Swiss Brand Congress 2026: The Return of the Brand

The Swiss Brand Congress has always been a place where the industry takes stock of itself. Anyone who wanted to know what issues were on the minds of marketing executives need only walk through the halls of the Dolder Grand Hotel and listen in on the conversations. But the 2026 edition felt different. Perhaps it was due to the record attendance of 700 guests. Perhaps it was the speed at which artificial intelligence is currently transforming entire value chains. Or perhaps it was because many sense that the industry is at a turning point.

Host Hans-Willy Brockes described the conference’s goal as providing as comprehensive a picture as possible of the challenges facing marketing in 2026. That’s why the program included AI, data, and digital innovations as well as experience marketing, live experiences, and brand staging. This duality proved to be the central theme of the day. On the one hand, new technologies that automate processes and accelerate decision-making. On the other hand, the realization that trust, identity, and human relevance do not lose their importance as a result, but rather become even more important.

Anyone who listened closely quickly realized that a common question lay behind the wide variety of presentations. How does a brand remain relevant in a world where content is produced at an ever-faster pace, purchasing decisions are increasingly influenced by algorithms, and consumers are confronted with thousands of messages every day? The answers varied. The overall direction, however, was surprisingly consistent.

Why AI Is Destroying the Middle Ground

Pascal Kreder and Patrick Seitter provided the analytical framework for this discussion with their «Strategic Marketing Navigator 2027.» Their central thesis was as simple as it was uncomfortable: The next three years will determine how marketing will function over the next two decades. They attribute this to the convergence of several trends. AI is already producing vast amounts of synthetic content, new brands are emerging faster than ever before, and digital assistants are changing the way consumers find and select products. At the same time, companies are facing increasing pressure to demonstrate the effectiveness of their marketing with ever-greater precision.

Particularly striking was their analysis of that large segment of the market where many brands had, until now, settled quite comfortably. Well-known, properly positioned, but not truly distinctive. According to the two speakers, it is precisely this middle ground that is coming under pressure. As AI consolidates answers and consumers increasingly rely on recommendations from platforms, search engines, or agent systems, mediocrity is becoming increasingly invisible. Brands must therefore either offer a clear price advantage or occupy a distinctive place in people’s minds.

The real significance of this statement lies in the fact that it extends far beyond the current AI debate. It describes a shift in the rules of the game. Technology makes many things more efficient. It democratizes knowledge, production, and distribution. And that is why those factors that cannot be automated become more valuable: trust, credibility. Identity. Relevance. Or, to put it more simply: brand.

This idea came up again and again throughout the day—sometimes explicitly, sometimes between the lines. It served as the backdrop for discussions about communities, credibility, cultural resonance, and the question of how companies can set themselves apart in the future.

Brand as a Driver of Returns

The discussion became particularly engaging when Jan De Schepper shifted the perspective. The president of SWA, CEO of Yuh, and CMO of Swissquote did not focus on technology, but rather on the impact of brand investments. In his view, the discussion in many companies starts with the wrong question. All too often, the conversation starts with channels. How much of the budget goes to social media? How much to search engines? How much to print or TV? Yet the real discussion needs to begin much earlier—namely, with the goals.

Is it about brand awareness? Credibility? Engagement? Loyalty? Only once these questions have been answered can the right media mix be determined.

De Schepper thus also provided an explanation for why strong brands are currently experiencing a renaissance. After all, a brand doesn’t just have an impact on the level of perception; it also influences the effectiveness of all marketing efforts. People are more likely to click on well-known brands. They trust them more. They engage with their content for longer. They are more likely to buy their products.

It is therefore clear that a brand is far more than just an emotional add-on. It is a driver of efficiency. It makes performance marketing more effective and reduces friction throughout the entire customer journey. What was long considered a cost center that was difficult to measure suddenly appears to be a driver of returns.

That is the real point of the 2026 Swiss Brand Congress. The brand is not making a comeback in spite of artificial intelligence. It is making a comeback because artificial intelligence levels the playing field in many ways, thereby rewarding those companies that already have a firm place in people’s minds—or are working toward one. The congress provided exciting insights into this, and we at m&k will be hot on the heels of those who are successfully charting the brand’s course…

The Return of the Authentic

While Pascal Kreder and Patrick Sitter described the tectonic shifts in marketing and Jan De Schepper explained why brands are regaining economic importance, Ladina Heimgartner highlighted an aspect that came up repeatedly throughout the day: the longing for authenticity.

The CEO of Ringier Medien Schweiz and president of the World Association of Newspapers and News Publishers (WAN-IFRA) had returned just a few days earlier from the World Publishers Congress in Marseille. About 1,300 media representatives from around the world gathered there. The topics discussed there differed surprisingly little from those at the Dolder.

One key focus was the relationship between media companies and AI providers. In particular, the question of how content is used without its creators receiving fair compensation. Heimgartner described how the publisher of The New York Times, A.G. Sulzberger, addressed the issue in a passionate speech, striking a chord with the international media industry. At the same time, however, she also observes another trend: the once-sharp distinction between professional media and creators is beginning to blur. The two worlds are increasingly converging and developing new forms of collaboration.

Even more interesting, however, was another insight from Marseille. Information alone is no longer enough. «Utility beats information,» as Heimgartner put it. Today, information must provide concrete value. It must help people make decisions, provide guidance, or solve problems. Simply conveying information is losing its value.

This is exactly where the circle closes with marketing.

Brands, too, can no longer rely on simply being visible. Attention is more abundant than ever before. Relevance, on the other hand, is becoming increasingly scarce. Anyone who wants to build a relationship with people today must offer more than just reach.

That is why a term that had long been viewed as a “soft” factor gained increasing importance at the brand conference: experience.

For Heimgartner, experiences are among the things that neither bots nor agents can replace. Whether it’s a high-quality print publication, an inspiring digital platform, or an event like the Brand Congress itself—whenever people come together to share an experience, a form of value is created that goes far beyond mere information. This is likely what explains the record attendance of 700 guests. Despite video calls, podcasts, webinars, and AI summaries, face-to-face interaction remains irreplaceable.

It was remarkable how often these ideas overlapped with the remarks of other speakers. Kreder spoke of authenticity as a new luxury. Heimgartner spoke of experiences that cannot be automated. Ultimately, both were describing the same trend: the more digital the world becomes, the more valuable those moments that cannot be digitized become.

Cultural Resonance Instead of Reach

Anyone who wanted to know what all these developments look like in practice had to listen to Alma Lipa.

L’Oréal DACH’s CDMO is responsible for the digital development of 37 brands—a task that has not become any easier in recent years. Target audiences are becoming increasingly fragmented, new platforms are emerging at a rapid pace, and according to a study cited by L’Oréal, the average attention span on a smartphone is now just 1.7 seconds. The question, therefore, is no longer just how to reach people, but how to even be noticed in a sea of content.

Lipa's response to this can be boiled down to three concepts: performance, long-term impact, and cultural resonance. Today, successful brands must master all three disciplines simultaneously.

She illustrated exactly how L’Oréal is tackling this transformation using numerous examples. Artificial intelligence is no longer used solely for analysis; it now supports the creation of advertising materials, virtual product testing, and the optimization of content for generative search engines. At the same time, the company sets clear boundaries. At L’Oréal, AI is not used to alter skin, hair, or the body. The goal is to leverage the efficiency of new technologies without promoting unrealistic beauty ideals.

Her remarks on the creator economy were particularly insightful. In Germany, Austria, and Switzerland alone, L’Oréal counts around 180,000 relevant creators with at least 1,000 followers. While major influencers have often plateaued by now, Lipa observes tremendous momentum among nano- and micro-creators. It is there that a large part of the credibility and connection that brands can hardly establish on their own is now being fostered. With the ’L’Oréalista« platform, the company is therefore building its own ecosystem for this community and rewarding creators not only with products but also with exclusive experiences—from attending Fashion Week to the Cannes Film Festival.

Even more exciting, however, was how consistently L’Oréal views culture as part of its brand strategy. Whether it’s Wimbledon with La Roche-Posay, Coachella with Maybelline, or the Geneva Marathon for a sun care brand: the company specifically seeks out cultural moments that already hold emotional significance for certain communities. In doing so, the brand doesn’t just act as a sponsor; it strives to become part of the story itself. Reach is thus a result of relevance—not the other way around.

Alma Lipa later expanded on some of these ideas during a spontaneous conversation with Anna Kohler on the stairs in the Dolder’s foyer. While the next round of conversations and networking sessions was already underway all around them, it became clear just how rapidly marketing is changing right now. Data, platforms, and AI are helping us understand people better. However, whether a brand connects culturally is still determined where people talk to one another, exchange recommendations, and want to become part of communities. Culture can be analyzed. Resonance only arises when brands learn to become part of it.

The Return of the Brand

Tobias Zehnder chose one of the most apt titles of the day. His presentation at Webrepublic was titled «Return of the Brand,» striking a chord that ran through many of the discussions at the Swiss Brand Congress.

The situation is paradoxical. Never before have marketing professionals had access to so much data, metrics, and measurement tools. At the same time, it’s becoming increasingly difficult to assess what impact is actually being generated. Reach can be measured, clicks can be counted, and engagement metrics can be reported. Whether a message sticks, builds trust, or contributes to brand-building is much harder to determine.

That’s exactly where the «YouTube Impact Engine,» developed by Webrepublic, comes in. The starting point was the realization that a significant portion of advertising budgets ends up in environments that generate little recall. Zehnder’s goal, therefore, is not to reduce performance, but to achieve more effective performance. Or to put it another way: to achieve more with the same budget, or to allocate funds where they make a greater contribution to the overall impact. This is not only more efficient, but ultimately more cost-effective as well.

It was striking how strongly this perspective resonated with the participants. Many companies are currently grappling with the same challenge: Marketing often still speaks a different language than senior management. While marketing departments discuss reach, engagement, and campaign metrics, CEOs and CFOs are interested in impact, growth, and business success. In this context, Zehnder spoke of a disconnect that still exists in many places.

The title «Return of the Brand» therefore describes less a return to old marketing virtues than a shift in perspective. Brand management and performance are no longer at odds with one another. Strong brands amplify the impact of marketing investments, improve the efficiency of campaigns, and create the kind of relevance that cannot be derived from data alone. In this sense, Zehnder’s presentation served as an operational complement to what Jan De Schepper had previously explained from a corporate perspective: The brand is not a cost center. It is a value driver.

Relevance starts on the commute to work

As a long-standing title sponsor, Post Advertising has been supporting the Swiss Brand Congress for many years. However, Sabrina Wettstein did not use the stage for self-promotion, but rather to share an observation that fit the overall mood of the day surprisingly well: Reach alone is no longer enough.

The marketing professional made it clear just how much the demands on communication have changed. Visibility remains important. However, the context in which people encounter a message—and the meaning they ascribe to it—is becoming increasingly crucial.

Public spaces, in particular, offer an exciting arena for this. Every day, people move through train stations, city centers, neighborhoods, and transportation hubs. They wait, find their way around, make decisions, and are open to new impressions. As a result, advertising spaces become touchpoints in everyday life.

Wettstein demonstrated how data, behavioral patterns, and intelligent planning help us understand these moments more precisely and respond to them in a more relevant way. Technology provides the foundation; the creative idea determines the impact. In doing so, she echoed a theme that ran through many of the presentations: It is not the technology itself that creates relevance, but rather the way it is used.

In a sense, Post Advertising served as a bridge between broad strategies and people’s everyday lives. After all, whether cultural resonance is created, whether brands build trust, or whether they remain in people’s memories is ultimately always determined by specific interactions.

How Rausch Is Revitalizing a 135-Year-Old Brand

While Alma Lipa demonstrated how global brands create cultural resonance, Birgit Schäfer told the story of a brand that found its future in its own past.

When the current CMO joined Rausch in 2023, the major relaunch was already in the works. The design, brand identity, and positioning were all in place. Much of the groundwork for the relaunch had been laid. But instead of rushing headlong into it, Schäfer began to listen—not to his own teams, but to the market.

The responses were surprisingly similar. Many congratulated her on the move. Almost as many added, «But you’ve still got a lot of dust to wipe off there.»

That statement stuck with me. It quickly became clear that Rausch didn’t have an identity problem. The brand had a strong history, high name recognition, and a high level of trust. What it lacked was a contemporary image.

The company sought answers where many brands rarely look: among former customers, non-customers, and people who were familiar with Rausch but hadn’t used its products in a long time. A comprehensive study of 800 people brought some surprising insights to light. Although Rausch was perceived as an effective solution to hair problems, it lost many customers once their specific hair issue had been resolved. At the same time, many consumers were unaware that the products were silicone-free or vegan. Most significant, however, was the perception of Rausch as a somewhat outdated, traditional brand.

Many companies would have responded to such results with a new campaign. Rausch chose a different path. The data served not as a control mechanism, but as a compass. It helped him question assumptions and reassess certainties.

For example, it became clear that the brand’s previously rather cautious approach to communicating about naturalness was unnecessary. Today, the brand confidently combines natural ingredients with scientific efficacy and well-being. This insight led to a refined understanding of the brand, one that views tradition not as a burden but as a strength.

The brand’s foundation continues to be rooted in knowledge of herbs that dates back to Josef Wilhelm Rausch and historic monastic recipes. What’s new is the way this story is told. It isn’t preserved as is, but rather adapted to the present day.

That is precisely where Rausch’s true strength lies. The brand isn’t reinventing itself; it’s redefining itself. While in many places transformation is equated with radical change, Rausch shows a different path: the future isn’t created by breaking with one’s own history, but by having a clear understanding of what a brand truly stands for.

To me, this sounds much more like a major magazine feature than a keynote speech manuscript.

The Award for Roman Reichelt

Of course, an award was a must. Roman Reichelt, CMO of Brack.Alltron, was honored with the 2026 Marketing Thought Leader Award. The choice comes as no surprise. Hardly anyone else currently embodies more fully a mindset that ran like a common thread through the entire conference: Successful brands aren’t built on “either/or,” but on “both/and.” Not brand or performance. Not creativity or data. Not long-term brand management or short-term results. But rather on the ability to bring these disciplines together.

In this sense, Reichelt’s award also stood as a symbol for many other thought leaders who shaped the day. For Birgit Schäfer, who is revitalizing a traditional brand without severing its roots. For Alma Lipa, who describes cultural resonance as a key factor in modern brand management. For Tobias Zehnder, who wants to make impact more measurable. Or for Jan De Schepper, who persistently reminds us that strong brands don’t slow down performance—they accelerate it.

Seen in this light, it wasn’t just one person who was honored that evening. What was celebrated was an attitude that is regaining importance in an age of AI, data overload, and automation: the belief that sustainable brand success arises where analytical precision and human relevance come together.

The Return of the Brand

To wrap up the day, m&k spoke with Roland Ehrler. As the long-time director of the SWA, he has followed the development of the Swiss marketing industry for many years. This made his observation all the more remarkable: at the 2026 Swiss Brand Congress, branding and performance were once again viewed more strongly as a unified whole. He noted in particular that the brand had regained more prominence than the mere “last click.”.

This observation ran like a common thread throughout the entire conference. Of course, there was discussion of artificial intelligence, data, automation, and new measurement methods. Behind all these topics, however, lay another question: How do companies remain relevant in a world where technology standardizes and accelerates so many things?

Surprisingly often, the answers led to the same point. Pascal Kreder and Patrick Sitter warned of the danger of interchangeability. Jan De Schepper explained why strong brands increase the effectiveness of marketing investments. Ladina Heimgartner spoke about the growing value of trust and experiences. Alma Lipa demonstrated how cultural resonance is created. Tobias Zehnder advocated for a stronger focus on actual impact rather than isolated metrics. And Birgit Schäfer used the example of Rausch to demonstrate how a 135-year-old heritage brand can use its history to reshape its future.

From different perspectives, they described the same trend. The AI revolution is transforming tools, processes, search behavior, and business models at a pace that impresses even seasoned industry professionals. At the same time, it does not change the fundamental purpose of a brand. Brands are meant to provide guidance, build trust, create relevance, and help people make decisions. The more complex the world becomes, the more important these very functions become.

The future will therefore not automatically belong to the loudest, most technologically advanced, or data-richest brands. The companies that succeed will be those that manage to remain humanly relevant in an increasingly artificial world. The 2026 Swiss Brand Congress impressively demonstrated why brands are currently experiencing a remarkable comeback.

Precisely because technology makes so many things easier, the things that cannot be automated become all the more valuable: trust, identity, cultural significance, and genuine relationships with people. That is where the strength of great brands lies—and their greatest competitive advantage.

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