The fact that companies openly show support for pride parades is well received by the population: almost half of the population (48%) are in favor of companies publicly supporting pride parades. Meanwhile, approval among queer respondents was 70 percent, and 45 percent among non-queer respondents.

Corporate involvement in Pride parades is particularly popular in the 15 to 29 age group - 52% of them are in favor. In the 30 to 44 age group, the figure is still 50 percent, while this support drops to 43 percent in the oldest age group surveyed, 60 to 79-year-olds, for example.

International brands are the best fit for Pride

It is therefore hardly surprising that brands operating in Switzerland repeatedly associate themselves with the topic of Pride, usually on the occasion of Pride Month. According to the Swiss population, Coca-Cola (top 3 on a scale of 1 to 10: 33%), Netflix (top 3: 33%) and Zalando (top 3: 31%) are particularly well suited to Pride parades. The highest-placed traditional Swiss brand is SBB (top 3: 22%), followed by Rivella (top 3: 21%) and Twint (top 3: 20%). The cantonal banks (Bottom 3: 36%), Raiffeisen (Bottom 3: 35%) and Thomy (Bottom 3: 34%), among others, are perceived as less suitable.

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The population-representative survey was conducted by Yougov Switzerland from May 24 to 27, 2024. For this purpose, 1,260 people aged between 15 and 79 were surveyed via online interviews in Yougov's Swiss panel.

This is the best result since the organization was founded in 2013, according to the press release. "Together with our partners, we can increase the visibility of the vacation canton of Bern. The record number of overnight stays last year shows that Bern continues to be very popular," said Director Pascale Berclaz in the press release.

Launched in 2023 Strong as a bear vacations" campaign has been very well received on the Swiss market and the bear, as a new brand ambassador, has helped to position Switzerland's second largest vacation canton as a year-round destination. The Bernese agency Bold was responsible for the campaign

This year, "Made in Bern" intends to target the Brazilian market in particular. This market has great potential.

The umbrella organization "Made in Bern" aims to strengthen the tourism image of the Canton of Bern and coordinate the marketing of the individual destinations. (SDA/swi)

Challenges also occur occasionally in Swiss tourism: A hotel room does not meet expectations, the service in a restaurant leaves something to be desired or a booked activity is unexpectedly canceled. If disagreements between guests and the operators of the offers cannot be resolved in a joint dialog, a reliable and neutral authority is needed to mediate quickly and effectively.

For this reason, HotellerieSuisse, Switzerland Tourism, GastroSuisse and the IG Parahotellerie have joined forces to create an ombudsman's office for tourism. The initiative will be incorporated into the Proven offer from the ombudsman of the Swiss travel industry integrated. Active since 1990, the impartial mediator between guests and travel companies has so far mainly operated in the outgoing sector. The expanded service, which will be available from July 2024, will also be available to guests in Switzerland as a destination.

"A strong sign of quality and customer satisfaction"

The creation of this central, neutral contact point strengthens "trust in Swiss tourism" and promotes service quality in the industry: "The joint ombudsman's office is an important milestone for our industry. It illustrates our joint commitment to the highest quality standards and the satisfaction of our guests," emphasizes Nicole Brändle, Director of HotellerieSuisse. It will also enable more intensive cooperation within the industry.

The platform also acts as a contact point in two respects - on the one hand for guests traveling to Switzerland and on the other for Swiss accommodation providers seeking information and advice, which closes an existing gap in the offering.

Experience shows that an important component of successful risk management strategies is process automation and process management. Both lead to greater consistency, efficiency and accountability across the organization. "Essentially, automation ensures that processes are carried out in accordance with established policies and regulations, reducing legal risk. Automation enables real-time monitoring and reporting of operational activities, allowing businesses to identify and address risks immediately. Important points when you consider that the new NIS2 directive is also coming into force soon," clarifies Cosima von Kries from Nintex, a provider of process intelligence and automation solutions. 

Many companies fail

However, many companies fail to introduce these technologies or do not exploit their full potential. This leads to uncertainties, disagreements among management and employees and can ultimately also cause security-related difficulties. Any technology is only as good as the user who operates it and the database that is used. "If companies are fit in the area of process automation and processing the right database, they can also implement the NIS2 directive or ISO 27001 very well. They then know, for example, how security incidents are reported digitally or how emergency plans are immediately initiated automatically depending on the security incident that has occurred. However, many companies are not aware of this and only think of pure security measures and tools when it comes to guidelines relating to information security or cyber security. But it goes much deeper and further. Only the right process automation helps companies to create holistic structures in which security guidelines can work effectively," Cosima von Kries goes into further detail. 

5 tips on how companies can improve their risk management

It therefore recommends that companies take the following five steps to successfully implement a process automation project and thus significantly improve risk management: 

1. Start step by step

Even though all the goals of the project are important, it is crucial to start small. Rather than trying to automate an entire process, it's best to narrow the focus of the implementation team. First, identify the areas in cybersecurity and information security infrastructure where process automation makes the most sense. The identified processes are evaluated according to their complexity, frequency and the potential risk associated with their manual execution. These can be, for example, recurring tasks such as patch management, log analysis, threat prevention, incident reporting or compliance monitoring.

Smaller, incremental changes can be reviewed and adapted more quickly. Successes encourage managers and employees to take the next step. Customers also benefit from the positive effects. A gradual transition creates a culture of continuous improvement towards leaner processes and improved risk management. 

2. Communicate benefits clearly

Managers should involve employees in the change process at an early stage. They should inform their teams comprehensively about the benefits, procedures and change steps, as well as why information and cybersecurity are of the utmost importance in the company and why the implementation of various guidelines is a top priority. Employees who are aware of the benefits for the company and for their own way of working are more motivated to participate in the change. They also feel involved in the cultural change, valued in their work and supported by the new software. 

The first step is to document all processes in detail and then evaluate which processes can be automated and how effectively. It provides comprehensive information on how tasks are carried out, which roles and responsibilities are involved and what the overall workflow looks like. Based on this information, the second step is to identify opportunities for improvement, streamline processes and reduce risks by reducing procedural deviations.

3. Stay human-centered 

Effective risk management in companies focuses on the people who work there and remains so, no matter what stage of implementation and change the process automation project is at. Through targeted training and a culture of open exchange, companies can empower their employees to recognize potential risks at an early stage and act proactively. Involving all team members in decision-making processes and valuing their perspectives not only promotes trust, but also the company's innovative strength. A strong, informed and committed workforce thus forms the backbone of successful risk management that can react flexibly and resiliently to challenges.

4. Introducing technology even in highly regulated sectors 

Companies operating in highly regulated sectors, such as financial services, healthcare or the public sector, are generally reluctant to introduce new technologies. However, the potential benefits of process automation can be even greater here than in other business sectors. Process automation is particularly beneficial here, as it helps to meet compliance requirements, ensure data integrity and security, minimize errors, increase efficiency, improve transparency and traceability, and increase adaptability to regulatory changes. 

These benefits help to reduce the business risk, time and effort normally associated with adapting manual processes to new regulatory requirements and lead to cost savings as well as better resource utilization by significantly reducing redundant or manual tasks.

5. Avoid unintended risks 

Used correctly, process automation significantly reduces business risk. Used incorrectly, however, process automation can sometimes unintentionally introduce risk in the form of data breaches, privacy concerns and non-compliance. Therefore, it is critical that organizations implement governance mechanisms and data hygiene practices to identify and assess risks, implement controls to mitigate risks and ensure compliance with industry standards and regulations.

Automating complex, error-prone process steps ensures that they are carried out correctly every time. This reduces the risk of human error and costly consequences or reputational damage. Automated monitoring helps with regular checks and adjustments, e.g. to new guidelines such as NIS2, as well as quickly implementing improvements where necessary. 

Source and more information about the Nintex Process Platform: https://www.nintex.de/prozessplattform/

This article originally appeared on m-q.ch - https://www.m-q.ch/de/risikomanagement-verbessern-und-was-effektive-prozessautomatisierung-damit-zu-tun-hat/

m&k Werbewoche.ch: I have just been able to visit the Victorinox production facility here in Ibach, under the expert guidance of Hans Schorno. It was a great experience. I saw a poster saying "Employer of the Year 2024". Ms. Elsener, how do you become Employer of the Year? 

Veronika Elsener: I don't think this is something that can be created at the touch of a button. There is a development behind it, there are values and leadership work behind it. In this sense, I believe that an important aspect is of course the family that stands behind this company, has shaped it and acts with foresight and for the long term. There are many family businesses like this in Switzerland. We have changed a lot in recent years in the wake of all the developments, strategies and globalization and are constantly working to ensure that our employees have a secure workplace. We have created various aspects to be an attractive employer.

 

What is the DNA of a family business to ensure its continued existence?

These values are very important and shape the company and its entire development from the very beginning. Family values are already geared towards the long term per se. I would also say that the environment here is formative. I call it a genius loci, a place of power, characterized by tradition and history. Such environments also produce special people who are committed and loyal and want to do a good job. I believe this is an important basis for Victorinox's success. And, of course, taking nothing for granted. You have to constantly work at it and be prepared to go along with change.

 

Her LinkedIn slogan is: "My Passion is Brand and Thought Leadership". Ms. Elsener, could you tell us more about your management style with regard to innovative thinking? Perhaps using an example from your day-to-day work?

Openness and courage are important values. We empower our employees through training, workshops and further education as well as the use of new methods, tools and resources. We discuss lessons learned from projects in internal retrospectives and integrate them into future projects. Our internal learning platform enables our employees to further their education in relevant topics. We are currently working intensively on agile organization, design thinking, AI and data-driven technologies. We are anchoring these topics through internal workshops, for example to further strengthen knowledge and commitment to the brand, to become more efficient and effective in our marketing activities or to use AI in campaigns. Constant change is part of our everyday life.

 

Is there a specific moment, a characteristic that is an expression of your own personal leadership style?

I believe that openness and the courage to try new things are characteristics that have always accompanied me. They allow me to get involved in new topics and areas, take them on board and then develop them further together with the team.

 

And how would you define your passion for brands?

Strong brands are a company's most valuable asset. They create trust and orientation. Brands must be built, maintained and permanently anchored. Investments in intangible brand value are just as important as investments in equipment or production facilities. Brand management is in a state of constant, careful change. For my team and me, this is an exciting task that is associated with a great deal of passion. Over the last few years, I have been able to acquire knowledge and experience in the field of brand management and marketing.

 

How would you describe the Victorinox brand essence?

This year, we launched our enhanced brand strategy and defined the brand essence as follows: "We believe that being prepared makes life better. As the manufacturer of the original Swiss Army Knifefounded in 1884, we stay true to our heritage by providing thoughtful and masterful solutions so that our customers are always prepared for their everyday challenges."

 

Can you still remember your first experience with a Victorinox gadget?

In my childhood, I had my first encounter with the "pocket knife", as we call it in Switzerland, through my father. He always had one in his trouser pocket. As a child, I noticed how omnipresent the product was in his everyday life and how he always stroked the knife bowl with a special gesture after use.

 

Which is your favorite blade on the classic folding knife from Victorinox?

I don't have a particular favorite tool. The well thought-out thing about the Swiss Army Knife is that it combines a variety of useful tools - and I particularly appreciate the versatility and multifunctionality of the Swiss Army Knife.

 

Outside of your professional activities, you are interested in music, literature and sport, activities that you prefer to enjoy with your family or friends. To what extent are your personal interests reflected in your everyday working life?

Activities such as sport and hiking are important to me for relaxation and regeneration alongside work. They help me to maintain a good balance. Maintaining contacts, building relationships and drawing inspiration from experiences outside of work - all of this consciously influences my professional activities.

 

You are not only CMO of Victorinox, but also a member of the Executive Board. Where do you see yourself particularly challenged as CMO at the moment?

We face a variety of challenges in marketing. These include the increasing number of communication channels and the extensive volumes of data that we have to deal with. The automation of marketing processes and the explosion of the marketing system landscape also pose significant challenges. In addition, we are observing increasing consumer power and changes in customer behavior. In general, we are experiencing a virtualization of companies, products, services and performances. Last but not least, artificial intelligence is also playing an increasingly important role. All of these topics require an open mindset from management and my team. There has to be a willingness to constantly question the status quo.

Are you ever afraid of missing the boat?

Anyone who has grown up in Switzerland and witnessed the country's transformation and the agility of the economy has already been given a strong foundation. This creates confidence in one's own self-efficacy and helps to master difficult moments.

 

And where do you see yourself particularly challenged as a member of the Executive Board?

To be successful globally, we need to understand the different product categories and adapt to cultural, economic and legal differences. Efficient supply chains, talent management, innovation and sustainability are crucial. Not to forget Risk management. Our Swiss company, which exports 80 percent of its products, is struggling with the strong Swiss franc. Implementing price increases in saturated markets is an extraordinary challenge. We have to carefully monitor our costs on site and invest in automation at the same time. Operating globally in five industries requires in-depth industry knowledge. In summary, we find ourselves in an area of tension between changing customer needs, increasing competitive pressure and new technologies, while at the same time response times are decreasing.

 

In 2022, you and Victorinox won the gfm Marketing Award. The long-term focus on the well-being of employees was also emphasized. What specific steps are you taking to position Victorinox as an attractive employer, especially for young people?

People are very important to our company. We are a family business that takes a long-term and far-sighted approach. We offer our employees flexible working time models (annual working hours, flexitime, home office, holiday office) that give them a lot of freedom in their personal life situations. We strengthen the sense of community with various initiatives. We are active in promoting health. We also support personal development with a range of measures. Employees can actively contribute to ideas management. As you can see, we basically use similar resources to other companies. I believe the difference lies in our character as a family business.

 

The Marketing Award also recognizes innovative marketing strategies and effective measures. What would you highlight as particularly innovative in your marketing strategy?

Our marketing strategy is based on our enhanced brand strategy, which is geared towards the basic emotional needs of our customers. We address these needs in words and images to strengthen the connection with our current and potential customers. In doing so, we not only focus on product features, but also rely on digital measures and artificial intelligence.

 

And which measures are particularly effective?

In principle, the most effective measures for us are those that best convey the added value for the respective target group. We differentiate between longer-term measures to strengthen brand and/or category awareness - where the focus is on emotional fit and relevance for the target group - and short-term measures with high efficiency. The latter communicate added value via a message that can be grasped quickly and are placed at the right touchpoint of the customer journey. In addition, the efficiency of measures in the area of luggage that are played out with an affinity for time, content and touchpoints shows us that cooperation is an increasingly relevant part of our marketing mix.

 

Victorinox takes Swissness out into the world. How should companies today use Swissness as a driving force for their marketing activities? What advice would you give to start-ups in particular?

Start-ups should consider whether the Swiss Made label offers an advantage for their company. Depending on the effort and costs involved, it may be worth investing in Swiss Made in order to strengthen the brand image through positive attributes. Competitive advantages of Swissness/Swiss Made can be: precision, reliability, quality, stability, fair conditions, tradition & exclusivity, trust. These attributes must be supported by an action plan and proof points and not remain empty words. The entire company must support and implement this. It is also important to bear in mind that Swissness and Swiss Made are regulated by law and stipulate what percentage of manufacturing costs must be incurred in Switzerland. These laws give the Swiss Made seal its value and its positive attributes.

According to the Brand Asset ValuatorIn addition to Swissness, cocooning has also emerged as a success factor in a long-term study by Ogilvy and Wunderman Thompson. This refers to a return to the familiar and the tendency to spend more time at home. How do you anticipate such trends if they are relevant to your brand?

In recent years, we have repeatedly taken measures to track global trends in the various categories. To this end, we have set up a small, fine internal Consumer Insight department. In addition, our employees are continuously guided by various trend platforms, as well as our internal newsletter in this area. We also receive market trends from our most important markets. We have also established an innovation team and are working on building a community platform. It is important for us as a company to understand consumer trends and examine how they fit in with our business and brand strategies.

 

A community platform sounds interesting. Can you say two or three words about what's already ripe for discussion here? Are there any influencers?

Veronika Elsener: Yes, this term can of course be broadly defined. We can see from the various forums and all the feedback from our customers on various communication channels that there is a real need to exchange ideas with us. We have therefore decided to offer such a community platform. We have now laid the foundations with the new website and the technology with which we can connect such a community.

 

Is the aim of this community platform also to generate ideas for new products?

Absolutely, that is already happening, even if less so with a targeted platform or process. We are already receiving ideas and suggestions. With this platform, however, we can collect them in a much more targeted way.

 

Victorinox is known for its successful brand collaborations, such as with the Felchlin chocolate brand. What role do such collaborations play for you?

Sponsoring and brand partnerships are part of our marketing mix in all relevant Victorinox markets. For the past four years, we have been pursuing a strategic orientation at global, national and regional level. We link all commitments to a specific product or product group to ensure a clear focus. We are increasingly focusing on global partnerships and cooperations. With Adidas, we developed a sneaker and a matching pocket knife, which opened up new target groups for us. We created a limited edition designer pocket knife with Off-White and Virgil Abloh. These collaborations position Victorinox as a modern global brand. In the future, we will increasingly focus on long-term partnerships and product developments such as the license partnership with Flechlin for our chocolate knife.

 

In Promarca's "Brand of the Year" ranking, you take 10th place and are recognized as a trustworthy brand that does not come from the Food & Beverage sector. Nevertheless, you were still in second place in 2020. How do you keep the brand attractive for the next generation?

We are delighted with our 10th place and that our customers consider us trustworthy. Trustworthiness is the basis of every brand! The drop in the ranking could also be due to the fact that we invested less in marketing during the pandemic and were therefore less present. To remain relevant for future generations, we follow trends, listen to customer feedback and invest in suitable product and service innovations.

 

How strongly is AI represented in Victorinox's marketing?

At Victorinox, we took measures early on to successfully integrate AI. In 2023, we established an internal AI policy and an AI committee to safeguard the potential benefits of AI while ensuring an ethical framework. AI is already being used in numerous marketing tasks, such as content generation, translations, copywriting, social media, headline testing and much more. AI will have a major impact on marketing by automating tasks, providing insights and improving personalization. It does not replace the marketing team, but augments their capabilities and creates a kind of symbiotic relationship between human creativity and technology. This opens up opportunities for more personalized and differentiated customer interactions, automation of repetitive tasks, effective customer segmentation and personalized marketing campaigns.

 

You have recently Brand positioning and are focusing entirely on the idea of being prepared in a new global brand campaign developed with Publicis. What is the main objective of this positioning?

We want our customers to always feel optimally prepared with our products - be it with our pocket knives, kitchen knives, watches or our luggage. We also want to convey this feeling in our communication. You never know what life will bring, but you can make sure you are prepared for anything. At Victorinox, we have made it our mission to prepare our customers for everyday challenges with well thought-out and masterful solutions. This positioning is relevant to our customers and is based on their needs, our beliefs and our heritage.

 

 

"Treat everything with the highest care" is the message in the brand film, which also features the Travel Gear, Swiss Army Knives, Cutlery and Watches product segments. What is behind this message?

With this we want to express that we act with attention to detail and always strive for perfection. Our products are carefully designed to fulfill their purpose perfectly. We strive for excellence and focus on uncompromising quality and precision.

 

On LinkedIn, you mention your ability to analyze complex issues, solve problems in an agile way and make difficult decisions to move forward in the areas of brand strategy, marketing and digital commerce. Can you tell us about your most difficult decision-making moment so far and what impact it had?

Building up the brand management and marketing division at Victorinox has really challenged me at all levels in recent years. My magic word is: focus. I had to decide time and again what was important for the company and the brand and what was not. Perhaps the most important moment for me was when, after careful analysis, I proposed an organizational change in 2017, which consisted of moving from a divisional to a functional organization. This paved the way for consistent brand management globally and, in retrospect, I consider this decision to have brought success to our company.

 

Werbewoche.ch: Where do you get inspiration for your own creativity?

I think it's a mix of different activities. It's not always important to actively do something. Sometimes it's just necessary to have time to think, read a good book or visit a museum. These are certainly sources of inspiration for me.

 

Do you have a special story from a customer in connection with one of your Victorinox products?

Veronika Elsener: Yes, there was a concert in the concert hall in Sydney where a pianist told us that his sheet music slipped into the grand piano just before the concert was due to start. He had a Swiss Army Knife with him and was able to open the part of the piano and get the sheet music out so that the concert could begin. This is a nice story that shows that with our products, such as the Swiss Army Knife, you are always well prepared, no matter what happens.

 

That's a nice story. In the movie "Armageddon", the Victorinox logo can be seen on the drill used by Bruce Willis' team to drill a hole to blow up the comet hurtling towards Earth. How did this come about?

Veronika Elsener: That was many years ago. As far as I can remember, our branch at the time was involved in targeted product placement.

 

Werbewoche.ch: Wow! Yes, a masterpiece!

Yes, you said it. Very good. It's surprising that you were able to retrieve that now.

 

I've seen the movie a dozen times. After all, it saves the world. That's what you like to see. And Victorinox in the middle of it all.

Thank you very much.

 

Thank you very much for the interview.

 

 

Anyone who has seen the documentary "Seaspiracy" will probably be skeptical at first glance when the two words "sustainability" and "seafood" come together. How can this be reconciled? Blueyou wants to show that there is a better way of dealing with nature and local communities. The task for this company was to create a brand strategy and a new image that would also create greater awareness among a broad target group.

The new "Blueyou" brand is intended to stand for a clear commitment to regenerative aquaculture and fair and sustainable coastal fisheries, thereby setting new standards for the global seafood industry. "Serve the Ocean" sums up Blueyou's approach, which goes beyond mere conservation and actively aims to restore and revitalize marine ecosystems. Foundry's new brand identity is designed to reflect this ethos.

Extensive global insights were incorporated into the brand development process: from star chefs in Vancouver and sales teams in Manila to purchasing managers of 5-star hotels in Hong Kong. The aim was to develop a vision that emphasizes the regenerative potential of the oceans. The resulting brand and visual identity breaks away from conventional notions of seafood branding by using bold colors, playful illustrations and a narrative approach that highlights the regenerative effects of Blueyou's practices.

"Our goal was to go beyond the traditional narrative of sustainability and highlight the revolutionary role of regenerative marine products," explains Sacha Moser, founder and creative partner of Foundry. "'Serve the Ocean' is a call to action and reflects a commitment to not only preserve, but actively improve marine ecosystems. The rebellious and playful design direction we have developed results in a distinctive and disruptive visual identity."

The new design system is intended to emphasize the brand's love for the ocean and shows the diverse origins, types and ecological effects of Blueyou's offerings. With the new brand identity, Blueyou aims to stand out on crowded shelves and break the stereotype of serious packaging for sustainable products. To continue the identity across all touchpoints, Foundry redesigned a comprehensive suite of materials for the company, including the website, sales tools, event collateral, food fair presentations and B2B marketing materials.

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Responsible at Blueyou: René Benguerel (Founder & Managing Director), Matthias Krebs (Founder & Commercial Director), Claudia Schär, Yasmin Thiesen (Head of Global Marketing). VResponsible at FoundryNitin George (Lead Creative Direction Concept & Strategy) Alexander Brown (Strategy), Ruben Mata Lopez (Design & Art Direction), Leon Marenbach (Copywriter), Phila Oppel (Design), Gregor Wollenweber, (Production), Elena Frischknecht (Account-& Projectmanager), Sacha Moser (Lead Creative Direction).

Artificial intelligence offers many opportunities and has great user potential. But there is also the other side of the coin: AI can also be used for criminal purposes. An analysis by Trend Micro shows the latest developments and highlights the threats that can be expected in the near future.

Jailbreaking-as-a-Service

While AI technologies are rapidly gaining acceptance in the business world, attempts to develop their own cybercriminal Large Language Models (LLMs) have been largely abandoned in the cybercrime world over the past year. Instead, criminals shifted their focus to "jailbreaking" existing models, i.e. using special tricks to get them to bypass their integrated security measures. There are now offers such as Jailbreaking-as-a-Service. Criminals use sophisticated techniques to get LLMs to respond to requests that should actually be blocked. These techniques range from role-playing games and hypothetical scenarios to the use of foreign languages. Service providers such as OpenAI or Google are working on closing these security gaps. Cybercriminal users, in turn, have to resort to more sophisticated jailbreaking prompts. This has created a market for a new class of criminal services in the form of chatbot offerings for jailbreaking.

"Cybercriminals have been abusing AI long before the recent hype around generative AI in the IT industry. That's why we delved into the criminal underground forums to find out how cybercriminals actually use and deploy AI to achieve their goals and what kind of AI-powered criminal services are being offered," explains David Sancho, Senior Threat Researcher at Trend Micro. "We've looked at the underground conversations about AI and found that interest in generative AI has followed general market trends, but adoption seems to be lagging behind. We've also seen LLM offerings from criminals for criminals. These include FraudGPT, DarkBARD, DarkBERT and DarkGPT, which have many similarities. For this reason, we suspect that they most likely function as wrapper services for the legitimate ChatGPT or Google BARD - we call them Jailbreaking-as-a-Service services," David Sancho continued. "We have also investigated other potentially fake criminal LLM offerings: WolfGPT, XXXGPT and Evil-GPT. We are also looking at deepfake services for criminals: We've seen pricing and some early business models around these AI-powered fake images and videos."

Deepfake services on the rise

Deepfakes have been around for some time, but only recently have real cybercriminal offers been discovered. Criminals are offering deepfake services to bypass identity verification systems. This is becoming an increasing problem, particularly in the financial sector, as banks and cryptocurrency exchanges demand ever more stringent checks. Deepfakes are becoming cheaper and easier to create. Cybercriminals are using this technology to create fake images and videos that can fool even advanced security systems. A stolen ID document is often enough to create a convincing fake image.

What does this mean for the future?

Developments show that criminals are constantly finding new ways to misuse AI technologies. Although there has been no major disruption so far, it is only a matter of time before more serious attacks can be expected. Companies and private individuals must therefore remain vigilant and constantly improve their cyber security measures in order to be prepared for these threats. Three fundamental rules of cybercriminal business models will determine when malicious actors target GenAI on a large scale:

1. Criminals want an easy life: The aim is to achieve a certain economic result with as little effort and as little risk as possible.
2. New technologies must be better than existing tools: Criminals only adopt new technologies if the return on investment is higher than with existing methods.
3. Evolution instead of revolution: Criminals prefer gradual adjustments rather than comprehensive revisions in order to avoid new risk factors.

Conclusion: cybercriminal use of AI is only just beginning

The need for secure, anonymous and untraceable access to LLMs remains. This will encourage cybercriminal services to keep exploiting new LLMs that are easier to jailbreak or tailored to their specific needs. There are currently more than 6,700 readily available LLMs on the AI community platform Hugging Face. It can also be assumed that more and more old and new criminal tools will integrate GenAI functions. Cybercriminals have only just begun to scratch the surface of the real possibilities that GenAI offers them.

Trend Micro has compiled further information on this topic in a blog:

• https://www.trendmicro.com/de_de/research/24/e/ki-cybercrime-jailbreaks-bestehender-llm-modelle.html
• https://www.trendmicro.com/de_de/research/24/e/generative-ki-tools-fur-deepfakes.html

This article originally appeared on m-q.ch - https://www.m-q.ch/de/neue-entwicklungen-in-der-cyberkriminellen-nutzung-von-ki/

Many companies in Europe are already in the impact phase of using AI with regard to their employee experience: 79% of employee experience (EX) experts report a significant improvement in the quality of work of their employees as a result of AI. This is shown by the Employee Experience Report 2024a worldwide survey of 800 EX managers by Zendesk. 

AI increases efficiency and quality of work

"AI has already revolutionized the customer experience through personalization and increased efficiency. Now we are also seeing this development in the employee experience," says Tanja Hilpert, VP Central Europe (DACH & CEE) at Zendesk. "Not only do consumers benefit from AI technologies in their interactions with companies, but employees are also experiencing more and more advantages."

According to the survey, EX managers are increasingly adapting new working practices and tools to support their teams. In particular, they expect this to boost the productivity and satisfaction of their employees and give them a competitive advantage over their competitors. The following key findings emerge from the survey: 

• EX managers supplement their human team with supporting AI agents
• The introduction of self-service tools meets employee expectations in terms of flexibility and personalization 
• Employees are increasingly using AI-supported data analyses as a strategic basis for decision-making. 

Digital expansion of the team 

While the recruitment and induction of new employees used to take place on site in most cases, it is now increasingly taking place remotely. Consequently, the IT and HR decision-makers surveyed are increasingly relying on AI-based training and workflows: 35 percent want to expand their offerings. 

To strengthen their teams, EX managers expand their human team with AI agents that support employees support as co-pilots. 81% of those surveyed expect the integration of such AI solutions into EX to enable employees to solve complex tasks more effectively. This includes, for example, analyzing extensive data sets to derive corporate strategies. 79 percent of EX experts already recognize an improvement in the quality of employees' work through AI. Almost half (44%) cite faster data processing and higher productivity as important factors. 

Flexibility and personalization through self-service 

Respondents are aware that flexible working is essential for an optimal work experience. 84% consider the freedom to choose where to work to be an important factor that can contribute to work-life balance. Companies also benefit from this: 87% of managers consider flexible working hours to be crucial for increasing productivity. 

At the same time, decision-makers are increasingly relying on personalized EX solutions. This includes the use of AI-based platforms for employee training, for example. These platforms take into account the skills and learning styles of individuals instead of a one-size-fits-all approach. Personalized training, in turn, enables managers to identify individual development opportunities. Based on AI-supported data analysis, managers can offer each team member the best possible personal support - regardless of where they work. 36% of respondents already use AI to personalize EX. 

Self-service solutions are one possible answer to the increased expectations of flexibility and personalization. The use of such tools is driven by the positive impact of self-service and AI technologies on productivity and employee satisfaction, which 80 percent of EX executives observe. Accordingly, 84% of respondents have already invested in HR platforms that offer their employees self-service options. 

Data-based performance assessment 

Many employer experience experts are struggling with increasing flexibility in the workplace. Two-thirds of respondents cite accurately measuring productivity while working from home as a key challenge. New, data-driven approaches are needed to recognize performance in the remote age. EX leaders are therefore turning to AI-powered data analytics to assess engagement and productivity and optimize employee satisfaction. 

Source: Zendesk

This article originally appeared on m-q.ch - https://www.m-q.ch/de/arbeitsqualitaet-hat-sich-dank-ki-verbessert/

Götz Ulmer, you say that if you believe in outside-the-box thinking, you've already lost. What exactly do you mean by that and what could a better approach look like?

Götz Ulmer: "Outside-the-box thinking is usually used by people who are used to ticking the right boxes instead of not ticking the right boxes. There is no need for workshops, presentation cases or pack building - and, above all, a linear, logical approach. Not ticking the right boxes, in a positive sense, not only requires courage, but is the basic prerequisite for something truly new.

 

What do you think about artificial intelligence?

In the future, creative mediocrity will be completely replaced by AI. At the same time, it will become an even more valuable tool for extremely accelerating processes, promoting thought-provoking ideas and putting the fear of the white screen to rest. However, it will never be able to replace cutting-edge creation, as this has not been trained by humanity's previous pool of knowledge, but is always new and unique.

 

You advise people to distrust any idea that they think is really good. Why is that the case?

With a few exceptions, the first idea is rarely good. First ideas simply have to get out first. At some point, they make room for the good ones, the special ones, the ones that have been subconsciously nurtured for a long time. Incidentally, the best ideas are also the ones that come unasked. This is consistent with the experience of musicians who have written global hits in five minutes. The idea often seeks out the creative and not the other way around. Unfortunately, that doesn't make it any easier.

 

What sources or methods do you use to keep coming up with new and unusual ideas and to stimulate your creativity?

Input, input, input. Museums, podcasts, Pulitzer Prize literature, silly Snapchats, silver plate photography, indie games, comics, reaction videos, arthouse movies, any music - I soak it all up. At some point it pays off and my brain spits out something suitable.

 

You were in leading positions at Jung von Matt and McCann and are now at David+Martin. How has your personal approach to creativity changed during this time?

Actually, it has always remained the same. I love coming up with bold ideas or being there when they are born. Testing the limits. It's a wonderful drug. With David + Martin, I finally met a crazy bunch of like-minded people again.

 

What strategies would you recommend for brands to maintain and strengthen their ability to innovate?

It would be good for brands to create a more flexible interface where creative people can dock more easily within their system. Corporate structures are often not flexible enough to withstand misfits. But they should. Then there's no need for out-of-the-box thinking workshops.

 

Where do you see the creative industry in five to ten years? What changes do you expect?

For creatives, it will no longer make a difference whether they are influencers, creators or "advertisers". They will be able to play effortlessly in all channels. The boundaries between disciplines will become blurred. Just like rigid structures. It will be more like extremely flexible collectives than organized companies.

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Götz Ulmer speaks on Swiss Brand Congress at 14:05 on the "Power of different - despite or precisely because of AI".

There are few words in marketing that can be interpreted in as many ways as merchandising. But the short form merch only knows one. But more on that later. The Duden dictionary has two. Firstly, the entirety of the sales-promoting measures and activities of the manufacturer of a product (product design, advertising, customer service, etc.). Secondly, the marketing of certain products associated with a movie, sport or similar.

However, there are many more interpretations. In retail, for example, merchandising means everything from product development to sales. The word includes everything from the placement and presentation of goods to store design. Job advertisements are looking for specialists such as visual merchandising/activity co-workers. In addition to the fancy job title, they are also advertised with statements such as "Are you creative, reliable and flexible? Then become part of the Boost family and get started in merchandising". And with less fancy tasks such as "replacing advertising posters, implementing special campaigns, attaching advertising elements to sales shelves". The collective term "merchandising" covers all POS communication, from shelf stoppers and the use of in-store media to interactive multimedia terminals. It's hard work, but anyone can choose what they like to do.

Driven by trade

Anyone who talks about merch today is usually talking about themselves and means something very specific. The cool abbreviation just stands for promotional items. Advertising for oneself and one's cause. Despite society's sustainability efforts, the term is extremely en vogue and what it means is very annoying. Every podcaster, influencer, half and half celebrity distributes or sells them. Merch is produced for every stag party, bridal shower or birthday party. "From 500 pieces" is usually written under prices such as 0.10 francs from suppliers such as BB Trading, Trikora, Temu, Source & Co. A bargain. Even if only 20 of them are needed. The rest can be thrown away. But the ballpoint pen for 10 centimes is at least made from recycled paper.

When it comes to merchandise, the motto seems to be: The main thing is availability in large quantities at low prices. Everywhere and by someone, these things are being thrown at you. Be it at concerts or events, after lectures or seminars, at train stations or in letterboxes (yes, they still exist) or at the above-mentioned private events - you are handed goods from low-wage countries without being asked. From the aforementioned ballpoint pens to drinking cups, bike pumps, microfiber cloths and hoodies or caps with printed or embroidered logos. All of this then piles up on the countless shelves in homes and offices before disappearing unused into the garbage after a while.

In the past, it was at least reserved for large corporations to have such things produced. Their marketing managers saw it as their main task to spend weeks leafing through the suppliers' catalogs and having designs created in the internal graphics department. The SKA cap or less popular, white paper SBG jackets from the 1970s send their regards and can almost be described as sustainable because they are still being auctioned off 50 years later for over 200 francs. Although the words sustainability and merch didn't even exist back then.

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A conscious approach to the environment is also becoming increasingly important in the cosmetics industry. With shampoo and body care in solid form - free from plastic - Ghilli wants to set an example for an environmentally friendly bath and shower experience. The Allink agency supported the Zurich-based beauty start-up in its strategic direction and designed the branding and packaging. This is intended to convey not only the sustainable promise and handmade quality of the products, but also Mediterranean sensuality and joie de vivre.

The essence of the brand should be reflected in the sensual packaging design. "Ghilli stands out in the otherwise often minimalist beauty segment," explains Creative Director Christoph Schlatter. Elegant color codes, matching the respective fragrance, bring a Riviera feeling into the bathroom at home. High-quality cardboard packaging is in line with the brand values and ensures a handmade flair: the solid hair and shower care is produced by a family business in the south of France.

The emotional branding is intended to evoke memories of casual summer days. The imagery is also emotional and authentic: analog photographs against a summery Mediterranean backdrop convey the liberated body feeling that Ghilli stands for.

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Responsible at Ghilli: Daniela Steiner, Michelle Schmid, Alessia Landolt (founding team). Branding and packaging design: Allink.

In its research into retirement living, Heads looked closely at the needs and wishes of older people. Moving into a residential or nursing home is often associated with the fear of being uprooted and left to their own devices. However, in addition to health and security, what is desired is self-development, recognition and social interaction. The Tertianum Group can meet precisely these needs and wishes of older people to a high degree and offers its guests "space for joie de vivre" in two senses: a safe home to feel at ease and a space for personal development, independence and social interaction.

Insight into the future creates confidence

This self-image, which is reflected in the confidence of Tertianum's guests, led to the development of the brand image, which positions Tertianum as an attractive premium provider and underlines its efforts to offer a wide range of high-quality residential services.

Design that conveys joie de vivre

At the center of Tertianum's visual and communicative brand identity is the established logo with the distinctive "A", which symbolically functions as a protective roof. Under this roof is the central element of the brand - the human being - represented by a simple dot, which represents safety and security within the safe space of Tertianum.

The "Tertianum rays", which are derived from the "A" monogram and represent an extension of the existing logo, are a new addition to the design. The rays are intended to symbolize the confidence and joie de vivre that Tertianum makes possible. The gentle color gradient of the rays conveys the energy and dynamism of the life-affirming environment. An expanded color palette with fresh colors and a new, authentic image style are intended to have an inviting effect and increase the positive recognition value of the brand.

The new brand identity is being introduced gradually across all communication channels, starting with the company website, the employer presence and the annual report, followed by print and digital media.

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Responsible at Tertianum: Frank Nehlig (Head of Communications, Marketing & Public Affairs), Tania Rodriguez (Head of Brand and Marketing Services). Responsible at Heads Corporate Branding: Ralph Hermann (overall responsibility), Simone Raubach (strategy), Sina Frank (consulting), Natascha Almeida, Samira Ciraci (project management), Marco Simonetti (design), Roman von Arx (graphics/production).