The further development of Swiss Marketing - an interview with Marco Ancora

 

m&k: Marco Ancora, Swiss Marketing has been a key pillar of the marketing community for many years. How would you assess the association’s current position—and where do you see Swiss Marketing in five to ten years?

Marco Ancora: Swiss Marketing is currently undergoing a phase of deliberate evolution. This is less about a radical fresh start and more about addressing the growing complexity—in terms of structure, content, and members’ expectations.

Today, the association fulfills several roles: On the one hand, it serves as the federal umbrella organization for regional clubs with strong community ties. At the same time, Swiss Marketing also functions as a professional and sponsoring association within the meaning of the Vocational Training Act and is responsible for federal occupational profiles, examinations, quality standards, and international recognition. This dual role is legitimate, but for a long time it was not explained clearly enough—particularly in terms of the logic behind decision-making and the delineation of responsibilities between the association, the brand, and its subsidiaries.

Added to this is a fundamental shift in how people view membership. Today, people no longer automatically join an association out of pure conviction or tradition. The central question is increasingly: What’s in it for me, specifically? We take these changing needs seriously—not as criticism, but as reality.

This is exactly where we come in. In the current phase, we’re refining our governance, structure, brand management, and service offerings. We have diversified our membership models, specifically targeted new audiences such as students, graduates, and companies, and more clearly articulated the added value—from networking and visibility to learning and professional development, all the way to European connectivity.

In five to ten years, I see Swiss Marketing as a platform and ecosystem that consistently brings together three elements: the ability to showcase oneself, the ability to learn, and the ability to grow. Not as a static association, but as a system that is constantly evolving.

That is why we deliberately adopt the logic of an operating system: with releases, versions, and the ability to dynamically incorporate new requirements from the market, education, politics, or areas of expertise. Swiss Marketing aims to provide guidance, facilitate development, and at the same time remain open to change—in collaboration with the community, the business sector, educational institutions, and public agencies.

Many associations face the challenge of recruiting new members, especially from younger generations. In your view, what are the main reasons why young marketing professionals are less likely to get involved in traditional associations today?

I would say it’s less a matter of a lack of commitment than of changing expectations. Young marketing professionals today are very active—but they commit themselves differently than they used to.

The need for a sense of belonging is still there, but it has become much more dynamic. Today, engagement often follows a kind of subscription model: People use something as long as it’s relevant—and drop out when they no longer see a benefit. We’re familiar with this way of thinking from digital platforms, continuing education programs, and even the world of events and communities.

For associations, this means that membership alone is no longer a sufficient selling point. The added value must be tangibly experienced—through learning, exchange, visibility, and development.

At the same time, it’s important to emphasize that, especially within a federalist structure like Swiss Marketing, there have been—and continue to be—plenty of opportunities for young people to get involved. At the club level, young professionals have been able—and still are able—to contribute, take on responsibility, and help shape the organization—for example, on executive boards or in project teams. Anyone who wants to get involved can already find ways to do so with us today.

The challenge lies less in access than in the nature of the invitation. We need low-barrier formats, new entry points, and opportunities that allow people to get to know the community before making a long-term commitment. Not every relationship begins with membership—often, it begins with a first experience.

That is exactly why we are rethinking our formats: moving away from a purely membership-based approach toward open access, modular offerings, and clear value propositions.

The goal is to first reach out to people, involve them, and make them feel: Here can I to belong - and me develop further.

 

What role must a modern association play in the future to be not only relevant to young talent, but also attractive and meaningful?

A modern organization can no longer view itself merely as a traditional association. It must see itself as an ecosystem—a platform where different roles, needs, and levels of experience come together.

For Swiss Marketing, this means: We don’t think in terms of isolated offerings, but in terms of spaces. Spaces for exchange, for learning, for experimentation. Internally, for example, we talk about the Swiss Marketing Hub as a central point of contact or through formats such as a Swiss Marketing Lab, where new topics can be discussed, tested, and further developed.

At the same time, it’s important to me to be honest: New terms alone don’t make a new system. What matters isn’t what we call things, but whether they actually function differently—in a way that’s more open, accessible, and relevant to the community.

Another point is particularly important to me: The discussion must not be limited exclusively to young talent. A strong network thrives on the interaction between different generations. Young professionals bring curiosity, new perspectives, and a thirst for learning. Experienced professionals and leaders contribute context, experience, and responsibility.

Swiss Marketing aims to facilitate precisely this kind of exchange—deliberately non-elitist, not focused solely on C-level executives, but rather diverse, ranging from those just starting their careers to members of executive management. Here, value is created not by age groups, but through mutual learning and the sharing of knowledge.

 

How exactly is Swiss Marketing responding to these changes—whether in terms of offerings, formats, communication, or the nature of networking?

First, I think it’s important to put into context what stage we’re currently in. I’ve been in this role for just over a year, and during that time, the focus has deliberately been on analysis and laying the groundwork. Before you can make visible changes, you have to understand how the organization functions today—structurally, technologically, and culturally.

A key focus was therefore on data, systems, and technology. We thoroughly reviewed and modernized our tech stack: we implemented a new CRM, set up new communication platforms, and standardized processes. The goal was to create a robust foundation that would meet the needs of a marketing and sales association in 2025/26.

In doing so, we follow a simple principle: There are certain basic requirements that a modern association must meet before it can build upon them—similar to hygiene factors. Only when data quality, systems, and processes are in order can topics such as personalization, community dynamics, new formats, or partnerships be meaningfully developed further.

Based on this, we have begun to differentiate our offerings and membership models and to focus our communication more clearly. At the same time, we are working to sharpen Swiss Marketing’s brand positioning—not just superficially, but strategically: Who are we? Who are we relevant to? And what do we stand for as an ecosystem?

All of this follows an overarching logic: We are developing Swiss Marketing step by step, much like an operating system. With clear priorities, iterative improvements, and a willingness to adapt as soon as the foundation is in place. For us, transformation is not a one-time project, but a continuous development process.

 

New members bring new perspectives, expectations, and skills. How does Swiss Marketing plan to integrate these in a targeted way to further refine and rejuvenate the association’s profile?

For us, integration means more than just openness—it requires clear structures, transparent roles, and reliable points of contact. That is exactly what we are currently working on very intensively.

Swiss Marketing has evolved over time, with various committees, supporting associations, and areas of responsibility—particularly in the field of vocational training. Over the years, this complexity has not always contributed to clarity. That is why we are currently conducting a systematic analysis of our structures: governance, committees, role assignments, and decision-making processes. The goal is to create transparency and facilitate meaningful participation.

New members should know where and how they can get involved—whether at the club level, in projects, in thematic working groups, or as part of our role as the umbrella organization for vocational education and training. This area of education, in particular, is an important part of the community: Anyone who meets the relevant criteria can serve as an exam expert and actively contribute to the quality and further development of occupational profiles. That, too, is what membership is all about—not just formally, but in a meaningful way.

For me personally, direct interaction with the community is key. Not only with the clubs, but also with stakeholders from the fields of education, testing, and

Economy. This is the only way to gain a realistic picture of people’s needs—and the only way to create structures that promote participation rather than hinder it.

We do not view rejuvenation as a matter of age, but rather as a matter of quality and perspective. A strong network thrives on collaboration: between young professionals who want to learn and make a difference, and experienced professionals who contribute responsibility, knowledge, and context. Swiss Marketing aims to provide the framework for this—one that is clear, transparent, and open.

 

Cooperation Instead of Competition: How important do you consider partnerships with companies, educational institutions, or startups to be in ensuring the association’s long-term viability?

Partnerships are a key driver for Swiss Marketing—especially at this stage we’re currently in. We’ve consciously become more open to new collaborations, pilot projects, and so-called Baby Steps. It's better to test, learn, and refine things together than to spend a long time writing concepts that will never be implemented.

It is important to understand that, as an association, we operate differently from a private company. The term Association That connection is already there. Our thinking is therefore never egocentric, but always follows a triangle:

How does this benefit the association? How does this benefit the partner? And most importantly: How does this benefit the community?

It is precisely this logic that has led to a wide variety of collaborations in recent months—for example, with cultural events such as the Basel Tattoo, with community and event platforms like HeroFest Connect, the Marketing Tech Lab, the Brand Congress, the Social Media Summit, and the Swiss Customer Relations Forum, as well as with KEOS, a specialized agency in the field of sports marketing. The common thread here is not the partner’s product, but rather the marketing, sales, and networking concepts that are relevant to our members.

A good example is the Basel Tattoo: It’s not about what the Basel Tattoo is as an event, but rather about access to a community with significant overlap—many of the participants are entrepreneurs. This creates opportunities for education, exchange, and networking that generate added value for both sides. The same applies to collaborations with regional development organizations such as the Zurich Airport Region, where marketing, sales, and regional development topics can be meaningfully combined.

What’s important to us is this: Partnerships are not traditional sponsorship models. It’s not primarily about money in exchange for visibility. A partnership must be dynamic, evolve, and doesn’t necessarily have to be financial in nature. There are various forms of collaboration—substantive, structural, communicative, or educational.

As strategic brand management matures, this open approach will become more focused again in the future. But in the current phase, our conscious approach is: test more, learn more, and shape the future together. This is how sustainable growth is achieved—for the association, for the partners, and for the community.

 

Finally, what can existing and potential new members of Swiss Marketing expect in the future—and what does the association expect from them in return?

Going forward, members can expect Swiss Marketing to provide, above all, clarity: about what we stand for, the role we play, and the specific value that membership offers. They can expect to be part of an ecosystem that fosters exchange, learning, and development—on a professional, personal, and career level.

Swiss Marketing aims to be a place where people can showcase their talents, develop their skills, and grow—not in isolation, but in collaboration with others. This openness applies to those just starting their careers as well as to experienced professionals and leaders. What matters is not one’s position, but the willingness to contribute.

In return, we expect commitment, responsibility, and a willingness to engage in dialogue. Swiss Marketing does not see itself merely as a service provider, but as a community. Anyone who is part of this ecosystem should be willing to contribute ideas, help shape the future, and share knowledge—within the limits of their own capabilities.

For us, membership is therefore not a one-way street. It thrives on reciprocity: on benefits and contributions, on learning and sharing. This is precisely where we see the future of a relevant professional association.