Trend 1: Less is more
Achieving more with less has already emerged as a major challenge in recent months. Rising prices and higher costs also have a direct impact on users' media budgets. Spending on media content is the first area to be cut. At the same time, our time budget is also decreasing. Now more than ever, real service close to the reality of our lives is needed.
Several trend reports come to the conclusion that media companies should offer less, but make the added value for users even more quickly apparent and, in the best case, indispensable. This applies to communication and advertising messages, the value proposition, and also the simplicity of the product features and payment options on offer.
Trend 2: Artificially created content
It was an eye-opener of a special kind when OpenAI launched the new application ChatGPT at the end of November 2022. Suddenly, the possibilities of artificial intelligence seemed to be accessible to everyone, seemingly overnight. Even if the true potential can only be guessed at, some observers see this as the beginning of an AI revolution. It will disrupt knowledge work in the same way that mechanical machines fundamentally changed factory work in the 18th century.
This may not yet occur immediately in 2023. But it is important to understand that social turning points have come about not so much through the invention of revolutionary technologies, but rather through their widespread application. And for that, it is worth thinking about possible moral boundaries now.
Trend 3: Let them find you
When Google presented a study on the search preferences of its users last summer, the results may have surprised some. According to the study, around 40% of younger users do not use Google Maps or Google Search when looking for a place to eat, but are inspired by content on TikTok or Instagram.
Social video is increasingly becoming the place where the search begins - or even more extreme: inspiration is found, even though you don't even know you were looking for it. In this context, Google announced its intention to make search more visual and interactive in the future.
Other providers will follow suit, which in turn will also have an impact on the findability of media content. Because the focus is no longer just on users finding their answers quickly, but just as often wanting to be surprised and unexpectedly delighted.
Trend 4: Replacement process from third-party platforms
Although some trend reports predict the end of social media (again) in 2023, the reality is different: Many media companies are still profiting from social media traffic. Nevertheless, it's no secret: 2023 will be the year when many media and communications companies try to upgrade their user engagement strategies away from third-party platforms.
In view of takeovers, restructuring, and layoffs at platform companies, media companies must develop a holistic audience strategy on and off the platforms. The answer is simple and complex at the same time: Those who can build strong communities around their own offerings will be all the more independent of market-dominating platforms. Some media companies have already understood this and are now selling access to exclusive communities instead of premium content.
Trend 5: New products, bundles and subscriptions
If you think about Trend 1 in a consistent way, you end up with Trend 5: Only those who focus their offering can sharpen their own profile in the flood of content. More and more users want an all-in-one platform for content consumption. At the same time, users are increasingly thinking about reducing their media subscriptions. Both movements will become even more pronounced in 2023.
However, focusing, bundling and redeveloping offerings can only succeed if there is clarity about the company's own portfolio and its market and user needs. Anyone who wants to be successful in 2023 should do their homework in portfolio management as quickly as possible.
Trend 6: Responses to the shortage of skilled workers
"Great Resignation," "Quiet Quitting" and the shortage of skilled workers shaped 2022 - and will remain relevant in 2023. By 2030, 5 million more workers will retire than enter the labor market in Germany alone. At the same time, 4-day weeks, reduced working hours and workation are being discussed. This makes it clear that companies will be under immense pressure to change in the new year.
Anyone who wants to recruit and retain valuable employees must therefore invest in personnel development and corporate culture. In 2023, this includes above all a focus on the psychological safety of employees and the creation of working methods that are accessible to all. For example, by building more autonomy into processes.
Trend 7: Change fatigue
Organizations are expected to become even more efficient, even faster, and even more agile. At the same time, an increasing number of employees state in surveys that they suffer from "change fatigue. While 74% of employees were willing to change their own work behavior in 2016 in order to support organizational change, this figure had fallen to 38% by 2022.
What to do about it? Stopping all change processes for the time being hardly seems to be a feasible solution. Rather, a step-by-step and participative approach should be chosen. The key to successful change lies in finding the right balance between transparent targets and measures based on personal experience that are suitable for everyday use.
Trend 8: Putting words into action
The climate crisis and activist actions have been loudly debated in recent months. In contrast to last year, several trend reports therefore see 2023 as the year of real and sustainable innovation. In 2023, companies will therefore have to focus all the more on how they can offer more energy-efficient products and services or even make their entire production processes more climate-neutral.
But the challenge in 2023 will not only be to manufacture products with lower emissions and to develop new climate-related products and services, but also to make them appealing to users who have so far shown little interest in the subject.
Here you will find all sources and trend reports in the original
Konrad Weber is a strategy consultant and coach in the field of digital transformation. He advises management teams from large companies to startups on the development of new strategies and accompanies teams and organizations through far-reaching changes. He recently published a book on trends and their impact on the media and communications industry. For more than 14 years, he has worked as a bridge builder between content and technology - before working as an independent consultant as a digital strategist at Schweizer Radio und Fernsehen SRF with several years of experience in project management and strategy development.
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Salesforce, the global leader in CRM solutions, has published its eighth annual State of Marketing Report. The report shows that the work of Swiss marketers continues to create more value despite macroeconomic and labor market headwinds. The report also reveals how marketers in all countries surveyed are adapting to changing data privacy regulations - and managing more data sources than ever before.
Eighty-four percent of Swiss marketers believe their work represents greater value than it did a year ago - an increase of 2 percentage points from a year ago. However, they are struggling in an uncertain economy: 37 percent of Swiss marketers said that budgets are tight, and 88 percent of Swiss marketers agreed that it is more difficult to meet customer expectations than a year ago. To cope with the current situation, marketers are focusing on:
- Experimenting with new marketing strategies and tactics
- Improving the use of tools and technologies
Vanessa Gentile, Head of Marketing Switzerland at Salesforce: "Marketing managers are not only faced with the challenge of meeting the increasing demands of customers. At the same time, they are feeling the cost pressure - especially due to the current economic challenges. In addition, the regulatory shift to marketing without the use of third-party data is imminent. Companies, and marketers in particular, need to think about new strategies to further improve and strengthen the communication and relationship with their customers. Our eighth State of Marketing report is not only a barometer of sentiment, but also provides guidance in the ever-changing marketing landscape to create exceptional long-term customer relationships." The trends highlighted in the State-of-Marketing report were identified through a survey of 6,000 marketing executives in 35 countries and six continents, including 75 from Switzerland. Among the findings are the following:
- Multichannel as a success factor: Marketers are investing in a combination of channels and technologies to reach audiences in new places and build lasting relationships. Events and sponsorship, TV/Internet TV and website/app have seen the biggest growth in usage by Swiss marketers over the past year. However, email marketing remains dominant, accounting for more than 80 percent of all outbound marketing messages, according to Salesforce Marketing Cloud's trillions of messages sent.
- First-party data as an integral part of the strategy: Marketers are adapting to changes in data privacy regulations and demands for data transparency. Although 67 percent of Swiss marketers still invest in third-party data, 57 percent say they have a fully defined strategy for switching third-party data.
- KPIs are shifting as marketers seek real-time intelligence: At every stage of the funnel, marketers track more metrics than ever before, year after year. Rapid evaluation and response remains a competitive advantage. Sixty-seven percent of Swiss marketers engage customers in real time across one or more marketing channels.
- Distributed teams unite with collaboration technology: The realization that remote and distributed working is on the rise is prompting executives to invest in new collaboration tools. 77 percent of Swiss marketers say collaboration is more difficult today than before the pandemic and are using an average of 3.75 collaboration tools to help.
All information in detail
An overview of all the numbers in the 2022 State of Marketing Report in the Tableau dashboard. you can find here; the entire report with the global figures is available here.
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The industry report is a new, 16-page special publication that appears six times a year under the Werbewoche label and takes a very targeted look at various sections of our industry. The fourth industry report on the topic of content marketing will be published on July 15 and is available to holders of a license to read Werbewoche, a Subscription of the advertising week here as WebPDF downloadable.
These topics await you:
Pseudojournalism
Content marketing threatens the fourth power in the state
Content marketing borrows the credibility of journalism and deprives it of advertising resources. According to a Frankfurt study, all DAX companies already practice this form of PR.
The author: Petra Sorge is Editor-in-Charge, Online at the political magazine Cicero. Her topics are politics, business, digital and ide media column. She is a member of netzwerk recherche and a jury member of the "Initiative Nachrichtenaufklärung".
Content Marketing
Communication of the future - or bubblegum for the brain?
Companies should ask themselves how sustainable their content really is and not publish a lot of content at any price. What level of content do you offer your stakeholders in content marketing? Do you only want to offer so-called bubblegum content or in-depth information?
The Author: Klaus Eck is managing director of the Eck Consulting Group. In November 2015, he founded the content marketing agency d.Tales. The consultant and keynote speaker has been supporting brands in the digiatalization of their corporate, marketing and communication processes for more than 18 years. He has published four specialist books and numerous publications in magazines on content marketing and reputation management. In addition, he has been running the specialist medium PR-Blogger since 2004. He is also a lecturer at the Electronic Media School in Potsdam (content marketing), FH Joanneum in Graz (content strategy) and at the Hamburg Media School (digital journalism).
Corporate Communications
Content marketing as an opportunity for medium-sized businesses
Professor Dr. Manfred Uhl, Faculty of Business at Augsburg University of Applied Sciences, on the useless dispute over the interpretation of content marketing and corporate publishing.
The Author: Prof. Dr. Manfred Uhl received his doctorate after his studies at the University of Augsburg. This was followed by scientific activities at the Institute for Applied Media Sciences at the Technical University of Ilmenau, Thuringia, among others. Uhl then spent ten years in various management positions in marketing and corporate communications at international and regional companies. This was followed by teaching positions at several universities. Since 2010, Uhl has been Professor of Marketing and Corporate Communications at the Faculty of Economics at Augsburg University of Applied Sciences. At the same time, he is active as a speaker for companies, associations and in management training as well as in projects in the national and international profit and non-profit sectors. www.hs-augsburg.de
Speed means success
Content velocity as a decisive competitive factor
Delivering the right customer experience to the right person at the right time requires an increase in content velocity. All channels must be quickly and consistently filled with content that matches the platform.
The Author: Stefan Ropers is Managing Director Central Europe at Adobe. He is responsible for driving the transformation of the Creative Cloud, Marketing Cloud and Document Cloud businesses. Adobe is transforming the world through digital experiences. With its creative, marketing and document solutions, anyone - from independent artists to international corporations - can create content and make sure it reaches the right people at the right time.
Video as the supreme discipline
Content and video marketing
The Author: Qris Riner is co-founder of Nemuk AG, digital marketing agency in Zurich. The agency specializes in content, video and digital marketing. www.nemuk.com
High-profile representatives of the industry also revealed to the Werbewoche industry report "Content Marketing" which of the three most important rules CM providers must observe if they want to help shape the market of the future: Daniel Kaczynski, CEO and owner Swisscontent, Marco Demont, Co-Founder and Managing Director ipmedia, Arne Bergmann, CSO Admeira, Oliver Johnson, Head of Digital Marketing, Coop, Viviane Egli, Managing Director Primafila
Following:
Industry Report Direct
November 18; with Advertising Week 19/2016
Industry Report Industry Balance Sheet
December 16; with Advertising Week 21/2016
You would like to work as Advertiser be represented in the industry report?
You can find all info here.
Werbewoche: Hans-Georg Häusel, decisions happen in the brain largely unconsciously and always emotionally. So is it illusory to try to influence purchasing decisions with marketing measures?
Hans-Georg Häusel: No. Of course, I often have no influence on what is unconsciously absorbed by the brain. But our brain - including the consumer brain - takes in stimuli from the environment, and advertising is one of these stimuli. What the brain then does with these stimuli runs unconsciously, but can still influence decisions.
But if the gut is our brain, how is it possible to influence purchasing decisions in a targeted way?
That's possible, even if you can't turn the consumer into a puppet. The consumer, the customer, will always remain a bit of a closed book, and we should have no illusions about that. We can't predict reactions one hundred percent. That's because we're not dealing with a blank brain, but with a human being who, in many ways, is a
areas has quite a lot of prior experience, and this prior experience initially eludes your marketing measures. But if you do it right, you can reinforce behavioral and thus buying tendencies.
There is not THE customer, THE buying behavior: What can marketers and advertisers base the development of communication measures on anyway?
First of all, you have to know how communication works in the brain, which emotion systems there are, how perception works and which stimuli work and which do not. What can I do to emotionalize? How can I create attention for my message? Brain research can answer these questions. But in all of this, of course, it's about making it all purposeful, and that brings us to the question of target audience. There are several dimensions to the target audience. Social dimensions: What milieu is someone growing up in? Neurobiological dimensions: Age and gender. Neuropsychological dimensions: What is the consumer's emotional makeup? And cultural dimensions: What cultural background does the consumer come from? There are a number of influencing factors that determine whether what a marketer comes up with is relevant or not.
Can you give a concrete example to illustrate how to do clever neuromarketing?
So, we always start by assuming that emotions are the main deciders - but they're not the only ones, I'd like to emphasize, because social factors are often just as important. For example, I consider: I want to approach a young man between the ages of 20 and 30. Then I know very well that his testosterone and dopamine levels in the brain are relatively high and that he is very adventurous. So my stimuli have to be loud and they can definitely be charged with sexual components. If you deliver on that, you're already going to resonate relatively well with this target audience. If you send the same message to an older 65-year-old lady, you'll reap indignation and she'll say, "That's way too loud and way too violent for me.
If there is not THE customer, can advertising and marketing even target larger groups of customers?
It depends on what your product is. Example: Take two brands from the automotive sector, for example Volkswagen and Porsche. VW is a brand that also appeals to an extremely broad target group in its communication. VW makes cars for old and young, for families and individualists, there's something for everyone. Accordingly, VW's overall communication is very broadly based. You find the opposite at Porsche. Porsche targets only one basic emotional type, and that is the one with a pronounced dominance system, i.e., a desire for career, power, status, and assertion. We call this type "performer. And it is precisely for this performer that Porsche builds its cars, the Boxter for the young performer and the Panamera or Cayenne for the old performer. And communication is focused accordingly.
How exactly do I need to know my customer to be able to influence his buying behavior?
I have to know who my target customer is, who I want to address. Then I can still decide whether I want to shoot a bullet or whether it's better to shoot buckshot, because my product is not particularly target group-oriented, as we've just seen with the Volkswagen example. In many areas, you have an extremely broad target group, but in areas like lifestyle, the target groups are much narrower. But I have to know that beforehand. I have to know what kind of gun I'm going to take out of my cabinet - do I get the shotgun or the rifle - but for that I have to know in advance who my target is.
How can you seduce customers? Where are the "buy buttons"?
If I know who my customer is and which emotional fields they are at home in, then I can align the language with that, I can base the imagery on that, I can base my advertising messages on that, I can align my social media activities with that - in other words, I stage my product in such a way that it fits exactly into this emotional funnel that belongs to their personality. That can be very pointed, as with Porsche, but it can also be the case that I take messages that many people like equally and that are not particularly target group-oriented. If you show a nice ideal world, everyone wants it. So you can control whether your message is emotionally relevant or not. But that's how you can influence probabilities, not predict certain outcomes.
And how can consumers prevent a button from being pushed on them?
To do this, you need to know how the providers shoot.
You have a very defensive vocabulary, you use "shoot", "gun", "perpetrator", "victim" - is marketing a struggle?
No, but we're in competition. And competition can be playful or a Champions League game. But that's also fun.
Does it depend on the product how well you can arouse desire for it? Does chocolate sell more easily than detergent?
Yes, of course, it always depends on whether the product has some kind of rewarding aspect or is part of a daily ritual. Detergent tends to be part of a daily ritual, chocolate is a reward. And if the product then goes into the distinction line, i.e. enables you to have status, then of course a lot more desire arises. Products often also have a social communication function; with the iPhone 7, for example, you demonstrate a penchant for individualism. But not all products have a social communication function: detergent has none at all, toilet paper none at all, chocolate some of the time, even the wine you serve your guests already has a social communication. And the more emotional worlds there are behind a product, the more the consumer is willing to pay money for it. Detergent triggers low reward, chocolate triggers medium reward.
What tips do you give to makers of detergent commercials - the most awful commercials of all - that are eerily annoying, especially on evening programming?
You are on the wrong track with this assessment. Because here you have to ask exactly: For whom? I assume that you are well educated as a journalist and are rather individualistic. For you, doing the laundry is probably also more of a punishment. So you don't belong to the group of people who are actually interested in laundry detergents. However, there is a group of consumers - especially female consumers - that should not be underestimated, who do not see washing as a punishment, but rather as part of their life fulfillment. That's about 35 percent of all women. They tend to be passive, conservative, we call them harmonizers. For them, of course, laundry detergent has a completely different meaning than it does for the two of us. That's why these commercials run in the evening program: That's where they all sit! In return, they won't see much detergent advertising in digital media. A second group, the traditionalists, are also responsive to detergent advertising.
What do "stinginess is cool" from Saturn and "I'm not stupid" from Media Markt do to the recipient's brain? Why does such advertising work?
Here, too, we need to see the coding of Saturn and Media Markt; which core target group are you addressing? The emotional core target group here is 70 percent men between the ages of 20 and 35. These are the ones with testosterone and dopamine, loud and aggressive, already a bit brutal, that's exactly the world that suits this target group and that the advertising is also aimed at. What is particularly exciting in the case of Media Markt is that Media Markt belongs to the Metro Group, which also owns the Real hypermarkets, which serve a completely different target group, more our harmonizers. And the Real stores put exactly the same polarity as Media Markt into their advertising a few years ago. The result was disastrous. Because the advertising did not hit the world of the target group. What works well at Media Markt, this testosterone-fueled advertising, doesn't work exactly there.
You advise medium-sized companies and corporations on marketing and sales. Can you give me an example of an assignment in which neuromarketing brought about a turnaround and finally resulted in entrepreneurial success?
I would like to tell you about a project that the Nymphenburg Group has undertaken together with the Vorarlberg company Zumtobel: Zumtobel is one of the largest and most high-profile lighting manufacturers in the world. We measured the emotional impact of light for Zumtobel, using neurophysiological means, i.e. we surveyed acceptance and rejection. This is how we found out that different emotional types have different light preferences. So if you are more in the harmony and balance zone, you look for a different lighting atmosphere than if you are hedonistic or performance-oriented. Together with a large German fashion chain, we then looked at which target groups you actually serve, which is the core target group, and then we aligned the light in the stores precisely to the core target group. The effect: ten percent more sales. (More about the study)
What can salespeople learn from brain research?
You can read about that in my book "Topseller". Perhaps a brief summary. What does the sales process look like from the perspective of brain research? The first topic would be how body language is created and what I can already do on the nonverbal level to trigger trust in the customer's brain. The second topic is how I find out what my customer really wants. There are magic questions that virtually ask the customer what he wants and with which you trigger the right actions at the same time. And the third topic is how I present my product arguments in such a way that I really trigger product desirability - in other words, what do the language and multisensory elements have to look like? And the fourth topic would be: What can I do to speed up the decision or move the customer toward the decision so that the sales conversation doesn't end up completely open-ended? Brain research can contribute quite a bit to this.
So in essence, it's about consciously dealing with the unconscious or subconscious.
Exactly, recognizing and sending out signals. These instruments have been used forever and brain research did not invent all this. But it can show and explain what works and what doesn't and why something works. We can use this to target advertising and sales. If you know that something works and why, you are simply better off than if you only suspect that it might work.
In which direction do you think marketing is developing in 2016?
Of course, you almost can't hear it anymore, digitization continues, that's one part. But our brain still remains the old one. I think we all have to be aware of the digital possibilities - but we also always have to ask ourselves in front of which and for which brain this is taking place. And only when we know how the brain reacts to digital media can we use these possibilities properly. Sure, all areas are becoming more and more digital, the media itself, retail, print is decreasing, online is increasing, digital commerce is outpacing retail - but still, everything has to be implemented in a brain-friendly way with the possibilities of the individual channels. That is the wish I would have in 2016, 2017 and 2018.
Interview: Anne-Friederike Heinrich
In a nutshell
Hans-Georg Häusel holds a doctorate in psychology and is a thought leader in neuromarketing. He is one of the leading international experts in marketing, sales and management brain research. As a brain researcher with many years of consulting experience, Häusel knows where the many small unconscious purchase buttons are located in customers, what distinguishes customers from one another and how to win them over. He shows managers how motivation and leadership really work from the brain's point of view and what makes companies successful. Häusel is a sought-after keynote speaker both nationally and internationally. He has received the Excellence Award as one of the best speakers in the German-speaking world. Together with the Haufe publishing group and the Nymphenburg Group, Häusel also organizes the largest European neuromarketing congress every year. Häusel is a lecturer at the Hochschule für Wirtschaft in Zurich and works as a senior partner for Gruppe Nymphenburg Consult.
This interview already appeared in the Werbewoche "Branchenreport Marketin", which was sent to our subscribers with Werbewoche 4/16.
The industry report is a new, 16-page special publication that appears six times a year under the label Werbewoche and takes a very targeted look at various sections of our industry. The first industry report on marketing was published on February 26. The Werbewoche industry report "Advertising" is published on "Advertising Day" with the "Werbewoche Advertiser of the Year 2016" and reaches Werbewoche subscribers and recipients of the KS/CS member magazine "Monitor" as well as participants in Lausanne as a separate issue. Use this platform to put yourself as an advertiser in the focus of an entire industry - more information at Werbewoche.ch/advertising-in-the-advertising-week
The industry report is a new, 16-page special publication that appears six times a year under the Werbewoche label and takes a very targeted look at various sections of our industry. The first industry report on the subject of marketing will be published on February 26 and will be distributed together with Werbewoche 4/2016 to all Subscribers shipped. These topics await you:
Storydoing
Brands should make
Brands have to do something to really tell a story.
The Author: Mirko Kaminski is founder, owner and CEO of the German agency Achtung!, which works for Swiss and Nestlé, among others, and employs 150 people. Kaminski has been a juror at the Cannes Festival, the New York Festival and the PR Report Awards, among others. The agency is among the top agencies in the German PR creative rankings and was also nominated for the Swiss Award Corporate Communications in 2015 with a campaign for Swiss International Air Lines.
Communication dictatorship adieu
The future of marketing
Consumers have long since left the world of classic advertising messages, disgusted by an ever more intense "more of the same". What to do?
The Author: Remy factory owner heads one of the top ten agencies in Switzerland as CEO of JWT/Fabrikant and is a member of the Board of Directors of Mindshare Media Agentur. He has won over 300 awards in various national and international competitions, and one of his cinema spots was included in the permanent collection of the New York Museum of Modern Art. In addition, the thoroughbred creative served as a jury member at the Cannes Festival and actively fights for better advertising on the board of the Art Directors Club Switzerland. Furthermore, Fabrikant is a lecturer at universities of applied sciences and a donor of the Zurich Film Festival. Remy Fabrikant studied at the University of Applied Arts and started his career as an art director at Advico Young & Rubicam. He has worked for many national and international clients such as Bayer, Deutsche Bank, Kimberly-Clark GmbH, Heineken, VW, Unilever, Microsoft, Nestlé, IBM, Swissair, Mazda, Maurice Lacroix, Groupe Mutuel, Unicef. In 2015 he published the book "The end of communication dictatorship. The art of motivation".
Neuromarketing
Push the buy buttons
Dr. Hans-Georg Häusel is an expert in marketing, sales and management brain research. In this interview, he reveals why detergent advertising isn't as bad as we think it is and how to push consumers' buy buttons.
In a nutshell: Hans-Georg Häusel holds a doctorate in psychology and is a thought leader in neuromarketing. He is one of the leading international experts in marketing, sales and management brain research. As a brain researcher with many years of consulting experience, Häusel knows where the many small unconscious purchase buttons are located in customers, what distinguishes customers from one another and how to win them over. He shows managers how motivation and leadership really work from the brain's point of view and what makes companies successful. Häusel is a sought-after keynote speaker both nationally and internationally. He has received the Excellence Award as one of the best speakers in the German-speaking world. Together with the Haufe publishing group and the Nymphenburg Group, Häusel also organizes the largest European neuromarketing congress every year. Häusel is a lecturer at the Hochschule für Wirtschaft in Zurich and works as a senior partner for Gruppe Nymphenburg Consult. Haeusel.com
Brand Leadership
Who will actually manage the brand in the future?
The marketing of the future must be data-based if it really wants to understand the needs of consumers, the experts from the market research institute Mill ward Brown Vermeer recently demanded in a German trade paper. In times of Big Data and prosumers, many marketers hope for success in the clever use of consumer data and with user-generated content. Quite a few claim that consumers are taking over the leadership of brands. Who are the most successful brands in the digital age actually led by consumers?
The author: Dr. Peter Felser is an entrepreneur, consultant and lecturer. With his consulting firm Felser Brand Leader ship, he supervises selected brands and strategy projects, lectures on brand leadership and strategic planning at several universities, serves as director of studies for the CAS "Brand Leadership" at the Zurich School of Economics (HWZ) and as chairman of the board of directors of Serviceplan Suisse - Agency for Innovative Communication, Zurich.
Emotional Branding
Enchant customers with charisma and a personalized customer experience
The author: Sarah Wilhelm is a communications consultant and member of the management board of W4 Marketing. W-4.com, MarketingSheet.com
In addition, top-class representatives of the industry revealed to the Werbewoche industry report "Marketing" what keeps them busy in marketing this year: Sven Reinecke (Executive Director of the Institute for Marketing at the University of St. Gallen), Roman Hirsbrunner (CEO Jung von Matt/Limmat), Christoph Spengler (Accelerom), Roland Ehrler (Director Swiss Advertising Client Association SWA/ASA), Tim Alexander (Head of Marketing and Communications, Swisscom) and Ulrich H. Moser (President GfM - Swiss Society for Marketing).
Following:
Industry Report Digital
April 15; with Advertising Week 7/2016
Advertising industry report
May 27; to the day of advertising with the
"Advertising Week Advertiser of the Year 2016"
Content marketing industry report
July 15; with Advertising Week 12/2016
Industry Report Direct
November 18; with Advertising Week 19/2016
Industry Report Industry Balance Sheet
December 16; with Advertising Week 21/2016
In addition to Werbewoche, the industry reports offer our subscribers a concise overview of the current status in the relevant industry segment and give advertisers the opportunity to address very specific target groups. The industry reports can also be ordered separately by non-subscribers. Please send your orders to [email protected].
You would like to work as Advertiser be represented in the industry report? You can find all info here.