In January 2021, Axept acquired the ERNE Group as a new major customer. This group of companies from the construction industry, which is in the fourth generation of family ownership, examined the replacement of the previously used software solution based on SAP in an extensive concept phase and searched for a new digitization partner. The concept phase was successfully completed at the end of 2021 and the implementation phase started in the first quarter of 2022. Axept will provide more than 10,000 service hours in the project until the go-live date. Almost all available Abacus applications will be introduced. The high requirements in the area of data management due to the connection of more than 10 different software solutions are implemented by Axept on the basis of AXsuite. Data analysis is done with AXview, Axept's BI solution , with which different systems can be connected and the data can be displayed and analyzed in the form of key figures and dashboards.

As of 2023, the digitization of the ERNE Group will take place

After other large and innovative construction companies, the ERNE Group now also relies on the specialists and products of Axept. Axept will ensure the Abacus business software, which is tailored to customer needs, as well as its constant support and permanent further development from the planned go live on January 1, 2023. Thomas Brühlmeier, CFO at the ERNE Group, is convinced that the collaboration with Axept will enable the new Abacus system landscape to be used optimally: "Digital transformation is and remains an important topic. The effects of digitalization, especially the implementation of integrated processes as well as new ways of communication, will lead to more efficiency, better quality and new opportunities in our company." Brühlmeier adds that in Axept they have found a partner who stands for a holistic introduction as well as sustainable support and further development of the new system.

Focused on an innovative and digital future

"We are extremely pleased to be working with the ERNE Group. The trust placed in us confirms our leading role as an Abacus software integrator and additionally strengthens our market position in the construction industry. Our most important concern in the coming years is to accompany innovative Swiss companies into a successful digital future. The challenging major project with ERNE will help us to achieve this," comments Raphael Kohler, CEO and Partner at Axept Business Software AG. The software company, founded in 2006, implements business management solutions with Abacus Business Software, Business Intelligence Software from Qlik and PROVIS for well-known Swiss companies, not only from the construction industry.

Source and further information: www.axept.ch / www.erne-gruppe.ch

IT security service provider Sophos has published its annual "State of Ransomware 2022" study. It provides an overview of the development of ransomware in practice. The report shows that 60% of companies surveyed in Switzerland (globally 66%) were affected by ransomware in 2021, up from 46% in 2020. The average ransom paid by Swiss companies whose data was encrypted in their largest ransomware attack has decreased by around 6%, amounting to CHF 84,052 (CHF 89,147 in the previous year). 35% (globally 46%) of Swiss companies whose data was encrypted paid the ransom to get their data back, even if they had other means of data recovery, such as backups. The report summarizes the impact of ransomware on 5,600 SMBs in 31 countries across Europe, the Americas, Asia-Pacific and Central Asia, the Middle East and Africa, with 965 companies internationally (7 in Switzerland) providing specific details on ransomware payments.

Paying ransom: fast but risky option

"In addition to escalating payments, the survey also shows that the percentage of victims willing to pay continues to rise, even when they have other options available to them," said Chester Wisniewski, principal research scientist at Sophos. "There could be several reasons for this, such as incomplete backups or preventing the publication of stolen data on a public-leaks site. After a ransomware attack, there is often a lot of pressure to restore operations as quickly as possible. Restoring encrypted data using backups can be a difficult and time-consuming process. Therefore, it is seemingly tempting to pay a ransom for data decryption because it appears to be a quick option. However, this approach comes with high risks. Companies do not know what the attackers may have done on the network besides the ransomware attack, such as installing backdoors for future attacks or copying passwords. In a worst-case scenario, if organizations don't thoroughly clean up the recovered data, they still end up with potentially malicious programs on their network and may be exposed to another attack."

Extortion malware causes immense damage

The "State of Ransomware 2022'" survey looks at ransomware incidents and experiences in 2021. The survey was conducted by Vanson Bourne, an independent market research specialist, in January and February 2022. For the global survey, "affected by ransomware" was defined as one or more devices affected by a ransomware attack but not necessarily encrypted. Unless otherwise noted, respondents were asked to report on their most significant attack. The key findings of the study can be summarized as follows:

• Amount of ransom payments: In 2021, none of the Swiss companies reported paying ransoms of $1 million or more, in contrast to 11% from a global perspective. Most Swiss companies (about 72%) paid sums between CHF 47,834 and 239,175 ($50,000 and $250,000).
• More victims pay ransomIn 2021, 35% (46% globally) of Swiss companies whose data was encrypted by an extortion malware attack paid the ransom. From a global perspective, 26% of companies that recovered encrypted data using backups in 2021 also paid the ransom.
• The impact of a ransomware attack can be immense: The average cost of recovery from a ransomware attack in 2021 for Swiss companies was CHF 1,568,986 (globally $1.4 million / CHF 1,339,379). It took an average of one month to repair the damage and business disruption. 93% (globally 90%) of Swiss companies said the attack affected their ability to operate, and 87% of private sector victims said they lost business and/or revenue due to the attack.
• Many businesses rely on cyber insurance to help them recover from a ransomware attack: In Switzerland, 83% (globally 83%) of the companies surveyed had cyber insurance covering them in the event of a ransomware attack. In 100 % of the Swiss incidents, the insurer paid some or all of the costs incurred; only in 38% was the entire ransomware covered).
• Ninety-four percent of those who have purchased cyber insurance said their experience of purchasing it has changed in the last twelve months: This sentiment is expressed primarily through higher cybersecurity requirements, more complex or expensive policies, and fewer companies offering coverage.

Does cyber insurance lead to higher ransomware?

"The findings suggest that we may have reached a peak in the evolution of ransomware, where attackers' greed for ever-higher ransom payments collides head-on with a hardening of the cyberinsurance market. Insurers are increasingly seeking to reduce their ransomware risk and exposure," said Chester Wisniewski. "In recent years, it has become easier and easier for cybercriminals to deploy ransomware because almost everything is available as a service. In addition, many cyber insurance providers have covered a wide range of recovery costs due to ransomware, including the ransom, which has likely contributed to ever-increasing ransom demands. The findings also suggest that cyber insurance providers are getting tougher, and victims of ransomware may be less willing or less able to pay extremely high ransoms in the future. Unfortunately, this is unlikely to reduce the overall risk of a ransomware attack. Ransomware attacks are not as resource intensive as other more crafted cyberattacks. Therefore, any ransomware is a worthwhile payoff, and cybercriminals will continue to seek out the easy targets."

How to protect yourself from extortion malware

Sophos recommends the following best practices to protect against ransomware and similar cyberattacks:

1. Installation and maintenance of high-quality protective measures throughout the company. Regular audits and security checks ensure that the security measures permanently meet the company's requirements.
2. Actively search for threats to identify and stop attackers before they can carry out their attacks. If the IT or security team does not have the resources or knowledge to do this themselves, Managed Detection and Response (MDR) specialists should be engaged.
3. Harden the IT environment by detecting and closing dangerous security vulnerabilities, such as unpatched devices, unprotected machines, or open RDP ports, are identified and eliminated by Extended Detection and Response (XDR) solutions.
4. Be prepared for the worst. Companies should know what to do if a cyber incident occurs and keep the contingency plan up to date.
5. Creating backups and testing recovery so the business can resume operations as quickly as possible with minimal disruption.

Source and further information: Sophos

Four out of five executives believe that HR and business issues have never been more closely intertwined. That's why it's critical for companies to be more open and approachable, helping potential employees make the right choice when looking for the right employer. This and more is a finding of Mercer's new 2022 "Global Talent Trends" study, titled "The Rise of the Relatable Organization." Drawing on insights from nearly 11,000 executives, HR leaders and employees, the research identifies trends in how to build authentic and credible organizations in an environment of heightened risk.

Employees seek empathy, understanding and flexibility

"Today, more than ever, talent and employees expect employers to make a contribution to society and thus also to make their values visible to the outside world," says Stephan Pieronczyk, Partner and Leader of the Transformation Practice Europe at Mercer. "At the same time, people are also looking closely at how companies behave internally. Do they show empathy, understanding and flexibility towards employees? Especially in the last two years of the global pandemic, these points were extremely in focus and topics like remote working, flexible working and also the physical, mental, financial and social well-being of employees had a whole new significance." The challenge, of course, is also to make the necessary progress here while dealing with inflationary pressures, adapting to new crises and dealing with different views on the future of work, Pieronczyk added.

What do authentic and credible companies do right? Five trends

1. refocusing on relevance
Staying relevant requires adapting to the changing values of customers, employees and investors. This requires a realignment of priorities and a new work model that is adaptable, seamlessly engages people, and redefines the talent experience. Companies that put their core values into action - through corporate goals, work standards and investment strategies - will build better relationships with their stakeholders and be better able to deliver business results. And they will allow employees across the organization to make value-based decisions every day.

• After job security, the company's brand and reputation are now the second most important reason for switching to a new employer (ranked 9th before the pandemic).
• Employees want to work for companies that reflect their personal values. 96 percent of employees expect their employer to pursue a sustainability agenda that balances financial results, social issues, diversity/participation and environmental impact.
• The need to respond in a more nuanced and individualized way to changing moods requires new organizational capabilities of listening, learning and adapting to identify and meet unmet needs. Yet only 55 percent of workers say their organization is meeting all their needs.

"Companies that fail to listen and constantly adapt to their employees and other stakeholders will lose the ability to raise capital, attract and retain talent, and stay relevant," said Ilya Bonic, Head of Strategy and Career President at Mercer. Authentic and credible companies, on the other hand, would be clear about what they stand for. In addition, he said, they make it a priority to set good labor standards that reflect the values of their stakeholders in a changing world. "They listen relentlessly to what drives consumer and employee behavior, and their strategy focuses on building cultures and practices that are adaptable by design," Bonic said.

2. partnership work
The study shows that people no longer want to work for a company, but with a company. Nearly all executives (96 percent) say we are in an employee-centric labor market, and 70 percent of recruiters predict higher-than-average turnover this year - especially with regard to younger workers and those in the digital space. Partnering means re-evaluating the relationship between employees and employers. Reliable companies are recognizing the value of "partnership" rather than "leadership" and are doing so by evolving their return-to-work strategies into sustainable models for the future of work. Kate Bravery, author of the report and Global Leader of Advisory Solutions & Insights at Mercer, adds, "The future of work will only be successful if everyone feels they are getting a fair deal and benefit from an equal relationship between employer and individual, regardless of employment status or the type of work he or she does. Today, it's not just knowledge workers who are demanding flexible options that work with their lives, but all workers - from shop floor laborers to truck drivers."

• Nearly all HR leaders (90 percent) believe more needs to be done to build a culture of trust within their organization, especially as many consider moving to a hybrid work model. Yet only 30 percent of leaders see ROI in building a healthy, resilient and equitable future of work.
• More than half (62 percent) of employees would only work for a company if they had the option to work remotely or in a hybrid work relationship, and 74 percent believe their company will be more successful with remote and/or hybrid work arrangements. In contrast, the majority of executives (72 percent) are concerned about the impact on company culture, as 75 percent say they now have a training culture where employees learn side-by-side rather than remotely - requiring a redesign of learning.
• Gig working remains a preferred strategy for the executive suite, with six in 10 executives expecting gig workers to largely replace full-time employees in their company over the next three years. However, with fewer than 6 in 10 full-time employees open to gig working, more needs to be done to make this a viable, attractive and safe option for workers.

"Authentic, credible companies are welcoming new work models (talent in flexible roles that are no longer fixed, agile ways of working, optimizing the interaction of people and automation) and different ways of engaging talent in work (gig, variable/seasonal, shared, part-time, full-time). But so far, fewer than one in five companies are reviewing the terms and benefits of gig working," says Ravin Jesuthasan, Global Leader for Transformation Services at Mercer. "It will be critical to ensure that all relationships across the talent ecosystem are fully supported to be active parts of the corporate culture when it comes to adopting a new work system and achieving the goal of sustainable agility."

3. improve the overall well-being
The pandemic exposed and widened the health and wealth gaps between different populations, underscoring that accessibility and affordability of care are not enough. Shifting the focus from reducing health care costs to optimizing investments to keep people healthy and engaged is key to "people sustainability."

• An impressive 81 percent of employees feel at risk of burnout this year (up from 63 percent in 2020) and cite not feeling adequately rewarded for their efforts as the top reason. Employee wellbeing is seen by leaders as the HR initiative that will deliver the second greatest ROI over the next two years (after retraining).
• Good mental health has always been part of overall well-being, but companies are doing more to help their employees achieve it. More than a third (36 percent) of companies are implementing a mental or emotional wellbeing strategy this year.
• Across all demographic groups, financial concerns have increased: Half (51 percent) of workers say they feel uncertain about their financial future.

"Employees are more stressed than ever - and the study's findings show that companies could be doing more to offer a holistic and inclusive wellbeing strategy that meets the needs of a multi-generational and diverse workforce," said Lutz Krepper, Commercial Head at Mercer Switzerland. "Our experience with many Swiss
Companies show that although the topic of wellbeing is often on the agenda, many organizations do not know how they can make the right progress here and also offer their employees the right benefits and support. What's important here are benchmarks to properly rank themselves within the market, digital focus groups to understand what employees really want, and also digital tools and platforms to reach everyone with benefits and wellbeing offerings, whether in the office or remotely."

4. build employability
The pandemic has accelerated the corporate retraining race, but in many cases, related initiatives have been disconnected from the company's strategy for the future. A strategy that addresses both current and future talent needs can ensure employees are and remain employable. Skills-based models allow companies to deploy talent more flexibly and draw on broader and more diverse talent pools - already a priority for one in three companies.

• Nearly all employees (91 percent) reported learning a new skill recently, but a staggering 98 percent of companies report significant skills gaps within their organization. Visibility into what skills are most needed can help employees maintain their own employability and focus their own learning efforts on the skills that will drive business growth.
• The biggest concern for HR managers is that retrained talent will leave the company. One way to solve this problem is to provide employees with more opportunities to use their newly acquired skills. Nearly 90 percent of companies have already implemented or plan to implement an AI-powered internal talent marketplace platform to facilitate the transition.
• In 2019, 25 percent of workers said they intend to leave the workforce entirely when they reach retirement age; this year, that number has dropped to 16 percent. In response, 39 percent of companies allow employees to customize retirement benefits to fit their personal circumstances, and 38 percent proactively offer older workers a variety of employment options, including phased retirement.

"As skills become the currency of work, there is an urgent need to rethink how work is done and how skills are made visible. Authentic and credible companies not only know the potential of their employees in their talent ecosystem, but are using AI and technology to figure out which careers to
could have tomorrow," Ravin Jesuthasan explains.

5. use of the collective energy
The pandemic has accelerated the adoption of new technologies, business models and modern ways of working. Experiencing this magnitude of change in a compressed period of time, in addition to the fatigue caused by these events, has taken its toll. The percentage of employees who report feeling energized has dropped significantly - from 74 percent in 2019 to 63 percent this year, the lowest in the seven-year history of this study. At the same time, employees are more optimistic about the future: When asked what the future of work will look like, 51 percent of respondents said they expect it to be more balanced, with more time for family, hobbies, health and learning.

Nearly all companies (97 percent) are planning an enterprise-wide transformation this year, but employee fatigue is cited by all three stakeholder groups as the biggest barrier to implementation. Employees also cite organizational complexity as a critical barrier. It will be critical in the course of restructuring,
rethink the employee experience with energy in mind, as 65 percent of executives believe that automating HR processes has caused them to lose valuable contact between HR and the business. What is needed, therefore, is to promote digital adoption and improve communication, as Kate Bravery explains. In addition, she says, there is a need to redesign HR based on desired target interactions with the new personas who occupy jobs and workspaces.

Source: Mercer

Head of sales Alfred Widmer is leaving Allianz Suisse. The succession process will be started immediately, according to a statement from the insurance group. Alfred Widmer took over the role as head of sales only at the beginning of October 2020, in the middle of the pandemic. He succeeded Severin Moser at that time. Previously, Widmer was CEO of legal protection insurer Axa-Arag.

Despite the difficult starting conditions, Alfred Widmer quickly succeeded in building up a functioning network in the sales organization, Allianz Suisse reports. Under his leadership, the course was successfully set for the transformation of the sales organization and measures were launched to strengthen the sales force and customer relationships and to support the expansion of customers across channels. In addition, Alfred Widmer continued to drive forward the broker business, the direct channel and the automotive cooperation business.

Alfred Widmer is leaving Allianz Suisse at his own request to pursue a new professional challenge. "We regret his decision and thank Alfred Widmer for his great commitment. We wish him all the best and much success for his future career and private life. As Head of Sales, he has laid the foundation for a continued successful future," emphasizes Ruedi Kubat, CEO of Allianz Suisse.

Source: Allianz Suisse

Innovations are the focus of funding

Energy efficiency programs terminated

How the Swiss Climate Foundation is financed

The team led by Markus Jäger (pictured 2nd from left), Patrik Bawidamann (center), and Hans Martin Zanetti (far right) Revidas is a fiduciary company specialized in SMEs in Eastern Switzerland. In view of the increasing digitalization of the industry and the need to find a sustainable and long-term succession solution for key positions, the managers of the company, which was founded in 1984, decided to partner with the OBT Group. According to Revida's main shareholder and partner Markus Jäger, "In addition to knowledge of OBT's strengths in the area of IT, the decisive factors in this decision were not least mutual sympathy, a common basis of values and a clear commitment to SME customers.

Revidas' core offering and existing competencies will remain in place; however, SME clients will be able to benefit from the merger with OBT not only in terms of IT know-how and infrastructure, but also from new resources in the areas of tax, legal and management consulting as well as fiduciary and auditing services, according to a press release. The Revidas brand will continue to be used until further notice and the company will retain its locations at Flurhofstrasse in St.Gallen and Theaterweg 11 in Chur, it added.

OBT partner and head of the fiduciary department, Christoph Brunner (pictured above, far left), will join the Revidas management and board of directors as an interface to the group. All 22 employees of the company will continue to be employed by Revidas at the current location. The priority for those responsible is to bring the employees together, generate synergies and standardize the IT processes in the takeover process that is now getting underway. In this way, the desired digitization thrust and the succession of the previous owners, who will continue to be available, are to be purposefully initiated. For the OBT Group, this step is a further, gratifying addition in the SME sector, with which it will now be possible to further strengthen its position in eastern Switzerland, the company explains.

Source and further information: OBT

Good leadership is already challenging when you formally occupy the position of boss. Because even your "position power" doesn't do you much good if people are reluctant to follow you. At best, you can force results in the short term. In the medium and long term, that never works. On the other hand, how much more difficult is it when you have to lead others but you have no formal authority to issue directives?

From my observation, such positions are becoming more and more common: be it the product portfolio manager across several divisions, the global sales head who is dependent on the national subsidiaries, or the project manager with twenty project team members from a wide variety of areas. The influence in all these cases is indirect. How can you achieve maximum results with your virtual team in these cases?

Well, the answer lies in the fact that top leadership has always meant top influence - whether with or without a formal position. So leading without a position is even more about your influence.

So the question is: How do you influence people in your favor, even if they have a different boss?

Here are three important questions to answer:

1. "What do I want?"
   This question may sound very simple, but most people have great difficulty in answering it (at least that is what I experience again and again in my coaching). It is very important that you can name clear results for clear time periods: What exactly do you want to have achieved by the end of the year? With whom? And why? Because if you are not one hundred percent clear about what exactly you want, how are others supposed to follow you? How are you going to convince others?
2. "What do the others get out of it?"
   In sales, this is called the "benefit argument." What do the others you want to influence get out of your role and leadership? What value do you bring from their perspective? Many individuals find this thought difficult, but you must also sell yourself in such a position. You need to be able to clearly demonstrate why they should spend their valuable time on your issues. By the way, a good way (as in sales) is to ask the others specifically.
3. "How kön can we benefit from each other together?"
   This is a good question to ask those with whom you want to achieve something together. Such an open and positive question challenges reflection. Additional tip: You can also ask the question in relation to specific topics that you want to advance. By doing so, you steer the others in the direction you want them to go. This is then called "exerting influence." This will make you a better leader.

So, if you are in a challenging leadership situation, I recommend answering these three questions. You will expand your influence a good bit by doing so.

Author:
Volkmar Völzke is a success maximizer, book author, consultant, coach, speaker.www.volkmarvoelzke.ch

An elegant suit with classy lace-up shoes for men and a suit with chic pumps for women are real outfit classics. They fit perfectly when you have to discuss serious business ideas or an important meeting is coming up. For a stylish appearance, the following applies to the business look: less is often more. Simple jewelry, an expensive watch or a silk scarf speak volumes without looking overdressed. Details also play a role: the person opposite can form a certain image of a person based on accessories such as a bag, belt or cufflinks.

Casual and cool: How to get ahead with the business casual look

The Business casual look is a broad term and includes a variety of outfits. For men, the look calls for a suit in a professional setting, but it may be fashionably tailored and worn without a tie. The combination of chinos, shirt and jacket is typical. In addition, fine knit sweaters or polo shirts may also be worn as part of this dress code. Ladies have a particularly wide range of looks to choose from: Casual blouses, cloth pants, skirts and sweaters can be combined as the mood takes you. The important thing is that the clothes suit the occasion and look neither too formal nor too casual.

Stylish appearance: What to avoid at all costs as a CEO

Tattered jeans, overly colorful clothing and fancy prints are best left in the closet. Even in creative professions, such looks never go down well. Sportswear should also be avoided at all costs. As a CEO, you are still operating within a framework that presupposes "business. Therefore, the look must also fit the job description. You should also make sure that your clothes fit well and are comfortable to wear. The cut as well as the material are priorities here. Ill-fitting or uncomfortable clothing is immediately noticeable and can put the wearer in an uncomfortable situation. As CEO you have to be self-confident and sometimes even give a speech. It is particularly important that the clothing allows maximum freedom of movement.

Stylish accessories complete the look

With the right accessories, you show your personality as a CEO. Watches are an excellent way to express yourself discreetly, yet effectively. Classic wristwatches suggest a person who likes to be regulated and attentive to details, while a sporty chronograph reveals the adventurer. Rubber bracelets should be avoided. Instead, choose a bracelet made of leather or metal. Milanaise bracelets are particularly trendy. Ladies still go for watches in delicate rose gold. Often less is more, and this also applies to the price of chronographs. Here, it should not be decided that a watch is as expensive as possible to impress the counterpart. Nevertheless, many models from the luxury segment naturally have their price. Therefore, for young CEOs who have to watch their budget or don't want to spend vast sums of money, it is worth considering buying used watches. Renowned Manufacturers like Breitling offer refurbished and used models, which are absolutely as good as new and in addition cheaper.

If you wear jewelry, you should go for simple pieces. A bracelet or a necklace made of gold go perfectly with an otherwise simple outfit in muted colors. It is important not to overdo it here either. Especially large pieces of jewelry or those with colorful stones are best left at home and brought out for the next party.

This is how the shoe turns out

Shoes are often the first thing that business partners pay attention to. Therefore, they should be well-maintained and of high quality. Worn-out sneakers or old-fashioned pumps or lace-up shoes with a square toe do not meet these requirements. Men can definitely not go wrong with classic oxfords. Ladies are best off wearing a classic shoe model with a mid-height heel. If the look is a bit more casual, you can go for Chelsea boots or classy sneakers.

Belt and bag

Belt or bag should always match the footwear. However, this does not mean that the color and material must be identical. However, it will look strange if you wear a brown belt with black shoes, and vice versa. Ladies can lean their bag to an element of their outfit. Nevertheless, the handbag should always harmonize with the shoes.

Find his trademark

Steve Jobs wore a black turtleneck and jeans, Mark Zuckerberg prefers gray T-shirts: CEOs represent a brand - and often become a brand themselves. By creating a memorable look, you stay in the minds of your business partners. The important thing is to be consistent and follow through with the look. Small deviations are possible, but you should stick to your trademark. Building a certain image takes time and effort. You should therefore think carefully about what you want to make your trademark and what look you feel most comfortable in.

Conclusion

There is no universal look that suits a CEO. Rather, it is important that the appearance fits the respective company and reflects the brand's values. Many young CEOs choose a business casual look that is both classy and comfortable. Typical combinations are cloth pants and a jacket for men and slacks, a fashionable blouse and a blazer for women. Accessories and jewelry add a personal touch to the look. It is important that employees as well as business partners can identify with the look. Overly formal as well as overly casual clothing should be avoided.

Swisscom can call itself the world's most sustainable telco, according to a 2020 report by World Finance: For 12 years, Swisscom has been using renewable energy exclusively, has greatly reduced its consumption, and is offering since March 2022 all subscriptions climate neutral an.

Most sustainable telco in the world

Swisscom wants to save an additional one million tons of CO2 per year by 2025. Based on new innovative ICT solutions for private and business customers, they can massively reduce their CO2 footprint. According to its own projections, this contribution is far more significant than Swisscom's own footprint (the contribution that Swisscom itself can make across its own value chain). What's more, it is so relevant that Switzerland as a country could achieve its own climate targets more quickly because of it, as Swisscom notes. That's why the telecommunications service provider is looking for young companies with the tenth Swisscom Startup Challenge that have developed innovations and technologies to directly or indirectly protect the climate.

Startups and research teams from all over the world can apply for the Swisscom Startup Challenge until May 31, 2022. Ten startups will be selected from the applications received and invited to pitch in September 2022. In collaboration with Venturelab, the expert jury will ultimately name five winners. They will be given the opportunity to further develop their solutions with experts from the Swisscom ecosystem as part of a tailored exploration program. In addition, the winners will have the chance to win an investment or a business partnership with Swisscom.

Tenth Swisscom StartUp Challenge: Failed, won, sold to Apple

"We rehearsed with them late into the night before the winners of the first Startup Challenge pitched their business cases to the big venture capitalists in Silicon Valley the next day," recalls Stefan Kuentz, co-founder of the Swisscom Startup Challenge. That was in 2013, and since then, a visit to Silicon Valley has opened up a new world for the nearly 40 winners of the funding program. "We had been in Palo Alto with our Outpost since 1998 and wanted to bring some of the Californian entrepreneurial spirit to the Swiss startup landscape and, of course, find candidates for investment from Swisscom Ventures," says Roger Wüthrich-Hasenböhler, who launched the initiative in 2013 together with Stefan Kuentz, Urs Stender (now Blue Lion) and Beat Schillig from Venturelab.

Since then, around 2,000 startups have applied for the Challenge in ten years, and 45 have completed the funding program. Nearly 100 young entrepreneurs traveled to the Swisscom Outpost and pitched their business cases to major venture capitalists and Internet giants. Among them were startups such as Ava (2015), Creal (2019), Ecorobotix (2017), Geosatis (2014), Gmelius (2019) and Nanolive (2016). Swisscom Ventures, a division of Swisscom, also invested in all of them. Six of the winning startups have since sold their companies: For example, regtech startup Qumram (2016) to Dynatrade or intelligent image recognition Fashwell (2016) to Apple. Some of the Swisscom Startup Challenge alumni are now ranked among the top 100 young companies in Switzerland. 4 of the 45 have unfortunately already had to abandon their entrepreneurial journey. "Compared to the statistics in the US, the failure rate in the Swisscom Startup Challenge Hall of Fame is much smaller," explains Beat Schillig from Venturelab. "So either the selection was very good or we in Switzerland take fewer risks than startups in Silicon Valley and still have a lot of untapped innovation potential. Because those who dare more can also win more!"

More about the Swisscom Startup Challenge: www.swisscom.ch/startupchallenge

With the SME Study 2022, the Swiss Institute for SMEs and Entrepreneurship at the University of St.Gallen and the auditing firm OBT provide readers with in-depth information about the SME landscape in Switzerland. The authors also point out the differences between SMEs, because not all SMEs are the same. A hairdresser, a bakery, a painter or an advertising agency are just as much SMEs as high-tech global market leaders in medical technology or mechanical engineering. Moreover, in the view of the authors, SMEs are not simply small large companies, but are distinguished by specific characteristics. Every two years, the most recent SME figures are evaluated, with reference being made to past studies in each case. The focus of this study is on the evaluation of the 2019 figures and a comparison with previous years.

How many SMEs are there in Switzerland in total?

99.7 % of companies in Switzerland are considered SMEs according to the latest provisional figures from the Federal Statistical Office. Micro-enterprises with fewer than ten employees are the most common type of SME, accounting for almost 90 % of all companies. The two other forms of SME, namely small and medium-sized enterprises, together account for just around one in ten companies in Switzerland: 8.4 % of companies are small enterprises with 10 to 49 employees, and just 1.6 % of companies are medium-sized enterprises with 50 to 249 employees.

How many people work in Swiss SMEs?

A look at the employment figures shows that around two-thirds of employees in Switzerland - measured in full-time equivalents (FTEs) - work in SMEs. The employees are distributed roughly equally among the various company sizes in SMEs: 22.7 % of employees work in microenterprises (< 10 MA), 21.6 % in small enterprises (10 - 49 MA) and 21.0 % in medium-sized enterprises (50 - 249 MA).

How many SMEs are there in each of the different sectors?

If the various sectors are compared with one another, the following picture emerges: In the first sector - the agricultural sector - there are almost only microenterprises. They account for 98.2 % of the enterprises. In the third sector - the services sector - microenterprises are also very dominant, accounting for 90.6 % of enterprises. And even in the second - in the industrial sector - their number is 80.4 % of the enterprises. The following sectors, among others, have a high number of microenterprises:

• Real Estate
• Legal and tax consulting, auditing, management consulting
• Healthcare
• Other freelance activities
• Artistic activities
• Provision of other services
• Agriculture

In terms of the number of employees, the sectors differ greatly: in the first sector, almost all people work in SMEs (99.7 %), and 86.4 % are employed in microenterprises. In the second sector, on the other hand, 67.4 % of employees work in SMEs. At 15.5 %, less than one-fifth of employees work in microenterprises. In the third sector, 63.2 % of employees are employed in SMEs, the least in percentage terms compared to the other sectors. However, their share is again larger among microenterprises than among employees from the industrial sector: 23.0 % of employees in the service sector are attributable to microenterprises.

What legal forms do Swiss SMEs have?

In terms of legal forms, it is striking that most SMEs are organized as sole proprietorships. In agriculture in particular, almost 90 % of SMEs are sole proprietorships. SMEs in industry and services are often organized as AGs or GmbHs. As the size of the company increases, the number of sole proprietorships dwindles, as does the number of limited liability companies.

How long do SMEs exist?

Also this year, the survival rate of new companies was highlighted in the mentioned study series. The study shows that about 49 % of the companies are still active five years after their establishment, with large differences depending on the industry. The survival rate is lowest in the hospitality industry with 38 %, while it is highest in the health and social care industry with 64 %.

How many SMEs are involved in exports?

The influence of SMEs on export volume discussed above shows that although only around one in 13 SMEs in Switzerland exports, they are nevertheless responsible for 42 % of Switzerland's export volume. The majority of SME export volume comes from medium-sized enterprises. In addition, micro-enterprises with fewer than 10 employees account for two-thirds of all export-oriented firms and 7 % of the total export volume. In Germany, France or Ireland, the influence of large companies is much more pronounced. Compared to other European countries, Swiss SMEs - according to the study - have some of the highest average export volumes.

SME Study 2022 also shows comparison with other countries

According to the SME Study 2022, the SME share is also similar in other countries. However, there are differences in the number of employees - for example, large companies in the United Kingdom (UK) and Germany employ proportionately more people than large companies in Switzerland. Based on these differences, comparisons of company size with the economic performance (GDP per capita) of the countries can be drawn. The trend line shows a slightly negative correlation between the share of SMEs in a country and economic performance.

The complete Swiss SME study can be here or under kmu.unisg.ch/kmu-numbers can be downloaded.

Especially in the start-up phase for an online store, some decisions can slow down the venture. Andreas Köninger* is familiar with the e-commerce industry and knows how startups can avoid the five most common mistakes.

Error #1: Act head over heels

"Anyone who wants to be successful with an online store should not act hastily. Be it in the selection of the software, the infrastructure or its subsequent updates," notes Andreas Köninger. Planning processes thoroughly is the order of the day. "If the focus is only on the quick launch of a website, the directional decisions can make future plans more difficult or completely obstruct them," the professional points out. "There is, of course, the option of making processes agile and iterative. However, such an approach requires a well-coordinated team as well as experience and brings its own challenges. Accordingly, implications for possible extensions of the digital storefront should also be considered at every step." Therefore, in case of doubt, the expert advises consulting with specialist personnel, especially when it comes to technical intricacies. "The targeted analysis of the existing concept and the resulting requirements increase the chance of sustainable success," Andreas Köninger knows.

Mistake #2: Underestimating your own innovative power

Pioneering providers often take their cue from the competition. But why appear as a copy when your own products represent something fundamentally new or a clever interpretation? "Trusting your entrepreneurial instincts and having the courage to find a gap in the market often pays off on the Internet," emphasizes Andreas Köninger. That is why it is worthwhile in any case to make the so-called Unique Selling Points (USPs), i.e. the unique features of the products, the core of the presentation. "Newcomers need a clear and unambiguous positioning and niche, but should always think about mobile traffic. Because depending on the target group, up to 50 percent of purchases already take place there," says the expert.

Error #3: Do not include order process

Only the first impression decides whether a sale is closed? That falls short! "Even when there are already items in the shopping cart, potential
Press Release customers turn away again and again. Whether this is due to the lack of availability of various shipping options, a mandatory customer account or other reasons must be carefully examined in each individual case," says Andreas Köninger. One thing is certain: The entire ordering process contributes to the success of the online store. Anyone who relies entirely on appealing images without keeping an eye on the user experience throughout the entire shopping process is recklessly gambling away sales. Particular attention should be paid to the check-out process. "Around 60 percent of customers abandon the purchase process here," explains the e-commerce specialist. For international sales, for example, a wide selection of payment options takes on great importance. While credit cards are the method of choice in one country, for example, customers from other parts of the world prefer payment services such as PayPal. "If the desired option is not available, shoppers often go in search of other stores," the expert notes.

Error #4: Neglect power optimization

Eternal loading times? Slowly building product images? Tough navigation elements? No customer likes to wait for offers, especially not on the Internet. "Online stores with a large range of functions are particularly prone to performance problems if no adjustments are made by specialist staff," Andreas Köninger describes. Even lean platforms can occasionally lose speed. "If product images lack web optimization, for example, shoppers wait too long for a page to load," says Andreas Köninger. If it takes longer than three seconds to load, most users lose patience. "Regular maintenance and optimization prevent unnecessary financial losses due to poor performance," affirms the professional.

Error #5: Want to appeal to everyone with an online store

As a rule, clearly identifiable target groups make purchases in the online store. They also account for a large proportion of sales. Accordingly, the Internet presence should be tailored to this audience. "If the focus is lost, there is a quick danger that the USPs will fade into the background," Andreas Köninger knows. This is all the more true in the B2B sector. While laypeople look for extensive explanations for products that require explanation, such as specialized sensors, the actual target group needs tangible technical data. Therefore, the e-commerce specialist advises: "In this respect, it is usually worth focusing on the core competence of the online store."

* Andreas Köninger is a member of the Management Board of SinkaCom AG. Further information at: https://www.sinkacom.de/.

Editor's note: We have not yet discussed the possibility of using AI to optimize the user experience. here reports.

The current crisis period does not seem to be slowing down trends that have already begun: according to a recent survey commissioned by B2B platform operator Visable, more than two-thirds of all companies (69 percent) have implemented environmental and climate initiatives in the last twelve months. Among the measures, the digital office in particular is becoming increasingly prevalent, certainly accelerated by the imperatives of the Corona pandemic. Nearly one-third (29%) of SMEs surveyed have increased their use of home offices over the past twelve months. Twenty-six percent of companies have moved to paperless processes. About a quarter of companies (23%) have preferred to conduct their meetings online, and a fifth have reduced their business travel.

Despite or because of the crisis period: More environmentally friendly mobility

There are also measures that have probably been implemented completely independently of the pandemic. For example, 16 percent of SMEs have promoted environmentally friendly employee mobility and 12 percent have newly deployed electric vehicles. As many as 11 percent have switched their energy supply to renewable sources.

The result of the survey is surprising. After all, Swiss SMEs have been struggling with many other challenges for some time. "The current crises are presenting companies with enormous problems in a wide variety of fields: Massively rising energy costs and interrupted supply chains are just two examples," says Visable CEO Peter F. Schmid. "Nevertheless, this does not make the topic of sustainability any less important - quite the opposite: a time of crisis in particular shows companies that only sustainable and forward-looking management in all areas makes their operations future-proof," explains Peter F. Schmid.

The survey was conducted by the market research institute YouGov between April 5 and 10, 2022 220 among decision-makers from small and medium-sized Swiss companies. The survey took place on the occasion of the "Leaders for Climate Action Week". Visable supports the organization "Leaders for Climate Action (LFCA)" in its goal of reaching a total of 100 million people with information on climate protection during the campaign week from April 18 to 24, 2022.

Remote work loses importance after pandemic

As the pandemic is expected to subside, the momentum for implementing measures in the area of remote work also appears to be waning: A significantly lower proportion of respondents have planned corresponding measures for the next twelve months. However, despite the radically changed work situation that has already resulted from two years of the pandemic, 14 percent still want to expand home office work even further. 13 percent want to switch even more to online meetings and 12 percent want to reduce business trips. Other measures such as promoting environmentally friendly mobility (14%), switching to electric vehicles (9%) and switching energy supplies to renewable sources (10%) remain more or less unchanged in importance over the next 12 months.

Similar trends in international comparison

In addition to Switzerland, the online survey was also conducted in Germany (508 participants), Austria (220 participants) and France (530 participants). The country comparison shows that the relevance of sustainable management is not only unbroken by the current crises, but is even increasing (significantly) in some areas: The importance of sustainability has increased significantly or somewhat for 41 percent of the German SMEs surveyed. In Austria, this is the case for 49 percent of SMEs. In France, the figure is 36 percent.

Peter F. Schmid comments: "I am pleased to see that the issue is gaining further importance in our core markets. To promote this development, it is important to me personally to raise awareness of more climate-friendly corporate action and, of course, to implement it in my own company. That's why I'm involved with Leaders for Climate Action and we support Leaders for Climate Week as a company."

Source: Visible

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