The Swiss Sales Forum was organized by Verkauf Schweiz, the professional association for inside and outside sales professionals, agents and companies. The conference was opened by moderator Joana Hahn. She called for being open to change and innovation, because it has never been possible without it, and it will not be possible in the future.

Rethinking recruitment - also in sales

The morning was dominated by presentations on the topics of sales competence (Andreas Mollet), marketing for Generation Z (Benjamin Kröni) and recruitment (Nilgün Aygen). The panel discussion around "Excellent sales for your company's success" with Dirk Reznik, CEO Vorwerk, Thermomix, Gerth Vogel, Top-Management Consultant and Michael Gilgen, President Sales Switzerland stimulated reflection. It quickly became clear that a lot will and must change in the future. For companies, this means: analyzing cleverly and finding out what is needed for their own company and then really taking off. Sales expert Nilgün Aygen showed with her keynote speech "Recruitment rethought" shortly before noon how important it is also in this area to stay up to date, to rethink if necessary and to prove flexibility. "With a well-filled talent pipeline, you have the wheel in your hand."

TOP 100 Speaker at the Swiss Sales Forum

The lunch break provided an opportunity to maintain existing contacts and make new ones. In parallel, Baschi Sale passed on important tips and tricks to the participants in the LinkedIn networking session. The afternoon was dedicated to the topics of being a role model as a boss (Marcel Schulz), paying attention to others and when people really listen to you (Christian Busenhart), courage, motivation and joy in sales. The crowning conclusion was made by the TOP 100 Speaker & Sales Trainer, Daniel Enz. "Selling is not everything, but without selling, everything is nothing." he gives the entrepreneurs and companies on the way. 2.5 hours characterized by authenticity, great expertise, know-how and the typical smile guarantee at the end.

www.swisssalesforum.ch

In an experiment called "Internship Working World 4.0," eight employees from various large companies are given the opportunity to do a four-week internship at a startup that works digitally, agilely and networked across divisions. The point? During these four weeks, the interns can test and develop their skills in a new context, learn and unlearn, experience agile working and network in the startup community. Once the four weeks are over, the interns return to their jobs at the large company and have the opportunity to integrate the new ideas and ways of thinking into their daily work and teams. This also promotes cultural change within the company, which is highly desired by many giants.

Regular exchange about the internship

The experiment will be divided into two waves: the first internships will take place as early as November 2019, the second wave in February 2020. The interns and the Neustarter Foundation are ready to go - also thanks to the Zurich Banking Association, which is supporting the experiment financially as well as with valuable input in terms of content. Only those who understand yesterday can ensure today that tomorrow will be better. That's why the Neustarter Foundation organizes a guided retrospective with all interns once a week during the four-week internship period to share experiences, learnings and tips.

The Neustarter Foundation also reflects: What synergy effects are there, how can what has been experienced be incorporated into everyday working life, how can all those involved benefit sustainably, and what needs to be done differently in the second wave of "Praktikum Arbeitswelt 4.0" in 2020?

Performance measurement by the ZHAW

In order to further develop the experiment, the successes and failures must be measured empirically. For this purpose, the Institute of Applied Psychology (IAP) of the Zurich University of Applied Sciences (ZHAW) could be brought on board. The project at the ZHAW is led by the head of the institute, Prof. Dr. Christoph Negri.

Event in spring 2020 as closing point

The big annual kick-off event of the Neustarter Foundation, which has counted around 100 guests each of the last two years, will be dedicated entirely to the Work World 4.0 internship in 2020. Representatives from the participating companies and start-ups, interested parties from various industries are cordially invited. Some interns will share their stories with the public and the Neustarter Foundation together with ZHAW will present the learnings and results from the experiment. The event will take place on April 7, 2020 in Zurich.

More information: www.neustarter.com

In recent years, the withholding tax had become an actual punitive tax. Taxpayers were already being punished excessively harshly for negligent omissions. To remedy the situation, National Councilor Daniela Schneeberger, who is also president of the industry association Treuhand Suisse, submitted a motion in 2016 entitled "No forfeiture for withholding tax". Her demands were included in the revision of the law.

Withholding tax can be reclaimed for longer

The new Withholding Tax Act has been in force since January 1, 2019. Since then, taxpayers may also reclaim withholding tax retrospectively, provided the income or assets were not intentionally concealed. The new regulation applies retroactively to claims that have arisen since January 1, 2014, provided that a legally binding decision has not yet been made on them. Anyone who has missed the deadline for refunding withholding tax due to an error can therefore breathe a sigh of relief.

First federal court rulings in favor of taxpayers

In the course of this year, the first Federal Court rulings have now already been issued in favor of taxpayers. The Federal Supreme Court states that withholding tax can also be reclaimed if taxpayers have violated a procedural obligation, but the taxpayer cannot be accused of either intent or negligence. "It can happen to any of us to forget to reclaim withholding tax," Daniela Schneeberger knows. "Especially in the case of SMEs, it can happen that an 'error' creeps into the declaration because the tax authority has only corrected the valuation of the company's assets after the fact." Losing a third of the asset income because of such an omission is a completely unreasonable penalty, he said. "The new provision in the bill is fair and in line with common sense," Daniela Schneeberger affirms.

Source: Fiduciary Suisse

The Future Organization Report 2019 by the Institute of Information Systems at the University of St. Gallen and the management and technology consultancy Campana & Schott sheds light on how companies can become agile faster with flexible structures and autonomous actors. It shows a clear correlation between agility and business performance, as the following infographic illustrates:

"There are clear success factors for agile transformation: company-wide awareness of the change, empowering behavior on the part of managers and organizational commitment on the part of employees," explains Anna Adler, Director Corporate Development at Campana & Schott.

Success factor: Company-wide awareness

While many companies in German-speaking countries are already working with agile methods such as Scrum and Kanban (doing agile), agility is not yet anchored in the minds of employees (being agile). There is a lack of company-wide awareness of it. According to the study, agile structures and approaches are predominantly introduced in individual departments. A long-term roadmap is missing or only exists in rudimentary form. The high expectations of agility can thus often not be realized.

According to top decision-makers, an open presentation of who is working on what and why increases employee motivation and enables better prioritization of tasks. This increases the speed and efficiency of decision-making and implementation. However, it must be taken into account that some of the respondents see the danger of undesired control in the increased transparency.

Success factor: Empowering behavior of managers

The study found that executives have a special role model function in the agile transformation. In fact, executives in many agile companies are already relinquishing responsibility and creating freedom. They focus on holistic collaboration, communication and decision-making at eye level, regardless of position in the company.

One-third of respondents (33.5 percent) say their manager empowers them to manage their agile activities.Of the participants, nearly two-thirds are motivated to take initiative (65.7 percent), are empowered (64.6 percent) and given a positive outlook for the future (60.9 percent), and are able to take control of their work (60.2 percent).

Success factor: Organizational commitment of employees

It is clear to employees that new skills are needed for agile ways of working. Thus, 81.2 percent of respondents feel equipped for their current tasks. At the same time, however, 75.4 percent see the further development of new skills as essential. Teamwork is also important for agility. One-third of respondents are convinced that they will be more successful as a result (30.5 percent). They particularly emphasize the necessary coordination (48.5 percent) and discussion in the group (30.4 percent). They also like to call on the help of others (32.8 percent).

Source and further information: www.campana-schott.com/for2019

Human Capital Media Research and Advisory Group, in partnership with Skillsoft, surveyed a total of 493 executives: 276 executives from companies with fewer than 2,500 employees and 217 executives from companies with more than 2,500 employees. Respondents work in a wide range of industries and organizations with operations in North America, EMEA and global presence. The study found that only a small proportion of companies have already elaborated or built new, modern leadership competencies necessary for digital transformation.

Three quarters of all companies are working on new leadership competencies

The fact that entrepreneurial modernity demands new approaches from managers has now been recognized in most companies. And with it, the challenge of effectively bringing these new kinds of competencies into a company. The biggest hurdles are considered to be the time required and entrenched organizational structures that are resistant to change. Digitalization and the rapid market changes it brings necessitate agile ways of working. The goal of the new leadership competencies, 98 % of the respondents agree, is to promote innovation.

Organizational changes in demand

For companies that cannot meet the necessary requirements, these issues congeal into a multi-layered conglomerate of difficult tasks. New leadership also requires new organizational structures, especially if the goal is to achieve greater agility. Because change affects both organization and leadership, and these elements are interdependent, effective development is difficult. It therefore makes sense to use experts who have experience in both areas. Interim managers, for example, are a good address for this. These interim managers, most of whom are highly trained, are confronted with these challenges in many mandates and are therefore probably the most experienced contacts for these problems.

Change and management development from a single source

It is well known that the interim management industry, which has been growing strongly for years, is largely fueled by change assignments. Far fewer companies are aware, however, that some interim managers also develop executives as needed in the course of their change mandates as mentors. Change experts can directly involve existing management personnel in the implementation of change mandates. Through practical training on specific projects, managers can be prepared for new tasks in a target-oriented manner. They benefit from the know-how transfer in the long term and can learn comprehensive organizational and personnel management skills from the interim managers in addition to change skills.

Source: SLIM Management GmbH

International SOS, a business travel and expatriation health and safety service provider, has teamed up with the latest edition of the Travel Risk Map presented its risk forecast for 2020. As in previous years, this was accompanied by a survey of 1,300 decision-makers from the business travel sector. The Business Resilience Trend Watch survey, in collaboration with Ipsos MORI, highlights critical gray areas of risk assessment as well as untapped opportunities to protect the mobile workforce with technological innovation.

The top 10 health and travel safety risks in 2020 from an expert perspective

The forecasts are based on various sources. These include the Travel Risk Management (TRM) Council, a representative sample of health, safety and security experts in the field of international travel and assignments. As a result, the following top 10 health and safety risks were formulated that companies should prioritize in 2020:

1. Risks resulting from geopolitical shifts will be the main challenge in the area of corporate mobility.
2. Mental health issues will become more important.
3. Physical health: Companies need to be more active in protecting the physical health of their workforce.
4. Cybercrime will be an increasing security risk.
5. Climate change will exacerbate the risk of environmental disasters.
6. Infectious disease outbreaks from both known and emerging pathogens will increase due to several factors, including climate change, increasing urbanization, declining vaccination rates, and security instability.
7. Bleisure Travel: The question of whether employers' duty of care also covers so-called bleisure travel will be increasingly discussed.
8. Millennials and Generation Z, who enter the workplace with different preferences, expectations and attitudes toward risk, will increasingly challenge companies to evolve their risk strategies.
9. There will be more high-profile litigation on the duty of care issue.
10. Startups and SMEs that may be under-resourced and under-experienced will have a hard time meeting the duty of care.
    Results of the Business Resilience Trends Watch survey.

Travel security risks prompt changes in itinerary

The results of the Business Resilience Trends Watch survey reveal the top factors that business travel managers believe will lead to changes in travel patterns in 2020:

1. Security threats (68 percent) - 23 percentage points more than the previous year.
2. Civil unrest (52 percent) - up 14 percentage points from the previous year.
3. Geopolitical unrest (52 percent) - up 20 percentage points from the previous year.
4. Natural disasters (51 percent) - 15 percentage points more than in the previous year.

Fifty-one percent of respondents believe health and safety risks have increased in 2019, and 47 percent expect risks to increase in the coming year.
In addition, the companies surveyed predict that the following three factors are significantly more likely to lead to travel changes than in the past:

1. epidemics (31 percent) - are estimated to be 19 percentage points higher in 2020 than the actual impact was in 2018.
2. Infectious diseases (35 percent) - are estimated to be 17 percentage points higher than the actual impact was in 2018.
3. Detention and kidnapping (29 percent) - are estimated to be 17 percentage points higher than the actual impact in 2018.

Gautier Porot, Regional Security Manager Switzerland at International SOS, comments: "Instability, unpredictability, rapid change and escalation are key characteristics of many incidents in our modern world. Employees potentially face security risks in areas previously considered safe, such as their choice of accommodation. Both established global organizations and so-called unicorns need to keep this in mind to protect their human capital and increase the resilience of their organizations. The need will continue to grow as over 40 % of the workforce is expected to be mobile."

Dr. Stefan Esser, Medical Director Central Europe, International SOS, adds: "The threats facing organizations and their employees affect both developed and emerging markets. It is encouraging to see that corporate decision makers are becoming increasingly aware of the dangers of epidemics and infectious diseases. Over $1.7 trillion is expected to be invested by 2022 without considering the impact of travel disruption on employees and productivity. This makes it all the more important for companies to stay one step ahead of any potential disruption. With accurate information, tools and the support they need, companies can plan for the foreseeable risks and protect their investments and their employees."

Gray areas in risk assessment

Changing travel habits for both domestic and international travel, as well as workforce diversification, create gray areas. Employers are not adapting travel policies to new risk factors, and travelers tend to disregard policies when they restrict the use of preferred transportation or accommodations. Surprisingly, less than one-third of companies include cybersecurity in their travel policies. Ignoring the duty of care can result in litigation and reputational damage, and negatively impact employees and the business.

• Only 11 percent consider shared-economy services in their travel policies.
• Only 26 percent of companies consider the needs of female travelers in their travel policies.
• 31 percent cover cybersecurity.
• One in ten respondents (11 percent) consider LGBTQ+ travelers.
• Mental health issues are an issue in only 15 percent of travel policies.
• Travelers with disabilities find arrangements for their needs at only 12 percent.
• 22 percent of travel policies include specifications for Bleisure travel.

Safety through technology

Gautier Porot continues, "Companies invest a lot of money in new technologies every year, but seem to invest very little in the safety of their employees, even though new technologies are on the market. From artificial intelligence in situational awareness to e-learning courses to traveler location, advances have been made to protect people."

Travel managers continue to struggle along year after year:

• Informing and training employees about travel risks (53 percent).
• Communication with employees during a crisis (47 percent).
• Acknowledgement of knowledge of travel information before departure (45 percent).
• Localization of employees on business trips (42 percent).
• Crisis management (40 percent).

The current Travel Risk Map on the most important travel safety risks can be HERE can be downloaded.

According to the quarterly survey of Swissmechanic, the leading association of Swiss SMEs in the MEM sector, more than 70% of its members assessed the current situation as unfavorable in October - compared with fewer than 50% in July. "The main reason is incoming orders from abroad and in Switzerland, which have continuously deteriorated since the beginning of the year," explains Michael Grass, a member of BAK Economic's Executive Board. BAK compiles the economic barometer quarterly on behalf of Swissmechanic. However, there are also (cautiously) positive signals: "Companies do not expect any further deterioration in order momentum in the fourth quarter. Purchasing managers' sentiment (PMI) is also only just negative in October and has thus recovered somewhat since its low in July."

Cause: Global political uncertainties

Behind the slowdown in the MEM economy in 2019 are primarily political uncertainties at home and abroad - from the trade war between the USA and China, to the unresolved Brexit, to the open chances of success of the institutional agreement (InstA). These uncertainties are hampering demand for capital goods. Weak growth in the EU and upward pressure on the Swiss franc are doing the rest. BAK expects the uncertainties to remain high next year, but to tend to ease. A strong recovery is therefore realistic for the MEM sector by 2021 at the latest.

MEM companies invest anyway

"Our economic barometer shows that MEM companies are continuing to invest despite the tense situation, albeit cautiously," Jürg Marti, Director of Swissmechanic, notes. One third of the companies are planning to expand production capacities in 2020. In addition, around 30 percent of investments in the current year went into modernizing the production infrastructure. However, slightly more than a quarter of the companies (28%) reported that there were financial restrictions on future investments. A lack of equity is cited much more frequently as an obstacle than insufficient access to outside capital.

Source: Swissmechanic

Since 2004, the Swiss Leadership Forum has focused on knowledge transfer and inspiration, the exchange of experience and the cultivation of personal relationships. The premium event is traditionally held in the Swiss business metropolis of Zurich. Thanks to top-quality presentations and panel discussions, the event, which is chaired by Stephan Isenschmid, becomes an indispensable experience for participants. An experience that promotes sustainable corporate success. The now 16th edition of the Swiss Leadership Forum creates space for a sobering look into the future on November 21, 2019.

What future can we expect? "A good one", if Prof. Dr. Dirk Helbing, Professor of Computational Social Science at ETH Zurich, who will open the event with his keynote, has his way. "Provided that almost everything on our planet changes". Speakers will shake things up, open eyes and provide valuable facts and food for thought on topics relevant to the future such as Generation Y, Z and Alpha, age diversity in companies, AI-based world of memories, power of leadership from the future as well as concrete future scenarios. Guests on the panel include Dr. Julia Shaw, legal psychologist and expert on AI or the world's leading futurologist Magnus Lindqvist.

The future is within reach. Thought-provoking impulses and inspiration enable a change in thinking. But in the end, doing is the measure of all things, not knowledge. At the dinner cocktail that follows, there will be time for valuable encounters and good conversation.

More information and registration: www.swissleader.ch

Increasingly, representatives of business departments as well as IT and security managers tend to consolidate third-party apps and management solutions. Particularly with the goal of a "mobile first / cloud first" strategy, it makes sense for many applications to replace software licenses with apps already included in enterprise packages from Office365 and to benefit from cost reductions in the process. In addition, concentrating on one vendor also brings technical advantages, as Office 365 apps on cell phones and smartphones can be better integrated with Microsoft's Intune app management solution. Meanwhile, Microsoft representative Alexandra Stritt, who opened the event, made it clear that realizing the modern, mobile, cloud-based workplace requires an integration partner with the appropriate know-how in addition to the products: "Nomasis, as one of our important Swiss partners in the provision of secure mobile applications and services for companies, makes an important contribution to meeting individual customer requirements with its consulting and support services."

At the event, representatives from Nomasis also showed which concrete tools from the areas of web conferencing, file sharing, instant messaging, etc. can be replaced by apps from Office365 and how Microsoft's EM+S suite (Enterprise Mobility + Security) with its Azure database and security services as well as Intune can replace conventional solutions for mobile device and mobile app management. Not to mention that there are hardly any viable alternatives on smartphones for certain apps, such as the Teams chat application or the One Note digital notepad. To make the implementation of mobile devices as easy as possible, Nomasis recommends a service consisting of best practices, tools, resources and experts specialized in the topic. Indeed, a thorough analysis of the situation is required before EM+S can be introduced. For example, it must be clarified what exactly the enterprise mobility management solution currently in use is being used for and how the new system from Microsoft can be integrated into the manufacturer's existing 0n premise and cloud services. In addition, proof of feasibility is also required before the migration can be put into practice and the benefits mentioned can be enjoyed.

Source: Nomasis AG

Eight out of ten workers around the world say they would turn down a job that does not offer flexible working. As a result, 85 % of companies have adopted or plan to adopt flexible workplace policies in the last decade, according to the IWG's latest Global Workspace Survey. However, while the adoption of flexible workspaces will continue apace, conversations about the business benefits still largely focus on the minimal commitment that short-term leases offer companies. While this is an important consideration not offered by traditional permanent commercial space, there are many other benefits of a flexible workplace that are being overlooked.

Risk minimization

One of the main attractions of a flexible workplace is that it provides office space for a variety of business needs, from entering foreign markets to increasing the capacity of fast-growing startups. For example, if a company is expanding into another country, a flexible workplace can offer a more cost-effective alternative to investing in fixed office space that would have to be resold if unsuccessful. A famous example of unsuccessful global expansion is international online marketplace eBay's venture into China. After generating $1.21 billion in sales in 2002, the global auction house set up shop in China a year later, but was forced to pull out in 2006 after failing to gain an advantage over local competitors. Choosing a flexible workplace allows companies to sign, extend and terminate contracts as needed. In this way, flexible workspaces help companies achieve their strategic goals while reducing costs associated with growth and expansion.

Customized office space

In order for flexible workspaces or co-working to fit into a company's overall strategy, these office spaces must be able to be tailored to a company's needs. This means that they are fully customizable and allow companies to design their own office without the high costs typically associated with buying permanent commercial real estate. Garry Gürtler, Managing Director of IWG Switzerland, says, "With five different brands worldwide, our customers have a variety of different office styles and cultures to choose from. In Switzerland, with the new opening of our No18 brand next year, there will be three of them. As diverse as our customers' corporate cultures are, so are our offerings. It's important for companies to find a co-working space that fits their company's own culture, allowing them to complement and expand their brand."

Co-working: A sustainable solution

Another benefit of flexible working that is often overlooked is its positive contribution to the environment. According to a study by Nielson, an international market research firm, 81% of consumers strongly believe that companies should implement strategies to help address key sustainability issues such as climate change. Companies need to respond by demonstrating that they are acting responsibly and sustainably. In this sense, the flexible workplace or co-working offer the equivalent of office car sharing. This means that rather than investing in fixed business spaces that are too large for their needs, companies are choosing to collaborate with others to maximize space in already built-up, central city locations. Even when looking outside of cities to more rural locations, flexible workspaces address climate change by reducing commute times. According to the IWG study, shortened commute times in Switzerland can reduce CO2 emissions by 1 million tons per year by 2030. By choosing a flexible workspace, companies can reduce their negative impact on the environment in response to increasing public pressure. As flexible workspaces become more prevalent in today's business world, it's important to note that it's not just the short leases that make them a favorable choice of office space. The flexibility offered goes far beyond that, offering many different benefits that affect all areas of a business, from marketing to finance to overall strategy.

Source and further information: IWG

The book with the title "Happy with Tiny Start-Ups - Why Small Businesses are the Next Big Thing," (Redline Publishing). has been in bookstores since November 13, 2019. And that's what it's all about: micro and small enterprises have always accounted for a large share of all companies in the German-speaking world. In Switzerland it is 98.2 percent, in Germany it is 96.3 percent and in Austria around 98 percent of all companies. Nevertheless, apart from specific, mostly regional startup events or in TV formats such as "Höhle der Löwen," they are rarely if ever in the spotlight.

Tiny Start-Ups: The unknown economic factor

This is now changing: Veronika Bellone and Thomas Matla, themselves convinced Tiny entrepreneurs for over two decades, have researched the diverse cosmos of the smallest and smallest startups as well as existing companies of this size. They interviewed 27 Tiny-Startuppers in Switzerland, Germany, Austria, Sweden, Finland and Spain and discovered remarkable entrepreneur and company stories. With the intention of making this valuable wealth of experience and ideas accessible to other (entrepreneurial) newcomers as well as existing Tiny Start-Ups in terms of inspiration, orientation and practical support, their book "Glücklich mit Tiny Start-Ups" (Happy with Tiny Start-Ups) was born.

The content ranges from effective self-checks for an initial personal assessment of the current situation to a wealth of practical suggestions based on the authentic experience reports of the Tiny Startupers and concrete pointers for the development of one's own business idea. A "moose test" with 13 questions on the stability of one's own business concept concludes the practical information section of the book.

The author duo shows the advantages of smart micro-enterprises, explains which requirements have to be met, which business concepts already exist and how it is possible to be happy with one's own Tiny Start-Up.

Tiny Startupper - the "happier" entrepreneurs

"Business founders and self-employed people are mostly people who actively shape their own lives in a self-responsible way, which contributes significantly to their happiness. They are significantly oriented towards their needs, desires and values and consistently act accordingly. As microentrepreneurs, the Tiny Startupers can take this creative freedom to the greatest possible extent, align their business model very closely to the individual private and professional 'happiness factors' - and that makes them happy, you could also say more satisfied," says Veronika Bellone, explaining the insights gained from the very authentic statements of the Tiny Startupers interviewed.

This is confirmed by Philipp and Pascal Luder, founders of the Zurich Pasta Barn & Müesli Bar, who fully rely on their flexibility, freedom of decision and speed as small entrepreneurs. Their success proves them right. André Göbel, co-founder of Popkornditorei in Berlin, sees it the same way. He appreciates this especially in comparison to the so-called start-up unicorns, where the founders often have little to decide quickly due to large shareholdings. For Nadia Koss, Soulmarks Tattoo & Piercing in Zug, Switzerland, and Brendan and Sina, of Techtinyhouse Stuttgart, happiness factors also lie in realizing their own ideas.

Why Tiny Start-Ups are the Big Thing in the Future

With dominant issues such as demographic change, climate change and, above all, digital transformation, society is facing extensive changes. Disruptive business concepts, artificial intelligence and robotics are redefining the world of work. On the one hand, increasing automation threatens job losses, while at the same time new fields of activity are emerging. Cumbersome structures and organizations are losing their effectiveness in this environment, which demands rapid responsiveness and agility, even complete rethinking. Smart "niche players" are in demand who can serve newly emerging needs in the market both professionally and individually.

The business model and philosophy of Tiny Start-ups fit these challenging conditions very well, thanks in part to their flexibility, high degree of customization, manageable growth, and mostly sustainable focus. "Growth is not everything, after all. It is often much more sensible and healthier to do business well and sustainably, especially with less pressure to perform and grow. Many people will learn that the fear of a possible job loss is much more detrimental to their health than actually building up their own small business," sums up Thomas Matla.

Rounded off with this conclusion, the book published by Redline-Verlag also sees itself as a plea for economic reason, professional independence and a self-determined life.

Under the title "The good spirit in the company" we follow the story of an ideally regulated company succession. Bruno Aregger, founder and owner of APPLETREE, accompanied Ruedi and Selina Bauberger of Bauberger AG, the Swiss general contractor for industrial relocation, machine assembly and maintenance, during their company succession. In an interview with them, he shows how a generational change can be optimally successful. The fourth part of the video series deals with the question of what the value of a company is and how to determine it. And in the case of the Bauberger family, this question was not easy to answer either. Did they find a solution? Did they finally reach a sales agreement? Answers in the following video:

The first three parts of the series "The good spirit in the company":

• Part 1
• Part 2
• Part 3