"We are permanently trying to build credibility, honesty and authenticity"

In the fall of 2015, the management of Digitec Galaxus decided to focus on content marketing. The direction was clear: Experienced media professionals should generate the content, not marketing copywriters or PR specialists. Six months later, the editorial department went into operation. With two people, Philipp Rüegg and the current editorial director Aurel Stevens. Both came from Watson and were previously available for 20 Minutes Online active.

Three years and various expansion steps later, the editorial team at Zurich's Pfingstweidstrasse comprises 18 people. Divided into Digitec and Galaxus teams, they provide content for the portals of the two online stores. Each member of the editorial team has one to three areas of expertise - from photography and computers to pet supplies and gardening. The editorial contributions "fight" together with the advertising content for the favor of the side visitors. What does not arouse interest is soon no longer visible. This mechanism is not quite to Aurel Stevens' liking. If it were up to him, he would have more influence on what is displayed in which place and for how long. Nevertheless, he is satisfied. At the time of our visit, six of the nine visible content tiles on the start page were "occupied" by editors.

But there is no sense of competition at all with the product management team that puts up the ads, Stevens adds. No wonder: Until recently, the editorial team was also responsible for writing these articles. In the fall of 2017, it was given responsibility for all written content, and the editorial team was increased to 15 people at that time. Six months later, this decision was history: the editorial team was allowed to focus on purely journalistic content again - without having to cut back on the increased number of people. July 2018 saw the last expansion for the time being, and the editorial team currently comprises 18 people.

Why did you personally turn your back on the media industry?

I was at 20 minutes editor and page editor, then I slipped into project management and IT and finally worked for Watson managed IT for two and a half years. Somehow, though, I wanted to get back to the keyboard - and I applied here. One thing that bothered me more and more about the media was that you're often typing away from early in the morning until late at night. I longed for something more long-term, where I could put my own ideas into practice. As Chief Editor, that's now possible to a certain extent. I like that.

What is your opinion of the development of traditional media?

I think the development is terrible. Media have a social function, and the fact that they are apparently no longer profitable is alarming.

Can a content marketing medium step into the breach when traditional media disappear?

Of course, we can offer a new home to one or two journalists, even though I don't expect us to employ 36 editors in two years. But playing fourth force is not the job of our editorial team. Just as it is not the job of a PC Tips is. We are neither up to date, nor do we deal with political issues.

Do you primarily consider other online retailers or other media as competition?

Other media. Trade magazines, online and offline. The cool thing about our job is that we're doing something that no one in Switzerland has ever done before on this scale and with this consistency. Many online portals consist of fewer people than we do.

Do you feel you work for a media or online store?

I clearly work for a medium. Even though we all know that we are part of an online store. I notice that, for example, in comparison to my previous job at WatsonThere, the editorial team was king. If they asked for a slide show tool, IT implemented it as quickly as possible. Here, on the other hand, if I express the wish that we would like to have a quiz tool, they say: Yes, that's good ... In February 2027! (laughs). We are just a cog in the system here.

A cog of increasing importance?

Even if no one is indispensable: We have managed to establish our value internally and externally over the past two years. We are a unique selling proposition. And you know what? A unique selling proposition that's damn hard to copy. Online stores abound, but when it comes to content, there aren't many stores left.

At the end of the day, isn't it still enough for an online store to have large warehouses, fast delivery times, functioning, simple processes and low prices?

Ultimately, what we do is a traffic and image measure. Nothing that should or can have a direct impact on revenue or sales. I think marketing needs a healthy mix of "straw fires" and long-term measures. In the short term, you can pay for traffic. If you stop paying, it immediately drops to zero. No sustainability at all. With content marketing, on the other hand, you can build something for the long term. And even if we were to stop delivering content now, our content would still draw some long-tail traffic with it. If someone googles "stinky shoe," they will still land on the Galaxus post "When shoes stink to high heaven!" in the future.

Do you feel that competing companies are starting to copy Digitec's content strategy?

Of course, we notice one or two efforts in this direction. But we differentiate ourselves by presenting our editorial content very prominently. Other companies also make corporate content, but still "hide" it under the topic of blog or magazine. You have to click on it specifically, the content is never as visible as it is with us.

How are you perceived by the traditional media?

It's interesting that our journalistic standards are also being noticed by seasoned media journalists like Rainer Stadler - he once wrote in his column that we practice "hybrid journalism. If it has even taken hold in these minds, it probably happened years ago among young journalists. Recently, the Argus media monitoring service even asked for our media data. (laughs) But that was about the printed brochure, which recently also includes editorial content.

If you now also go into print: Where are the limits of the focus on content marketing? Will Digitec Galaxus remain an online retailer?

Sure, we are and will remain an online store. And that leads to a starting position that I really appreciate: Many people who come to our pages expect a pure online store. You can surprise them with good content. In the beginning, we were therefore able to generate a lot of Herzli and comments with relatively little effort. In the meantime, however, we have noticed that our readership is becoming more demanding. You can no longer just throw reviews around and everyone thinks, "Yeah, great!

The subdivisions of the Digitec Galaxus marketing department are located here on the same floor, desk to desk. How do you work together?

It's important for us to work closely with Digital Marketing because that's where the social media stories are based. We often suggest to the team how they could use our posts. But they have the final say. We also work closely with Creation. She keeps an eye on our imagery, gives us feedback, helps us out with her photographer. In addition, our two video bloggers are part of the Krea team. And very important for us, of course, is the translation department. We translate half of all texts into French, and about 30 to 40 percent into English and Italian.

Is the impression correct that activities in French-speaking Switzerland have been stepped up recently?

Definitely. We have increased the budget for marketing and advertising there, opened a new branch in Geneva, and hired two new translators with a total of 150 job percentages. But we are also expanding strongly in Ticino.

And what role does English play?

A very important one. Our English texts are accessed almost as often as the French ones. Especially from expats. Someone recently told me that on Google at the intro meeting, they recommend shopping at Digitec - we feel that. (laughs)

How do you get feedback on whether what you're doing is making a difference to Digitec Galaxus?

It is important to note that the editorial team has no financial goals. Even if it happens again and again that an editor triggers hundreds of sales with one article. Our real goals are to increase awareness, build and support brand attributes, and generate traffic. We have quantitative and qualitative metrics - for example, the average read time of articles - against which we are measured and evaluated. I get various KPIs "on the hump" as an assignment. But what I pass on to my people is: the most important thing is to recognize a good story when it crosses your path. Teaser click-through rates are less important to me. I'd rather have a good story with a mediocre teaser than a mediocre story with a super teaser. Preferably, of course, a great story with a great teaser (laughs).

Werbewoche: Who works in the editorial department?

Aurel Stevens: Primarily seasoned media people. Plus a few who have a marketing background - and the declared will to develop editorially and journalistically.

Is it difficult for Digitec Galaxus to poach people from the media industry?

It was very difficult at the beginning, but now it's no longer a problem at all. In the beginning, we were already viewed critically. Not only from the outside, but also internally. Over time, media professionals have understood that we work journalistically and don't create advertising. In addition, of course, the traditional media are not doing as well as they used to. If we expand our editorial team at the same time, it's easier for us to recruit good people.

You have said that you were also subject to internal criticism - to what extent?

Of course, there were voices saying, "Hey, they're clogging up our front page with their posts!" From a purchasing perspective, every slot would have to be reserved for advertising. But in the meantime, buyers understand that editorial contributions also have their value. (laughs)

Before the management decided on the content marketing course, there was only advertising for the product range on the online stores?

Until spring 2016, the focus was on purely promotional measures. There were isolated contributions, but these were mainly about product innovations or promotions. In the past, manufacturers could even pay to have their products featured. We have stopped that.

The editorial team describes itself as completely independent - are there nevertheless limits to freedom?

We have thematic guard rails. These state that we should take up topics that are close to the product range. So we certainly don't write about political or religious topics. Apart from that, I define the term "close to the product range" quite broadly. It therefore happens from time to time internally that the reference to the product range is questioned in the case of an article. But we stick to it, because these are often the most successful articles.

What do important partners of Digitec and Galaxus say when their products come off badly in reviews or other articles?

Of course, they don't enjoy it. Four weeks ago, for example, I sat at the table with a large technology company, an important Digitec partner. This company actually has contracts with the buyers of its products. It says that you have to use the media material that is made available to you - and you have to use it exclusively. We, on the other hand, are more like a bird of paradise. Some of the journalists who work for us are seasoned journalists. When I tell them to "copy and paste" the texts of this company, they laugh at me and leave. They don't put up with that.

But internally there are no consequences?

No, they don't exist! We receive maybe one ugly mail per month, à la "Now you haven't used the key visual again! ". Then our response is: "Yes, noted, we will continue not to do so, adieu."

Digitec Galaxus can only afford to take this stance because its market power is now so great.

Definitely. There are also parallels to our advertising campaign, which shows the sometimes mercilessly honest, often negative customer reviews. It's clear that some manufacturers of the products shown are very annoyed by the campaign. But we appear much more authentic through this communication. This is intentional and has been approved from above. That's why our editorial requirements include the following: Do reviews - and if you think something is garbage, then write in the reviews that it is garbage. Of course, this leads to friction and conflicts. Also internally. If a buyer has bought 1000 notebooks and we write something negative about it, of course he's not happy.

Does this objectivity pay off for the readership?

Yes. It is the basis for being taken seriously. We are constantly trying to build credibility, honesty and authenticity. That's what I stand for, that's my core task as editorial director. If readers no longer believe us, my task has become pointless.

Does the 08/15 reader even notice how much independence is behind the articles or does he suspect hidden PR everywhere in the end?

No, the readers notice that very quickly. Especially on Digitec.ch, you can sense the readers very well - by reading comments. We know what makes them tick.

Are reader comments also an issue in the negative sense? Many media have a hard time keeping them "in check"....

No, we have that well under control. With some online portals, you don't need a login, but you have to filter the comments afterwards. With us, it's the other way around: you need a login, but you don't have to do any administration. The community is so healthy that it regulates itself. It's only when it comes to a few classic topics that emotions sometimes run high - for example, Apple's iOS. You quickly realize that 95 percent of our customers are in favor of Android. For example, I once wrote an article about how Apple's wireless earphones, the Airpods, were pretty cool for various reasons. A storm of outrage from horrified Android fans and Apple haters followed - they commented me into the ground. (laughs)

So it seems that the target group - like in the early Digitec years - is still pretty nerdy?

Yes, exactly, that is the brand essence of Digitec. We try to appeal to a specialist audience with our nerdy tone.

On the other hand, this approach is unlikely to work for Galaxus?

These are two completely different target groups and therefore we are pursuing two completely different concepts. Although Digitec has higher sales and generates much more reach, the team that generates Galaxus content is slightly larger in terms of personnel.

Why?

This reflects the ambitions. Galaxus is set to become big. While electronics sales are already very saturated, we see much greater growth potential for Galaxus with its full range. We are still growing with Digitec and are constantly claiming a bigger piece of the pie for ourselves. At the online department store Galaxus, on the other hand, there is no predefined pie - we're more in a wide, open meadow.