can change at any time are causing problems for almost half of the Swiss and their travel planning.

Nevertheless, the vacations were eagerly anticipated. More than a third are traveling during the summer vacations, while a further 17% are planning for the autumn vacations. However, around half remain rather pessimistic about traveling in the near future - these are mainly the older respondents over 50.

Overall, the pandemic has also led to some fundamental changes in society - 7 percent have seen their private relationship break down and the same number have lost their job. 12% have changed their living situation, 11% have looked for a new job and some have moved to the countryside.

"The study shows that a number of things have changed in the attitudes and lifestyles of the Swiss over the past year, and possibly for the long term," says Michael Selz, Managing Partner Insights & Strategy at Omnicom Media Group, who is responsible for the study. "Many people have used the pandemic as an opportunity to take a closer look at their living situation, change their priorities and live their lives more consciously. After all, we humans are very adaptable and try to make the best of the situation."

The figures also show this: 36% try to get out of the house more, 32% take more time for themselves and 27% pay more attention to their work-life balance. It is interesting to look at the genders here: while women seem to enjoy having more time for themselves and using it productively, men are increasingly looking for variety through new hobbies, more sweets or alcohol.

There are also (slight) changes in working life: Employees are still - even in July - spending an average of just under two thirds of their working hours working from home - down 3 percent compared to May. For most, this means a better work-life balance, but also lower productivity - 45% are of the opinion that they are less productive when working from home.

The OMG Corona tracker examines how Switzerland is experiencing the coronavirus crisis, the lockdown and the reopening in several waves of surveys. Nine waves have been conducted since March 2020 and more are planned. In each wave, 450 people from German- and French-speaking Switzerland aged between 16 and 75 were surveyed.

The IT and software services company Allgeier is taking over 80 percent of the shares in Mysign. 20 percent will remain with the three previous owners. With the takeover by Allgeier, as one of the largest ERP providers in the retail sector, MySign can bring its own store solution to the German market and thus grow significantly, according to a statement from the agency.

Strong partner sought

The complexity of digital transformation is growing, and with it the demands on an agency. That's why the three owners of MySign had been on the lookout for a strong partner for a while, they add. "We have been very careful in our search and have had many conversations with potential partners. Of all the companies we spoke to, Allgeier is by far the best match: with Allgeier, we have the greatest potential to grow while maintaining our own identity," explains Reto Baumgartner, co-owner of Mysign.

Still independent and locally anchored

Mysign will remain as an independent company at the Olten site. The three previous owners Reto Baumgartner, Urs Koller and Mike Müller will also retain a long-term stake of 20 percent and retain their management functions. Nothing will change in terms of strategic orientation - on the contrary: it is the declared strategy of the Allgeier Group that acquired companies operate in the market with the highest degree of independence, with their previous name, existing organization and their own identity.

Major joint growth targets

The declared common goal underlines the importance of the merger for both companies: Together with MySign, Allgeier aims to become the leading provider of e-commerce and business solutions in the German-speaking region. "E-commerce is an absolute growth field. MySign is characterized by far-reaching expertise in web and digitization projects, which complement our competencies perfectly. The combination of know-how will enable us to comprehensively plan, implement and support e-commerce projects for B2B and B2C customers in the future. MySign's modern store solution also fits perfectly with our existing ERP solutions," says Ulrich Zahner, Managing Director of Allgeier IT Solutions. Urs Koller underlines the potential for MySign: "The integration into the Allgeier Group gives us access to many potential e-commerce customers and a strong international sales force. This opens up new opportunities and possibilities that we could only dream of before."

In order to roll out the store solution in Germany and be closer to German customers, there are also plans to set up a Mysign location in Germany.

Digital TV Network is the name of the new product from advertising broker Goldbach. The network combines all digital TV platforms from Goldbach's portfolio. This includes sites such as Prosieben.ch, Rtl.ch or Teleboy.ch. Advertisers can now place their advertising message on the network using Instream Video Ads. This can be done as a separate booking or as an extension of an existing TV campaign - bookable as both classic and programmatic advertising.

According to Goldbach, advertising messages through Digital TV Network would reach up to 8 million unique clients and 42 million ad impressions per month. In addition, the network enables Goldbach's customers to place their message in an editorial environment. The video ads are played out over a large area and thus generate a high level of attention. The new offer is available for booking now.

In August 2021, the Kantonsspital Aarau KSA and the Spital Zofingen launched their campaign "Around the belly". In collaboration with KSA, Lumina Health developed the cross-media hospital campaign around the health of the abdomen, its organs and their functions. In an entertaining way, posters, buses, social media, advertisements, a magazine and a microsite make the topic of "belly health" a public conversation and highlight the corresponding medical services. The core of the campaign is formed by the pictorial motifs of the stomach, intestines and liver, staged as a museum. The abdominal organs, depicted as works of art, are intended to familiarize viewers with these valuable and often underestimated and taboo organs and their functions. The campaign aims to build confidence and reduce fears among patients and their relatives.

"The posters act as door openers. The strategy behind it: First attract and touch attention broadly, then go in depth with information," explains Tarja Zingg, CEO of Lumina Health. "This is also the most budget-friendly solution, as we can reach a lot of people with the images at relatively little expense - a prerequisite for them to engage with the topic in the first place. As an economist, I want to get the maximum impact out of every franc, especially when it's public money."

Effective health communication is a multi-layered process. The starting point was a detailed analysis of the complex problem. Based on this, a comprehensive campaign strategy was developed that focuses on the needs of different target groups and the greatest possible impact of the campaign message. The result is a concept with depth that presents an often taboo subject of health in an appealing and exciting way. The key visuals, which present the intestine, stomach and liver in a new way, are designed to attract attention and whet the appetite for more information. On the KSA's social media channels, campaign magazine and microsite. All arounddenbauch.ksa.ch you will find further content on abdominal health and the medical services offered by the two hospitals.

"I am very satisfied because we were able to develop an informative, relieving and entertaining campaign on the topic of abdominal health with a bold and unorthodox concept. We have turned an often taboo subject into an eye-catcher that gets people talking and emotionally involved," says Ralph Schröder, Head of Content Creation & Management at KSA.

Responsible at KSA: Julien Buro, Ralph Schröder. Responsible at Lumina Health: Tarja Zingg (Strategy & Concept), Debi Balmer (Design), Katja Haas (Digital Campaign Management), Stefan Zingg (Concept & Text). Photography: Phil Wenger. Google Ads: Click workshop. Media Planning: JBW Media.

As of September 1, 2021, Kingfluencers will be newly led by a woman and a man: Anja Lapčević, who has been Chief Influence Officer at Kingfluencers for over a year, will share the role as Co-CEO with Yoeri Callebaut. The previous Chief Growth and Marketing Officer also started in July 2020.

Belgian Yoeri Callebaut has worked in several countries around the world. He has been a strategist and marketer for over 14 years. He worked at various corporations and start-ups with a focus on branding and digital transformation. The new Co-Managing Director Anja Lapčević is from the former Yugoslavia and started her career in the Swiss banking world. With her experience as a social media manager and marketing consultant, she founded the Conscious Influence Hub, which promotes respect, tolerance and empathy in social media (Werbewoche.ch reported). Lapčević will be responsible for Operations, HR and Creativity at Kingfluencers and will be responsible for all influencers. Callebaut will be responsible for financial planning, marketing, clients and technology.

Benny Schiegg moves to the south

The previous CEO Benny Schiegg has decided to start new projects abroad together with his wife. The new strategic direction initiated last year towards a creative agency for digital storytelling with the core competencies of social media and influencer marketing was successfully implemented with the management team Schiegg, Lapčević and Callebaut, according to Kingfluencers. While the industry grew by 30 percent in H1 2021 compared to the previous year, Kingfluencers was able to increase by almost 70 percent - in terms of revenue.

With Schiegg's departure, the company will be further strengthened with additional female power on the executive board as of September. Myriam Djela, who was formerly with Ipsos, will take over the role of Head of Consulting in the Executive Board, and the former JvM project manager Andrea Müller will become the new Head of Campaigning. The proportion of women at Kingfluencers thus rises to over 65 percent.

The study "Strategy Development in the Digital Age" - already the third Swiss study on digital transformation published by the FHNW - shows with over 1,800 participants that only half of SMEs - but more large companies - have a digital strategy. Many SMEs lack a formulated strategy that sets out the digital direction for the next few years. According to study leader Marc K. Peter, this value is too low, especially in a highly competitive, global environment driven by new technologies.

Only half of Swiss SMEs conduct a market analysis at least once a year, and a quarter never do so. More than half of the SMEs assume that the corporate strategy will have to be adapted in the next two to three years due to the ongoing digital transformation. One-third of SMEs assume that competitors' digital strategies threaten their own business. This is also a high proportion of companies that feel threatened; and too small a proportion of companies that have a digital strategy in place.

These study results demonstrate the need for strategic discussions, ideas and plans in Swiss companies. This is also demonstrated by the fact that just under half of Swiss SMEs have already modified their market or marketing positioning at least in part over the past two years.

The most important findings on strategy work in Swiss SMEs

• 24% of SMEs never conduct market analysis, 24% do so every 2-3 years or less frequently, and 52% do so at least once a year.
• 50% of SMEs have a digital strategy - 7% separately, 43% as part of corporate or IT strategies.
• 56% of SMEs need to further adapt their business strategies due to the digital transformation.
• In 45% of SMEs, the Corona crisis has an impact on business strategy.
• 34% of SMEs feel threatened by competitors' digital strategies.
• 44% had to partially or completely adjust their market/marketing positioning.
• 44% of SMEs are not satisfied with their digitization progress.

Based on the results, the project team has developed a Practical guide with a strategy process and a Strategy check developed for the digital age. The basis for this is the ACT method (Analyze, Create, Transform), which Strategylab supplemented with many case studies, checklists, a workshop canvas and templates for strategy work in companies.

The research project was supported by various partners such as Bank Wir, Mobiliar, AECS Swisscard, Lenovo, Rahn+Bodmer, Swiss Export, KMU Next, Digitalswitzerland and the Gewerbezeitung, as well as by authors.

With its new campaign "Long Live Life," Helsana wants to celebrate the uniqueness of life and the value of health. The life-affirming messages are intended to inspire the population to embrace life with all its facets.

So TV commercials were developed that address two completely contrasting emotions: Laughing and crying. The films substantiate the health aspects of these emotions with scientific facts. Laughter, for example, stimulates blood circulation and boosts the immune system. Crying reduces stress hormones and strengthens social bonds.

A novelty here is that the spots are switched in tandem. The media duality illuminates the entire spectrum of our emotional world. Helsana's clear message: life is worth living. Every life. At any time.

The TV spots are flanked by digital advertising media such as online videos, animated banners and DOOH, as well as billboards.

Responsible at Helsana: Sandro Mannino (Head of Customers & Market), Melania Cabanas (Head of Marketing), Andrea Tschannen (Head of Strategy & Insights), Valerie Beck (Strategy & Insights), Monika Luck (Head of Customer Interaction & Campaign), Sabrina Molinari (Customer Interaction & Campaign), Leo Steffen (Design), Gabriela Braun (Content). Responsible at Thjnk Zurich: Alexander Jaggy, Pablo Schencke (GF Creation), Johannes Raggio (Text), Gabriel Lagos (Art Direction), Gianluca Spezzacatena (Polygraphy), Andrea Bison (GF Consulting), Cornelia Nünlist (Consulting), Alexandra Niggeler (Agency Producing), Claudia Ziltener (Customer Experience), Gordon Nemitz (GF Strategy). External partners: Hauke Hilberg (Director and Motion Graphics), Daryl Hefti (Cinematography), Sandy Blum (Executive Producer), Paul Dehn (Producer), Stella Falderbaum (CZAR Postproduction), Marcelino Simon (Edit), Supreme (Music), Jingle Jungle (Sound Studio), Sven Jacobsen (Photography, Schierke Artists), Nu Projects (Photo Production), Sevengreen (Postproduction), Leila Fulford, Carolin Stass, Thomas Kambert (Mediaschneider).

Corona has affected us all in some way. Working in a home office for the first time, shopping online for the first time and spending most of your time at home. Corona has created a new reality for many people in Switzerland. A study by Intervista shows that the unprecedented situation has fundamentally changed people's consumer behavior and media use. The study revealed, for example, that during the corona pandemic, a full 52 percent displayed a change in purchasing and consumption behavior: For example, more attention was paid to Swiss products, to quality and also to bargains.

New attention to the channels

The study, which was commissioned by Swiss Post, also shows that new attention is being paid to advertising channels. Forty-eight percent of respondents said that personally addressed advertising mailings caught their attention by far the most. This is followed by TV advertising at 41 percent and, at 40 percent each, by the attention paid to advertisements in newspapers or magazines and brochure inserts in print products. Another finding of the survey (of over 1,000 people) is that the younger generation has become screen-weary.

"No big surprise"

The fact that personally addressed advertising mailings are the most noticed by Swiss consumers (and that this effect even increased during Corona) does not surprise Raymond Dettwiler, lecturer in marketing, customer journey and health marketing at the University of Applied Sciences Northwestern Switzerland (FHNW). "No, after the digital euphoria, we can increasingly observe a reasonable 'leveling off'." The more enforced home offices become, the more valuable haptic communication media become, which also applies to personal advertising by mail, Dettwiler said.

Stefan Vogler, lecturer and head of studies at the Hochschule für Wirtschaft Zürich (HWZ), is also not at all surprised by the results of the survey. He says the boom in online communication has led to a decrease in letter mail, while mailboxes are overflowing. "We don't get much mail these days, so the attention of a physical mailing is increasing." Inserts, such as a brochure, can be flipped through, put away, picked up again, he said. Paper quality also appeals to the haptic sense, Vogler says.

Sense of ownership thanks to touch

"Touching instead of clicking on the screen leads to a stronger sense of ownership," says Oliver Egger, Managing Director Media and Advertising Market at Swiss Post. Various studies indicate that printed advertising or the touching of advertising has a more intensive effect than a presentation on the display. Furthermore, information texts that are read on paper also stick better. "But a big factor in the success of physical mailings is also the personal approach and the message tailored to the recipient," Egger continues.

This is because addressed direct mail enables precise targeting. Personal mails received on a PC or cell phone cannot be touched, but digital mailings can also be high-quality contacts in each case. In addition, personal mails are much cheaper than personal letters. "The big challenge with sending e-mails or newsletters is the time factor: viewing time and contact quality are usually very low," says Swiss Post's media and advertising market specialist. This is due, among other things, to the fact that the target person receives the digital message at an inconvenient time or in the wrong place. "Physical mailings, on the other hand, reach people where they are most likely to engage with advertising - at home, when they consciously take time to read their mail."

Back to physical direct mail: today, addressed advertising is often also sent as an insert, for example together with an invoice or a bank statement. Clearly, the opening rate is even higher with such letters and the enclosed advertising benefits from additional attention. In the best case, addressed advertising mail is not perceived as 'aggressive' advertising at all. Instead, it is perceived as a desirable communication measure, because the recipient has registered with the advertising company's mailing list and is perhaps even pleased to be valued as a regular customer.

Addressed advertising will definitely be an issue for Aldi Suisse in the future. The retailer cannot yet give any examples. Like Landi or Fust, Aldi Suisse currently relies primarily on unaddressed advertising brochures for direct mailing: "Here, the price-performance ratio is still very good, as addressed advertising is considerably more expensive," writes the Aldi Suisse media office when asked.

Crossmedia performs

Advertising on TV is also well remembered. The study by intervista shows, as already mentioned, that 41 percent of the people surveyed can remember TV commercials well. Simone Schulz, Head of Screenforce Genre Marketing Switzerland, is pleased that TV or TV advertising was able to confirm its great relevance in the advertising landscape even during the pandemic: "This is in line with our own studies, such as the Screenforce study 'Track The Success', according to which TV advertising continues to have a great advertising impact and positive perception." Ultimately, he said, it's the cross-media mix that leads to success, not just the last click. "Well-designed commercials often consist of several components so that people engage with them for longer, confirms Oliver Egger. The more senses that are addressed, such as sight, touch, hearing or smell, the greater the advertising impact. "What is particularly exciting here is that an additional sense addressed does not lead to an accumulation or doubling of perception, but to a tenfold increase!"

So what kind of advertising works best when you look across all genres? "Memorable images, sparingly witty punchlines, simple advertising language and as little change as possible in the design over time; because the often invoked wear-and-tear phenomenon is not empirically proven," says lecturer Raymond Dettwiler.

Changes in consumer behavior and media use may now require a rethink of media planning. In today's vibrant Corona society, many things may already be different again tomorrow. To stay on the ball, companies should invest in hybrid, agile dialogue with audiences, according to the FHNW marketing expert. Hybrid dialog, he says, means an effective mix of digital and traditional dialog with people. By agile dialog, he means iteratively trying out new advertising content or new forms of advertising: "Better to be 80 percent faster to market than 200 percent and miss market trends."

INTERVIEW

"Some advertisers underestimate direct mail"

Dr. Oliver Egger, Managing Director Media and Advertising Market at Swiss Post, explains what companies are doing well when it comes to direct mail - and where there is still potential.

m&k: Oliver Egger, the study by Intervista concludes that Corona has created a new reality for many people in Switzerland. The home is to be seen as a new planning value with home office. Have all companies already realized this?

Dr. Oliver Egger: Some of them realized the new situation immediately and reacted quickly. They have adapted their offers to the new situation with a great deal of creativity. With these advertising customers, we are seeing a clear
higher booking volume. We can also state that many companies are cutting their budgets less frequently with us than with other advertising channels. Of course, there are still some companies that are waiting for everything to go back to the way it was ...

You describe direct marketing as a "below-the-line medium". Can you elaborate on that a bit more?

I notice that some advertisers underestimate direct mail. This may be due to the fact that they assume that their own mailboxes are used for other mailboxes and are therefore not aware of the quality of contact and the impact of physical advertising mailings. I can only say to these companies: Anyone who thinks that the competition does not send direct mailings is mistaken.

What does a perfect personal ad message look like today?

That can't really be answered in one sentence. I'll try anyway: Take a look at the entries and winners of the SDV-DM Awards or dialog marketing awards such as those at Cannes Lions. A lot of things are done right there.

What needs to be considered so that the addressed advertising mail is not perceived by the customer as advertising at all?

Personally tailored, relevant messages that immediately convey the benefits and added value of an offer. I'm always delighted when customers tell me that an advertising recipient personally thanked them for the friendly offer.

On their way from Lake Zurich to Lake Geneva, the six women discover the diversity of Swiss cities as well as unexpected facets of their friendship and the secret of true solidarity.

When you watch the film trailer, however, it's not a Hollywood flick, but the latest city campaign from Switzerland Tourism. The creative minds at Bold have delivered a modern story with a lot of female power in front of and behind the camera.

The film trailer is now running in cinemas - at least in the UK as the opening credits of various open-air cinemas. In Germany, France, Italy and Benelux, on the other hand, the digital campaign is flickering directly to potential guests.

Responsible at Switzerland Tourism: André Hefti (Head of Marketing & Productions), Oliver Nyffeler (Marketing Manager Cities), Patrik Kesseli (Project Manager Marketing Cities), Stephanie Weber (Project Manager Winter). Responsible agency: Bold (strategy, idea, creation). Production: Stories. Media Planning Digital: Sir Mary.

Six branches of Raiffeisen Switzerland are becoming independent cooperatives. Anyone who now buys share certificates and, as a member of the cooperative, can actively participate in the bank's business and share in its success, can rightly claim to be a banker. Whether you are a fisherman, doctor, musician, brewer, forester or firefighter, you can all subscribe to share certificates and become a banker.

The campaign of MRB Metzger Rottmann Bürge dramatizes exactly that and portrays in six regional campaigns 16 of many new bank owners*, who were found in close cooperation with the regional branches for the campaign and are thus also really locally anchored.

In order to quickly acquire new members and cooperative capital in each of the six regions, the campaign relies on micromarketing with a strong local focus. Three of the six regional campaigns are already in use online and offline and can be seen in the branches as far as personal contact and in direct marketing measures. A TV spot for local television completes the regional measures.

Responsible at Raiffeisen Switzerland: Jürg Moosmann (Head of Marketing Services and Branding), Dieter Graf (Head of Marketing Services and Consulting) in close cooperation with the managers of the six subsidiaries. Responsible at Metzger Rottmann Bürge: Christoph Bürge (strategy), Celina Sprenger, Roman Steinacher (consulting), Bettina Klossner, Cyrill Wirz (creation), Bruno Breitenmoser (production); photography: Cyrill Matter, film: So&so, Martin Guggisberg

The study, entitled "Quality of Cultural Reporting. Investigation of the Status Quo in Switzerland" was published on Monday in German and French. For their study, researcher Franziska Oehmer and her colleague Daniel Vogler from the Fög evaluated 48 leading media from all three language regions in the period - from 2015 to 2019. Specific cultural media are not included.

In addition, the author and the author have applied a very broad concept of culture, which includes "all forms of expression of human life and society". On this basis, they find that cultural coverage accounts for about 10 percent of total coverage and that this proportion has remained constant over the period under study. Among other things, this results in the statement that cultural reporting in the Swiss media is "intact."

"At risk" it is because, for example, regional newspapers such as. Basel Newspaper, Bernese Newspaper, The Covenant and the Tages-Anzeiger form an association under the umbrella of the TX Group or Aargauer newspaper, Lucerne Newspaper and St.Galler Tagblatt under CH Media. Such concentrations mean that journalistic contributions in general, and thus also cultural contributions, are increasingly identical in all of these newspapers.

The study states that "due to the tight financial situation of journalism," it can be assumed that "the concentration of cultural content will increase rather than decrease in the near future. Particularly affected by this are "opinion-driven formats, above all reviews.

According to the study, this situation poses a problem for cultural professionals. It also sees a danger that dividing lines in society as a whole could deepen further, because critical cultural reporting would "degenerate into a luxury good.

With instead of against each other

Under the heading "What to do?" Oehmer and Vogler propose more "cooperation instead of opposition" between the players, for example a common infrastructure for the various platforms or, in terms of information processing, a broad-based news agency for cultural information.

The study was co-financed by CH-intercultur, formerly Schweizer Feuilleton-Dienst, which worked with the Keystone-SDA news agency as a cultural press service until 2020. CH-intercultur is now working on a model for cultural reporting and cultural criticism.

In addition, the problems of cultural reporting will be the topic of the conference "Cultural Reporting in Crisis - How Will Culture Reach the People in the Future? The conference is being organized by Swissfoundations, the umbrella organization of Swiss funding foundations, with the Federal Office of Culture on August 26. (SDA)

Bellevue is a specialized asset management company and serves intermediary and institutional clients. Together, Jung von Matt Brand Identity and Jung von Matt Tech repositioned the company and completely rebuilt its website.

Specialization and reduction

First, Jung von Matt Brand Identity developed the positioning of the asset management company. The new claim "Excellence in Specialty Investments" is intended to get to the heart of Bellevue and convey the focus on performance, quality and innovative investment ideas. Based on the positioning, the brand architecture was reduced and restructured in order to create the greatest possible orientation in the product range for customers and to benefit from image transfer effects.

Bellevue's design system is just as compact as the new brand portfolio: using color variations and textual additions, the appearance can be declined to clearly distinguish different divisions and products.

The logo as a constant element is reminiscent of a sail in the wind, which is also used as a design element to additionally strengthen recognition. Together with the reportage images, it merges into key visuals and expresses Bellevue's range of services. The sober typeface chosen is intended to radiate seriousness and calm.

Based on the new brand identity, in addition to publications, stationery, infographics and factsheets, a new website implemented in collaboration with Jung von Matt Tech.

Networking and flexibility

The new digital experience of Bellevue was developed by Jung von Matt Tech collaboratively with the company and Jung von Matt Brand Identity in three sprints. In the process, the information architecture on the website was consistently aligned with target group needs and regulations in the financial sector were seamlessly integrated into the concept. The brand elements developed by Jung von Matt Brand Identity, such as the sail in the logo, can be found throughout the website.

The website is built on Neos CMS, which is used as a flexible and user-friendly application framework. The site is connected to a data warehouse API with asynchronous processing of different data.

Through extensive user segmentation, content is prepared according to the selected country and investment type. This means that website visitors receive the data they want with just a few clicks. The figures, documents and news articles can be found quickly and easily.

This architecture means that Bellevue's website can be expanded as required in the backend and is easy to use in the frontend. And: By linking all pages of the Bellevue Group, data and modules can be shared without any problems.

Responsible at Bellevue: André Rüegg (CEO), Tanja Chicherio (Head of Marketing and Communications). Responsible at Jung von Matt Brand Identity: Diana Geissel, Nadja Völker-Albert (Strategy), Boris Stoll, Christina Widmann, Loraine Olalia (Corporate Design).Responsible at Jung von Matt Tech: Michael Hümbeli, Stefanie Pfeffer, Andrin Gorgi (Project Management), Samuel Hauser, Nattha Kamso, Adam Selwon, Adrian Siulik, Piotr Kamiński (Development), Amir Ferhatbegovic, Robert Deecke (User Experience), Manuela Tappe (Art Direction), Emmanuel Denier (Screendesign), Stefan Bruggmann (Managing Director), Michelle Danilschenko (Managing Director).