Working from home is currently possible for less than half of those surveyed, and for a quarter of those with the option to work from home, the employer has limited this again. Working from home is important to many professionals, but it is only a killer criterion for a few when choosing an employer. These are the results of a survey conducted by the jobs network Xing, for which the market and opinion research institute Forsa interviewed five hundred employees in German-speaking Switzerland at the beginning of the year on the subject of working from home and remote working.

Further results:

• Four out of ten respondents state that they have the option of working from home at least part of the time. Twenty percent have a general obligation to be present and 35 percent have a job that can only be carried out on site. At 50 percent, men are more likely to work from home than women (29 percent).
• Of the respondents who are able to work from home at least part of the time, 26% say that their employer has already limited their ability to work from home. A further 19 percent fear that a reduction is imminent. Around half (52%) believe that their company will maintain the current options for working from home.
• 41% of respondents stated that the option to work from home makes an employer more attractive. For around a fifth (21 percent) of respondents who are currently unable to work from home, this would be a reason to change employer. However, the lack of home office options is a killer criterion when looking for a job for only a few. While 45 percent refrain from applying if a company's location is not suitable despite the prospect of higher pay, only 21 percent are put off by a lack of home office or remote working opportunities. Poor management culture, bad experiences with the employer among acquaintances, financial difficulties at the company or a poor corporate image are all more important exclusion criteria than the lack of home office options.
• The effect of working from home on productivity is rated positively by respondents who are able to work from home at least some of the time. 21% rate their own work performance as much higher when working from home, 27% as slightly higher. 9 percent think that they achieve slightly less when working from home and 4 percent state that their work performance is much lower at home.

The family-owned company Nahrin is known here in Germany for natural foods such as bouillons and seasoning mixes, as well as food supplements. Internationally, the Nahrin brand also stands for natural cosmetics. Until now, however, the international distribution partners only had limited communication tools available for the brand presence of the cosmetics range. With the expansion into new markets, the need for harmonization of the visual and communicative appearance increased.

The power and beauty of our nature are a strong selling point in the countries where Nahrin Cosmetics is sold. Especially because the formulas and many of the raw materials are also of natural origin. The challenges in connection with a globally effective corporate design were not only the diversity of the markets, which are spread across the continents of Europe and Asia, but also the fact that the respective distribution partners use a variety of sales channels in direct sales or in retail (specialist consultants, online store, physical stores).

Focus on effect and naturalness

Although Nahrin's product divisions are different, they are united by the company's fundamental values: Naturalness, high quality, effectiveness, quality and down-to-earthness, in line with the brand claim "Closer to Nature". The newly created claim "Powerful Touch of Nature" is intended to create this connection to cosmetics.

To this end, Ammarkt worked with the Nahrin Cosmetics team to create a toolbox, taking into account the various distribution and communication channels, from which the countries can now choose according to their needs and ensure a uniform look. The simple tile design leaves enough scope to create country-specific messages and design variants. There is now a shared image pool, which was filled in close cooperation with the countries.

 

Switzerland is a global leader in innovation and has a unique education system and excellent research facilities. Nevertheless, there is a lack of the necessary financial support, particularly in the area of deep tech, where research-intensive technological innovations are developed. There is a lack of sufficient venture capital, which means that Switzerland is gradually falling behind the international competition.

This is precisely where the "Deep Tech Nation Switzerland" foundation, which was officially launched at the Swiss Economic Forum, comes in. The foundation aims to mobilize 50 billion Swiss francs for start-ups and scale-ups in the deep tech sector over the next ten years. This should create up to 100,000 new jobs in Switzerland. The foundation wants to improve the conditions for this so that start-ups and scale-ups can grow more easily, making Switzerland more attractive for Swiss and international investors.

Incorporate Need for Action into your appearance     

In close cooperation with Deep Tech Nation Switzerland, Serviceplan Suisse created the entire branding, which, in addition to the overall visual appearance, also included the development of the messaging and a website. With the two main messages "Need for Action" and "Time for Action", the urgency of the situation should be tangible, but without painting a black picture and addressing the different target groups in a positive and activating way.

Deep Tech Nation Switzerland was officially launched on June 6 at the Swiss Economic Forum by Swisscom CEO Christoph Aeschlimann and Sabine Keller-Busse, President UBS Switzerland.

In addition to the website and DOOH advertising media at the SEF, Serviceplan Suisse also created the intro and outro film for the presentation at the SEF. Further communication media are being planned.

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Responsible at Deep Tech Nation: Joanne Sieber, Daniel Fisler, Lisa Appels. Responsible in the House of Communication: Micha Seger (Executive Creative Direction), Kelsang Gope, Joss Arnot (Text), Philipp Intlekofer, Luca Di Francesco, Michael Winnicki (Art Direction), Nico Podgorny, Rabea Müller, Nicole Grogg (Consulting), Marcel Benz, Philip Zsifkovits (Strategy), Barbara Meier (Realization), Nathalie Diethelm, Raul Serrat (Overall responsibility). Film production: McQueen Films.

The 155th Annual General Meeting of the SVTI Swiss Association for Technical Inspections was all about looking to the future. However, the SVTI can also look back on a successful year, as the 2023 annual report shows. 

2023 from the perspective of the Executive Board and management

The SVTI can therefore look back on a pleasing financial year 2023. According to the annual report, all inspectorates recorded a positive business performance and the inspectors and experts were well utilized. The inspectorates are set up with a view to the future and meet the requirements of the clients in the best possible way, the report continues. The development of the SVTI Group with the Swiss Safety Center and the branches was also positive. The strategy of consolidating all freelance activities in the Swiss Safety Center has proven successful and will be further expanded, the Board of Directors and Executive Board announced.

From the SVTI inspectorates

The Boiler Inspectorate under the new leadership of Dr. René Burkhard was pleased to note that once again more devices were registered than deregistered. The Swiss Lift Day, the second edition of which was organized by the Swiss Federal Inspectorate for Lifts (EIA) in Wallisellen in June 2023, has established itself as an event and meeting place for all those interested in elevators. In the Federal Pipeline Inspectorate, a working group examined the necessary amendments to the Pipeline Ordinance (RLV) and the Pipeline Safety Ordinance (RLSV) in order to create the technical requirements for new hydrogen pipelines. In the Nuclear Inspectorate, the "echolyst - Impact-Echo-System" was promoted as a development priority. The Pressure Equipment Market Surveillance Department carried out a random sampling program to ensure that recalls and warnings were issued for products that were already on the market.

Sustainability and innovation at the SVTI Group

In 2023, various sustainable measures were implemented at the SVTI Group, including the installation of charging stations for electric cars. This will be followed in 2024 by a photovoltaic system on the flat roof of the Richtistrasse 15 building in Wallisellen. In the area of innovation, the focus is on new non-destructive testing methods and supporting industry with decarbonization. For example, a project entitled "Use of blockchain technologies in testing processes" is being financed from the innovation fund. Sustainability, innovation and our role as an attractive employer are values that contribute significantly to our continued success.

The topic of AI has also arrived at the SVTI

A novelty in the SVTI's digital annual report is that the AI-generated Kayla Klarissa provides a lively review of the year. in the form of a video granted on the 2023 highlights.

Prof. Dr. Benjamin F. Grewe from ETH Zurich gave a talk on "A brief history of artificial and natural intelligence" at the 155th association meeting, which was less AI-based and more AI-driven and in line with current developments.

Source and further information: www.svti.ch

This article originally appeared on m-q.ch - https://www.m-q.ch/de/155-vereinsversammlung-des-svti-richtet-blick-in-die-zukunft/

In the videotalk with m&k advertisingweek.ch On stage at the Swiss Brand Congress at the Dolder in Zurich, Tobias Bachmüller, Managing Partner and CMO of Katjes, explains the company's marketing strategy. Inspired by the quote from Carlo Ancelotti, currently the most successful football coach in the world, that football consists of defence (organization) and attack (talent and creation), Bachmüller transfers this concept to marketing.

Katjes sets itself apart from the competition by completely avoiding gelatine and using starch instead. This "defensible characteristic" starts in the factory and is communicated positively to consumers without relying on shock images. Instead, Katjes emphasizes the value of every life and relies on cheerful, positive advertising messages with animal motifs.

Bachmüller emphasizes that creativity is encouraged by simple, clear messages - at Katjes, this is the word "vegan". In the digital marketing world, Katjes makes heavy use of social media such as Instagram and TikTok to attract the attention of the target group with interesting content.

One bold example from the poster advertising was the depiction of a Muslim woman, which caused discussion. Another poster showed a 107-year-old woman with the message "Every life is valuable", which also sparked a lot of discussion, but was largely received positively.

Katjes is also present at important events on television, for example with an advertising spot during the opening match of the European Football Championship between Germany and Scotland. Bachmüller emphasizes that such events offer an opportunity to reach a broad target group, even those who do not normally watch linear television.

In conclusion, Bachmüller emphasizes that he himself has learned a lot at the Swiss Marketing Congress thanks to presentations by Weleda, On and Switzerland Tourism and appreciates the event as it promotes the exchange of knowledge and experience.

Around 60 percent of companies in Germany, Austria and Switzerland (DACH region) have fallen victim to a cyber attack at least once in the last two years. This is according to the "Cyber Security Report DACH 2024" by security firm Horizon3.ai. A sample of 300 companies was examined for the report. According to the report, well over a third (37%) of companies reported a specific incident. Just under a quarter (23%) did detect a hacker attack from the Internet, but were able to fend it off completely according to their own statements. 28% of the companies contacted by Horizon3.ai do not even know whether or not they have fallen victim to a cyber attack in the last 24 months. Only 12 percent of companies say "We are certain that we have not been attacked."

Almost a quarter were attacked three or more times

According to the "Cyber Security Report DACH 2024", almost a quarter of companies (23%) were exposed to a hacker attack three times and a further 12% even more frequently in the two years surveyed. A further 18% were "only" attacked twice during this period and 11% once from the internet. "The number of unreported cases is likely to be many times higher," suspects Rainer M. Richter, Head of Europe and Asia at the security company Horizon3.ai, which published the study. He fears: "In view of around 70 new vulnerabilities in software programs that are discovered every day and the growing complexity of computer and network environments, many companies have long since lost track of how vulnerable they really are and how often they are actually attacked. Cases of attackers roaming around company networks for months on end and tapping into confidential data without being noticed are well known. Many attacks only come to light when there is an immediate impact on ongoing operations or a ransom note appears on the screen."

Downtime, financial losses, legal consequences and data theft

According to the "Cyber Security Report DACH 2024", 63% of the companies surveyed had suffered downtime due to a cyber attack in the two years under review. 42 percent (multiple answers were requested) suffered financial damage as a result. 36 percent suffered legal consequences. In 34 percent of all cases, data was stolen. 29 percent of companies received a ransom demand in order to release data encrypted by hackers. 

Security expert Rainer M. Richter is surprised: "Many board members, managing directors and IT managers don't seem to realize that, in addition to the consequences for their company, they can also face personal liability if a cyber attack causes serious damage. In these cases, it is up to them to prove that they have done or ordered everything humanly possible to prevent sensitive customer data from being stolen, for example."

Widespread naivety at management level

The participants selected for the survey predominantly hold a position of responsibility in their company: Chief Information Security Officer (23 percent), Team Leader IT (21 percent), Chief Information Officer (18 percent), Chief Technology Officer (13 percent) and System Administrator (7 percent). "According to the survey, half of those personally affected in the event of an incident do not expect to be held liable for possible damage," says Rainer M. Richter, surprised at the widespread naivety of managers when it comes to cyber risks.

The cyber security expert warns of a security chaos: "The economy is urgently called upon to do its homework when it comes to cyber security. The waves of attacks will be Artificial intelligence The pace of cyberattacks is becoming increasingly faster and more aggressive, while at the same time more and more devices are being connected to the company network through home office and the Internet of Things, making the gateways for hackers visibly larger. The gap between the level of risk and the level of protection is therefore widening." 

Penetration tests against security chaos

Rainer M. Richter advises companies to "carry out penetration tests with great frequency in order to continuously check their cyber resilience." During such a test, an attack is carried out on the company's own premises in order to detect security vulnerabilities. In the financial sector, the European banking supervisory authority conducts regular penetration tests under the term "stress test" to check the financial institutions' ability to defend themselves against hacker attacks. "I advise every board member, managing director, authorized signatory and IT manager from all other sectors to regularly subject their own company to this kind of acid test," says the Head of Europe and Asia at Horizon3.ai, certainly not entirely altruistically, as his employer operates a platform called NodeZero, which aims to make such penetration tests affordable for SMEs.

Source: www.horizon3.ai 

This article originally appeared on m-q.ch - https://www.m-q.ch/de/cyberkriminalitaet-sicherheitschaos-in-unternehmen/

The fact that companies openly show support for pride parades is well received by the population: almost half of the population (48%) are in favor of companies publicly supporting pride parades. Meanwhile, approval among queer respondents was 70 percent, and 45 percent among non-queer respondents.

Corporate involvement in Pride parades is particularly popular in the 15 to 29 age group - 52% of them are in favor. In the 30 to 44 age group, the figure is still 50 percent, while this support drops to 43 percent in the oldest age group surveyed, 60 to 79-year-olds, for example.

International brands are the best fit for Pride

It is therefore hardly surprising that brands operating in Switzerland repeatedly associate themselves with the topic of Pride, usually on the occasion of Pride Month. According to the Swiss population, Coca-Cola (top 3 on a scale of 1 to 10: 33%), Netflix (top 3: 33%) and Zalando (top 3: 31%) are particularly well suited to Pride parades. The highest-placed traditional Swiss brand is SBB (top 3: 22%), followed by Rivella (top 3: 21%) and Twint (top 3: 20%). The cantonal banks (Bottom 3: 36%), Raiffeisen (Bottom 3: 35%) and Thomy (Bottom 3: 34%), among others, are perceived as less suitable.

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The population-representative survey was conducted by Yougov Switzerland from May 24 to 27, 2024. For this purpose, 1,260 people aged between 15 and 79 were surveyed via online interviews in Yougov's Swiss panel.

This is the best result since the organization was founded in 2013, according to the press release. "Together with our partners, we can increase the visibility of the vacation canton of Bern. The record number of overnight stays last year shows that Bern continues to be very popular," said Director Pascale Berclaz in the press release.

Launched in 2023 Strong as a bear vacations" campaign has been very well received on the Swiss market and the bear, as a new brand ambassador, has helped to position Switzerland's second largest vacation canton as a year-round destination. The Bernese agency Bold was responsible for the campaign

This year, "Made in Bern" intends to target the Brazilian market in particular. This market has great potential.

The umbrella organization "Made in Bern" aims to strengthen the tourism image of the Canton of Bern and coordinate the marketing of the individual destinations. (SDA/swi)

Challenges also occur occasionally in Swiss tourism: A hotel room does not meet expectations, the service in a restaurant leaves something to be desired or a booked activity is unexpectedly canceled. If disagreements between guests and the operators of the offers cannot be resolved in a joint dialog, a reliable and neutral authority is needed to mediate quickly and effectively.

For this reason, HotellerieSuisse, Switzerland Tourism, GastroSuisse and the IG Parahotellerie have joined forces to create an ombudsman's office for tourism. The initiative will be incorporated into the Proven offer from the ombudsman of the Swiss travel industry integrated. Active since 1990, the impartial mediator between guests and travel companies has so far mainly operated in the outgoing sector. The expanded service, which will be available from July 2024, will also be available to guests in Switzerland as a destination.

"A strong sign of quality and customer satisfaction"

The creation of this central, neutral contact point strengthens "trust in Swiss tourism" and promotes service quality in the industry: "The joint ombudsman's office is an important milestone for our industry. It illustrates our joint commitment to the highest quality standards and the satisfaction of our guests," emphasizes Nicole Brändle, Director of HotellerieSuisse. It will also enable more intensive cooperation within the industry.

The platform also acts as a contact point in two respects - on the one hand for guests traveling to Switzerland and on the other for Swiss accommodation providers seeking information and advice, which closes an existing gap in the offering.

Experience shows that an important component of successful risk management strategies is process automation and process management. Both lead to greater consistency, efficiency and accountability across the organization. "Essentially, automation ensures that processes are carried out in accordance with established policies and regulations, reducing legal risk. Automation enables real-time monitoring and reporting of operational activities, allowing businesses to identify and address risks immediately. Important points when you consider that the new NIS2 directive is also coming into force soon," clarifies Cosima von Kries from Nintex, a provider of process intelligence and automation solutions. 

Many companies fail

However, many companies fail to introduce these technologies or do not exploit their full potential. This leads to uncertainties, disagreements among management and employees and can ultimately also cause security-related difficulties. Any technology is only as good as the user who operates it and the database that is used. "If companies are fit in the area of process automation and processing the right database, they can also implement the NIS2 directive or ISO 27001 very well. They then know, for example, how security incidents are reported digitally or how emergency plans are immediately initiated automatically depending on the security incident that has occurred. However, many companies are not aware of this and only think of pure security measures and tools when it comes to guidelines relating to information security or cyber security. But it goes much deeper and further. Only the right process automation helps companies to create holistic structures in which security guidelines can work effectively," Cosima von Kries goes into further detail. 

5 tips on how companies can improve their risk management

It therefore recommends that companies take the following five steps to successfully implement a process automation project and thus significantly improve risk management: 

1. Start step by step

Even though all the goals of the project are important, it is crucial to start small. Rather than trying to automate an entire process, it's best to narrow the focus of the implementation team. First, identify the areas in cybersecurity and information security infrastructure where process automation makes the most sense. The identified processes are evaluated according to their complexity, frequency and the potential risk associated with their manual execution. These can be, for example, recurring tasks such as patch management, log analysis, threat prevention, incident reporting or compliance monitoring.

Smaller, incremental changes can be reviewed and adapted more quickly. Successes encourage managers and employees to take the next step. Customers also benefit from the positive effects. A gradual transition creates a culture of continuous improvement towards leaner processes and improved risk management. 

2. Communicate benefits clearly

Managers should involve employees in the change process at an early stage. They should inform their teams comprehensively about the benefits, procedures and change steps, as well as why information and cybersecurity are of the utmost importance in the company and why the implementation of various guidelines is a top priority. Employees who are aware of the benefits for the company and for their own way of working are more motivated to participate in the change. They also feel involved in the cultural change, valued in their work and supported by the new software. 

The first step is to document all processes in detail and then evaluate which processes can be automated and how effectively. It provides comprehensive information on how tasks are carried out, which roles and responsibilities are involved and what the overall workflow looks like. Based on this information, the second step is to identify opportunities for improvement, streamline processes and reduce risks by reducing procedural deviations.

3. Stay human-centered 

Effective risk management in companies focuses on the people who work there and remains so, no matter what stage of implementation and change the process automation project is at. Through targeted training and a culture of open exchange, companies can empower their employees to recognize potential risks at an early stage and act proactively. Involving all team members in decision-making processes and valuing their perspectives not only promotes trust, but also the company's innovative strength. A strong, informed and committed workforce thus forms the backbone of successful risk management that can react flexibly and resiliently to challenges.

4. Introducing technology even in highly regulated sectors 

Companies operating in highly regulated sectors, such as financial services, healthcare or the public sector, are generally reluctant to introduce new technologies. However, the potential benefits of process automation can be even greater here than in other business sectors. Process automation is particularly beneficial here, as it helps to meet compliance requirements, ensure data integrity and security, minimize errors, increase efficiency, improve transparency and traceability, and increase adaptability to regulatory changes. 

These benefits help to reduce the business risk, time and effort normally associated with adapting manual processes to new regulatory requirements and lead to cost savings as well as better resource utilization by significantly reducing redundant or manual tasks.

5. Avoid unintended risks 

Used correctly, process automation significantly reduces business risk. Used incorrectly, however, process automation can sometimes unintentionally introduce risk in the form of data breaches, privacy concerns and non-compliance. Therefore, it is critical that organizations implement governance mechanisms and data hygiene practices to identify and assess risks, implement controls to mitigate risks and ensure compliance with industry standards and regulations.

Automating complex, error-prone process steps ensures that they are carried out correctly every time. This reduces the risk of human error and costly consequences or reputational damage. Automated monitoring helps with regular checks and adjustments, e.g. to new guidelines such as NIS2, as well as quickly implementing improvements where necessary. 

Source and more information about the Nintex Process Platform: https://www.nintex.de/prozessplattform/

This article originally appeared on m-q.ch - https://www.m-q.ch/de/risikomanagement-verbessern-und-was-effektive-prozessautomatisierung-damit-zu-tun-hat/

m&k Werbewoche.ch: I have just been able to visit the Victorinox production facility here in Ibach, under the expert guidance of Hans Schorno. It was a great experience. I saw a poster saying "Employer of the Year 2024". Ms. Elsener, how do you become Employer of the Year? 

Veronika Elsener: I don't think this is something that can be created at the touch of a button. There is a development behind it, there are values and leadership work behind it. In this sense, I believe that an important aspect is of course the family that stands behind this company, has shaped it and acts with foresight and for the long term. There are many family businesses like this in Switzerland. We have changed a lot in recent years in the wake of all the developments, strategies and globalization and are constantly working to ensure that our employees have a secure workplace. We have created various aspects to be an attractive employer.

 

What is the DNA of a family business to ensure its continued existence?

These values are very important and shape the company and its entire development from the very beginning. Family values are already geared towards the long term per se. I would also say that the environment here is formative. I call it a genius loci, a place of power, characterized by tradition and history. Such environments also produce special people who are committed and loyal and want to do a good job. I believe this is an important basis for Victorinox's success. And, of course, taking nothing for granted. You have to constantly work at it and be prepared to go along with change.

 

Her LinkedIn slogan is: "My Passion is Brand and Thought Leadership". Ms. Elsener, could you tell us more about your management style with regard to innovative thinking? Perhaps using an example from your day-to-day work?

Openness and courage are important values. We empower our employees through training, workshops and further education as well as the use of new methods, tools and resources. We discuss lessons learned from projects in internal retrospectives and integrate them into future projects. Our internal learning platform enables our employees to further their education in relevant topics. We are currently working intensively on agile organization, design thinking, AI and data-driven technologies. We are anchoring these topics through internal workshops, for example to further strengthen knowledge and commitment to the brand, to become more efficient and effective in our marketing activities or to use AI in campaigns. Constant change is part of our everyday life.

 

Is there a specific moment, a characteristic that is an expression of your own personal leadership style?

I believe that openness and the courage to try new things are characteristics that have always accompanied me. They allow me to get involved in new topics and areas, take them on board and then develop them further together with the team.

 

And how would you define your passion for brands?

Strong brands are a company's most valuable asset. They create trust and orientation. Brands must be built, maintained and permanently anchored. Investments in intangible brand value are just as important as investments in equipment or production facilities. Brand management is in a state of constant, careful change. For my team and me, this is an exciting task that is associated with a great deal of passion. Over the last few years, I have been able to acquire knowledge and experience in the field of brand management and marketing.

 

How would you describe the Victorinox brand essence?

This year, we launched our enhanced brand strategy and defined the brand essence as follows: "We believe that being prepared makes life better. As the manufacturer of the original Swiss Army Knifefounded in 1884, we stay true to our heritage by providing thoughtful and masterful solutions so that our customers are always prepared for their everyday challenges."

 

Can you still remember your first experience with a Victorinox gadget?

In my childhood, I had my first encounter with the "pocket knife", as we call it in Switzerland, through my father. He always had one in his trouser pocket. As a child, I noticed how omnipresent the product was in his everyday life and how he always stroked the knife bowl with a special gesture after use.

 

Which is your favorite blade on the classic folding knife from Victorinox?

I don't have a particular favorite tool. The well thought-out thing about the Swiss Army Knife is that it combines a variety of useful tools - and I particularly appreciate the versatility and multifunctionality of the Swiss Army Knife.

 

Outside of your professional activities, you are interested in music, literature and sport, activities that you prefer to enjoy with your family or friends. To what extent are your personal interests reflected in your everyday working life?

Activities such as sport and hiking are important to me for relaxation and regeneration alongside work. They help me to maintain a good balance. Maintaining contacts, building relationships and drawing inspiration from experiences outside of work - all of this consciously influences my professional activities.

 

You are not only CMO of Victorinox, but also a member of the Executive Board. Where do you see yourself particularly challenged as CMO at the moment?

We face a variety of challenges in marketing. These include the increasing number of communication channels and the extensive volumes of data that we have to deal with. The automation of marketing processes and the explosion of the marketing system landscape also pose significant challenges. In addition, we are observing increasing consumer power and changes in customer behavior. In general, we are experiencing a virtualization of companies, products, services and performances. Last but not least, artificial intelligence is also playing an increasingly important role. All of these topics require an open mindset from management and my team. There has to be a willingness to constantly question the status quo.

Are you ever afraid of missing the boat?

Anyone who has grown up in Switzerland and witnessed the country's transformation and the agility of the economy has already been given a strong foundation. This creates confidence in one's own self-efficacy and helps to master difficult moments.

 

And where do you see yourself particularly challenged as a member of the Executive Board?

To be successful globally, we need to understand the different product categories and adapt to cultural, economic and legal differences. Efficient supply chains, talent management, innovation and sustainability are crucial. Not to forget Risk management. Our Swiss company, which exports 80 percent of its products, is struggling with the strong Swiss franc. Implementing price increases in saturated markets is an extraordinary challenge. We have to carefully monitor our costs on site and invest in automation at the same time. Operating globally in five industries requires in-depth industry knowledge. In summary, we find ourselves in an area of tension between changing customer needs, increasing competitive pressure and new technologies, while at the same time response times are decreasing.

 

In 2022, you and Victorinox won the gfm Marketing Award. The long-term focus on the well-being of employees was also emphasized. What specific steps are you taking to position Victorinox as an attractive employer, especially for young people?

People are very important to our company. We are a family business that takes a long-term and far-sighted approach. We offer our employees flexible working time models (annual working hours, flexitime, home office, holiday office) that give them a lot of freedom in their personal life situations. We strengthen the sense of community with various initiatives. We are active in promoting health. We also support personal development with a range of measures. Employees can actively contribute to ideas management. As you can see, we basically use similar resources to other companies. I believe the difference lies in our character as a family business.

 

The Marketing Award also recognizes innovative marketing strategies and effective measures. What would you highlight as particularly innovative in your marketing strategy?

Our marketing strategy is based on our enhanced brand strategy, which is geared towards the basic emotional needs of our customers. We address these needs in words and images to strengthen the connection with our current and potential customers. In doing so, we not only focus on product features, but also rely on digital measures and artificial intelligence.

 

And which measures are particularly effective?

In principle, the most effective measures for us are those that best convey the added value for the respective target group. We differentiate between longer-term measures to strengthen brand and/or category awareness - where the focus is on emotional fit and relevance for the target group - and short-term measures with high efficiency. The latter communicate added value via a message that can be grasped quickly and are placed at the right touchpoint of the customer journey. In addition, the efficiency of measures in the area of luggage that are played out with an affinity for time, content and touchpoints shows us that cooperation is an increasingly relevant part of our marketing mix.

 

Victorinox takes Swissness out into the world. How should companies today use Swissness as a driving force for their marketing activities? What advice would you give to start-ups in particular?

Start-ups should consider whether the Swiss Made label offers an advantage for their company. Depending on the effort and costs involved, it may be worth investing in Swiss Made in order to strengthen the brand image through positive attributes. Competitive advantages of Swissness/Swiss Made can be: precision, reliability, quality, stability, fair conditions, tradition & exclusivity, trust. These attributes must be supported by an action plan and proof points and not remain empty words. The entire company must support and implement this. It is also important to bear in mind that Swissness and Swiss Made are regulated by law and stipulate what percentage of manufacturing costs must be incurred in Switzerland. These laws give the Swiss Made seal its value and its positive attributes.

According to the Brand Asset ValuatorIn addition to Swissness, cocooning has also emerged as a success factor in a long-term study by Ogilvy and Wunderman Thompson. This refers to a return to the familiar and the tendency to spend more time at home. How do you anticipate such trends if they are relevant to your brand?

In recent years, we have repeatedly taken measures to track global trends in the various categories. To this end, we have set up a small, fine internal Consumer Insight department. In addition, our employees are continuously guided by various trend platforms, as well as our internal newsletter in this area. We also receive market trends from our most important markets. We have also established an innovation team and are working on building a community platform. It is important for us as a company to understand consumer trends and examine how they fit in with our business and brand strategies.

 

A community platform sounds interesting. Can you say two or three words about what's already ripe for discussion here? Are there any influencers?

Veronika Elsener: Yes, this term can of course be broadly defined. We can see from the various forums and all the feedback from our customers on various communication channels that there is a real need to exchange ideas with us. We have therefore decided to offer such a community platform. We have now laid the foundations with the new website and the technology with which we can connect such a community.

 

Is the aim of this community platform also to generate ideas for new products?

Absolutely, that is already happening, even if less so with a targeted platform or process. We are already receiving ideas and suggestions. With this platform, however, we can collect them in a much more targeted way.

 

Victorinox is known for its successful brand collaborations, such as with the Felchlin chocolate brand. What role do such collaborations play for you?

Sponsoring and brand partnerships are part of our marketing mix in all relevant Victorinox markets. For the past four years, we have been pursuing a strategic orientation at global, national and regional level. We link all commitments to a specific product or product group to ensure a clear focus. We are increasingly focusing on global partnerships and cooperations. With Adidas, we developed a sneaker and a matching pocket knife, which opened up new target groups for us. We created a limited edition designer pocket knife with Off-White and Virgil Abloh. These collaborations position Victorinox as a modern global brand. In the future, we will increasingly focus on long-term partnerships and product developments such as the license partnership with Flechlin for our chocolate knife.

 

In Promarca's "Brand of the Year" ranking, you take 10th place and are recognized as a trustworthy brand that does not come from the Food & Beverage sector. Nevertheless, you were still in second place in 2020. How do you keep the brand attractive for the next generation?

We are delighted with our 10th place and that our customers consider us trustworthy. Trustworthiness is the basis of every brand! The drop in the ranking could also be due to the fact that we invested less in marketing during the pandemic and were therefore less present. To remain relevant for future generations, we follow trends, listen to customer feedback and invest in suitable product and service innovations.

 

How strongly is AI represented in Victorinox's marketing?

At Victorinox, we took measures early on to successfully integrate AI. In 2023, we established an internal AI policy and an AI committee to safeguard the potential benefits of AI while ensuring an ethical framework. AI is already being used in numerous marketing tasks, such as content generation, translations, copywriting, social media, headline testing and much more. AI will have a major impact on marketing by automating tasks, providing insights and improving personalization. It does not replace the marketing team, but augments their capabilities and creates a kind of symbiotic relationship between human creativity and technology. This opens up opportunities for more personalized and differentiated customer interactions, automation of repetitive tasks, effective customer segmentation and personalized marketing campaigns.

 

You have recently Brand positioning and are focusing entirely on the idea of being prepared in a new global brand campaign developed with Publicis. What is the main objective of this positioning?

We want our customers to always feel optimally prepared with our products - be it with our pocket knives, kitchen knives, watches or our luggage. We also want to convey this feeling in our communication. You never know what life will bring, but you can make sure you are prepared for anything. At Victorinox, we have made it our mission to prepare our customers for everyday challenges with well thought-out and masterful solutions. This positioning is relevant to our customers and is based on their needs, our beliefs and our heritage.

 

 

"Treat everything with the highest care" is the message in the brand film, which also features the Travel Gear, Swiss Army Knives, Cutlery and Watches product segments. What is behind this message?

With this we want to express that we act with attention to detail and always strive for perfection. Our products are carefully designed to fulfill their purpose perfectly. We strive for excellence and focus on uncompromising quality and precision.

 

On LinkedIn, you mention your ability to analyze complex issues, solve problems in an agile way and make difficult decisions to move forward in the areas of brand strategy, marketing and digital commerce. Can you tell us about your most difficult decision-making moment so far and what impact it had?

Building up the brand management and marketing division at Victorinox has really challenged me at all levels in recent years. My magic word is: focus. I had to decide time and again what was important for the company and the brand and what was not. Perhaps the most important moment for me was when, after careful analysis, I proposed an organizational change in 2017, which consisted of moving from a divisional to a functional organization. This paved the way for consistent brand management globally and, in retrospect, I consider this decision to have brought success to our company.

 

Werbewoche.ch: Where do you get inspiration for your own creativity?

I think it's a mix of different activities. It's not always important to actively do something. Sometimes it's just necessary to have time to think, read a good book or visit a museum. These are certainly sources of inspiration for me.

 

Do you have a special story from a customer in connection with one of your Victorinox products?

Veronika Elsener: Yes, there was a concert in the concert hall in Sydney where a pianist told us that his sheet music slipped into the grand piano just before the concert was due to start. He had a Swiss Army Knife with him and was able to open the part of the piano and get the sheet music out so that the concert could begin. This is a nice story that shows that with our products, such as the Swiss Army Knife, you are always well prepared, no matter what happens.

 

That's a nice story. In the movie "Armageddon", the Victorinox logo can be seen on the drill used by Bruce Willis' team to drill a hole to blow up the comet hurtling towards Earth. How did this come about?

Veronika Elsener: That was many years ago. As far as I can remember, our branch at the time was involved in targeted product placement.

 

Werbewoche.ch: Wow! Yes, a masterpiece!

Yes, you said it. Very good. It's surprising that you were able to retrieve that now.

 

I've seen the movie a dozen times. After all, it saves the world. That's what you like to see. And Victorinox in the middle of it all.

Thank you very much.

 

Thank you very much for the interview.

 

 

Anyone who has seen the documentary "Seaspiracy" will probably be skeptical at first glance when the two words "sustainability" and "seafood" come together. How can this be reconciled? Blueyou wants to show that there is a better way of dealing with nature and local communities. The task for this company was to create a brand strategy and a new image that would also create greater awareness among a broad target group.

The new "Blueyou" brand is intended to stand for a clear commitment to regenerative aquaculture and fair and sustainable coastal fisheries, thereby setting new standards for the global seafood industry. "Serve the Ocean" sums up Blueyou's approach, which goes beyond mere conservation and actively aims to restore and revitalize marine ecosystems. Foundry's new brand identity is designed to reflect this ethos.

Extensive global insights were incorporated into the brand development process: from star chefs in Vancouver and sales teams in Manila to purchasing managers of 5-star hotels in Hong Kong. The aim was to develop a vision that emphasizes the regenerative potential of the oceans. The resulting brand and visual identity breaks away from conventional notions of seafood branding by using bold colors, playful illustrations and a narrative approach that highlights the regenerative effects of Blueyou's practices.

"Our goal was to go beyond the traditional narrative of sustainability and highlight the revolutionary role of regenerative marine products," explains Sacha Moser, founder and creative partner of Foundry. "'Serve the Ocean' is a call to action and reflects a commitment to not only preserve, but actively improve marine ecosystems. The rebellious and playful design direction we have developed results in a distinctive and disruptive visual identity."

The new design system is intended to emphasize the brand's love for the ocean and shows the diverse origins, types and ecological effects of Blueyou's offerings. With the new brand identity, Blueyou aims to stand out on crowded shelves and break the stereotype of serious packaging for sustainable products. To continue the identity across all touchpoints, Foundry redesigned a comprehensive suite of materials for the company, including the website, sales tools, event collateral, food fair presentations and B2B marketing materials.

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Responsible at Blueyou: René Benguerel (Founder & Managing Director), Matthias Krebs (Founder & Commercial Director), Claudia Schär, Yasmin Thiesen (Head of Global Marketing). VResponsible at FoundryNitin George (Lead Creative Direction Concept & Strategy) Alexander Brown (Strategy), Ruben Mata Lopez (Design & Art Direction), Leon Marenbach (Copywriter), Phila Oppel (Design), Gregor Wollenweber, (Production), Elena Frischknecht (Account-& Projectmanager), Sacha Moser (Lead Creative Direction).