Bucher Industries' business areas include agricultural machinery, municipal vehicles, hydraulic components, production systems for the glass container industry, systems for the manufacture of beverages and automation solutions.

Bucher's new image film is aimed at a wide range of target groups: Customers of the individual divisions, current and potential employees, investors and suppliers. The film provides an overview of areas of activity, geographical presence, innovation efforts and the ambitions that Bucher is pursuing. Fast, entertaining and with a twinkle in the eye - from zero to 100 percent.

The film production company Seed developed and realized the film in close collaboration with Bucher. The film was directed by Adrian Wisard. The film will be used at events and presentations as well as on the website and in social media.

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Responsible at Bucher Industries: Saskia Rusch, Prisca Wolfensberger, Jacques Sanche. Vresponsible at Seed Audio-Visual Communication: Adrian Wisard (director, screenplay, editor), Andreas Szentkuti (concept), Sebastian Klinger (camera), Simon Hardegger (color grading), Bardo Eicher (sound design, mixing), Madlaina Courvoisier (production assistant), Bastian Hertel (production/recording manager), Felix Courvoisier (producer).

The merger of the two companies MT and God also brings together two brands that are different and therefore ideally complement each other. This "merger of equals" also requires the development of a brand that successfully brings together the employees of both companies, anchors the claim to excellence in the sales markets and positions the company sustainably in the labor market.

At the brand strategy level, Farner I Team Farner developed a precise vision and mission. In addition, a brand identity was created to reinforce the claim to competence leadership and innovative spirit both internally and externally. This claim is also reflected in the name Hyand. The new brand name was derived from the English term "High End" and the suffix "and/plus". Hyand's new name is intended to show that it is a company that exceeds expectations with its services. This derivation is also reflected in the new brand design and logo.

The brand story of the new Hyand brand is summarized with the claim "Code of Change". This was staged in a brand film in collaboration with Addictive Films.

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Responsible at Hyand: Dr. Sarah Schütmatt (Head of Marketing), Andrej Krahne (Chief Innovation Officer). Responsible at Farner Consulting: Markus Gut, Jan Jenny, Fabian Bertschinger, Martin Fawer.

In 2013, the two institutions Theater Biel Solothurn and Sinfonie Orchester Biel merged, resulting in Theater Orchester Biel Solothurn with the acronym TOBS. The bilingual multidisciplinary theater has a high standard of artistic expression and attracts personalities from all disciplines, which in turn provides an ideal breeding ground for up-and-coming talent and a springboard for future careers. With four venues in Biel and two in Solothurn, the Theater Orchester Biel Solothurn is also one of the largest employers in the region. All of this has prompted Republica to make an exclamation mark.

TOBS! has commissioned Republica to transform the existing website so that it reflects the great diversity and quality of what is on offer. After all, transformation is a constant, especially in the cultural sector, without which a cultural offering cannot flourish in the first place. A rethink and redesign of content and visuals was therefore required in order to attract the attention it deserved on all key channels and in the face of the broad range of competition from the entertainment, culture and leisure sectors. At the same time, subscription and individual ticket sales should also be increased and younger generations should be introduced to the TOBS! program. To this end, among other things completely redesigned the website.

Culture that makes its mark

The new brand with an exclamation mark TOBS! is explicitly a fluid appearance. It is intended to move people, cultures and hearts as well as everyday life, feelings, sounds and bodies - in short, everything.

Visual event communication is an essential part of the assignment. This shows in extremis how changeable and yet unmistakable the TOBS! brand is - and must be. Because a classic like "Macbeth" and a modern play like "Cabaret" are worlds apart. This is why the brand is carried very prominently in all event subjects, almost like stage décor, yet is extremely flexible, adaptable and fluid and allows its main characters to appear in the best possible light.

Although TOBS! sees itself as an interdisciplinary institution with its various divisions, the five divisions - drama, opera, concert, dance and young - are now clearly separated by color. The target groups can quickly decode messages in this way and, above all, the diversity of the offer is also visually emphasized.

 

The job cuts at Supermarkt AG were announced by Migros according to a report by the portal Inside Paradeplatz confirmed on Friday. According to the press release, employees at the Migros headquarters on Limmatplatz in Zurich will be affected by the redundancies. Administrative offices are mainly located there.

All Supermarkt AG directorates are affected, including the fresh produce, food and non-food directorates as well as the marketing communications, finance, operations, sales and staff departments, a spokesperson explained on request. "In absolute terms, the most jobs will be lost in marketing communications," he said. Store staff, however, are not affected by the measures.

According to the press release, those made redundant will be supported in their professional reorientation. As previously announced, Migros has also introduced a new social plan with effect from May 1 in view of the forthcoming redundancies. As part of the realignment, a total of around 1500 jobs will be cut in the company.

New structure

The management of Supermarkt AG has redesigned the organizational structure together with a project team from all directorates and external consultants - according to media reports, this is a team from the consulting firm McKinsey. This new structure has now been approved by the Board of Directors of Supermarkt AG and will be implemented on July 1, 2024.

The aim of the realignment is "simplified processes, lean structures and clear roles". The background to this is that Migros wants to make savings under its new bosses Mario Irminger, head of the Federation of Migros Cooperatives, and Peter Diethelm, head of Migros Supermarkt AG.

In the course of this, the company also intends to sell several specialist stores and subsidiaries, including the electronics retailer Melectronics. According to the spokesperson, the sale is proceeding "according to plan".

However, as Migros writes in its latest press release, the planned sale of Melectronics will lead to changes in around 50 of Migros' larger supermarket branches. "This refers to the Melectronics sales areas within Migros supermarkets, similar to shop-in-shop formats," said the spokesperson.

In future, Melectronics will only sell a "basic range of electronics items" at these locations. Unlike the independent Melectronics stores, these sales areas within Migros supermarkets will not be for sale.

Migros gives up Nutri-Score and food delivery service

In addition to the redundancies, Migros Supermarkt AG is implementing various other cost-cutting measures. One of these concerns the voluntary Nutri-Score food label. Migros wants to gradually remove the Nutri-Score from its products.

The reason given by the company is that the label brings too little and costs too much. "Experience since its introduction three years ago has shown that the benefits are too small in relation to the high costs," the press release states. However, Migros does not want to put a figure on the current costs of the label. "What we can say is that the costs for the phase-out are significantly lower than the further conversion and any future adjustments to all products," said a spokeswoman.

The Nutri-Score is a food labeling system used in various European countries that uses a color and letter system to compare foods in the same category in terms of their balance. The federal government supports the initiative, which was developed by the French Ministry of Health.

Migros has also announced that it will discontinue its Foodnow food delivery service at the end of May. The delivery service, which was launched in 2020, is comparable to services such as Eat.ch or Uber Eats and delivers food from restaurants to customers. "Despite around 600 restaurant partners, considerable growth in orders and the expansion of the delivery area, it was unfortunately not possible to achieve the business targets", Migros explains the decision to discontinue Foodnow.

Freshness boss leaves

There will also be a departure from the management team at Migros Supermarkt AG. Sandra Stöckli, who has been in charge of the Fresh Food Directorate since last summer and acted as deputy to Migros Supermarkets boss Peter Diethelm, is handing over the reins at the end of June.

She will then leave the company completely at the end of August. According to the press release, there are no plans for a successor to head the Fresh Produce Directorate. Instead, the Food and Fresh Produce Directorates will be merged into a single Directorate. Miriam Richter, who has been responsible for Food & Procurement Management since March, will head the combined directorate in future. (SDA)

For Lateltin's two beverage brands, Jsotta and Ginuin, the Bern-based agency has implemented a new image including communication measures.

Jsotta is made exclusively from Swiss wines and hand-picked Swiss herbs. The recipe for success for the Vermouth and its various product alternatives is "innovative strength, quality and a feel for trends". In keeping with this, a fresh, modern branding was developed to present the brand accordingly.

Ginuine stands for genuine, honest gin from Switzerland and was launched a few years ago by Lateltin. The range is complemented by the non-alcoholic version G'nuine Zero. In keeping with this contemporary drink, Bold has also created a brand identity that aptly showcases the unadulterated character of G'nuine Zero.

In the campaigns for Jsotta and G'nuine Zero, Bold relies on a diverse communication strategy to anchor the brands in the minds of consumers with fresh looks. The looks are intended to reflect both Lateltin's tradition and innovative strength. The key visuals and commercials for both drinks can be seen on a wide range of posters, DOOH, print and online media from May.

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Responsible at Lateltin: Michaela Berger (Brand Manager). Responsible agency & production: Bold, Studio Canapé (Oliver Schmocker). Foodstylist: Nom-nom food studio.

The International SOS Foundation sees itself as an ambassador for the topic of duty of care. It was founded in 2011 to improve the safety, health and well-being of people traveling or working abroad for work-related reasons. The foundation has now published a white paper in collaboration with the Lausanne law firm r&associés avocats. The white paper in English summarizes the basic parts of the guideline published by the International Organization for Standardization in 2021. "ISO 31030:2021 Travel risk management. Guidance for organizations" together. It presents a systematic approach to travel risk management and makes recommendations with regard to the implementation of the ISO 31030 guideline so that Swiss companies can more easily fulfill their duty of care.

Possibility of an international benchmark

"To ensure effective travel risk management in compliance with the duty of care, a systematic approach is essential. This includes the development, implementation, assessment and review of an integrated and tailored travel risk management system that is aligned with the ISO 31030 guideline," says the current Co-President of the Association of Swiss Travel Management, Dominic Short. "The new guide, which we have developed together with the International SOS Foundation, provides Swiss companies with such an approach and lists measures with which they can meet the requirements of the ISO 31030 guideline," Short continues.

"The ISO 31030 guideline finally offers companies the possibility of an international benchmark and a step-by-step guide to the points that companies should consider for comprehensive travel risk management," adds Wolfgang Hofmann, Regional Security Manager at International SOS.

Goal: Development of a global standard for travel risk management

The travel risk management sector has evolved considerably in recent years, primarily due to complex health and safety incidents. These developments have increased the need for regulatory adjustments and a clear response. To address this need, the International Organization for Standardization has published the ISO 31030 guidelines. The aim is to create a global standard that applies to companies and organizations regardless of their industry or size. The standard is intended to contribute to the comprehensive protection of employees' health and safety. At the same time, it aims to minimize operational, legal and reputational risks associated with work-related activities when business travelers are away from their usual workplace.

International SOS is making the new white paper available for companies to download free of charge at
ISO 31030:2021 Travel Risk Management | Ensuring compliance for Swiss organizations

Source: www.internationalsosfoundation.org

This article originally appeared on m-q.ch - https://www.m-q.ch/de/whitepaper-zur-travel-risk-management-richtlinie-iso-31030-veroeffentlicht/

A hotel's website and brand image are usually the first and decisive point of contact for new guests. This is also the case for the Chesa RosatschFor decades now, this traditional business has been a feature of the Engadin community of Celerina and attracts many locals as well as international guests - thanks to three restaurants and a bar.

With a brand refresh, Allink brought the brand image up to date and geared it towards a younger audience. The focus topic "indulgence" set the strategic direction for the brand: from the specially created categorization as a "pleasure hotel" to the opulent imagery. Seasonal drone shots invite visitors to the website to immerse themselves in the world of Chesa Rosatsch, while carefully arranged still-life shots put the culinary delights in the right light. Chesa Rosatsch's own products - from spirits such as Brotbrösmeli vodka to chili sauce - have also been given a new packaging design that is in keeping with the overall appearance.

The topic of indulgence also comes into play in online marketing in the form of content about Chesa Rosatsch. The long-standing collaborations with small local businesses are given a stage as "Alpine Food Stories" and are intended to whet the appetite for a visit to Celerina. The new brand design is rounded off by modernized logos for the hotel and restaurants as well as simple but unique typography with a specially created corporate font.

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Responsible at Chesa RosatschMichael Stutz (owner of Gastgeber 3.0 AG, operating company), Fanny Eisl (marketing), Rahel Meyer (hotelier & host). Responsible at AllinkDavid Zangger (Creative Director, Partner), Fabian Schiltknecht (Managing Director), Davide Rossetto (Design Director), Marc Wöltinger (Strategy & Content Director), Simon Zangger (Photo & Film Director), Yuma Greco (Photographer), Lena Nyfeler (Photography Apprentice), Alban Bochsler (Technical Director), Nicolai Spicher (Senior Digital Designer), Nora Pfund (Online Marketing Manager), Johanna Senn (Copywriter), Florin Schweizer (Trainee Content & Online Marketing).

The Digital Trust Label (DTL) was launched in January 2022to promote trust and transparency in digital services. Building on this, the list of criteria has now been expanded to better incorporate AI. This was done in a comprehensive and collaborative process with partners and the Digital Trust Expert Group. "Similar to an organic label or a nutritional value table, the Digital Trust Label acts as a seal of trust for the digital world," explains Doris Leuthard, President of the SDI Foundation Board. "With this updated set of criteria, the DTL is now AI-ready and closes the current gap between the increasing demand for AI and evolving regulation. The DTL enables companies to advance the use of AI in a trustworthy manner."

Verifiable catalog of criteria

The updated set of criteria serves not only as a basis for DTL certifications, but also as guidance for organizations that want to harness the potential of AI in a responsible and trustworthy manner while protecting the end users of AI-powered digital services. As AI continues to evolve, the SDI will also publish further guidance. This expansion will make the DTL an important tool for digital service providers to maintain and build user trust, especially when using generative AI (GenAI). In the face of increasing regulations around the world and the proliferation of principles, the DTL remains unique in that it operationalizes abstract values and principles in a verifiable set of criteria. As regulations and standards catch up, the DTL offers a solution that already increases transparency for end users of digital services.

If you want to benefit from AI, you have to be trustworthy

Since its foundation in 2020, the SDI has been working on the topic of digital trust, a topic that is becoming even more important with AI. The question of
Trustworthiness of AI systems and the integrity of data inputs and outputs slows down acceptance and fuels mistrust among users and companies alike. Building on the proven DTL criteria catalog, the additional criteria specifically address the trust issues raised by AI and GenAI. Along the existing DTL dimensions - security, privacy, reliability and fair user interaction - the AI-specific criteria mention, for example, information and transparency obligations towards end users, risk management procedures, address biases in algorithmic systems and ethical considerations regarding training data.

A practical and pragmatic solution in a time of uncertainty

Since the Swiss Digital Initiative was founded, the non-profit foundation based in Geneva has been working on putting ethical principles into practice and bringing together experts, practitioners and providers of digital services in a collaborative process. The Digital Trust Label puts the end user of digital services at the center and provides digital service providers with a tool to clearly communicate their adherence to trustworthy practices. Organizations that have already received the DTL for a digital service include Cisco, Credit Exchange, Julius Baer, Kudelski IoT, OneLog, PeopleWeek, Swisscom, Swiss Post, Swiss Re, Tresorit, UNICEF and Wefox. The DTL can also be licensed as a functioning audit system, which is an interesting option for companies that want to certify the trustworthiness of digital services.

Source and further information: Swiss Digital Initiative

This article originally appeared on m-q.ch - https://www.m-q.ch/de/digital-trust-label-nun-auch-fuer-vertrauenswuerdige-ki/

The future of quality assurance lies in digitalization. The use of AI automates complex processes, which leads to an increase in the quality of products and services. These developments are particularly important in industry in order to optimize internal processes and ensure customer satisfaction in the long term.

Precise forecasts thanks to AI support

AI technologies enable precise predictions by analyzing large amounts of data and detecting errors at an early stage. This helps companies to continuously improve their quality standards. In quality assurance, AI contributes to error prevention and recognizes patterns that can be used to quickly identify defects and predict possible defects in the end product. These data-based forecasts of product and process quality enable companies to move closer to the goal of predictive quality. With the help of computer-aided monitoring of all parameters, it is possible to identify quality defects along the entire supply chain before they actually occur.

Flexibility and scalability with the help of the cloud

Cloud-based data and document management systems (DMS) are characterized by their flexibility and scalability. New partners can easily join the quality processes along the supply chain at any time without any installation effort. The resulting shared data environment links all quality-relevant information in a "single source of truth". This ensures that everyone involved throughout the company is always working with the latest version. A smart roles and rights system ensures that only authorized persons have access to sensitive data. Regulated communication and a transparent exchange of information are the basis for companies to continuously improve their quality management by using intelligent systems such as Computer-Aided Quality (CAQ) or Predictive Quality.

Usability as a success factor for quality assurance

Companies are increasingly relying on mobile devices and virtual or augmented reality technologies to optimize workflows in quality management. Deviations can be recorded directly on the store floor using a mobile device or VR/AR device and provided with additional information. An AI assistant in the 8D problem-solving method helps, for example, to take appropriate immediate and preventive measures or to put together the optimal team for troubleshooting. The necessary measures are automatically assigned and implemented via digital workflows in the DMS.

Optimize quality processes with low-code

Low-code and no-code functions enable specialist departments to adapt and optimize business processes and input masks independently. A graphical BPMN 2.0 editor (Business Process Modeling Notation) and a form designer enable employees to react independently to new requirements without programming knowledge and solve them without delay.

"Many companies already have several highly specialized software products in use for different areas of quality management. However, these isolated solutions can rarely be linked. This sometimes results in media disruptions and blind spots in the view of quality," explains Andreas Dangl, Managing Director of Fabasoft Approve. "With our fully-fledged data and document management system, we design quality management end-to-end along the entire value chain. Thanks to our native cloud technology, existing IT infrastructure can be easily connected via standard interfaces. The use of AI creates a 360-degree view of quality."

Source and further information: Fabasoft Approve

This article originally appeared on m-q.ch - https://www.m-q.ch/de/wie-ki-und-cloud-die-zukunft-der-qualitaetssicherung-gestalten/

About the company

With a strong focus on smart customer experiences and high design standards, appmotion supports modern companies in developing and optimizing long-term customer relationships through unique digital customer experiences. The remote-first company sees itself as a holistic strategic consultant, implementer and integrator in digital transformation processes. The multi-award-winning and certified company has been part of the German-Swiss MYTY Group since 2022.

W ith roots in Germany for over ten years and now also in Bern, appmotion GmbH acts as a strong partner for companies striving for digital transformation by creating user-centered applications from the strategic product vision to the technical implementation. With over a decade of experience, the team knows why now is precisely the crucial time to invest in digitalization: the generation split between digital natives and digital nomads is now creating a conflict in which companies will only prevail if they also stand out digitally on the market in the future. In order to keep up in the long term, the whole thing needs to be approached strategically with interdisciplinary teams.

Why we need to hurry

The digital transformation is now facing us with a new urgency: Generation Z (born between 1997 and 2012) is demanding digitalization in all sectors. Not only are they part of the first generation of digital natives, they have now joined the ranks of the working population. In the coming years, they will become the population group with the highest purchasing power and will therefore help determine which needs the market will have to meet in the future. As the first generation to grow up and be socialized with digital technologies, they have clear expectations of digital applications: They must be seamless and user-centered. While their parents' generation currently sits on company boards and in strategy departments, they are the ones influencing the direction of the market. appmotion Managing Director Lasse Gruner-Lüders is convinced that "Generation Z is now the driving force behind the digital transformation. Because only high-quality digital applications will actually be used and this will increase conversion rates, brand loyalty and, in the long term, sales. Companies that don't get on board now will lose out in the long term."

Strong partnerships, smart strategies

The solution is obvious: investments in digitalization. But what does that mean? This step requires more than just developers who design an appealing website or app. It requires a strategic approach to ensure that the requirements of the company and its customers are authentically reflected. A digital application is always also a product of the company, and a sustainable product vision is required for digitalization to be implemented successfully.

This requires change on two sides: Companies must recognize that one-off implementations do not work, as digital products need to be constantly developed in order to remain relevant. This is why a long-term partnership with digital studios makes sense. Agencies also need to change. They need to think more in terms of product solutions than campaigns. After all, in order to succeed digitally in the long term, long-term strategies need to be planned and implemented iteratively in order to be able to react flexibly and quickly to the market. This does not work if partnerships between agencies and companies are short-term and project-based. The knowledge required for innovation is lost in the process.

Digital units instead of silo thinking

"Through our projects, we have recognized that sustainable digital product visions work best with interdisciplinary teams and have therefore introduced the digital unit model. Digital units are real powerhouses because they act as powerhouses of innovation to ensure long-term economic success," says Lasse Gruner-Lüders.

The Digital Units pool digital expertise in interdisciplinary teams to develop agile, customer-centric solutions beyond traditional company boundaries. Always with a view to creating sustainable digital products that solve real problems and really add value. And thanks to this close collaboration, they can react quickly to changes and open up new business models and opportunities for customers.

Digital units disprove the assumption that digital products are implemented exclusively by developers and do not play a major role in the overall process. Since customers often fail to recognize this fallacy, it is common for them to work with different service providers and sub-service providers. Strategy, design and development then come from different hands, which often have hardly any points of contact and operate in their silos. This leads to a lengthy and inflexible process, similar to the outdated waterfall model. This is not in keeping with the times, because with a properly thought-out product vision, all trades interlock seamlessly and work iteratively hand in hand. The digital units make it possible to create products that are not only technologically advanced, but also offer an optimal customer experience. And that should always be the goal of a digital product.

Experience, experience, experience!

Not news, but still a relevant appeal that companies need to understand: The user is always at the center. So customer centricity is here to stay. Companies must be able to recognize the needs and wishes of their customers and proactively integrate them into product development. This is the only way to set new standards in the digital landscape. "At a time when products and services are becoming increasingly homogenized, the ability to stand out through a unique user experience is crucial. Companies that ignore this risk losing their relevance," says Lasse Gruner-Lüders.

This is achieved with user experience (UX) design, because design-oriented products are not a luxury, but a necessity. UX design ensures that users have the best possible experience with digital applications, as they are developed to be user-centered, intuitively navigable and visually appealing, while promising high performance with seamless interactions.

Characteristics that are particularly relevant with regard to Generation Z: Many companies still have a blind spot here. There are various reasons for this: The generation is not yet classified as relevant, the connection between the needs of the target group and those of the company is not yet known or there is a lack of identification with it. Yet they already play a key role in the Swiss economy. Around 16% of the population belong to Generation Z and by 2022 around 13% of the working population will belong to Generation Z. This proportion is expected to rise in the coming years. As a growing consumer group, it is strategically relevant to integrate them into the business strategy, especially as they use digital applications the most in their everyday lives.

This is why direct interaction with the target group is necessary in the early stages of developing the product vision and in UX design. This requires the systematic use of data and direct user feedback. This ensures customer loyalty by constantly adapting to changing user needs. This ensures that users return to the application again and again.

Getting even closer to users through synergies

Really good, user-centered digital products are developed through cross-silo collaboration between marketing, business and product development. This is why collaboration with digital communication agencies is essential, as they are close to the target group, know their needs, observe trend developments and establish connections between the brand and the target group.

This interaction is made possible by MYTY Group, to which appmotion has belonged since 2022. The group's international network comprises 13 companies with a total of over 800 experts in areas such as Web3, eCommerce, marketing, creation and more. Over 200 of these employees are based in the Swiss cities of Zurich, Basel, Bern and Aadorf alone.

In Switzerland, appmotions projects are enriched, among other things, by the collaboration with Sir Mary AG, which offers valuable insights into current developments and new trends by analyzing data and target groups and using AI. "Just as good campaigns are based on strong target group insights, good digital products also focus on users and their needs. Interdisciplinary collaboration is absolutely key here. Optimal interaction between communication and product can prove decisive in competition," says Tino Elsener, Strategy Director and Partner at Sir Mary.

This interdisciplinary approach is not only practiced between the two teams, but also extends to MYTY Digital Solutions. It is made up of MYTY Group companies that specialize in the seamless and sustainable implementation of digital transformation. As this model is running successfully and thus ensuring strategic growth through digitalization, appmotion has also positioned itself as a technological partner in Switzerland since 2024.

"Only high-quality digital applications will be used."

"Digital units disprove the assumption that digital products are implemented exclusively by developers."

"Generation Z already plays an important role for the economy in Switzerland."

The Eraneos Group is an international management and technology consulting group that offers services in the field of digitalization and transformation, from strategy development to implementation. It emerged from the merger of Ginkgo Management Consulting, Quint Group and AWK Group announced in 2021. DCP was added in 2022 and SMP and Convalid have also been part of the group since 2023. The group serves clients on three continents and has 1075 employees.

Supporting growth

Stefan Tijsinger will now be the Group's new CFO. He has many years of experience in the areas of finance, IT and digitalization and brings extensive expertise in controlling, accounting, risk & compliance, treasury and M&A. Oliver Vaterlaus, CEO of the Eraneos Group, says of the new addition: "Eraneos is continuing to grow and collaboration between the various national companies is constantly increasing. Stefan Tijsinger's profile is an excellent fit for Eraneos and our strategic direction. Not only does he have extensive experience as CFO, he also has in-depth knowledge of how to manage an international consulting group in such a way as to maximize client benefit. I am convinced that he will be a valuable addition to our team."

Many years of experience in the consulting industry

Stefan Tijsinger succeeds Uwe Schiller, who joined Eraneos in January 2022 and has since built up an international finance organization for the company. Schiller will support Stefan Tijsinger during a transition phase and will leave Eraneos at his own request on September 30, 2024.

Stefan Tijsinger - who has always worked in the consulting industry - most recently worked at Xebia, where he held the role of Group CFO. He joined the company in 2016 as CFO of Xebia Consultancy Services. Among other things, he was responsible for setting up a global finance organization, strategic financial plans, M&A activities, investor relations as well as legal and risk & compliance.

Source and further information

This article originally appeared on m-q.ch - https://www.m-q.ch/de/eraneos-group-ernennt-stefan-tijsinger-zum-cfo/

The Grisons vacation region of Flims Laax Falera is changing its brand identity after almost 20 years. While the destination in the Surselva region previously operated under the two brands "Flims" and "Laax", it is now only called "Flims Laax".

"The two brands are thus following the perception that guests have long taken for granted: Flims Laax is one destination," the tourism organization of the three vacation villages announced on Monday. Together, the two brands are stronger than each on its own. With the one-brand strategy, the vacation region wants to position itself as a year-round destination. The new destination brand should not only have a touristic effect, but also establish the region as an attractive and modern place to live and work.

Return to single-brand strategy

However, the tourism organization is not reinventing the wheel with its single-brand strategy. Until 2005, the vacation region operated under the "Alpenarena" brand. However, marketing studies showed that the name could neither be positioned as a brand nor sufficiently publicized.

It also became apparent at the time that the guests in summer were not the same as those in winter. As a result, the region switched to two brands. The winter offer was positioned under the "Laax" brand. "Flims" became the collective name for vacations and leisure in summer. (sda)