The Investigativ.ch research network announced the award on Wednesday. It has been awarding the "Golden Brake Block" since 2014 to people it accuses of preventing information.

While the National Council adopted a motion to strengthen press freedom in the banking and financial sector as a result of the "Suisse Secrets" revelations, the Council of States steered the discussion in a completely different direction, Investigativ.ch wrote in its press release. In December 2023, it approved a postulate from its Economic Affairs Committee entitled "Handling the further use of illegally acquired data".

Kuprecht was President of the Economic Committee of the Council of States at the time. Burkart acted as committee rapporteur during the debate in the small chamber.

With the motion, the small chamber instructed the Federal Council to examine whether the publication of illegally collected data should be made a criminal offense. In the view of the research network, this would be tantamount to tightening the current provisions. According to the organization, this would not only affect bank data, but all confidential information in general.

Debate about media freedom

The publication of the "Suisse Secrets" in February 2022 triggered a domestic political debate about media freedom in Switzerland. An international research network - including with South German Newspaper, Guardian, Le Monde and the New York Times - accused the major bank Credit Suisse of having accepted autocrats, drug dealers, suspected war criminals and human traffickers as clients for years.

However, Swiss media representatives were unable to take part in the research. The reason for this is that it is a criminal offense in Switzerland to publish information that falls under bank client confidentiality. (SDA/swi)

Based in Zurich's lively Kreis 4 district, the 44-strong agency serves companies such as Swiss, Ochsner Sport, Edelweiss, Helsana, Sunrise and, since 2024, Migros. The guiding principle "One thought has the power to change everything" is both Thjnk's motto and lived philosophy, which manifests itself in "pioneering strategies and comprehensive communication solutions", according to a statement from the LSA.

Thjnk's range of services includes strategy, campaigning, design, content, performance and AI. With its visionary thinking and a deeply rooted understanding of transformation, the agency has carved out a place for itself as a pioneering player in the Swiss communications landscape.

Andrea Bison, co-founder and CO-CEO of Thjnk and "Advertiser of the year 2024"is delighted to be joining the LSA: "It will be exciting to tackle the issues and challenges of our industry together with the other LSA agencies and thus actively shape the future of the Swiss communications world."

The study shows:

• 55 % of Gen Z (1997-2006) associate themselves with hip-hop culture.
• Among millennials (Gen Y, 1981-1996), the figure is 51 % - almost on a par with the younger generation.
• 29 % of Gen X (1965-1980) also feel connected to hip-hop.
• Even among the Baby Boomers (1950-1964), 13 % still identify with the movement.

These results show that hip-hop has evolved from a subculture to a cross-generational force. The high popularity among Gen X and baby boomers in particular will surprise decision-makers, as hip-hop is often associated purely with youthful rebellion. However, these generations have grown up with the birth of the culture - for many of them, hip-hop is not just a phenomenon, but a part of their lives.

From subculture to universal power

While Gen Z lives hip-hop as a lifestyle and millennials see it as formative for their identity, the influence on Gen X and baby boomers is also significant. The data shows that hip-hop creates an emotional connection between the generations. Gen X, the first "hip-hop parents," have passed on their love of the culture to their children. Baby boomers who witnessed the beginnings of Run DMC or Public Enemy appreciate the rebellious spirit and social attitude that hip-hop embodies.

What this means for marketing

Hip-hop offers brands the opportunity to reach target groups across generations - with emotional relevance and cultural authenticity. These three principles are what make hip-hop so valuable for marketing:

1. Creating cultural proximity: Brands that understand hip-hop culture can tell stories that not only appear "cool", but are also credible and authentic.
2. Connecting generations: Hip-hop is the bridge between young and old. A brand that uses this connection can place products and messages that resonate across generations.
3. Arouse emotions: Hip-hop speaks to people's hearts. A well-executed activation can not only attract attention, but also create long-term loyalty.

Culture marketing influences purchasing decisions

Brands that get involved meet a target group that is open to culture marketing: one in three people (32%) who feel part of hip-hop culture say that culture marketing - for example hip-hop influencers - has a significant influence on their own purchasing decisions. Among those who have no connection to hip-hop, the proportion is around 25 percentage points lower.

Conclusion: A culture with a future

Hip-hop culture is no longer a youth phenomenon. It is a universal tool for brands to create emotional closeness, cultural relevance and cross-generational communication. Brands that recognize this opportunity and use it authentically have the chance to establish a deeper connection with their target groups. It is not just the big, established brands for which positioning can be relevant. More than two thirds (68%) of hip-hop aficionados like to try out new brands, which means there is also potential here for smaller brands or start-ups.

Decision-makers with budget responsibility should therefore ask themselves: How can my brand become part of this movement and benefit from the emotional power that hip-hop offers?

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* Brand expert and GWA board member Phillip Böndel After several successful years as a consultant to Germany's best-known rappers, he expanded the digital department of the Butter. agency from 2014, was appointed to its management board at the end of 2017 and is now co-owner & CMO of the agency. Since the beginning of 2021, he has been co-founder and CEO of Germany's first Consulting firm for hip-hop culture The Ambition. 

* Philipp Schneider has worked in various marketing roles for the online market research company YouGov since 2015. As Head of Marketing DACH & Nordics, he is currently responsible for corporate communications in the regions.

The offer was launched on Tuesday, as the company announced. The participating publishers are CH Media, NZZ, Ringier, Somedia and Tamedia as well as the 20 Minuten Group.

According to the communiqué, the participating media companies select news items on a daily basis, which then appear as an excerpt on Google. At the click of a mouse, readers can access the unabridged articles on the publishers' websites.

According to Google, it pays for Internet users to receive limited access to paid content.

According to the press release, "News Showcase" is currently available in 31 countries. (SDA/swi)

At McDonald's, the whole of society comes together: Big Mac, Fries, McFlurry and Co. make no distinction in terms of origin, status, age or religion. And not just in the dining room, but also in the kitchen. Especially in times when many things are drifting apart, the more than 180 restaurants throughout Switzerland are an important, common meeting point - a safe haven where everyone experiences genuine hospitality.

This spirit is being brought together for the first time in the current TBWA\Zurich winter campaign: The platform "A place that shines for everyone" communicates all seasonal offers, products and promotions. The focus is on the message that there really is something on offer for everyone.

For those who like to play, for example, the game "Golden Slide": exclusively playable in the McDonald's app, fans and guests have been able to win various prizes since the beginning of December. A quirky TV commercial was created for the game, in which a family glides along the road to McDonald's on their way to the Christmas vacations in dreamlike safety and at the same time wonders about all the winners of the game on the side of the road.

As always, the McRaclette will also be back on time - with or without crispy bacon. And for those who love to reflect, there's a Big Mac Christmas bauble that can be purchased with bonus points.

The campaign's message also radiates from billboards across the country: "A place that shines for everyone" is effectively presented by McDonald's as a refuge for everyone in the dark winter.

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Responsible at McDonald's: Sandrine de Cerjat, Daria Lowe, Audrey Parance, David Smadja, Jessica Dumoulin, Morgane Zillweger, Dana Cañizares. Responsible at TBWA\Zurich: Manuel Wenzel, Reto Clement, Monelle Kanza, Mathias Bart, Patrick Milles, Davide Schenker, Katharina Binder (creation), Julia Kerschbaumer (consulting/project management), Agnes Meier (Head of Production), Toni Rubera, Noemi Rubera (DTP). Contact at ViDo Production: Nicolao Negrello (Video Producer). ProductionStories, Giger Brothers, Swipe Back. Image processing: Lorenz Wahl.

The large chamber rejected the parliamentary initiative by Baptiste Hurni (SP/NE) by 122 votes to 71. Hurni submitted the initiative while still a member of the National Council. Today he is a member of the Council of States. He argued that health insurance premiums were rising and rising, but health insurance companies were advertising on a grand scale. This "unnecessary expenditure" should be stopped.

The National Council's Social Security and Health Committee (SGK-N) approved the initiative at the beginning of this year. However, the Council of States' sister committee did not agree with this decision, so the initiative was returned to the SGK-N.

The committee has now requested that the proposal be rejected. Commission spokesperson Kris Vietze (TG/FDP) said in the Council that, in the view of the majority of the Commission, a ban on advertising would prevent health insurance companies from advertising new offers. This would inevitably hinder innovation, the diversity of offers and competition.

Implementation problems are also to be feared, as many health insurance companies are active in both the basic and supplementary insurance sectors. In addition, the health insurance companies' advertising expenditure accounted for around 0.4 percent of the premium volume. There would therefore be no significant savings. (SDA/swi)

Marina Winder has been working in corporate communications, journalism and consulting for over 20 years. She joined IRF two years ago. She advises clients from industry, the public sector, retail, real estate, hotels and restaurants as well as financial institutions. She advises her clients on strategic positioning, reputation management, financial communication and media relations, among other things. Marina Winder also accompanies capital market projects (IPO and M&A) and supports clients in crisis communications.

Before joining IRF, Marina Winder was a member of the Executive Board at Stadler Rail for almost seven years, where she was responsible for the General Secretariat and the Communications and PR department. Prior to this, she was a journalist for the Swiss parliament, reporting mainly on Swiss politics for the daily newspapers of NZZ Regionalmedien.

Ziegler was Managing Director of Schweizerischer Ärzteverlag until September.

According to the press release, after four years as Managing Director, Moesch intends to work independently in the areas of consulting, coaching and journalism. He will continue to act as a consultant for the foundation.

Among other things, Moesch was responsible for the program relaunch at "Telebasel" in mid-2023 with the new news format "Punkt6" and the launch of the regional news portal "Baseljetzt". (SDA/swi)

Dynamite designed a new logo for the WHL with the claim "Gemeinsamkeit verbindet" (togetherness connects) and developed a comprehensive branding manual. In addition, the Website modernizedto reflect the values of the WHL and emphasize the inclusive attitude of the institution.

By redesigning its overall image, the WHL can now clearly communicate its cultural diversity, tolerance and appreciation for the different backgrounds of its clients. The new branding thus supports the institution's socio-educational work and promotes its public perception.

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Responsible at WHL: Administration. Responsible for Dynamite: Roger Bosshart (consulting and text); Ralitsa Ruseva (art direction); Aleksandra Wolkow (graphics).

Migros Basel emphasizes its connection with the region at Christmas time. From "Weihnachtsgutzi" and "Grättimänner" to Nordmann fir trees: Festive products from Basel and the surrounding area take center stage and are intended to increase the anticipation of Basel residents for the holidays.

The protagonists in this campaign are once again employees of the Migros Cooperative Basel. They present their personal favorites from the Advent range on a total of five double subjects.

"Regional products are a matter close to Migros Basel's heart; they make our range unmistakable," says Andreas Lehr, Head of Marketing at Migros Basel. Customers really appreciate the proximity and Christmas is the perfect time to show our roots in the region. "Many products are made directly in our in-house bakeries or in the Cuisine or Pâtisserie artisanale in Münchenstein, which enables us to offer fresh, handmade food of the highest quality," says Lehr.

After the summer campaign the current Christmas campaign was once again created in close collaboration with freelance copywriter and concept developer Dieter Boller. Advertisements, posters and digital advertising materials will be promoting the regional offer in the greater Basel area until shortly before Christmas.

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Responsible at Migros Basel: Andreas Lehr (Head of Marketing Communication), Simone Troller (Head of Market Development), Corina Verhoog (Head of Multimedia Design), Meret Buser, Chantal Brantschen (Art Direction), Michelle Weber (Photography), Michel Blind (Multimedia Producer), Hatice Elmali, Sylvia Frei (Media). External: Dieter Boller (Text), Michaela Stalder (Content).

m&k: Oded Lavie, you are one of Publicis’s most renowned AI experts. We’ve all been talking about this topic constantly for over a year now, but most of the discussions tend to remain rather superficial. To what extent is AI really changing our industry?

Oded Lavie: First of all, I’d like to say that, on a personal level, I find it difficult to be called an AI expert. I think the true experts are those who develop this technology and create models and platforms—people who have been doing this for years. I’m just someone who loves technology and its connections to our business. As for the broader discourse: Before November 2022, discussions about generative AI were already taking place in various small circles, but they were often dismissed by companies and agencies. ChatGPT 3.0 brought about the shift: it evolved at lightning speed from a fringe phenomenon to the mainstream. Now we’re in the midst of a very broad discussion—but not yet in the implementation phase.

 

Why is that?

In my opinion, the reason lies in the far-reaching implications of the technology. It truly represents a paradigm shift, much like in the early days of the World Wide Web. This poses a challenge for all areas of business: data, legal, copyright, ethics, talent management, efficiency, processes, the silos we work in, marketing, IT, and much more. The implications and challenges of actually implementing generative AI are enormous, and brands want to get it right. That means learning to crawl before walking and running. To talk first, before applying it. Smart companies viewed 2024 as a learning phase, testing several pilot projects with various partners to identify where the value drivers lie—and are now planning to scale up in 2025.

 

Are there any other reasons?

Another reason why we’re still in the discussion phase is the amount of misinformation out there about generative AI and what it can actually be used for. For example, some say it can reduce the effort required for creative services by 50 percent; others talk about complete production automation and how cost-effective that would be. Those are all fairy tales, if you ask me. We’re not there yet. And the gap between what you read and hear—what’s supposedly possible—and what’s actually possible can lead to disappointment and reluctance to adopt the technology. That’s why the pilot and experimentation phase is so important: you learn, understand, and continue to evolve.

 

Pascal Winkler, you work with Oded on various projects for Swiss clients and help implement AI technology at Publicis Groupe here in Switzerland. What is the current status here, and in which areas has Publicis already implemented AI?

Pascal Winkler: At our Swiss headquarters, our journey with AI began much like that of others in the industry—with initial experiments as various tools began to emerge. It was a bit like the «Wild West,» where everyone rushed into this exciting, unknown territory with great enthusiasm and wonder, but without much guidance or rules…

 

So what happened next?

We have moved beyond this phase to the actual implementation of AI in workflows and projects. In addition to the «visible» aspects of campaigns that are AI-generated, there are already many steps in the campaign development process that are carried out with the help of AI: AI-assisted insight generation, AI-assisted briefings, AI-assisted early idea visualizations or animated storyboards, AI-assisted voice-overs, and so on.

 

So the «Wild West» isn’t quite as wild as it used to be.

To stick with the analogy: While we discover new areas every day, we have now staked out several clearly defined territories in which we operate. We’ve defined clear rules within these territories and, over the course of the year, implemented a comprehensive training program aimed at familiarizing various stakeholders with AI tools and methodologies. So our teams know how to use them.

 

And is that how all Publicis agencies operate?

Over the years, I’ve worked at all kinds of agencies, and of course, each model has its advantages. But in the case of a technological revolution like this one, I can confirm the significant advantage that comes with being part of a global network. All of our agencies in Switzerland benefit immensely from the clear global roadmap and gain access to a suite of vetted tools «on a silver platter.» The image tools we use, for example, generate outputs that our clients can use legally, ensuring both quality and compliance in our AI-powered output.

 

Oded, can you tell us more about the global strategy and the process of identifying and implementing tools?

Lavie: Essentially, our goal is to create a «human-plus-machine» work environment and provide our talent with the best tools, platforms, and processes. This will enable them to do their work in close collaboration with AI. This is intended to enable efficiency and growth opportunities for our customers and our company, while taking into account the risks of AI, the pace of change, and the need for agility and flexibility.

 

What does it take to do that?

We gain insight into challenges and needs from various sources: trends we observe, investors and accelerators we collaborate with, and feedback from our 120,000 employees worldwide… and as soon as we identify a solution that addresses a need, a challenge, or a desire, we begin a due diligence process. This may include the quality of the output, potential use cases, ethics and security, economic feasibility, and the integration of the technology into our processes. If the basic thresholds are not met, we will face challenges in implementing a tool.

 

And you have established this process within your global Gen-AI partnership team.

Yes, I'm very proud of that. This process allows us to move quickly and meet the needs of our talent. It took some time to develop this process, and we're constantly looking for ways to improve and optimize it.

 

Since these are still rare: Are there "Best Practices", can you name any?

Case studies are still actually quite rare, but I’d be happy to share three with you. The first is a consumer experience initiative in which we put generative AI in the hands of consumers. A few months ago, we trained an image-generation model to understand a grocery retail brand and its merchandising vision. We then made this engine available to consumers so they could experiment with it and generate anything they wanted—in the brand’s style. We were amazed by the engagement and the results—we had over a million generations in less than five days, with an average of more than 1,500 requests per minute. In the end, one participant won a prize, and the item actually went into production.

 

And what about the second case?

The second case study comes from the automotive industry, where we decided to conduct a «virtual» photo shoot at a ski resort instead of a real one. We faced several challenges in the process—such as the fact that generative AI cannot create an authentic product, which is crucial in the automotive and other industries; we had to handle reflections and transparency, integrate the wheels into the ski environment, and much more. Ultimately, we published three images in an Instagram carousel, achieving about 85 percent cost efficiency and about 90 percent time efficiency—which is already impressive—but the impact of these efficiencies on growth, segmentation, localization, and personalization is even more exciting.

 

Let's move on to the last example.

In the last case I’d like to mention, we launched a new product within three months—including branding, packaging, marketing, advertising, and assets. This process usually takes months, but with our «human-plus-machine» approach, it took about ten weeks.

 

AI-generated or AI-assisted advertising has repeatedly drawn public criticism, such as Coca-Cola's Christmas ad or Jaguar's new campaign. Was this to be expected? Does the public first have to get used to the "state-of-the-art" gewmoan?

Winkler: The mixed reaction to AI-generated advertising, such as Coca-Cola’s Christmas campaign, likely stems from a feeling that it’s «good, but not great.» And that’s simply not what people expect from a brand like Coca-Cola, which is known for its exceptional advertising. AI-generated videos quickly and efficiently deliver 80 percent of the quality we’re used to, but the remaining 20 percent is missing. And that’s noticeable. Furthermore, it can feel like an emotional disconnect—or even a betrayal—when the audience knows they’re reacting to something created by a machine. Something bothers us humans when we feel that a machine is trying to evoke our most human trait: our emotions.

 

What is your personal opinion on this?

I don't think this commercial will be remembered as Coca-Cola's best work. My guess is that, at this stage, it isn’t even their most cost-effective «good» ad. Nevertheless, the lessons learned from producing such a campaign are invaluable and likely the main benefit for Coca-Cola and its agencies.

 

Douglas Rushkoff argues the following: When new technology emerges, everyone is eager to jump on the bandwagon. But if everyone does, in the end no one has a competitive advantage. Companies and agencies can all purchase the same tools. So will it ultimately come down to who is quickest to empower their employees to use them? Is that where the real advantage lies?

Lavie: The real advantage will come from three different, interconnected areas: talent, data, and technology. When it comes to talent, it’s «shit in, shit out»—pardon my French (laughs). If you don’t have talented people to manage the generative models using the right process, you’ll get mediocre results. Talented people are crucial for generative AI, just as they are for everything else. Today, you can start a podcast in two seconds—but how many podcasts do you actually listen to? Twenty years ago, anyone could start a blog—but how many blogs have you actually read? The tools themselves don’t guarantee quality; it’s the talent behind them that does.

 

And what about the data level?

If everyone uses the same models and tools, the question is how data can influence those tools—can stakeholders train a model? What data do they have to train that model? How do your data sources differ from those of the competition? As with talent, good data will improve results and become a competitive advantage—bad data… well, you know. Thanks to our transformation over the past few years, we at Publicis Groupe have very good data sets, both in terms of quality and quantity.

 

Let's talk about the technology.

Technology will become a commodity. So it’s not just about being first; it’s about implementing it the right way to support the process and being flexible and agile when it comes to adoption, change, and testing. All three of these things must happen—or be in place—to remain competitive.

 

How does Publicis plan to stay ahead of the competition—while, of course, remaining within the bounds of ethical standards?

Winkler: As Oded just described, the key is ensuring that our employees are trained faster and more effectively, that the right technology is in place, and that the data is available to feed and train the algorithms. But another important aspect is bringing our clients along on this journey. No one should use AI behind closed doors—and ethical considerations are absolutely central. It’s essential to engage your teams and clients in transparent discussions about the limits of AI use and, for example, how AI-generated content can be clearly identified by end users.

 

Are there any other aspects to consider?

Yes, and that means making AI easy for everyone to use. An important step we took a few months ago was the implementation of «GenCanvas,» a proprietary platform that integrates all of our shared AI tools into a collaborative workspace, similar to Miro. This gives all employees access to eleven different tools—including ChatGPT, Google Gemini, DALL·E, Bria, RunwayML, and ElevenLabs—in one place and makes collaborative creation easier. In 2025, we will extend this collaborative approach to our clients and support them in improving their skills and navigating the evolving landscape of AI technology in marketing.

 

Do you have a vision for the ideal future use of AI in advertising? Are there areas where you’d like to see it used, and others where you’d prefer that people continue to handle most of the complex thinking…?

Lavie: Wow, that's a big question (laughs). In Hebrew, we have a proverb that can be translated as «Prophecies are for fools,» so I try not to predict too much and focus on the here and now. But if I were forced to make a prediction, it would be that we’re entering a new phase of creativity. We’ll be able to do things we couldn’t do before due to time or resource constraints. We’ll be able to operate in a more personalized way than ever before. We’ll be able to gain more and deeper insights. We’ll have—compared to today—superpowers.

 

What does this mean for «human» creativity?

I think that once the initial hype dies down, we’ll know exactly where AI works well and where humans do. The balance will also shift: as AI improves, and the more we «delegate» to AI, the more we’ll continue to evolve and be able to create new kinds of advertising and experiences.

 

Maybe this is taking it too far—but don't you sometimes wonder if, somewhere in the intricacies of technology, there's a kind of "Spark" ...even though you know that's impossible?

Winkler: Oded, you're in charge of philosophy (laughs).

Lavie: Our collective *Blade Runner* moment really has me thinking. I think the answer depends on how we define that «spark.» Will AI be able to «match» the achievements of Newton or Galileo? Probably. Will it be able to do so under the same conditions as they did? No. AI and generative AI require massive amounts of data, significant computing power, and electricity, and they will determine things based on statistical relationships. That’s not a «spark» as implied by your question. What we’ll see is an acceleration of «sparks» from people who know how to work with AI.

 

Because of my philosophy studies, I'm finding it increasingly difficult to distance myself from the emotions or thoughts that AI evokes. As I find myself being almost fooled more and more often—does that happen to someone like you, too?

I started out studying math and philosophy and then earned a degree in psychology. I know that in some conversations with AI, I fall for an illusion, and yet it still happens to me. It will probably happen more and more often. AI makes decisions for us without our knowledge, and generative AI will guide us toward certain decisions. In some cases we’ll welcome this, and in others we won’t, and it will be up to us to decide which is which—and where we should invest more effort in understanding and ensuring that we aren’t deceived.

The Olympic Games had achieved a market share of over 40 percent among the younger audience, Wille told the Sunday newspaper. And coverage of football or skiing ensured that other sports also received more attention. On days with football or skiing coverage, almost 70 percent more people also tuned in to popular sports.

It is difficult to reach the general public with information programs alone. However, SRG will receive a new license from 2029. These questions would then have to be clarified as part of the negotiations.

Job cuts still open

The reduction in fees from CHF 335 to CHF 300 by 2029, on the other hand, was "a done deal". Wille described the Federal Council's decision as an "entrepreneurial mandate". She wants to build a good, strong SRG with the new financial framework.

There are still many unanswered questions as to how the CHF 270 million savings program could be implemented. The amount would correspond to 1000 full-time positions. At the moment, however, it would be dubious to commit to a number of jobs, said Wille.

They naturally tried to find solutions that would result in fewer cuts. The FM switch-off alone could save CHF 15 million. The consolidation of IT services would also be conceivable.

New streaming platform

With regard to the halving initiative "200 francs is enough", Wille said that 83% of the population use an SRG service every week, and half of young people. That was the strongest response.

She is certain that SRG will continue to be needed even in times of streaming providers because its programs tell stories from Switzerland. And because people are increasingly consuming time-shifted and digitally, they are in the process of building a new central platform.

Wille was also convinced that both the SRG and private providers were necessary for a strong Swiss media center. SRG is dependent on strong private providers. And if SRG was weakened, the money would flow to the big American tech companies instead. (SDA/swi)