Werbewoche: After the failure of Siroop, Coop decided to expand Microspot's product range and realign the home electronics store as a retail platform with a department store character. Why didn't you just change the name in the process?

Martin Koncilja: In terms of sales, we are the fourth-largest Swiss online store. That's why, from my point of view, it makes no sense at all to replace the familiar brand with a new one.

Is the IT-sounding brand Microspot fit to sell perfumes and gardening gloves?

I believe that the actual name itself is no longer so relevant today. What's much more important is what's behind the brand. Are the price, convenience and service right? Such factors are much more important to customers than whether the name fits the product range exactly.

So is there a commitment to that name?

Yes, this name stays. Definitely.

Visually, Microspot looks more like an electronics discounter than an online department store. Will the appearance be adapted?

In order to be able to address new customers, changes are certainly necessary. However, we will make them gradually and not all at once. Because it is also important for us to continue to be there for the large number of regular customers that we have in the proven form.

Is there a risk of diluting the brand and driving away regular customers by expanding the product range?

The danger would certainly exist with a "big bang" with a new name, new color and new values. But since we know exactly where we're coming from and are making all the adjustments gradually, I don't think this problem will arise. Amazon also originally came from the book sector, gradually transformed itself - and today you can buy everything on the platform.

Who is Microspot addressing today?

As things stand today, we don't have a clearly defined target group, but rather appeal to the broad masses. Due to the computer and home electronics range, we have addressed significantly more men than women in the past, as men are often more interested in these segments.

Now you are massively expanding your range. Are there more clearly defined target groups?

The strategy is to implement Coop's non-food platform with Microspot - with such a broad range that we end up appealing to every woman and every man in this country. That is the goal.

In the past, you have largely dispensed with image advertising. Why?

After all, we belong to Interdiscount, a traditional retail company. In the past, communication in the retail sector always focused on product and price. We have lived very well with the low prices at Microspot in this respect so far. We also liked to play the card that we were the cheapest and make a big fuss about it. The fact that price is simply a very decisive factor is also evident, for example, from the fact that many customers come to us via price comparison portals.

So you could afford to do without image advertising in the past. Will that change in the future?

Now that we want to broaden Microspot's reach and increase awareness, we naturally need to bring image, branding and a certain wit into the communication. In the future, price will be one of many factors. For example, convenience for the customer is close to our hearts - that's where we want to step on the gas much more in the future as Coop's non-food platform. Simple and straightforward handling of orders or returns is extremely important.

You say "NonFood platform from Coop" - will other Coop Group stores be integrated?

Most formats have their own store, for example Import Parfümerie or Bau & Hobby. Certainly, other formats will be present on the platform over time.

Are the others giving up their online stores?

No, they keep their stores.

What is the goal in relation to the competition, which is now quite powerful in Switzerland?

Together with Interdiscount, we are the market leader in home electronics. However, our ambition is to be one of the leading providers in the online segment as well.

Are there any plans to link Interdiscount stores with the Microspot portal?

No, that is not planned. We have the Interdiscount platform, where cross-channel is the big keyword in connection with the 200 stores - with great success. But there are no plans to mix it with Microspot.

Won't the Interdiscount online store become redundant sooner or later due to the strong Microspot platform?

I don't think so. Instant delivery, i.e. on-site pickup, is currently a very big topic. We're noticing this particularly in the high-frequency stores, i.e. at train stations or airports. There we have an enormous influx of people who need things immediately. We are fully committed to this in the future.

The Microspot claim is "The price is decisive". Will this continue to be the right choice in the future? Digitec Galaxus, for example, is pursuing a different strategy, focusing on community, content, and customer service, and is obviously having success with it.

As mentioned, price will remain a decisive factor. Whether this still has to be stated in the claim in the future or whether half of Switzerland already knows that we stand for low prices anyway has not been decided.

Are there any other community building measures planned after the Microspot blog?

The blog was the first step, exactly. Since 2018, we have had a major partnership with 20 Minuten in the area of content and post a video there every two weeks in which a gadget tester tests current devices from us. We want to focus even more on video content in the future. There's no getting around this topic anymore, and we want to focus more on it.

Are customer ratings or reviews also in the pipeline?

That is certainly one of the many ideas we have and are looking into. But at the moment, it's not yet clear what we'll tackle next.

Have you learned any lessons from the Siroop case in terms of marketing and advertising?

Because Siroop was also part of the Coop Group, we followed the case very closely. At this point, however, I would also like to emphasize that many things were done very well and correctly.

For example?

If you know what it takes to get a store like this up and running in a very short time, you deserve my full respect. In purely advertising terms, Siroop has also raised its profile extremely quickly. And of course we analyzed everything else that didn't go so well and drew our conclusions. But as a marketing manager, I don't want to tell a professional colleague what he did well and what he did badly.

Interview: Thomas Häusermann

Things were worse than expected for Siroop. The online marketplace launched by Coop and Swisscom has posted a loss of around 140 million Swiss francs, as the Trade paper with reference to balance sheets in the commercial register. According to the report, Siroop generated revenue of 2 million francs in 2017. However, expenses exceeded this figure many times over. Wages, for example, accounted for 19 million francs. Siroop paid 21 million francs for advertising. In the first four months of the current year, Siroop generated 1.7 million francs, almost as much as in the entire previous year. However, the loss was just as high at 27 million francs, partly due to write-downs. Against this background, it seems neither surprising that Swisscom sold its shares in Siroop to Coop in April. Nor that Coop will shut down the store at the end of the year and integrate the remains into Microspot.

E-commerce report provides possible answers

What remains are not only memories of sticky advertising subjects. But also the question: What did Coop and Swisscom do wrong in setting up their online department store? Wrong advertising? Wrong strategy? Wanted too much too fast?

This year's E-Commerce Report Switzerland offers possible answers. The basis for the study by the University of Applied Sciences Northwestern Switzerland is formed by interviews with Swiss CEOs and e-commerce managers. Eleven of them commented on the prospects for Siroop. Although the marketplace had not yet been declared dead at the time of the interviews, none of the statements is optimistic.

Creating a great Internet start-up from within a corporation almost never works.

The experts were particularly critical of the blurred positioning on the market. "I don't recognize the strategy, especially with regard to price and product range differentiation," said one study participant. An online marketplace that offers no real unique selling proposition to the existing competition? If you call up Siroop's website (which still exists until the end of the year), the top bar reads, among other things: "Over 1 million products. Over 500 Swiss retailers." Competitor Galaxus offers more products (1.7 million). And the high number of connected merchants, which included many small ones and a few big ones like Brack.ch, also has downsides. "The basic idea of Siroop is to build an online marketplace that represents the entire diversity of the merchant community in Switzerland," Siroop CEO Constantin Hiltl explained in 2016. Actually, a nice idea. And yet it was perhaps too idealistic to want to pave the way for digitization for the broad Swiss retail trade right away, according to the report. Connecting too many small providers who are not yet sufficiently prepared slows down the pace and ties up a lot of resources. In general, it was probably too daring to want to launch a marketplace within a very short time without an existing team, without an IT system, without a product range and without established supplier relationships. Besides, co-founder Tobias Schubert from the startup Farmy points out, a great Internet startup has almost never emerged from a corporation.

Galaxus relies on the online leaders

Digitec Galaxus has a big advantage in this respect: Digitec went online in 2001 and was already maturing into the online market leader for consumer electronics when Migros acquired a stake in 2012. Galaxus, founded in 2010, is not a hair-pulling exercise, but a mature, fast-moving company with an independent corporate culture. This is considered "piratical" and innovative. Co-founder Florian Teuteberg is still on board as CEO. On the technology side, the third IT system developed in-house is already in use. Another difference to Siroop: instead of 500 retailers, Galaxus works with 60 providers. "They want to get the online leaders from all categories onto their platform," the report says. One study participant also praises the clear positioning in the form of a combination of price advantages and well-maintained content.

The sales figures seem to confirm the impression of the respondents: Digitec Galaxus is expected to break the one billion mark in sales this year. That would be a first for a Swiss e-commerce provider. However, the company also has high outlays, including for its now 1100 employees. And also for advertising, which is rumored to exceed Siroop's expenses. In addition, the planned expansion into Germany costs investments in IT and customs clearance. According to the report, the launch of Siroop has certainly contributed to the pace set. Migros head of retail Beat Zahn said at the time, "If we want to continue to be number one in Switzerland, we need resources." He said it was time to make a very big contribution to the digital transformation of the Migros Group.

Expensive know-how gain

However, the company has not yet disclosed how well Galaxus is really doing and how much profit or loss remains in the end. Other competitors, such as Amazon, are increasingly fishing in the Swiss pond. And Coop will not leave the field to Migros without a fight. The orange retail giant is now pouring not only manpower into the online retailer Microspot, but also the wealth of experience from the failed Siroop attempt. When asked about the mistakes that were made, Coop CEO Joos Sutter recently told the Sunday NewspaperOn the one hand, not all third parties had a grip on processes such as data quality or logistics, and on the other hand, Siroop lacked a strong motor - namely the supporting proprietary business. However, a lot of know-how is being taken along (Werbewoche reported). Know-how that, according to the disclosed balance sheets, was paid for dearly. (ank)

Things were worse than expected for Siroop. The online marketplace launched by Coop and Swisscom has posted a loss of around 140 million Swiss francs, as the Trade paper with reference to balance sheets in the commercial register. According to the report, Siroop generated revenue of 2 million francs in 2017. However, expenses exceeded this figure many times over. Wages, for example, accounted for 19 million francs. Siroop paid 21 million francs for advertising. In the first four months of the current year, Siroop generated 1.7 million francs, almost as much as in the entire previous year. However, the loss was just as high at 27 million francs, partly due to write-downs. Against this background, it seems neither surprising that Swisscom sold its shares in Siroop to Coop in April. Nor that Coop will shut down the store at the end of the year and integrate the remains into Microspot.

E-commerce report provides possible answers

What remains are not only memories of sticky advertising subjects. But also the question: What did Coop and Swisscom do wrong in setting up their online department store? Wrong advertising? Wrong strategy? Wanted too much too fast?

This year's E-Commerce Report Switzerland offers possible answers. The basis for the study by the University of Applied Sciences Northwestern Switzerland is formed by interviews with Swiss CEOs and e-commerce managers. Eleven of them commented on the prospects for Siroop. Although the marketplace had not yet been declared dead at the time of the interviews, none of the statements is optimistic.The experts criticized above all the fuzzy positioning on the market. "I don't recognize the strategy, especially with regard to price and product range differentiation," said one study participant.

An online marketplace that offers no real unique selling point compared to the existing competition? If you call up Siroop's website (which still exists until the end of the year), the top bar reads, among other things: "Over 1 million products. Over 500 Swiss retailers." Competitor Galaxus offers more products (1.7 million).

And the high number of connected merchants, which included many small ones and a few big ones like Brack.ch, also has downsides. "The basic idea of Siroop is to build an online marketplace that reflects the entire diversity of the merchant community in Switzerland," Siroop CEO Constantin Hiltl explained in 2016.

A nice idea, actually. And yet it was perhaps too idealistic to want to pave the way for digitization for the Swiss retail trade as a whole, says the report. Connecting too many small providers who are not yet sufficiently prepared slows down the pace and ties up a lot of resources. In general, it was probably too daring to want to launch a marketplace within a very short time without an existing team, without an IT system, without a product range and without established supplier relationships. Besides, co-founder Tobias Schubert from the startup Farmy points out, a great Internet startup has almost never emerged from a corporation.

Galaxus relies on the online leaders

Digitec Galaxus has a big advantage in this respect: Digitec went online in 2001 and was already maturing into the online market leader for consumer electronics when Migros acquired a stake in 2012. Galaxus, founded in 2010, is not a hair-pulling exercise, but a mature, fast-moving company with an independent corporate culture. This is considered "piratical" and innovative. Co-founder Florian Teuteberg is still on board as CEO. On the technology side, the third IT system developed in-house is already in use.

Another difference to Siroop: Instead of 500 retailers, Galaxus works with 60 providers. "They want to attract online leaders from all categories to their platform," the report says. One study participant also praises the clear positioning in the form of a combination of price advantages and well-maintained content.

The sales figures seem to confirm the interviewees' impression: Digitec Galaxus is expected to break the one billion mark in sales this year. That would be a first for a Swiss e-commerce provider. However, the company also has high outlays, including for its now 1100 employees. And also for advertising, which is rumored to exceed Siroop's expenses. In addition, the planned expansion to Germany costs investments in IT and customs clearance.

According to the report, the launch of Siroop certainly contributed to the pace set. Migros Head of Retail Beat Zahn said at the time: "If we want to continue to be the number one in Switzerland, we need resources." He added that it was time to make a very large contribution to the digital transformation of the Migros Group.

Expensive know-how gain

However, the company has not yet disclosed how well Galaxus is really doing and how much profit or loss remains in the end. Other competitors, such as Amazon, are increasingly fishing in the Swiss pond. And Coop will not leave the field to Migros without a fight. The orange retail giant is now pouring not only manpower into the online retailer Microspot, but also the wealth of experience from the failed Siroop attempt. When asked about the mistakes that were made, Coop CEO Joos Sutter recently told the Sunday NewspaperOn the one hand, not all third parties had a grip on processes such as data quality or logistics, and on the other hand, Siroop lacked a strong motor - namely the supporting proprietary business. However, a lot of know-how is being taken along (Werbewoche reported). Know-how that, according to the disclosed balance sheets, was paid for dearly.

"As part of the joint venture, the costs were split 50/50," Swisscom spokesman Armin Schädeli told the Handelszeitung. He does not want to comment on what that means exactly. Research shows that Siroop AG, which was dissolved at the beginning of the month, left behind a balance sheet loss of 140 million francs. The figures emerge from documents filed with the commercial register. Coop confirms that these document Siroop's operating business. According to the documents, the Coop-Swisscom joint venture posted a loss of 55 million francs in 2017 alone.

Swisscom spokesman Schädeli does not want to say to what extent this loss burdened Swisscom's result. According to Swisscom's annual report, half of the Siroop losses were consolidated by the telecom company. Accordingly, the group result would have been burdened with 27.5 million francs in 2017. In total, Swisscom's share of the reported Siroop loss amounts to 70 million francs.

Alex Kuprecht (SVP), a member of the Council of States from the canton of Schwyz, is now demanding clarification from the Federal Council. He already submitted an interpellation in Bern last week, through which he would like to learn more about Swisscom's losses. The fact that Swisscom Chairman Hansueli Loosli is also Chairman of Siroop partner Coop also speaks in favor of a clean investigation, says Kuprecht. The question arises as to what extent it is the task of a state-owned company to participate in such cooperations, he says.

A dedicated online store for Coop City will continue to be a long time coming. "We will not enter the online sector with the department stores as quickly as planned because this is very complex," says Sutter. Until that time comes, the company will use the sales channels of Microspot.ch and Coop@home.

The Coop CEO describes the modernization efforts of certain competitors by means of high-tech and chatbots as "quite a bit of hype": "We wait until a really match-deciding technology becomes established and then invest."

Name secondary in online business

Sutter has no problem with Microspot.ch diluting its reputation as an electronics retailer by adding clothes to its product range, just like its competitors. In the online business, customer benefits, ease of use and speed are what count - the name is secondary, according to the Coop boss.

When asked about the mistakes made in the failed marketplace attempt Siroop, the 54-year-old cites two reasons: On the one hand, not all third parties had a handle on processes such as data quality or logistics, and on the other hand, Siroop lacked a strong motor - namely its own business. That's why the strategy was changed, but a lot of know-how was taken along.

Marketplace idea not off the table

In the first phase, the top-selling Siroop partners will be transferred to Microspot. At the same time, however, the company's own business is to be expanded and strengthened - with the focus on its own broad product range, says Sutter. "Only in a second phase will we take up the idea of the marketplace again."

So it is quite possible that Coop will attempt a second marketplace in the future with a kind of "Siroop 2". This time, Microspot as an established and functioning foundation with a strong proprietary business would presumably provide the virtual walk-in customers right from the start, which often failed to materialize at Siroop due to the unclear customer benefit. It is also conceivable that the outdated name "Microspot", which does not sound much like a marketplace with a wide range of products, would be buried. Especially since, according to Sutter, the name should be secondary in online retailing anyway.

"Jegenstorf is not Zurich"

In order for Microspot to develop as desired, know-how is needed. "Jegenstorf is not Zurich, and it is difficult to find good staff," says Sutter, referring to the new location in the canton of Bern. For this reason, the Siroop offices in Zurich have not yet been terminated: "We are keeping all options open. However, the company now has a "considerable number of Internet pioneers in its own ranks. (hae)

Only recently, Coop announced that it would take over Siroop completely and merge the sales channel with Microspot (Werbewoche.ch reported). This was to result in a new brand. At the time, Coop left open exactly what the new brand structure should have looked like.

Now according to 20 minutes clear what the solution looks like: Coop will close the online marketplace and "bury" the Siroop brand. Coop spokesman Urs Meier confirmed this to 20 Minuten: "We will discontinue the Siroop platform at the end of the year and in the future will rely solely on the Microspot online format, which is established throughout Switzerland."

Coop is thus focusing all its resources on the successful and established online retailer Microspot.ch and dropping the marketplace Siroop, which never really got off the ground - despite allegedly gaining 400,000 customers within two years.

The closure affects 180 employees. According to Meier, they will be offered jobs at Microspot, Coop or Swisscom - no layoffs are planned.

According to information available to 20 Minuten, Coop wants to follow a similar path with Microspot as Digitec Galaxus or Brack have taken: The assortment of the retailer, which was launched and became known as an electronics online store, is to be significantly expanded. To this end, Microspot also wants to cooperate with selected Siroop retailers.(hae)

Syrup that squirts out of gifts, spills over people and sticks to apartments: The advertising campaign that Rod realized for Siroop last year caused a stir and drew criticism. "Everything on Siroop" was the slogan and was intended to show the breadth of the product range of the Swiss marketplace (Werbewoche reported). Now, two years after the launch of the online marketplace, there seems to be an end to broad-based campaigns like this one for the time being. Swisscom has ceded its 50 percent share package to Coop. Coop thus owns the marketplace alone and, according to a media release, plans to merge the sales channel with Microspot. The goal is to merge both online platforms into one brand. Since the launch of Siroop in May 2016, the company has been able to gather valuable experience and now wants to take advantage of additional growth prospects, it says. The realignment of Siroop and Microspot is intended to further strengthen the market position in the online business, eliminate duplications and realize synergies. Swisscom remains on board as a partner for technology and sales.

Did the syrup siroop campaign not bear fruit? Has the marketplace not been as well received as hoped? And is the Siroop brand now history with the merger? These are questions that Coop is not currently answering. "The details of the merger are currently being worked out. Coop will provide further information in due course," says Andrea Bergmann, media spokesperson at Coop. In any case, marketing activities have been put on hold for the time being, as the Handelszeitung reports with reference to the blog of e-commerce consultancy Carpathia writes. According to retailers, Siroop does not appear to be financing any more promotions or carrying out any more advertising measures. (ank)

Thanks to over a million products, everyone can find the right Christmas gifts for their loved ones on Siroop.ch. Rod Kommunikation has implemented this message with a broad-based campaign beyond the classic Christmas subjects. As in the image campaign, the pink liquid is at the center of the action in the Christmas campaign. In the TV spots, festively dressed family members and friends sit in a living room decorated for Christmas. Everything is ready for the most important celebration of the year. The scenes are accompanied by Christmas Moog modular music. No sooner has the viewer made himself comfortable in the idyllic Christmas advertising world than he has to leave it again. Because when the packages are opened, a surprise of the sticky kind awaits the recipients.

Martin Arnold, Head of Creation at Rod, on the campaign: "At Christmas, many brands advertise with similar and interchangeable messages. A pity. After all, it's the time of surprises. In its Christmas campaign, Siroop communicates a relevant message in a surprising way. And in such a way that everyone knows which brand it is." Lilian Prachoinig, Head of Offline Marketing at Siroop, also expresses similar views on the further development of the not entirely uncontroversial image campaign: "Our goal is to create attention for Siroop and to stand out from the mass of Christmas campaigns. We want to stand out and have deliberately chosen a concept that sticks. The first few weeks show that our campaign is having a positive impact and not leaving consumers cold - we're pleased about that."

The campaign is supported by two TV/online spots. 9 bumper ads, 58 social media ads, posters and advertisements round off the Christmas campaign in a target-group and product-oriented way. (nod)

Responsible at Siroop: Eric Markowski (Creative Director), Lilian Prachoinig (Head of Offline Marketing), Toma Perret (Head of Branding), Anita Gfeller (Offline Marketing Manager), Thérèse de Meuron (Online Marketing Manager), Chris Hauth (CMO/Co-Founder). Conception, creation and realization: Rod Communication. Responsible at Pumpkin Film: Christopher Novak (Producer), Vera Matta (Junior

This was upheld, as were seven of the complaints - two each for disregarding the "stop advertising" sticker, for unlawful sending of e-mail advertising and for gender discrimination, as well as in the case of an offer for a register entry disguised as an invoice.

Of the four complaints of gender discrimination, two were directed against the disparagement of women and two against the disparagement of men, and two each were approved and rejected - equally divided between the two genders.

Approved were the cases of a shop window sculpture that made reference to the "Nose Art" on airplanes of the 1940s, as well as the subject of a man with a naked upper body for the advertisement of an iron. On the one hand, there was no natural connection between the subject and the headline "Heisses Gerät," and on the other hand, the man being doused with a syrup-like liquid was portrayed as a will-less and manipulable object.

The subject of the woman riding a bomb with her legs spread was objected to as degrading, as it allowed an unobstructed view of the lady's crotch.

As loud On the other hand, both the clearly humorous depiction of a man wearing a brassiere were judged:

Also loud is the subject of a woman dressed only in chain mail, although according to SLK this was a borderline case. Although the respondent's assertion that such chain mail is usually worn on bare skin in the security and design sector was considered credible, the associated reference to "attractive offers" was judged to be at least ambivalent. All in all, the Third Board let mercy prevail over justice, so to speak, in this case.

Price announcement: just a bait-and-switch offer?

One complainant considered both the communicated promotional prices and the advertised quality to be unfair - on the one hand, he saw this as a violation of the general clause of Art. 2 of the Unfair Competition Act (UCA)1), and on the other hand, an inadmissible bait-and-switch offer within the meaning of Art. 3 Para. 1 lit. f UCA. The respondent contested this and also denied its opponent the right to appeal, so that the appeal should not be admitted at all. The Third Chamber of the SLK followed his argumentation in that price undercutting is not generally prohibited. Unfairness is only committed by those who thereby displace the competition or offer their goods below cost price and thus violate Art. 3 para. 1 lit. f UWG (systematic approach, special emphasis, etc.). The SLK dismissed the complaint, but upheld it in its entirety. In contrast to the right to bring an action under the UCA, the complaint before the unfair competition commission is a popular complaint, which does not require any personal involvement. The SLK will only not act on a complaint if it is, for example, wanton, futile or insufficiently substantiated (Art. 9 para. 1 Rules of Procedure). The fact that the parties are currently engaged in other legal disputes with each other cannot change this. In this respect, the Federal Supreme Court has confirmed that the defense of "unclean hands" has no basis in Swiss fair trading law (BGE 129 III 426, E. 2).

13 complaints and one sanction

Of the total of 13 appeals, the Third Chamber of the SLK approved 7 and dismissed 4 on June 28, 2017; it referred another appeal to the plenum of all three chambers on November 8, 2017 and requested additional evidence in one appeal. In addition, the Third Chamber approved a sanction against the Dianetics Center Basel of the Church of Scientology. As always, the detailed reasons for all decisions can be found on the website Fair-advertising.ch in the "Decisions" section. You can access the explanations (incl. PDF) of the cases discussed here via this Direct link.

Rod won the pitch for the budget last winter. The campaign's mechanism is a play on words in pictures: One of the subjects shows an attractive woman being doused by a sticky liquid. Moreover, the imagery is reinforced thanks to the voice over: "Siroop on Beauty - Beauty on Siroop."

https://www.youtube.com/watch?v=/Bhh5x5uXg4s

https://www.youtube.com/watch?v=TUuxMpsI4IM

https://www.youtube.com/watch?v=HNmF7OzRKVQ

https://www.youtube.com/watch?v=WkNdAy1Hyes

The "Everything on Siroop" campaign illustrates the breadth and depth of the product assortment on the Swiss marketplace by following a ductus that allows for flexibility in responding to different product categories, seasonal changes and current events.

"It was important to us to choose a simple communication style for the campaign that would convey the messages quickly and anchor "Siroop" in people's minds with a dash of humor. We succeeded in this and are very pleased with the result. Our brand name should evoke the beautiful moments that everyone associates with enjoying Siroop - from childhood to old age," says Chris Hauth, co-founder of Siroop and responsible for Customer Experience and Marketing.

The four focus categories of the marketplace (sports & leisure, living & household, computers & electrical appliances, beauty & health) are staged in the same style in the campaign: four TV spots and six poster sujets as well as online advertising media have been created.

Responsible at Siroop: Chris Hauth (CMO and Co-Founder), Toma Perret (Head of Branding), Eric Markowski (Creative Director), Lilian Prachoinig (Head of Offline Marketing), Damaris Aeschlimann (Head of Online Marketing), Thomas Staudte (Head of Social Media), Tim Hegglin (Communications Manager PR). Conception, creation and realization: Rod Communication. Responsible at Markenfilm: Uli Scheper (production management), Elisha Smith- Leverock (direction), Pascal Walder (DOP), Jonathan Heyer (photography), Jingle Jungle (sound studio), Alexander Kirschner (music composition), Markenfilm Schweiz (post-production).

The new Swiss online marketplace officially went online in May this year and already offers more than 400,000 products from more than 280 retailers. The first works from the new collaboration are to be seen in 2017, according to a statement on Tuesday.