The agency supports the company in mastering the balancing act between tradition and innovation. "Especially with a product like coffee, which wins its lovers through its aromatic smell and delicious taste, it takes a lot of creativity to make the associated attitude to life tangible on social platforms," explains Kontx Managing Director Bettina Gebhardt.

Kontx had the two celebrity chefs Rolf Caviezel and Tobias Funke speak for Turm Kaffee. Since both chefs address different target groups, separate social media strategies were developed - each under the motto "Behind the Beans".

While Rolf Caviezel prepares recipes with coffee for B2C, giving simple tips, Tobias Funke educates B2B about the coffee craft. For example, in a video shoot that took place at the Barista Academy, Caviezel developed short recipe reels and simple tutorials in which he shows how versatile and creatively coffee can be used as a basic ingredient.

In order to teach restaurateurs and private individuals the barista craft and introduce them to the art of coffee preparation, Turm Kaffee opened its first Barista Academy at its headquarters in St. Gallen in 2019. With its detailed range of courses, the traditional roasting company appeals to coffee aficionados.

True to the motto "Behind the Beans," the traditional company opens its doors, trains home baristas, tells stories from the past, and builds bridges to the future with innovative recipes and videos. In the clips, Turm Kaffee's baristi share their enthusiasm for coffee as accomplished experts and approachable brand ambassadors. Due to the positive reception, a second academy has now been opened in Schlieren near Zurich.

Jim & Jim wants to go exactly where the target group is with live marketing campaigns. After the in-house Experiential Unit was on the back burner for two years due to the pandemic, it has now made an even bigger comeback. Jim & Jim develops customized experiential tools for festivals and trade fairs. In this way, companies can advertise products, convey values and messages, and also make them tangible. Jim & Jim combines offline and online approaches to generate additional digital reach.

Carpool Karaoke at CokeStudio

Last summer, the agency was present at four festivals for Coca-Cola. The focus was on music and the neon stand as a visual eye-catcher. The idea of the concept is to link the passion point "music" with current topics from pop and streaming culture to inspire young people. The centerpiece was the karaoke system built into an 80s vintage car, which was implemented together with the Made agency: Here, visitors sang their favorite songs and received a video of their performance afterwards.

Digital greetings from Heineken

At the festival stands for Heineken, Jim & Jim let visitors slip into another world. They could create and send videos of themselves in an imaginary private jet or in a beach bar. Only at the very end was the actual scene revealed. At the same time, Heineken products could be consumed at the stand - which linked activation and sales.

The universe of textiles for Swiss Textiles

The project for Swiss Textiles was about feeling textiles with all the senses. At the SwissSkills in Bern, visitors were able to immerse themselves in the universe of textiles. This was made possible by a 230 square meter world of experience and a 4D cinema. The associated videos were produced by Jim & Jim's in-house content team, and Made was responsible for the construction.

More activation for Zweifel chips, Sprite and Moretti beer

Jim & Jim was also present at seven festivals for Zweifel, at the Eidgenössischen Schwing- und Älplerfest ESAF in Baselbiet, and for Birra Moretti at the Street Food Festival in Zurich. The Sprite brand was also activated at various open air festivals.

Responsible at Coca-Cola: Marco Manzo, Tina Portmann, Benjamin Corpataux, Benjamin Frizzi. Responsible at Sprite: Tina Portmann, Stanislava Giancola. Responsible for Swiss Textiles: Selina Giordari, Michael Berger. Responsible at Jim & Jim: Fabio Emch, Robin Steiner, Tim Kesseli (strategy and concept); Robin Steiner, Tim Kesseli, Inès Wagner, Tobias Anderwert (project management); Angela Ehrsam, Beatriz Machado, Helen Röhrig (graphics and design);Made Marketing (development, construction and logistics).

"The beginning of autumn is ECEC time! Every year we are surprised anew how quickly the conference grows and has established itself as a communication platform for compliance, ethics and also ESG professionals. This can also be seen in the once again large number of high-caliber speakers and experts who have made their commitment to Europe's largest industry gathering," says Marcus Sultzer, Member of the Management Board of EQS Group, a provider of regulatory technology software and services. ECEC 2022 will take place on October 11 and 12.

ECEC 2022 with exciting presentations

This year, it was not difficult to put together a varied program with 70 speakers for the two days of the conference, according to the organizers. The story of Xavier André Justo, who uncovered one of the world's biggest financial scandals, is as exciting as a thriller. Thanks to the information that the Swiss gave to a newspaper, it came out that the Malaysian sovereign wealth fund 1MDB was downright plundered. A billion-dollar scandal with dramatic consequences for the whistleblower, who faced brutal retaliation and even spent 18 months in a Thai prison.

On the second day of the conference, investigative journalist Frederik Obermaier will provide answers to the question of why many well-known whistleblowers turn to the media rather than using internal channels to draw attention to abuses. Together with his colleagues, the Pulitzer Prize winner initiated the Panama Papers and Suisse Secrets revelations. In each case, he received important information and data from anonymous sources.

Award for outstanding compliance projects

The finalists competing with their compliance projects for the "ECEC Award 2022" have also been determined. The international jury selected Novartis AG and TÜV Austria from the numerous applications. The winner of the award will again be determined by the conference participants in a live vote at the end of the second day of ECEC.

Even though ECEC 2022 will already open in five days: Late deciders still have the opportunity to secure a ticket and thus gain free access to the keynotes, panel discussions, workshops and expert talks.

Information on the "ECEC Award 2022" as well as all keynotes, presentations and workshops at the two-day compliance conference and registration can be found at https://www.ecec-community.com

This article originally appeared on m-q.ch - https://www.m-q.ch/de/ecec-2022-europas-groesste-compliance-konferenz/

After a four-year break, Drinktec, the world's leading trade fair for the beverage and liquid food industry, took place in Munich a few days ago. The industry's expectations of the trade show were high, as international contact had been almost non-existent or even non-existent in the last two and a half years due to Covid.

For this important appearance, Otto Hofstetter relied on Yellow's brand expertise. The client and the agency jointly decided to maintain the philosophy of previous appearances and to focus completely on the social component of a trade fair.

Amidst the hustle and bustle of people and the noise of production facilities exhibited by other suppliers, the Uznach-based tool manufacturer welcomed its customers, partners and guests from all over the world to a piece of Switzerland. The breezy alpine landscape provided the sales team of Otto Hofstetter AG with a relaxed setting to refresh their personal connections, catch up on the business progress of their interlocutors and exchange information on upcoming projects. Consequently, the piece of Switzerland in Munich also determined the entire trade fair communication from invitation and landing page to the customer gift that every visitor received on their way home.

Responsible at Otto Hofstetter: Stefan Zatti (Head of Sales and Marketing). Responsible agency: Yellow.

Nexoya welcomes a new member to its Advisory Board: Chris Boorman is to support the Swiss SaaS start-up with his experience at international B2B SaaS companies such as Salesforce or Huddle, but also as Marketing Executive at Informatica, Automic, CA and NTT. The Advisory Board sees itself as a sounding board for the discussion of all areas of the young company - from product to customer success to the strategic direction of sales and marketing and in the expansion into new markets. As recently as April two more new members added.

Internationalization and B2B marketing

"Chris Boorman's experience and expertise are valuable for our plans to set up in further European markets such as the UK and in the USA. But it is not only for the internationalization of Nexoya that we are relying on his support. Chris Boorman will also advise us on the strategic direction of our marketing in the B2B sector. In addition, his large professional network offers valuable potential for us," says Marco Hochstrasser, co-founder and CEO of Nexoya.

"I have relevant experience in building, coaching and leading high-performance teams; aligning sales, marketing and customer success functions; and managing cultural differences across geographies," Boorman says.

Nexoya optimizes multi-channel digital marketing campaigns in real time based on artificial intelligence, enabling up to 70 percent more conversions.

In Bätterkinden in the Bernese Mittelland, Willi Schmutz and Martin Schwarz and their Nobile team are always on the lookout for new taste experiences. In 2015, Nobile was awarded the best chocolatier in Switzerland by Georg Bernardini with the top score of "six cocoa beans" and has moved into the top ten of the world's chocolatiers. In 2018, Nobile was also voted "Best Chocolatier" in Switzerland by Choco Guide. After these milestones, it was time for Nobile to add more indulgence to its own brand as well. Rosarot was entrusted with the rebranding and redesign.

The chocolate icing on the cake

Already at the first step there was a decisive cut: The brand "Casa Nobile" became simply Nobile, according to the translation "the reduction to the 'noble' core". The bracket as the previous design element is found again in the new logo as the icing on the cake of Nobile.

The new imagery was also deliberately bathed in dark colors to highlight the exclusivity of the chocolate. In addition, the website was enhanced with new illustrations and animations. In addition to the redesign of the corporate identity and the website, including the Online ShopThe packaging has also been redesigned for the new store, which mainly sells chocolate.

Responsible at Nobile: Martin Schwarz (Technical Manager / Co-owner), Eva Werlen-Christensen (Sales / HR / Co-owner). Responsible at Rosarot: René Karrer (Creative Direction), Labinot Gashi (Director Digital), Merve Palaz (Consulting), Isabelle Niemann (Project Management Digital Marketing), Andreas Steiner (Director Content), Sarah Därendinger (Art Direction), Bianca Berger (Art Direction), Stefanie Steimer (Graphic Design), Fabio Montefiori (DTP).

A car is no longer just a standalone machine for personal transportation. It is connected to a broader digital ecosystem and should serve as an extension for mobility, just as the smartphone does for communication. Connected cars are on the rise and are already making 50 % of the world of new cars sold. By 2030, the share is expected to reach 95 %. A car today is built on software - not the other way around - and manufacturers can take advantage of all the opportunities offered by these data-rich vehicles.

Connected cars are the future - but there are still gaps

The automotive industry is changing at an unprecedented pace. According to one Report of the consulting firm McKinsey & Co., the market for vehicle software is expected to grow by 9 % annually until 2030. This affects all areas, from research and development to vehicle functions and other areas subject to digital transformation, such as sales, customer service and production.

This also impacts the driving experience. If automakers can improve vehicle connectivity and leverage data, they can create intuitive, personalized services that deliver the "smart" experiences they expect. Data can power everything from AI assistants to smart navigation solutions. Furthermore, brands like Hyundai and Ferrari are already seizing the opportunity to use data to better understand customer behavior, which in turn leads to further business opportunities. But how can automakers close the connectivity gap to deliver these new opportunities and experiences?

A data-first approach

As vehicles become smarter, the amount of data they generate grows exponentially. Original equipment manufacturers (OEMs) realize that both structured and unstructured data can be analyzed to provide valuable insights and constant product feedback. With a data-driven infrastructure, they can become more agile, adapt to consumer demand, and reduce time to market for new digital products and mobility services.

Automakers that have already moved from legacy systems to the cloud are now modernizing their business applications and processes while leveraging the unparalleled security, scalability and agility of cloud platforms. Cloud infrastructure and applications are helping to optimize data-driven vehicles, connect supply chain management and smart factories, and automate various aspects of customer service.

The data-first approach has proven its worth. Mazda Motor Europe for example, saves time and increases efficiency with a cloud-based customer data platform. With a comprehensive suite of data management solutions, the company can collaborate seamlessly across all markets, ensure continuity of customer journeys, and increase revenue through automation.

The in-house question

Car manufacturers have a decision to make: Do they develop their own connectivity services or source solutions from other vendors? Another McKinsey study on the mobility investment landscape found that connectivity is the least popular investment category, with $61 billion invested, compared to the $206 billion invested in autonomous vehicles and smart mobility technologies. While this suggests that many companies prefer in-house development for connectivity, it has both advantages and disadvantages.

Internally developed technology can set OEMs apart from the competition. Customers and drivers will choose them because they offer added value - for example, technology developed exclusively by them that others don't offer. However, if you develop everything in-house, you run the risk of over-customization, which will strain your resources and keep your digital services from full smartphone-like connectivity.

This kind of over-customization has slowed the ability of vehicle manufacturers to introduce new digital models and services. For many, it would be better to break free from the constraints of existing system architecture and adopt a more standardized, modular approach. That way, they can integrate more third-party services, scale faster, and put the customer experience at the center of their business.

Scaling with out-of-the-box solutions

In the new age of automotive connectivity, OEMs are rethinking the way they develop software. They are considering using off-the-shelf components from established vendors to reduce complexity and shorten time to market. There are now many digital-native vendors with software that can be used in automotive technology that mirrors the smooth smartphone features customers are used to. The trick is to find a way to use digital services that customers are already using and deliver them out-of-the-box. This would lead to a more flexible system that allows monetization in both B2B and B2C contexts by opening up new revenue streams through the cars' digital features, selling captured data, etc. The bottom line is more revenue and a premium customer experience.

One area that lends itself to this ready-made solution approach is revenue management for digital services. At many OEMs, this area is fragmented, with payment functions spread across multiple departments. Some manage subscription-based models for connected car features, while others cover API monitoring and monetization for third-party data aggregators or vendors, online sales and more. These departments and customer front-ends may be run by different systems, but they have the same goal - to enable data flows or services for third parties, customers or fleet managers, and to provide state-of-the-art payment methods. So why not integrate payment services, for example, into an out-of-the-box stack that the entire enterprise can use? In fact, e-commerce capabilities already exist for cars to pay tolls and parking fees.

In addition to payment, there are a number of car-specific software solutions that drivers and companies can benefit from. ODO DRIVE, for example, uses car data to provide an intelligent vehicle and driver management platform with Oracle Cloud. The dashboard provides a complete view of all vehicles and comprehensive analytics based on real-time data. In this way, costs can be reduced - from fuel to maintenance to insurance.

Future-oriented mobility

With connected cars set to become commonplace in the next decade according to various forecasts, it is essential that OEMs prepare accordingly. Most have announced plans for highly autonomous vehicles, and even full automation could be achieved sooner than we think. However, getting there will require bridging the connectivity gap, which could be further widened by internal service development.

Connected, autonomous, sharing and electric vehicles are creating lucrative opportunities for the automotive industry. Given the technology-driven trends around vehicle sharing and electric cars, now is the time for auto brands to embrace data and all its benefits. If they deploy their resources efficiently and use out-of-the-box software where it makes sense, they can more effectively realize their goal of making vehicles as connected as smartphones. This gives them the adaptability they need to succeed, while drivers benefit from intuitive experiences.

Authors:
Aniello Pepe is Global Director for Automotive at Oracle in Milan. Marco Lanzetta is Director of Digital Transformation and Connectivity for Automotive at Oracle in Zurich.

This article originally appeared on m-q.ch - https://www.m-q.ch/de/vernetzte-autos-sollen-von-kommerzieller-software-profitieren/

From November 1, Migros will be dispensing with disposable plastic cutlery in supermarkets throughout Switzerland. This affects both immediate consumption products, such as ready-to-eat salads from "Anna's Best" with enclosed cutlery, and the plastic cutlery available separately at checkouts.

To ensure that customers continue to have quick and easy access to cutlery for their instant consumption products, Migros is replacing plastic disposable cutlery with more sustainable disposable cutlery. For example, a set of wooden forks and knives will now be available, as well as a "spork" made of bamboo. In addition, the existing range of reusable chrome steel cutlery will be displayed more prominently at points of sale.

The disposable cutlery is now subject to a charge and available for 10 centimes at the points of sale. The replacement of the plastic cutlery with the new wooden bamboo cutlery will take place gradually until the end of 2022 so that the plastic cutlery is used up and does not have to be disposed of unnecessarily.

17 tons less plastic per year 

By voluntarily eliminating the enclosed plastic cutlery, Migros is taking another step to optimize packaging. Thanks to the switch from plastic to wooden bamboo disposable cutlery and the associated packaging adjustments, seventeen tons of plastic are to be saved annually, according to a press release. Migros already removed all disposable plastic tableware from the shelves of all its stores almost two years ago and replaced it with products made of cardboard, wood, palm leaves or bioplastics.

Swiss Paralympic organizes and finances the participation of top Swiss disabled athletes in the Paralympics, European and World Championships largely with sponsorship and donor funds. As a supplier, Sunrise is now financing the competition equipment of para-skiers until after the Winter Games in Cortina in 2026.

"Swiss Paralympic not only fits perfectly with our brand promise 'Dream Big. Do Big.' but also to our corporate culture. Diversity, equality and inclusion are part of our DNA. We want to inspire and support people to dream big and do big. The Paralympic athletes are a great role model for all of us and we are very proud to support them," says André Krause, CEO of Sunrise.

"Sunrise's motto should also give our athletes an additional motivational boost for the coming season. We are delighted to have found a supplier in Sunrise that shares our values of 'diversity and inclusion'," says Swiss Paralympic Secretary General Conchita Jäger.

Long-term commitment to snow sports as a whole

Sunrise's long-term and broad-based commitment to Swiss-Ski aims to provide sustainable support for all snow sports (from Swiss World Cup events, junior and popular sports to promotion in the various regions). Swiss-Ski and Swiss Paralympic athletes will also benefit from this partnership. From the 2022/23 season, twelve young talents - known as Rising Stars - will be supported by Swiss-Ski and Swiss Paralympic with head sponsorship, training, etc.

Ellen Walther from Basel, who has not given up after a serious snowboarding accident and is now a Paralympic athlete at the start of international SBX and banked slalom races, and Aron Fahrni, a para-snowboarder from Bern, will be supported by the Sunrise Rising Stars program in the future.

Since 2019, Ochsner Sport has been focusing more on performance and sports expertise. Since then, the sports retailer has constantly developed its brand identity. The company is positioning itself under the idea of "Accessible Aspiration" and is increasingly gearing its range of products and services towards people who themselves do or want to do sports at a higher level.

To meet the demands of these athletes, the focus is on skiing, run & train, outdoor and biking. According to Ochsner Sport, it has the best range of products in these four focus sports and is constantly expanding its expertise.

In the area of running, for example, there is a whole universe that is offered to runners. From dynamic running analysis, running groups around European champion Viktor Röthlin, running events and marathons to the company's own running app "Runtime" with a unique podcast that only plays when you run yourself.

The claim "Switzerland is our sports ground" is firmly anchored in the company's DNA and has been cemented and repeatedly dramatized with various campaigns. Now Ochsner Sport has developed a new logo in collaboration with the Loved agency from the Thjnk Group and Thjnk Zurich. According to the company, the rebranding is the next consistent step towards the "Performance and Sports Competence" strategy.

The new logo should reflect performance and a sovereign, powerful self-confidence. Transported by the very clear and geometric typography "Galano Grotesque" set in bold Bold. Sportiness, performance, speed and competition come into play through the moving digit, reminiscent of a stopwatch from sports and movement in general.

The new logo will be rolled out in stages from Friday. First, it will be seen in all stores at over 80 locations throughout Switzerland.

Responsible at Ochsner Sport: Marco Greco (Head of Marketing), Patrizia Fiechter (Team Leader Cl. Communication), Patrick Käser (Team Leader Content & Social Media), Andreas (Züger, Cl. Communication & PR), Nathalie Brunner (Cl. Communication), Jan Schmitter (Content & Social Media), Janina Stettler (Content & Social Media), Tavi Venzin (Content & Social Media). Responsible at Thjnk Zurich: Alexander Jaggy, Pablo Schencke (GF Creation), Gordon Nemitz (GF Strategy), Andrea Bison (GF Consulting), Lukas Amgwerd (Creative Direction), Lukas Frischknecht (Art Direction), Marie Vuilleumier, Andrea Häfliger (Consulting). Responsible at Loved: Maik Beimdieck (Executive Creative Director), Nicolai Diekmann (Art Direction), Valentina v. Cramm (Account Director), Lilli Oldag (Account Manager).

Out of a total of 156 institutions and 13 projects submitted, the basic insurer CSS awarded six innovative players in the healthcare sector with the Quality Crystals. The winners have proven that they are quality-conscious in their daily work with patients. Or they have implemented projects that will further advance the healthcare system with innovative approaches.

Quality is measured and awarded

Since 2014, CSS has been asking its policyholders after a stay in hospital or rehab: How satisfied are they with the professionals who treated them or do they recommend the hospital to others? The findings are used to create a patient satisfaction measurement. Over the past two years, CSS policyholders rated 138 hospitals and rehabilitation clinics. The winners were the Pyramide am See Clinic in Zurich (hospital category) and the Klinik im Hof in Weissbad (rehabilitation clinic category). The Medix doctors' network in Winterthur was the winner in the doctors' networks category, in which there were 69 contenders. In this award category, a standardized quality questionnaire was used, which asked about the number of treatments, quality standards and assurance, treatment duration, etc. The questionnaire was supplemented by a self-detection questionnaire. In addition, a self-declaration provided important parameters.

Three Quality Crystals as special prizes for innovative projects

In addition to the award in terms of quality, the initiation and implementation of innovative projects is also honored. In 2022, 13 players submitted their projects. A jury of nine people from different areas of CSS evaluated them according to the criteria of added value for patients, innovative character, effectiveness, etc. The following projects will be awarded:

• Swiss Sarcoma Network (SSN) Project - Lucerne Cantonal Hospital (LUKS):  At the complex treatment of a rare disease (sarcomas), the hospital tested a quality-based data measurement. For this purpose, they measured the so-called "Patient Reported Outcome Measures" (PROMS). These record how a patient assesses his or her own state of health. At the same time, they record the effect of treatment using standardized questionnaires.
• Project Visit - Spital Zollikerberg At Home®: The Zollikerberg Hospital and its sponsor, the Neumünster Deaconry Foundation, is the first somatic acute hospital in Switzerland to offer equivalent hospital treatment directly in the private environment of its patients. These are treated in their familiar surroundings by an interdisciplinary treatment team from the hospital. In addition to round-the-clock telemedical monitoring, regular visits are made by doctors and nurses.
• Digital Patient Information Project - Cantonal Hospital St. Gallen: More and more patients are not even able to immediately process and understand what has been discussed with the doctor before operations. For this case, the Cantonal Hospital St. Gallen offers personalized videos of the operation on the digital patient platform, which can be viewed before and after the procedure.

The Quality Crystals were awarded by CSS for the third time on September 22, 2022. The CSS Group, headquartered in Lucerne, was founded in 1899 and insures around 1.68 million people. With a premium volume of around CHF 6.55 billion, it is one of the leading Swiss health and property insurers.

Source: CSS

This article originally appeared on m-q.ch - https://www.m-q.ch/de/sechs-quality-crystals-an-innovative-akteure-im-gesundheitswesen-verliehen/

Executives are currently aware of the changes that the pandemic and the accompanying introduction of home office regulations will bring to their organizations. In doing so, they underestimate that something else is disrupting their organizations much more insidiously, because it is not imposed by the federal government, but rather self-determined: Slack.

There's probably not an agency or marketing department in the industry now that hasn't used slack for all it's worth. Developed as an internal communication tool for gamers, the tool is now not only the most popular chat and productivity program in the world, but it is also changing the communication culture of the companies in which it is used. And it's doing so in a big way. It's now used by more than 70 percent of all "Fortune 100" companies, and its growth continues unabated. And even more so since the company was taken over by Salesforce, which has only just begun to make a real impact on marketing.

The English "to slack" or "slack" has long been dialectized in everyday life and means to exchange text and image messages, documents, gifs and emojis via this very channel. In the language of origin, the word is used in a more versatile way: As a verb, it means to dawdle, slack off, dawdle, relax, slack off. As a noun, it stands for idle, slack, sagging, or listless time.

Perhaps that's why Slack is more popular with employees than with bosses. While the latter complain that work ethic, concentration and verbal communication could atrophy, the former think it's great that people can get together in countless channels to form groups and exchange ideas, and that something is always "on" because someone somewhere is sure to have something to report. This is a challenge that will probably keep us busy for a long time to come.

When work becomes play

To understand why we all slack, we need to go back to the origin of this phenomenon. It's a wild story that begins with a strange, failed video game. Behind Slack is initially a developer, Stewart Butterfield, who, along with his former boss Cal Henderson as well as a few others, parted ways with the Flickr company to try his hand at creating a multiplayer, non-combat online game called Tiny Speck.

The thing failed grandiosely. But the need to develop a tool that would playfully change how people would have to work had grown. Not a modest aspiration, which they were then able to actually fulfill years later. The brand has long since become a verb and a household name, both of which are virtually the accolade of branding. The secret here: don't take software and work too seriously!

Slack is not only the fastest-growing software-as-a-service startup in history, it actually fundamentally changed the way we communicate and work with each other within five years.

We haven't made phone calls in a long time. E-mails are so 00s. SMS and DMs are also 10s and no longer in. With Slack, we move in living channels - always immediately and simultaneously in different ones. We learn to communicate in parallel worlds and bubbles and to anticipate their moods and opinions. That's why all of us - whether employer or employee - shouldn't dilly-dally or slack off, but rather align our organization and our behavior with it. Otherwise, bullying, bashing, celebrating and the like threaten to take over. And in terms of management, that's a completely different challenge than home office.

* Benno Maggi is co-founder and CEO of Partner & Partner. He has been eavesdropping on the industry for over 30 years, discovering words and terms for us that can either be used for small talk, pomposity, excitement, playing Scrabble, or just because.