Hans-Ulrich Bigler, Managing Director of the Swiss Trade Association sgvThe situation is bleak and we urgently need a perspective. There is a growing lack of understanding of the measures taken so far to combat the pandemic. There is too much focus on the worst possible scenarios, the current lockdown is based on false evidence, and there is too much alarmism in general, as Bigler said at a media conference on February 9, 2021. Accordingly, the demand on the Federal Council is clear: it should quickly return to the "path of proportionality". This includes an end to the lockdown on March 1, 2021, in conjunction with consistent accompanying measures such as comprehensive testing, protection of particularly vulnerable population groups, acceleration of vaccination campaigns and implementation of protection concepts in companies.

Lockdown strategy has failed

Fabio Regazzi, member of the National Council and president of the sgv, told the media that the economy could function again with the opening from March 1. The major damage caused by the lockdown could thus be contained. With the logic of targeted protection and the associated measures - vaccinations, testing and contact tracing - economic freedom could be guaranteed again and social exchange could gradually return to normal. Importantly, he said, the economy has protection concepts that include hygiene and distance measures. "These concepts are used across the board and have proven their worth, as evidenced by the FOPH's figures on infection sites," Regazzi said. At the end of his speech, the sgv president quoted SME entrepreneurs who testified to their great existential hardships. For example, a 36-year-old hotel operator from French-speaking Switzerland told him that he would need several years to recover professionally and privately. Or a sporting goods retailer from Ticino told him that currently only five of 40 employees were still working - all of them family members of the owner. The only thing this company is currently allowed to offer is ski and bicycle services. sgv Vice President André Berdoz also knows of voices "between deep disillusionment and disappointed hopes". The closure of "non-essential" areas has serious consequences for the companies affected, which have to live with the feeling that they are being denied their economic right to exist. During the first phase of the pandemic, when companies were preparing for the end of the lockdown, which lasted from mid-March to mid-April last year, they were exceptionally disciplined. The mood is different now, he said. This is shown by many voices from SMEs.

End of the lockdown or "let's get to work".

Fabio Regazzi also describes the current lockdown strategy as a failure. "SMEs need a perspective. No hopscotch and jumble of incomprehensible measures. We need a reliable exit strategy." Tomas Prenosil of Handelsverband.swiss criticized the closure of brick-and-mortar retail as having a negative effect on people. The effect of restricting mobility by closing stores is not discernible, he complained. It must therefore be a matter of learning to live with Covid. Werner Scherrer, President of the SME and Trade Association of the Canton of Zurich and himself an entrepreneur, demands: "Let us work. For many SMEs, it is now 5 to 12, waiting is no longer an option, and despair and resentment are growing. There are solutions to enable a more or less normal business life even under Covid conditions, for example by making store opening hours as flexible as possible or through private shopping: customers come to the store to store by appointment. Scherrer does not think much at all of the home office obligation: this has brought nothing at all, except costly and harassing controls. "Accordingly, the obligation must be dropped immediately," demands Scherrer. "This will give companies more room for maneuver. Individual responsibility and credible persuasion are more effective for responsible citizens than government regulations."

Smart assembly" of proven elements

With its demands for an end to the lockdown, the sgv is expressing the growing "Corona fatigue" in business and society. However, the question remains whether opening up too early does not run the risk of provoking a next wave as a result of increasing mutations. There is probably no conclusive answer to this, except, as Tomas Prenosil puts it: "We have to live with the fact that Covid will remain over a medium term. We cannot afford a medium-term lockdown. If the current situation stays any longer, the basis of our social togetherness will erode. So we need to develop strategies for how we can continue to share and, of course, protect ourselves in the process. This can be done with a good vaccination strategy, with contact tracing, with testing, with breaking peaks in traffic, and with protection concepts. The good news is: these elements are all already there. Now we just need to put them together smartly. That's exactly what we expect and demand from the government."

The demands of the sgv

In the interest of Swiss SMEs, the largest umbrella organization of the Swiss economy advocates optimal economic and political framework conditions as well as a business-friendly environment. Against this background, the sgv demands in a position paper:

• The development of reliable indicators with objective and constant thresholds that serve as the basis for evidence-based policy;
• The opening of all economic sectors from March 1, 2021, with a return to the logic of targeted protection, which is supported by targeted testing and protection concepts;
• The strengthening of the vaccination program with binding information on its implementation;
• The interruption of infection chains with targeted contact tracing;
• The implementation of accompanying measures such as the abolition of the home office obligation, partial openings and flexibilization by March 1, 2021;
• Addressing gaps in the hardship regime and its rapid implementation;
• A digitization push in the federal administration and in the healthcare sector; because many of these demands can be implemented digitally in a simple and cost-effective manner.

More information: https://www.sgv-usam.ch/

There is no end to the negative headlines in the daily and business press: the hotel industry on the brink of collapse, event and gastronomy businesses that can no longer earn money but are still stuck with high fixed costs, retailers who do not know exactly what they are still allowed to sell and what they are not allowed to sell, if they are still open at all, creative artists who are looking for salvation in online presences, and so on and so forth. On the other hand, there is the political wrangling over hardship regulations, short-time work compensation, hygiene measures, home office obligations and unclear responsibilities between the federal government and the cantons.

"Finally able to work normally again"

It is therefore not surprising that many SMEs are asking themselves: When will the lockdown end? How should they continue? Where will they get support? Where does a network exist that can cushion their free fall? Michelle Rütti-Kummli is confronted with such questions. She is the managing director of the Kummli Entrepreneur Network, which arranges contacts between decision-makers in companies from all sectors discreetly and with a great deal of personal flair. Accordingly, her contact with business leaders from SMEs is close. "The entrepreneurs and employees don't primarily want money, they finally want to be able to work normally again," she says, summing up the mood. Many companies are looking ahead and also implementing their ideas on how they can still continue to do business thanks to digitization of processes. However, "Not every industry is equally digitally savvy," Michelle Rütti-Kummli points out. While it is relatively easy for retailers to set up an online store, this is hardly possible for the fitness industry, where the alternatives are limited. Or the restaurant and hotel industry: "One of our network members, a Zurich restaurant operator, is heavily dependent on tourism. Since March 2020, guests have been staying away, so he has had to put a large part of his workforce on short-time work or cut jobs since then," she says, adding, "Keeping the team happy for such a long time until things get going again and to secure the appropriate starting position is enormously difficult."

Entrepreneurs network 

A number of SMEs expressed their disappointment to Michelle Rütti-Kummli about the authorities and associations. These would listen too little to the current needs of their members. "Entrepreneurs came to us in March last year because they said they felt let down," says Michelle Rütti-Kummli. "That's why we launched the Voice of SMEs." In the process, the Kummli network established connections between entrepreneurs, politicians and authorities. "We have installed core teams since last March, where we regularly exchange ideas with entrepreneurs, army representatives and doctors by means of telephone and video conferences. In this way, we establish a transfer of know-how," Michelle Rütti-Kummli continues. "Each can benefit from the other in this way, and we approach the respective agencies or individuals concretely with the concerns and ideas."

The personal exchange also in lockdown keep alive

What kind of know-how would be most in demand during the lockdown? Michelle Rütti-Kummli explains that two areas can be identified. On the one hand, manufacturing companies in particular are affected by interrupted supply chains. They need information on new suppliers who can close gaps in the supply chains. In the past, it was easy to make such contacts at business events or trade shows. This is no longer possible. But relationships can develop in other ways, some of them entirely new. "Suddenly, you get to know companies in your neighborhood better and discover surprising opportunities for cooperation," Michelle Rütti-Kummli knows. Anyone who uses the time now to look around for new partners in the immediate region may find the basis for many creative ideas.

On the other hand, there is the information provided by the authorities: There is a great need here, but it is often difficult to get in touch with those responsible. This is where the provision of contacts and recommendations by those responsible in companies can help - tasks that intersectoral networks such as the Kummli network can perform. "We feel that there is a great need to exchange ideas with people personally. This has triggered a great demand for us to provide targeted contacts to decision-makers and companies. Based on this demand, we are working on the development of a further business area," announces Michelle Rütti-Kummli.

The concern remains

Michelle Rütti-Kummli's words, however, are full of concern. "Since March, we've been told that everything would be better after a month of lockdown. But now the mutated virus arrives, and we're a year later - and still no further along. The fates in the companies and families hurt me and make me sad." What weighs particularly heavily: The business community's trust in politics seems to be gradually dwindling, and the communication of government representatives is becoming increasingly untrustworthy, which is also noted, for example, by the Swiss Trade Association and a Ending the lockdown calls. Michelle Rütti-Kummli misses the presence of politicians in the population. "Here it would be a strong sign if politicians would waive their remuneration - or at least part of it - for this." And above all, she would like to see a bit more positive communication: "Why don't we talk about "93%" negativity rate, for example? That's the same content, but a different message!"

The Kummli Network

Founded by Rolf Kummli more than 20 years ago, KUMMLI exclusively networks decision-makers - entrepreneurs, board members and CEOs from all industries - from SMEs to global players. The contact pool now comprises over 6,500 decision-makers and operates on the principle of "LinkedIn on a personal level". In the course of the pandemic-related planning uncertainty combined with liquidity bottlenecks, lack of communication or unsettled employees, the Kummli network has created a contact point with the "Voice of SMEs" - intended as a mouthpiece for the Swiss workplace and as a hub between entrepreneurs and politics.

www.kummli.com

Anyone who is on the Internet every day cannot avoid Google. This company with its almost indispensable applications also emphasizes how important security on the Internet is to it. For example, Tadek Pietraszek, chief developer for account security at Google Switzerland, is sharing his top tips for safe surfing on the occasion of Safer Internet Day 2021.

Safer Internet Day 2021: Tips for all

The first tips point out "classic" carelessness that all of us should avoid:

• Do not use passwords more than once: With many websites today, you need a user account to make full use of their services. It seems simple here: 1 password - and use it everywhere, then you only have to remember it once. That's not true: "The safest way is to create a separate password for each service," advises Tadek Pietraszek, and he immediately points out a useful Google tool: "You can save your various passwords in your Google account and store them at g.co/passwords manage at any time." In addition, Google informs its users when a password has been compromised.
• Choose strong passwords: Passwords consisting of proper names or birth dates are not secure. Much better are passwords that are behind memorable password phrases: For example, how about: " G oogle g ibt d ir 8 T ipps z at S afer I nternet D ay 2021 "? The first letters of the words make up a secure password: Ggd8TzSID2021. "And no one will ever guess it," says Tadek Pietraszek.
• Do a safety check: Which devices are currently connected to a Google account? Which third-party applications have access to the personal Google account? This can be checked with the g.co/securitycheckup check. There you can also see whether any security risks have occurred recently.
• 2-Step Verification: Those who have a Google account, for example, can secure it with a two-step confirmation in addition to the password - similar to how this is standard for online banking, for example.
• Keep software up to date: Software updates should be carried out regularly. This is because they usually eliminate security gaps that may have appeared in the meantime.
• Be vigilant: Internet fraudsters are trying to obtain user data in increasingly sophisticated ways. It is therefore important to be able to distinguish phishing e-mails from legitimate ones. You can test how well you know how to recognize phishing e-mails yourself by following these links: phishingquiz.withgoogle.com; beinternetawesome.withgoogle.com; stopthinkconnect.ch

Tips for companies

Companies - especially SMEs - should pay special attention to the following tips:

• Platform security: Companies whose employees now work in home offices must be able to manage the computers of all users and implement an endpoint security solution. In addition, policies must be established for the use of personal devices. Caution is advised when emails ask to install software.
• Video conferencing security: For videoconferences, make sure that only invitees can participate. Google's Tadek Pietraszek recommends, "Use the join request for public meetings and verify all participants before allowing them in." Be careful when prompted to install new video conferencing apps.
• Promote vigilance: "Employees should be provided with regular, targeted and detailed training, including self-learning," says Tadek Pietraszek. Clear rules for installing and using applications also help. Clear processes for detecting and reporting security-relevant events should also be defined.

Following these tips should ensure safe surfing not only on Safer Internet Day 2021.

Prof. Dr. René Hüsler is a new member of the Board of Directors of Graphax AG with retroactive effect from January 1, 2021. The acting director of the Lucerne University of Applied Sciences and Arts - IT in Rotkreuz and deputy rector at the Lucerne University of Applied Sciences and Arts has proven expertise and many years of experience in IT and the strategic management of organizational units.

René Hüsler: "Digitalization requires continuous adaptation of corporate orientations".

"We are proud to have Dr. Hüsler as a new member of the Board of Directors," says Philippe Oberson, Chairman of the Board of Directors of Graphax AG. "Mr. Hüsler has impressive scientific expertise. With his extensive management experience, Mr. Hüsler can provide us with valuable impetus for the further development of our business model."

Commenting on his appointment, Prof. Dr. René Hüsler says: "I am delighted to be able to serve Graphax AG at a time of great competitive dynamics driven by changing customer needs. The accelerating pace of digitalization requires a continuous adjustment of the company's focus. In order for a company to survive on the market in the long term, it needs a wide variety of perspectives - this is where I like to contribute."

Leading provider of enterprise content management systems

Graphax AG, headquartered in Dietikon near Zurich and with eight branches in German- and French-speaking Switzerland, employs around 190 people. Thanks to its broad range of services, the company claims to be one of the leading providers of innovative technologies in the areas of enterprise content management, IT services, printer park management and complete solutions for digital and paper-based document workflow in the B2B environment in Switzerland.

Source: Graphax AG

SMEs make up the overwhelming majority of companies and account for two-thirds of jobs in Switzerland. According to SECO, one in five Swiss SMEs had to apply for a COVID19 loan in the wake of the current pandemic. The Credit Suisse SME study surveyed 1001 Swiss SMEs between September and October 2020. More than half of the SMEs were still below pre-crisis levels or even in acute crisis management in the fall of 2020. For this reason, almost half of the SMEs adjusted their business model. Among companies that were in acute crisis management in fall 2020, the figure was as high as four out of five.

But how can you successfully change a business model in such a short time?

1. motivate, support and train employees

First things first: Without employees, nothing works, ever. They are just as challenged in the crisis as the management. Video calls every morning with the team for a short informal exchange help to give everyone a daily structure. This way, everyone knows that they have to be dressed in front of the PC in the morning. Providing adequate infrastructure for home in the form of laptops, monitors, keyboards, mice and smartphones, as well as a new expense allowance for cell phone and Internet charges, ensures that everyone has what they need for their work every day.

Training employees on how to use the video conferencing tools, as well as introducing simple project management tools such as Asana or Trello (free and very intuitive for up to 14 people), help leaders manage the team remotely.

Small tokens of appreciation, such as a surprise package or free online sports classes for employees, also sent an important signal of appreciation.

2. examine finances with a fresh eye

With the constantly changing conditions, deadlines, credit options and safety concepts, all companies are extraordinarily challenged. Through the association or with the help of external experts, it can be quickly clarified what support one is entitled to and how one must proceed. A fresh look at the cost structure can also help to make good decisions and to see where there is (still) potential for savings that do not affect the quality of the core business.

What can be leased, terminated (premises, leases), postponed or interrupted, and quickly reactivated when full operations resume?

3. adapt supply chains and exploit new synergies

Long and complex supply chains have caused problems for many companies due to closed borders and production stoppages. As a result, many SMEs switched to local suppliers during the first lockdown. The expansion of the supplier network offers the possibility of being able to operate faster in the future - since it is geographically closer - and to build up new synergies thanks to the connecting location. The combined know-how of both parties can thus create products that meet new customer needs.

4. direct access to new customer groups thanks to social media

Social media channels have grown strongly in and through the crisis. Above all YouTube, Instagram, Pinterest and TikTok. As people have increasingly searched for information and products, search engine advertising such as Google Ads has also benefited greatly from the crisis. General online time has increased, fueling digital advertising opportunities.

All of these platforms offer companies the opportunity to communicate with (potential) customers in real time, to offer services and products directly via them, and to reach (potential) customers in a targeted manner even with very low budgets.

A new, revised social media strategy opens the doors to new business. If the knowledge is not yet available in the company, it is worth inviting an expert for a digital workshop. This way, a new strategy can be rolled out within a matter of weeks.

5. setting up and expanding online stores and delivery services.

Many stores are no longer allowed to serve customers in their retail outlets. Accordingly, they already had to quickly convert to their own web store or delivery service last March. Many simple website tools like Jimdo or Wix offer intuitive online store solutions with license fees of a few hundred francs, which can be set up by oneself within a few days. This also covers the payment options, so all you have to do is enter the bank details. The system takes care of everything else.

6. optimize online presences

In order to sell goods via your own store, you first need enough visitors to your own website. In order to optimize these figures, appropriate SEO (search engine optimization) measures should be taken by, among other things, revising website texts and optimizing loading times. Additional Google Text Ads, text ads on the Google page, for a better ranking in relevant search queries do their further. For the start the money is well invested, if here a professional with one to two days work sets up the most important and optimizes thereafter in regular intervals. Depending on the topic, most companies are already there with a few hundred francs advertising budget per month.

7. partnerships with large portals for more visibility on the market

If the brand or company is still too unknown to already account for a critical amount of website visitors, a partnership with a well-known portal such as Amazon, Galaxus, Brack or Eat.ch can be the more efficient way. In this case, a percentage of the sales price (attention up to 30%) always goes to the portal. This must be taken into account when pricing. Of course, you can also run the strategies in parallel and gain new customers through the portal, who would not have come to your website on their own. With a well-implemented customer loyalty strategy, you can ensure that they will book directly via your own site next time.

8. clever use of messenger apps and (video) chat in customer advisory services

Since branch visits are currently not possible and will remain uncertain in the coming months, other ways are needed to provide customers with precise advice and support. Instead of cumbersome contact forms, a live chat or even Whatsapp can be integrated on the website with simple means. Employees can guide customers through the processes via video chat. To get started, you can work with free tools like Google Hangouts or go straight to the current market leader Zoom. Here, too, employees can be trained within a day and thus ensure professional customer care.

9. create valuable alternatives to events & networking

Large events such as conferences and trade fairs will have to wait even longer. Based on this assessment, one should start looking for alternatives. One thing is certain: no relationship management at all and no exchange of knowledge with (potential) customers or partners will result in additional sales losses in the long run. Exciting online master classes with industry experts offering short interactive sessions for existing or new customers are a viable alternative here. More exclusive events on a small scale for the most important partners in the summer and with an appropriate security concept can provide a remedy.

10. provide security

If the above measures are effective, it does not mean that customers will buy. After all, crises generally lead to an increased need for security. It is therefore important to consider not only how to sell something to customers, but also how to give them a sense of security, either with the product or the service itself or with the decision. This can take the form of seals of approval, proven security concepts, money-back guarantees or trial subscriptions.

The time of fool's freedom - let's use it!

In every crisis, the cards are reshuffled at different levels. This is exhausting, mostly unfair and there will always be winners and losers. All companies with sufficient resources will have to examine the current upheavals at the strategic level, identify opportunities and set priorities.

1. What is the actual core competence and where and how is it needed in the new reality?
2. What new business models are emerging thanks to changing consumer behavior (for example, focus on online store with show room or subscription service for home delivery), what new locations are needed and in what size (sales area, offices, etc.), and what new (digital) processes will bring further progress and new synergies?

It is the perfect time to tackle new ideas, as people have become accustomed for the moment to the fact that not everything is working smoothly yet. There is a time of "fool's license" because everything is new. Processes are not yet running smoothly, delays are occurring in unexpected places, and dealing with uncertainty could become its own Olympic discipline. Those who get started now can still make all the mistakes and score points with optimized processes, fast results and flexible models until the world falls back into its (new) structures.

"The clever use of entrepreneurial opportunities, scarce resources and the design of innovative customer solutions in the face of great uncertainty with as much creativity as possible", which sounds like a fitting summary of the last ten months, is the scientific definition of Entrepreneurial Marketing.

Author:
Tanja Herrmann is head of the study program CAS Business Creation & Marketing Strategy at the HWZ Hochschule für Wirtschaft Zürich.

A sustainably minded vintner in the Rhine Valley. An innovative recycling center near Winterthur. And a mechanical engineering company that supplies the whole world from Burgdorf. Three companies of different sizes in different industries - all of them using leasing in their own way. The reasons why they rely on leasing are described by the companies in the following video or in a detailed article in the ORGANISATOR print edition 1-2/2021.

Leasing in the MEM industry

Around 40 percent of companies in the MEM industries use the financing instrument, according to a study by the Zurich University of Applied Sciences ZHAW. The growing importance for industry is also reflected in the Swiss leasing market: in 2019, new business in industrial machinery and production equipment again grew strongly. The Corona crisis provided a further boost in 2020, as the liquidity situation in many companies is tight.

Steep demands

The sun shines so generously on the Buchberg that Roman Rutishauser doesn't even wear a jacket when he prunes the vines on the seven hectares of his vineyard. It is precisely this mild climate in the Rhine Valley that has provided the winegrowing family with expressive grapes for three generations. The extremely steep slope on the poor, clayey soil provides the right character, but demands just as much sweat from the 36-year-old as it did from his father and grandfather before him. A four-wheel drive vehicle specially developed for vineyards on slopes, which makes cultivation safer and plant protection more efficient, was on the wish list for 2020. Even under normal circumstances, 80,000 Swiss francs would not be an easy budget item to manage. But then Corona came along: precisely in the low-turnover months from January to March, the purchase of the bottles, packaging, labeling, and marketing cost 35,000 francs. In view of the lack of liquidity, the purchase of the vineyard vehicle became a distant prospect. Unfortunately, because the Federal Office for Agriculture had held out the prospect of an incentive contribution for investments in environmentally friendly technology - but only for 2020.

Progressive leasing structure

An encounter got the ball rolling again. Marc Hintermeister, Head of Leasing at Raiffeisen Switzerland, had attended a tasting session and presented a customized leasing solution in the current Covid environment. It was possible to negotiate with the South Tyrolean supplier to trigger the order before the end of the year by making a down payment. Thanks to the progressive leasing structure, the winemaker pays a low installment for the time being - which will be increased as soon as the wine business returns to normal. The Raiffeisen expert takes the long view: "This ensured the further development of the business." And thus also the prospects of success for the next wine year. The purchase also allows Rutishauser to plan with certainty - according to a study by the University of Applied Sciences Northwestern Switzerland (FHNW), one of the main reasons why Swiss SMEs use leasing to optimize their cash management. As a rule, the contracts are designed for two-thirds of the economic useful life.

High proportion of commercial vehicles

Corona also made itself felt at the recycling plant of Hs. Mühle Recycling AG in Riet near Winterthur, although the pandemic also provided balance. In this uncertain year of all years, extraordinary investments were on the agenda. A five-million construction project with a comprehensive waste disposal road tied up liquid funds. At the same time, however, the fleet of vehicles was to be renewed: three trucks, an excavator, two forklifts. In the process, owner Armin Mühle is counting on the electrification of his fleet to reduce the emissions of his operation.

His customer advisor at the Raiffeisen branch in Winterthur put him in touch with the leasing experts. For Armin Mühle, the first approach to the "pay as you earn" method. Commercial vehicles and construction machinery are among the most important categories in the Swiss leasing market, as the statistics of the Swiss Leasing Association (SLV) show: one-third of capital equipment consists of trucks and vans, excavators, and other construction machinery. Mühle's package was quickly put together: The bank approved the installation of an outline limit of 1.5 million Swiss francs for the acquisition. Thus, Armin Mühle expanded the vehicle fleet in the year of the new building without having to tap equity capital.

Global and local

The bestseller of the traditional Aebi brand has just rolled out of the factory in Burgdorf: the Terratrac. The red slope implement carrier looks robust and effortlessly overcomes an obstacle on the test course. "World class on steep slopes," it is said of him, and apparently the Swiss farming community agrees. After all, agriculture remains the most important customer for the machinery and equipment brand, whose products can be used all year round thanks to a wide range of attachments. However, farmers' earnings are on shaky ground due to the collapse in prices. Cost pressure and dependence on expensive machinery are increasing. That's why more and more farmers are leasing. The rates can be adjusted to the cycles of direct payments or crop yields.

Vendor partnership for the first time

In Burgdorf, not far from today's factory site, the history of Aebi began in 1883 with the first workshop. Further development is still a top priority here. Not only in the modification of the models - also in the payment modalities. For the first time, sales rely on a vendor partnership to pre-finance equipment at dealers. "The three-phase model is still new for everyone involved," explains Urs Ritter, CEO of Aebi Schmidt Switzerland, "but initial experience has been good." Dealers can use the model to add Aebi implements, which they will not sell until next year, to their inventory and showroom for demonstration purposes already. The agricultural machines, which retain their value, often have a high residual value at the end of their life. When a new purchase is made, this value can be incorporated into the new leasing contract.

Author: 
Roland Schäfli is Content Producer & Corporate Writer at Raiffeisen Switzerland.

This online leasing calculator can also be used to obtain an initial quote:
www.raiffeisen.ch/leasingrechner

The architecture firm has been awarded the "Friendly Work Space" label by Health Promotion Switzerland since August 2017. "We are the first architecture firm in the canton of Schwyz and currently the smallest company in Switzerland to receive this award," says owner Mathias Fröhlich. What was the trigger for this comprehensive BGM commitment?

Pragmatic start

In 2014, Mathias Fröhlich was confronted with the complete absence of a project manager and the executive assistant due to illness. A loss that was difficult to compensate for, with the risk of further absences due to a permanent overload of the remaining employees. For the entrepreneur it was clear that something had to be done preventively for the health of his team. He found the right support in his new management assistant and BGM manager Nadine Martig. Mathias Fröhlich on the beginnings: "We approached the topic very pragmatically with measures that were plausible for everyone involved. These included nutrition and ergonomics consulting as well as team workshops. These measures have proven so successful that they have since become an integral part of our occupational health management."

Measurable effect

Since 2014, Fröhlich Architektur has relied on the validated tools and expertise of Health Promotion Switzerland for the professional development of its systematic occupational health management. A partnership that has proven its worth. Linked to this was the decision to be certified as a "Friendly Work Space". Mathias Fröhlich thus sent a clear signal that, as an SME entrepreneur, the health of his employees is a priority for him.
employees is a sustainable concern. This also includes an annual BGM impact check using Friendly Work Space (FWS) Job Stress Analysis, the digital employee survey from Health Promotion Switzerland. "This is also a perfect initial orientation for getting started with BGM, which is why I recommend it to every SME," emphasizes Fröhlich.

Better through the crisis with BGM

In 2018, Fröhlich Architektur found itself in a serious economic crisis. "Thanks to our BGM measures, we were already very well sensitized at that time to pay attention to our own health and that of our colleagues in this extreme stress phase. Fears, concerns, criticism, etc. were and are openly addressed. The resulting strengthened team cohesion and the high level of loyalty of our employees have made a decisive contribution to overcoming this crisis. With these experiences under our belt, we were able to keep the Corona year 2020 well under control. That's why there's no question in my mind that systematic occupational health management is worthwhile - especially for SMEs," concludes Mathias Fröhlich.

Background: BGM in SMEs

The Fröhlich Architektur AG (www.froehlicharchitektur.ch) is based in Bäch (SZ) and Zurich. Owner Mathias Fröhlich and his highly qualified team of more than 20 people dedicate themselves with broad professional experience and enthusiasm to the design of valuable living space. Fröhlich Generalunternehmung AG, founded by Mathias Fröhlich in 2015, offers in addition to the architectural services also offers all GU/TU and real estate services.

Health Promotion Switzerland is a foundation under private law, supported by the cantons and insurers. With a legal mandate, it initiates, coordinates and evaluates measures to promote health. This also includes supporting companies in setting up an occupational health management system. Until March 31, 2021, Health Promotion Switzerland is offering SMEs that want to benefit from this support a simple and inexpensive way to get started with occupational health management.
> More details under www.friendlyworkspace.ch/anteilsfinanzierung

A real challenge - that's how many new employees and HR managers felt about the initial period when they started their jobs in recent months. Quite a few candidates already had to conduct their job interviews online and get to know their new colleagues virtually because of the pandemic. Sometimes it was not even possible to visit the workplace. At the same time, HR teams all over the world were forced to throw established procedures for onboarding and training new employees out the window.

Onboarding in Corona times: Everything is different

The first day in a new job: What used to involve filling out HR forms, orientation meetings, handshakes and lunch with the supervisor and the team, now happens differently. Many new hires start their jobs without meeting their colleagues in person or even setting foot in their offices. The home office has become permanent and may remain so in parts.

Even though there has been a trend towards the virtual in HR processes in recent years, a large proportion of companies with a traditional working model have had to change their processes on an ad hoc basis. This is because Corona forced HR departments to reinvent their onboarding processes and train their employees remotely. This situation presents a whole new set of challenges for you as an HR manager. With no change in sight for the time being, you must learn to adapt to the current circumstances. But this situation also presents opportunities for integrative, individualized and future-oriented onboarding. Find out here how you can make remote onboarding successful from day one - even for completely inexperienced employees:

Tip 1: Assess personality type of new employees

Proven induction processes cannot be changed overnight. Sure, many things go smoothly, but there are also obstacles and initial difficulties. As so often in this case, early, regular communication is helpful in identifying problems and getting them out of the way.

A virtual work environment is not for everyone. Extroverts often miss the opportunity to exchange ideas with their colleagues. Introverts, on the other hand (who, according to Surveys who make up 48 percent of the workforce) may be intimidated by video calls in larger groups. The same applies to the differences between occupational groups, some of which are very differently versed in digital onboarding.

If you get to know your employees quickly, you can adjust to their preferences in terms of learning, communication and social behavior at an early stage. But even though the newcomers will certainly benefit from the many virtual meetings that are scheduled especially for them - everyone needs a screen break now and then. That's why some downtime should be factored in when planning virtual training sessions to prevent video conference fatigue. It is equally important to ensure that the new employees are well networked. For this purpose, 1:1 meetings spread over the first few weeks are a good way of doing this, which would otherwise have taken place in the coffee kitchen.

Tip 2: Accept longer training period and learning curve

Since new employees do not meet colleagues in the office, they can hardly get to know them spontaneously. This means they need more organized help and a longer settling-in period. This includes letting them look over their shoulder virtually. It is important to accept this longer learning curve and to explicitly generate such opportunities to support the newcomers during the familiarization process.

In addition, there is the feeling of isolation and loneliness in the pandemic. Even if the new job is exciting, many employees struggle with additional private challenges during the inherently intense orientation phase. Supervisors and HR departments should show understanding during these times.

Tip 3: Communicate corporate culture

Shared goals, values and perceptions - all this shapes the corporate culture. It influences how decisions are made, how measures are prioritized, and how results are achieved. It also determines the working environment, even if the workplace is not physically located in the company.

So don't just provide your new teammates with the usual guides and company presentations in advance, but make this culture as directly tangible as possible, for example through small virtual events at which experienced employees inspire the new ones. This not only helps them understand their employer's corporate culture. It also gives them a sense of where their place is in this fabric and how they can contribute.

Tip 4: Build team affiliation

Building a relationship with colleagues is important for job performance and satisfaction, but also for the employee experience overall. To make the new hire feel welcome in the home office, hold one-on-one or group calls with teammates and other key employees.

Getting used to the job involves more than just working through the daily tasks and duties. Therefore, make an effort to give new employees an authentic impression of their new working environment. You have a number of ways to do this: Each team member can impart important tips for everyday work, which doesn't happen in formal training sessions. One helps with accessing important data sources, the other simulates a real situation. A virtual tour of the future office can also help for the first impression.

In addition, there is the conveyance of cordiality: Whether it is a welcome card with the signatures of all colleagues, a voucher or a coffee mug with the company logo - a small gift ensures that people feel they belong, even at a distance.

Tip 5: Make employees "IT fit

Technology is particularly important at the moment. Therefore, provide your freshly arrived colleagues in the home office with suitable tools from the very beginning. Show them that they are a priority: Get them all the devices they need to start their jobs: Cell phone, laptop or basic accessories like mouse, keyboard or monitor and good headphones.

It's also critical to provide access to all relevant systems, portals and programs that employees need to work effectively: for example, a corporate email account, group messaging platforms and video conferencing software. Put them in touch with the IT department in case questions arise or training is needed. That way, your new employees will feel supported and valued.

Tip 6: Obtain feedback continuously

It's never too early to lend an ear to your employees. Share with them about onboarding and get to know if they have everything they need. Actively ask them at specific times how they're doing. Did the latest training answer all their questions? Did they meet all of their key colleagues at their round of introductions and know who to contact for what concerns? Periodically look at how your new colleagues' opinions are evolving on various aspects of the initial phase. All of this will provide you with important information about what works in the onboarding process, what has the greatest impact, and where the biggest "experience gaps" exist. In other words, where employees have had a completely different experience than the one you wanted to provide them. Through continuous feedback, HR can understand how new employees are doing in the home office - and develop concrete levers for improvement.

To the author:
Dr. Roland Abel is Head of Growth & Strategy - Employee Experience (EX) DACH of Qualtrics and assists Qualtrics clients with experience data collection. He has over twelve years of experience in the field of employee experience.

We were pleasantly surprised in April 2020 that we had consensus as a family and among the shareholders right from the start: Covid-19 is not Armageddon for our company and therefore not for our entrepreneurial family assets. This positive basic attitude has made it easier for us to learn from other family businesses.

Crisis used as an opportunity

We took a very close look at operational measures to combat and prevent crises, such as the switch to respiratory equipment at Viessmann, a heating manufacturer with a long tradition. Here, the handwriting of the generation taking over was clearly visible. Many Next Generation members were able to use the crisis as an opportunity to take on more entrepreneurial responsibility.

As far as long-term crisis strategies are concerned, we have looked to family businesses that have had to weather global crises several times in their long history and have also seized entrepreneurial opportunities in the process. Nurturing this optimistic attitude and conviction remains one of our most important management tasks among the shareholders, the Supervisory Board and the Executive Board.

We have learned that the more the team shares our values and convictions, the easier and better it is to overcome difficult times. Our leadership image has also shifted in this direction: Away from the stationary on-site helmsman to a flexible "Jedi" who is also committed to our corporate culture in a positive way in virtual collaboration.

Equity ratio and responsibility

Our equity ratio, which our principal bank had always chalked up to us being "far too high" over many years, made it easier for us to renegotiate our financial and liquidity requirements on good terms with this very bank last year. This also encouraged us to always go our own way. In the end, no one but us can say what is right for us and our company. And we are happy to bear this responsibility. At the AGM in the summer of 2020, we as shareholders unanimously approved a dividend waiver for the next seven years, approved a substantial shareholder loan and "froze" the shareholder accounts for the next three years.

I wasn't the only one surprised that, in view of the pandemic, a constructive dialog about the advantages and disadvantages of outside capital participation became possible. Today, we discuss participation models with other entrepreneurial families much more openly than in the past. It is very gratifying that we as shareholders are thus coming closer to our goal of taking more assets out of entrepreneurial risk and at the same time being able to contribute actively to the positive further development of our family business.

Financial professionalism

Today, financial risk-bearing capacity and the associated key figures have a whole new relevance and quality for the shareholders, the corporate supervisors and the Board of Management. We also see financial professionalism as one of the main advantages of external involvement. This increase in knowledge would, among other things, strengthen a very critical point in the survivability of our family business through better liquidity and cash flow management - a thought unthinkable before the crisis.

In retrospect, we benefited greatly in crisis management from our arrangement in the family constitution, because as shareholders we were already relatively independent of the "fiduciary" family assets in our asset accumulation.

Here it goes to Part 1

Click here for part 3

Click here for part 4

Click here for part 5

Authors:

Christian Schiede has been advising and assisting entrepreneurial families and family businesses to strengthen cohesion, increase competitiveness and secure value since 2003. Contact: www.schiede.com; schiede@shpadvisors.com

Bastian Schneider has been helping entrepreneurs and management teams strengthen their brands from within and lead their organizations and businesses into the future from this perspective since 2000. In more than 30 industries. In Germany, Austria and Switzerland. Contact: www.brandleadership.ch; bastian.schneider@brandleadership.ch

The latest edition of JobCloud Market Insights shows that the share of job ads mentioning a home office option on jobs.ch, which claims to be the most popular job portal in German-speaking Switzerland, increased by 190% between March 2019 and December 2020. The analysis on jobup.ch, the largest online job portal in French-speaking Switzerland, shows that the share there has even almost quadrupled. "Even if the possibility of home office is currently only mentioned in two to three percent of all job advertisements, the Corona crisis has nevertheless given home office a powerful boost. The importance of home office and other flexible forms of work will continue to grow in the future," says Davide Villa, CEO of JobCloud. Dr. Nicoline Scheidegger from the ZHAW, who provided scientific support for the job survey, adds: "The pandemic has helped companies leap into the digital future. Instead of months of change processes, they succeeded virtually overnight in enabling home offices and even managing job interviews digitally. In many places, these achievements are becoming the new normal, even after the pandemic."

Jobs in information technology and media lead the way in home offices

Naturally, home offices are mainly offered in industries where working from home is easily feasible. Home office is mentioned particularly frequently in job advertisements in the IT (7%) and media (4%) sectors in German-speaking Switzerland and in associations (4%), education (3%) and IT (2%) in French-speaking Switzerland. It is worth noting, however, that the growth in home office mentions in Corona Year 2020 was significantly higher in the other industries. "The increases show that home office is also evolving in more traditionally managed industries, such as finance or insurance," Villa added.

More home office opportunity increases readiness for a longer commute

The commute is a decisive criterion when looking for a job. However, if employees are given more flexibility, the commute becomes less important and other criteria become decisive. This is evident in employees' willingness to commute. The JobCloud survey found that 65% of employees in German-speaking Switzerland and even 70% of those in French-speaking Switzerland would accept a longer commute if, in contrast, they were given more flexibility regarding working from home. "This leads to an increase in the labor market for candidates, as job offers for a larger area become eligible. If companies offer the possibility to work from home, they can expect a larger number of suitable applications," concludes Davide Villa.

Source: JobCloud AG

The more than 20-year-old IT system house Spektra Netcom AG from Obfelden succeeds in corporate succession in the form of an MBO: The two long-time senior employees Michel Wipf and Patrick Eberle take over all business shares from the founders Joseph Voser and Gerhard Weinmann in equal shares within the framework of a management buyout (MBO).

Joseph Voser and Gerhard Weinmann jointly founded Spektra in 1998 and have subsequently successfully built and managed the company. True to its motto "Leading in SME IT", the company has specialized in consulting and support for SMEs in all industries and has established itself as a leading provider of ERP, cloud and VoIP solutions.

Careful transition

Joseph Voser will continue to be available as a member of the management team, as a member of the Board of Directors and as a SelectLine consultant, providing advice and support to the new owners. His partner Gerhard Weinmann will also continue to work for the company, ensuring that his many years of expertise in the field of IT infrastructures are transferred to the new management.

The business unit "Business Software" with the core products Selectline, Vertec and Cobra CRM will in future be the responsibility of the new co-owner Michel Wipf. He counts on a team of 9 specialists who will provide customers with professional advice and support during software selection, implementation and operation. The business area "IT Infrastructure" is the responsibility of the new co-owner Patrick Eberle. With his team of 7 system engineers and VoIP specialists, he takes care of all components of a modern IT infrastructure for SMEs, the Spektra Cloud and IT security, which is becoming increasingly important.

Spektra Netcom AG to continue in the spirit of its founders

Joseph Voser and Gerhard Weinmann are delighted: "We are happy and proud to be able to hand over our company to two young, highly motivated employees. Michel Wipf and Patrick Eberle have already been working at Spektra for years, know our product and service portfolio inside out and have built up a trusting relationship with our customers and partners. As members of the Executive Board, they have also played a key role in our success in recent years. We are convinced that they will continue to lead Spektra in our spirit and will prove to be the ideal successors for our employees, customers and business partners."

Full of motivation and zest for action into the future

Michel Wipf and Patrick Eberle are full of drive: "We are grateful and full of verve that we have been given the opportunity to take over an excellently established and extremely successful IT system house as its new owners and thus to continue writing Spektra's success story with our team in Obfelden. For us, continuity and reliability are our top priorities. We will continue the current very successful strategy and develop it further on an ongoing basis. To do this, we are counting on our great professional and human team, on our leading partners and on all our SME customers, whom we have been able to accompany for years with great pleasure and motivation on their way into the digital world."

More information

Even as a landlocked country, Switzerland has (had) an ocean-going fleet, operated by shipping companies and secured by federal guarantees. However, these have had little success in the recent past and new solutions have had to be found. In this context, several Swiss-based investors have taken a direct stake in two multipurpose ships and their value creation. After the redemption of the federal guarantees and the associated financial restructuring, the two ships "Trudy" and "Helvetia" are on a solid economic footing and will generate sustainable earnings.

Disappearing from the negative headlines

Philipp Leibundgut, Chairman of the Board of Directors of Briese Schiffahrt (Schweiz) AG, explains why investments in multi-purpose ships are worthwhile: "The Swiss ocean-going fleet has attracted negative headlines in recent years. This was not due to the Confederation's ocean-going vessels, but to the fact that small shipping companies operated them. With the integration of the ships into the ocean-going fleet of the market-leading Briese Schiffahrt, significant economies of scale are achieved in terms of revenues and costs. In addition, "Trudy" and "Helvetia" are young ships that excel at transporting wind turbines, a rapidly growing market. Thus, they are already making a direct contribution to the New Green Deal."

Ocean-going vessels now with new flag and new names

Local investor support is provided by Briese Schiffahrt (Schweiz) AG, Zurich. Investors already have direct stakes in multi-purpose ships with a newbuilding value of over EUR 150 million. Further investment projects are being prepared for the current year. Briese Schiffahrts GmbH & Co. KG, a second-generation family-owned company headquartered in Leer, Germany, is the market leader with around 150 ocean-going vessels in the multipurpose and project cargo business. Worldwide, Briese Schiffahrt has 31 branches and employs more than 3,000 people.

The ships are no longer allowed to sail under the neutral Swiss flag, as the legal framework does not currently permit this. Registered in the German maritime register, the ships now operate under the names "BBC Rhônetal" and "BBC Rheiderland". The abbreviation "BBC" stands for the subsidiary BBC Chartering. According to its own information, this is the world market leader in the transport business for maritime heavy-lift cargo and a competence partner in the transport of wind turbines.

Source and further information: www.briese.ch