The cloud and connectivity service Cyberlink was ranked in the Telekom rating of Balance has been voted best Internet and corporate network provider for corporate customers four times in a row. Dachcom created new branding for the company with effective key visuals focusing on the visualization of networking and concise core messages, and designed and technically implemented the relaunch of the website. The new imagery is designed to bring Cyberlink to life in a striking way. The revised creative design including typography graphically presents the service portfolio of cloud and connectivity services. The active integration of employees in the field of photography, taking into account the principles of creative design, is intended to create trust and closeness. Meaningful quotes also highlight the solution competencies and doer qualities of the employees for the clientele. With clear structures and consistent design, the website implemented on the basis of the digital experience platform Pimcore breaks new ground. The sustainable tools in the form of individual CMS modules are intended to ensure an independent and appealing design of content and landing pages. The new website is thus intended to offer a convincing user experience and strengthen Cyberlink's position as a competent and close partner for cloud and connectivity.

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Responsible at Cyberlink: Beat Tinner (CEO / BoD), Simon Anderegg (CFO / CMO), Thomas Knüsel (COO), Stefan Ulrich (CSO). Responsible agency: Dachcom.

In 2021, Basel's hotels recorded 784,607 overnight stays. This was almost 44 percent more than in the previous year, which, however, will probably go down in history as a catastrophic year not only for tourism in Basel. The room occupancy rate of the 66 hotels (+3) of 35 percent on average was still at a low level. "The worst is behind us," said Daniel Egloff, director of Basel Tourism, at a media conference on Thursday. But one is still far from normality, he added. With an increase in overnight stays of almost 43.7 percent, Basel did better than the reference cities of Zurich, Bern, St. Gallen, Lausanne and Geneva, which recorded an average increase of 21.4 percent. On a more positive note, Egloff mentioned that there was a striking increase of nearly 44 percent among guests from Switzerland. They accounted for more than half of all overnight stays and even set records in the months of August to October. Unsurprisingly, the value of overnight stays by guests from America and Asia barely recovered, while guests from European countries are slowly making their way back to Basel.

Upswing in leisure tourism

The fact that hotel occupancy was markedly higher on weekends than on weekdays was taken by Egloff as a sign that the recovery was mainly due to leisure tourism. Business, trade fair and congress tourism is still struggling at the moment. And in this area, the medium-term prospects are still uncertain: In the business sector, the newly intensified use of digital communication tools will probably have a lasting impact on travel activity. In the area of exhibition tourism, those responsible also do not expect a one hundred percent recovery against the backdrop of the crisis-ridden exhibition operator MCH Group. Basel Tourism will, however, actively promote growth in congress tourism. On the basis of these targets, Basel Tourism expects a moderate increase in overnight stays of 10 to 20 percent for the current year 2022. He said it is encouraging that Basel will be able to come up with a large number of top events in view of the good prospects in connection with the Covid 19 pandemic: Mention was made of the postponed Swissbau trade fair, the Basel Tattoo military music festival, the Swiss Indoors and also Art Basel, which had already provided the daily top figure for room occupancy last year. In addition to the Swiss Federal Wrestling and Alpine Festival in nearby Pratteln BL, exhibitions by Basel's museums were also counted among the top events. With the Mondrian show at the Fondation Beyeler and El Greco/Picasso at the Kunstmuseum Basel, two blockbuster exhibitions were on the annual program. (SDA)

According to a statement from the Lenzerheide vacation region, the podcast is one of the first podcasts in the Swiss mountain bike scene. "Podcast enjoy great popularity. More and more people are looking for entertainment and information in the form of podcasts. Meanwhile, there is hardly a topic on which there is not yet a podcast," explains Marc Schlüssel, tourism director ad interim of the Lenzerheide vacation region. "So it has long been a concern of ours to also create a podcast for Swiss mountain biking. With Dario Linder as bike-savvy anchorman, we have the ideal cast to give the whole thing the right entertainment value." First episode with Thomas "Frischi" Frischknecht The first edition of the mountain bike podcast "Dirty Talk" focuses on Swiss mountain bike legend Thomas "Frischi" Frischknecht. He was already a mountain biker when mountain biking didn't really exist in Switzerland. You can listen to the mountain bike podcast "Dirty Talk" on all common podcast platforms.

According to the latest PwC CEO Surveywhich has just been presented in Davos, executives worldwide are optimistic about growth. Digitization remains a priority for Swiss executives. There is a growing understanding of digital transformation, what it means and how it can be used to transform their core business. This is especially true for the design of ERP systems, supply chains and customer journeys. Cybersecurity remains an important issue for Swiss SMEs. In 2022, Swiss executives should focus on six issues that are likely to prove to be success factors.

1) Leading investments in the cloud to real transformation.

According to Statista, in 2022 organizations worldwide will have around $1.78 trillion for cloud technology and other digital transformation initiatives spend. However, the question remains: are companies and governments investing in a true transformation or are they merely whitewashing business as usual? Critical to the answer is the shift to cloud computing, including autonomous technologies. In the private sector, almost every industry already has one or more cloud-centric "digital rebels" transforming it. Expect a whole range of unconventional digital partnerships to emerge across all sectors. Certainly, those companies that see the cloud as liberation will reap the biggest rewards. Indeed, Gartner calls the cloud a "force multiplier" - it is a scalable, resilient technology foundation for long-term innovation and growth. Best example: The Deutsche Bank uses Oracle Exadata Cloud@Customer with more than 40 petabytes of data in Oracle Databases, thus saving enormous costs. We are also hearing more and more frequently from customers that the cloud relieves their IT staff in the area of system and security updates and maintenance. The effect: they can concentrate more on developing profitable digital products and services. With this in mind, as we enter 2022, boards of directors will be asking their leadership teams to provide more evidence that their cloud investments are positioning the company for long-term competitive advantage.

2) ML and AI become core competencies of leading digital companies.

The data deluge continues to grow, and AI and ML algorithms are helping companies analyze and continuously learn from the data, make better decisions, and provide a range of information for next actions. However, most companies are still in the experimental phase when it comes to AI and ML. Part of the problem is developing the necessary skills. Most companies and government agencies do not have the resources to assemble an army of PhD-level Data Scientists. An alternative would be to build smaller, more focused "MLOps" teams - similar to DevOps teams in application development. These teams would consist of Data Scientists, as well as developers and other IT staff, whose ongoing task would be to deploy, maintain, and continuously improve LI/ML models in production. In addition, companies are realizing the value of cloud infrastructure and applications with integrated AI and ML algorithms. Gartner predicts that by 2025. the ten percent of companies that have implemented AI/ML engineering best practices are at least three times as valuable from these practices than the 90 percent of companies that do not. Early adopters have a clear advantage here.

3) Customers and others increasingly evaluate companies in terms of sustainability

When buying goods and services, evaluating potential employers, and even investing in stocks, people of all ages are increasingly paying attention to companies' sustainability strategy and commitment. By 2022, every company will be required to develop and implement a comprehensive sustainability strategy - a tall order that is already building momentum. Forrester reports that of the Fortune Global 200 companies, 81 percent in EMEA have already appointed a senior-level sustainability officer. A good start, but real action requires companies to make lasting changes to some of the fundamentals of their business.

4) New career and hiring plans are critical to attracting talent.

Swiss executives and companies are aware of the importance of a skilled workforce and talent as the most important growth factor. In 2020, 64 % of Swiss CEOs surveyed by PwC rated the availability of skilled labor as the seventh biggest threat to their company. But the big Resignation, triggered by the global pandemic, suggests that employers still have a lot of work to do. As businesses begin to reopen, organizations must be more proactive in developing a career plan for their most valuable employees and address their concerns about work-life balance and workplace flexibility.

5) Supply chain disruptions - a new constant

Even the most sophisticated supply chain management technologies cannot fully predict the magnitude of market shocks like a global pandemic, but they can help companies determine the right balance of safety stocks. As purchasing behavior shifts from brick-and-mortar to online platforms, companies must recognize and respond to these changes, taking into account the impact in their factories, data centers and global supply chains. A good example is Cohu, which, thanks to its transformation, has been able to establish a smaller and more agile IT team to maintain systems while supporting the company's growing activity and future acquisitions.

6) AI as a springboard for new financial managers

Business models change with customer expectations. There have never been so many mergers, acquisitions and divestments. All of these challenges are prompting a focus on the value of data: Cleaning up data, accelerating planning cycles, but also looking beyond the finance function. Companies are asking themselves what data they have, how it can best be structured and integrated across business units, and what benefits it offers. The leaders who fund these projects need to know how to combine financial, supply chain, human resources and other data sets. An excellent example from Switzerland is Galdermawhich opted for further transformation and implemented integrated business planning, freeing up resources and combining what could not be fully automated and streamlined into shared services, enabling the launch of new services. The transformation has already stimulated an innovation boom in Galderma's business units responsible for prescription medicines, consumer products and aesthetics, enabling the company to hope for a global leadership position in dermatology. When companies pay attention to these key priorities in the context of business opportunities, challenges and impacts, they are automatically better positioned to increase their economic impact and improve their market position. Source: Oracle The contribution Swiss executives are optimistic and expect growth first appeared on MQ Management and Quality.

This article originally appeared on m-q.ch - https://www.m-q.ch/de/schweizer-fuehrungskraefte-sind-optimistisch-und-erwarten-wachstum/

The independent positioning of the multi-family office was to be reflected in the entire website. Thus, the agency Rosarot created a new appearance dominated by independence in branding, language and usability.

Branding process as a basis

In a structured branding process, Rosarot supported Fairway in rebranding and creating a new brand. In the process, a completely new image was created, and new brand values with a clear differentiation were created internally. In line with this, the entire information architecture of the Fwfo.ch website was redefined by Rosarot and an interaction design was created that is intended to surprise the customer and at the same time take him by the hand. The scrolling usability is based on a matrix that gives the overview horizontally and goes into depth vertically.

With otherness to attention

Even the color scheme on the website should convey to the viewer that this is not a classic financial company. The refreshing animations accompany the user and should keep the attention high during the entire visit. The independent branding together with its own language and the intelligent matrix usability result in a whole new world of appearance with which the brand communicates its passion and sophistication.

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Responsible at Fairway: Tamara Meili (Project Manager). Responsible at Rosarot: René Karrer (Creative Director), Bianca Berger (Art Direction), Marcela Narvaez (Graphic Design), Jonas Hartmann (Interaction Design), Nadine Ticozzelli (Consulting), Andreas Steiner (Director Content), Natasa Maricic (Senior Text).

The model "Aerotop SG" is one of the best-selling products of the heating system supplier Elco. The design classic has been technically enhanced without losing its shape. Now the new model has been launched to Swiss heating installers by means of a direct mailing developed by the airport agency. For the mailing, the creatives from the Altenrhein agency Sanktgaller adopted the independent form of the design classic. To demonstrate the quietly running fan of Aerotop SG as well, a rotor was incorporated into the mailing. The rotating rotor brings out the further developments of the new device. The mailing was sent out in winter 2021/2022.

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Responsible at Elcotherm: Markus Schlageter (Solution Center Senior Manager, Member of GL), René Grosswiler (Marketing Services Manager), Linda Meyer (Marketing Services Senior Specialist). Responsible at agency at the airport: René Eugster (Creative Direction), Dominique Rutishauser (Art Direction), Ketil Eggum (Graphics), Miriam Egli (Consulting/Text).

As a basis for the visual appearance, Studio Thom Pfister worked with Sabine Schoch to develop the brand story and the brand experience. The signet, a striking brushstroke that includes both the two "S" of Sabine Schoch and the "B" of consulting, shapes the hand-illustrated figurative mark. The logo should reflect the spontaneity, power, energy and agility of the person Sabine Schoch as well as the nature of her work. The developed imagery with its symbolism and the corresponding color moods support the signet and comprehensively round off the new appearance.

Over the past 100 years, the Axpo Group has established itself as one of the leading energy companies in Europe and is currently the largest Swiss producer of renewable energy. Foundry was commissioned to develop the new brand identity and a communication platform together with Axpo. For the new appearance, the Swiss roots of the energy company were built upon. In addition, Axpo's growing international reach was to be reflected. Axpo's redefined strategy and vision served as a creative springboard for Foundry: a new brand identity that aligns with the company's core and specifically addresses the needs of its various B2B target groups, stakeholders and employees. "Axpo has a vision that requires innovation, collaboration and expertise across the organization. This includes customers, employees and various partners working together," explains Foundry founder and CEO Sacha Moser. "When we saw this collaborative spirit in action, we came up with the idea of an endless flow of energy and the platform 'The power of...' that unites Axpo's different energy sources." The result is a digital brand platform designed to capture this essence of Axpo's driving force. "Axpo's modernized identity reflects both the exciting evolution of Axpo and our strategy to ensure the success of our employees, customers and stakeholders in an increasingly complex and evolving energy future," said Christoph Brand, CEO of Axpo Group, about the new look. Foundry has commissioned the production company MyGosh to realize an image film that will convey "The Power of Axpo". "To make a film about Axpo's many strengths, we wanted to capture the beauty of real employees, real Axpo facilities and real places. Our partners at MyGosh developed an international shooting schedule and executed it flawlessly despite a worldwide pandemic. And they did it all within a very tight time frame. Just as it takes a well-rehearsed band to play flawlessly on demand, it takes a well-rehearsed team to develop a brand across all touchpoints in a short period of time," explains Foundry CEO Moser.

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Responsible at Axpo: Henriette Wendt (COO); Alena Weibel (Head of Corporate Communications & Public Affairs); Patricia Walter (Wunderbox Marketing- External Project Management for Axpo); Isabelle Grabolus (Senior Manager Branding & Marketing - Deputy Project Manager); Daniel Paredes (Senior Manager Digital Communication); Anabel Rodriguez (Senior Manager Branding & Marketing); Stefan Wehrle (Digital Content Manager); Angelina Hoeppner (Wunderbox Marketing - Ext. PM & Graphics). Responsible at Foundry: Executive Creative Team: Eugenia Kubas (Art Direction & Digital), Nitin George (Copy & Strategy), Sacha Moser (Founder & Creative Partner); Susann Kompa, Hugo Bosio (Project & Account Lead); Ruben Lopez, Pascal Baumann, Gabriel Mesquita (Art Direction); Andrea Egidi, Arseniy Sahalchyk (Motion, 2D & 3D Design, Editor); Gregor Wollenweber , Dan Diaconu, Lea Kutz (Design & Production); Nitin George, Alexander Sistenich (Copy); Eugenia Kubas, Mariusz Karluk, Sam Bolleter (Digital Design & Development). Partner: Kompost TV: Gian Klainguti (Design Thinking & 3D Animation); MyGosh Production: Nabile Senhaji (Director), Michel Van Der Veken (Producer), Lamar Hawkins (Lead Producer), Julie Quintard (Editor); Aixsponza: Julian Fischer (Producer), Christian Tyroller (Producer), Marco Fontan (3D Design & Animation), Simon Breithofer (3D Design & Animation); Gotomo: Oliver Stäker (UX/Digital Design); Fabulatorij Experiential Design & Events: Anja Rebek (Client Service Director), Sanja Martinec (Senior Project Manager), Vid Greganovic (Strategic Consultant). The post Comprehensive Rebranding: Foundry Shows "The Power of Axpo appeared first on Advertising week m&k.

On February 7, 2022, just a few weeks before reaching the age of 89, Prof. Dr. Dr. h.c. Hans-Dieter Seghezzi. He was probably the most important pioneer of quality management in the German-speaking world.

Active in industry, research and teaching

Hans-Dieter Seghezzi, born in Besigheim, Germany, on March 23, 1933, first studied physics at the University of Stuttgart, where he obtained his doctorate in 1959. He then worked at the Max Planck Institute and subsequently in the Research & Development Department at Hilti AG in Schaan, Liechtenstein, becoming a director in 1968 and Executive Vice President of the company from 1976. From 1977 to 1987, he was a professor at the University of St.Gallen, where he reformed the Chair of Technology. In connection with this task, he also founded the Institute for Technology Management ITEM.

Hans-Dieter Seghezzi: Thought leader in quality management

A defining element of his life in industry and research was quality management. Based on this motivation, Hans-Dieter Seghezzi founded the Swiss Association for Quality and Management Systems (SQS), which he also headed from 1983 to 2003. He was also president of the European Organization for Quality from 1986 to 1988 and a pioneer of IQNET, the global network for management system certification. With the book "Integrated Quality Management", Seghezzi and his co-authors created a standard work in which the trend-setting St.Gallen management approach is combined with quality management.

Committed to quality even in retirement

The Seghezzi Prize, which the Swiss Foundation for Research and Education "Quality" (SFAQ) will award every two years, for the last time in 2021, is also named after him. Unfortunately, Seghezzi, who was still a regular guest at SQS and SAQ events such as the "Swiss Quality Day" at an advanced age, was no longer able to attend this event for health reasons. Now the voice that always stood up for the topic of "quality" throughout his life has fallen silent forever. Hans-Dieter Seghezzi leaves behind a wife as well as two sons and two daughters. The contribution Hans-Dieter Seghezzi, the doyen for quality management, is dead first appeared on MQ Management and Quality.

This article originally appeared on m-q.ch - https://www.m-q.ch/de/hans-dieter-seghezzi-der-doyen-fuer-das-qualitaetsmanagement-ist-tot/

A wide variety of players from a wide variety of countries cavort in the gaming industry - a heterogeneous target group. This includes the BDS fans, the LEC fans or the fans of the individual players. What unites this heterogeneous target group is a passion for gaming. For the positioning of Team BDS, Havas Switzerland worked its way into a complex subject. The agency tried to develop an inspiring story that comes across credibly in the most diverse areas. Specifically, Team BDS competes in seven games with different worlds and target groups. In order to function in the various contexts - in other words, to find the ideal positioning - Team BDS relied on the help of Havas Sports & Entertainment, whose expertise lies in the gaming and e-sports sector. The basic idea was to tease out what makes Team BDS different from all the others. Because this was the only way to achieve a unique positioning in a universe in which teams often distinguish themselves with very similar values. Thus, the DNA of Team BDS was examined and "Team BDS: Challenge The Game" was worked out. This positioning is supposed to stand for the skillful and attentive strategists who make unconventional decisions. In terms of design, Team BDS retains the original blue and pink colors. The logo and lettering have been modernized. 3D assets, merchandising and communication items, backgrounds and other patterns were developed in a visual world focused on "challenge" and the character of BDS. An initial rollout of this signature and the new graphic identity took place via a new brand book. This means that all Team BDS employees based in Geneva and Berlin can already use the new visual identity. To celebrate the entry into the LEC appropriately, the new visual identity was officially unveiled at the end of December 2021 on all the brand's social platforms and on the official website. The post Havas: New appearance for e-sports team BDS appeared first on Advertising week m&k.

Bosch Rexroth, a specialist in drive and control technologies, defines the "Factory of the Future": "From our point of view, the factory of the future is highly transformable. Only the walls, floor and ceiling have their fixed place - everything else is mobile. The assembly lines are modular and the machines can reform into new lines as needed. Everything is wirelessly connected and communicates via 5G. Power is supplied by an inductive charging system via the floor," explains Thomas Fechner, Head of Business Unit Automation & Electrification Solutions at Bosch Rexroth.

Bosch Rexroth's commitment to the Smart Electronic Factory

Such a vision thrives on consistent research and development work. That is why Bosch Rexroth is also involved in overarching centers of competence. For example, the company is a member of the SEF Smart Electronic Factory e.V. This is an Industrie 4.0 initiative of research institutions and well-known companies that want to jointly pave the way to digitalization for Germany's industrial SMEs. SEF Smart Electronic Factory e.V. is an association founded in 2015 that develops Industry 4.0-capable solutions - with a focus on the requirements of medium-sized businesses. At the Smart Electronic Factory, an electronics factory in Limburg a. d. Lahn (Germany), Industrie 4.0 scenarios and applications are developed and tested under real production conditions. Thomas Fechner explains, "In the SEF Smart Electronic Factory e.V., the competencies of companies with different specializations come together, allowing holistic solutions to emerge. Special attention is paid to ensuring that companies can achieve rapid digitization benefits with the solutions - with a view to the big picture."

Industry 4.0: not a question of "if," but "how

Bosch Rexroth sees itself as a pioneer when it comes to solutions for the digitalized factory. One focus is factory automation. For example, the company has developed the ctrlX AUTOMATION automation platform, heralding a paradigm shift. The platform overcomes the classic boundaries between machine control, the IT world and the Internet of Things. It features end-to-end open standards, app programming technology, enables web-based engineering and comprehensive IoT connectivity. Apps from Bosch Rexroth and partners are available for any automation task via the ecosystem. In addition, Bosch Rexroth offers numerous other products, solutions, and services for digital transformation in the factory, helping manufacturers to make their production more flexible and future-proof. "Digitalization will continue to significantly change the world of production. Bosch Rexroth and all the other members of our Industrie 4.0 association have made it their mission to support companies with solutions that do not require additional digitization know-how, but instead ease the burden and remove hurdles. It is no longer a question of whether Industry 4.0 is implemented, but how. And we want to make a valuable contribution in this regard," explains Maria Christina Bienek, Managing Director of SEF Smart Electronic Factory e.V.. The contribution Bosch Rexroth is working on the factory of the future first appeared on MQ Management and Quality.

This article originally appeared on m-q.ch - https://www.m-q.ch/de/bosch-rexroth-arbeitet-an-der-fabrik-der-zukunft/

Almost all digital marketing, analytics and personalization solutions work with cookies. Particularly affected by the change are solutions that collect user data across domains, such as affiliate marketing, data management platforms, programmatic advertising, retargeting, and search engines. These solution providers need the cookies to be able to establish a connection between the placement of advertising and the success of the measure with their customers, or to target customers who have responded to certain advertisements, visited a certain website, and are to be retargeted based on their behavior there. Different approaches to solutions There are various approaches and providers for the time without cookies. Google in particular has developed some solutions to meet the new requirements. The "Privacy Sandbox" in Google Chrome is supposed to enable users to determine via their browser which advertisements they want to see. A so-called token system is also intended to use a user's behavior on various websites to ensure that the user is a real person and not a machine, in order to prevent fraud. The new "Google Topics" compiles an interest profile in the Chrome browser based on the pages actually visited locally on the user's computer, which can then be used as the basis for more targeted advertising. In combination with the new browser-based "Fledge" technology from the Privacy Sandbox, Google can thus move the familiar auction market for search terms on Google Search to users' computers via the Chrome browser, so that bids can be made without further integration of third-party solutions or cookies. In Google Analytics 4 (GA4), the anonymization of data is already preset. Since personal data continues to be processed in the background and sent to US servers, a Consent Management Platform (CMP) should also be used when using GA4.

Server-side tracking

Currently less affected by the browser blocking of cookies is server-side tracking. In this case, the data is transmitted to a central server, which then sends this information to the connected servers or solutions such as Google Analytics. Data such as the IP address of the incoming request or a user agent sent along can be removed before forwarding. For Google Analytics, this option is already offered in the predefined tags. Thus, for example, the server-side Google Tag Manager (GTM) offers the option of anonymizing or removing the IP address of the client before the request is received on the desired endpoint. Also, a check and removal of PII data can be done more scalably on the server-side GTM. If third-party scripts are no longer executed on the website, but the functionality is mapped via the Google Tag Manager, more control is given when setting cookies - especially third-party cookies.

Customer Data Platform

With the help of a Customer Data Platform (CDP), advertisers can store the first-party data of their own website and app visitors in a customized format, merge it with data from other data sources, and use it for cross-channel, real-time personalization of user targeting. By using first-party cookies and their own keys for matching user data, advertisers can somewhat counteract the loss of information from third-party cookies here and are less dependent on the profile information of the large networks. The issue of data protection plays a central role in the use of a CDP. Simple consent management as part of the collection of first-party data is not sufficient here. As already described, a CDP aims to link online usage data and personal data from user profiles. The collection, linking, processing and use of sensitive data requires separate information and consent from the user. This requires clearly defined permission management, which defines the scope of data collection under data protection law on the basis of the architecture plot. As part of the consent process, it must be transparently explained to users what data is being collected and for what purposes it is being used. Basically, the following guiding questions should be taken into account:

• How is the data processed in the CDP?
• Does the processing of the data comply with the applicable data protection conditions?
• How are identifiers passed to the different marketing tools processed in the respective marketing tools?
• What purposes do I pursue with my CDP use cases?
• What permissions must be obtained from the user for these purposes (collection, processing and use of personal data)?

Conclusion

Current developments mean that the Internet will change fundamentally. Companies must develop new strategies to close their growing data gaps. Those who do not do so will have to buy access to their customers from the major platforms at a high price. In the current situation, companies are therefore well advised to rely on permissions, first-party data and server-side tracking in order to be able to continue to operate, measure and optimize targeted and personalized online advertising.

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* Patrick Mohr is Co-Founder and Managing Partner at the marketing technology consultancy Mohrstade. In 2017, he established Trakken's Munich office. In parallel, he works as a lecturer at universities. Furthermore, he is co-organizer of Analytics Community "Analytics Pioneers" with over 6'000 members. The post Solutions for a world without cookies appeared first on Advertising week m&k.