Not only sales employees, but also managers develop thought and behavioral routines in the course of their professional biography. These are very useful in everyday working life, as they enable quick decisions and actions.

Questioning habitual patterns of thought and behavior

However, the situation is different if the general conditions in the market or company change fundamentally - for example due to

• the advancing digitalization or
• of the numerous new opportunities that AI offers for market cultivation.

Or if, as is currently the case, the (economic) policy of the Trump government and the tariff increases it has announced radically change the (economic) policy framework conditions overnight - at least it feels that way.

Then the habits of thought and action that often guaranteed success in the past often become a stumbling block that prevents decision-makers from doing so,

• analyze the changed actual situation in the required depth and
• to develop new strategies for action on this basis.

Reflect on the current situation and existing routines

As a top decision-maker in sales, it is then often advisable to reflect on your own thought and behavior routines with a neutral person, in addition to the changed actual situation, in order to

• to break the habitual stimulus-response and action patterns and
• to find new solutions to problems that are appropriate to the changed market situation.

As a rule, this "neutral person" should not belong to the same organization as the sales manager, for example, because: Not only individuals, but also organizations develop thought routines that lead to a certain way of analysing, evaluating and solving problems and reacting to challenges. What's more, especially in times of crisis and market upheaval, managers not only have a decision-making role but also a leadership role. This means that they have to provide their insecure employees with support and orientation. To do this, they need a well-thought-out roadmap with new impulses on how the company can react to the changed current situation and continue to achieve the required or targeted sales and earnings in the future - also in order to radiate the confidence and composure expected of them when dealing with employees.

Identify and evaluate the options for action

This is why, especially in times of crisis and market upheaval, sales managers often consult with a business coach with sales and leadership experience in order to

• to draw up a (provisional) roadmap for their employee dialog as soon as possible,
• review and validate their existing ideas on how to proceed and/or
• to discover alternatives and new paths,

because: Experienced sales managers know that experience is a two-sided coin and are aware of the danger of operational blindness and panic reactions to unforeseen events or events whose consequences are (initially) underestimated.

Achieving self-awareness and sovereignty through questions

Socrates already knew that questions lead to self-knowledge, and this is the basis for healthy self-awareness. This self-awareness in turn supports self-confidence, which leads to sovereignty. Accordingly, a (sales business) coach does not train. Rather, he asks a lot of questions and thus becomes an accelerator of insights and decisions that lead to tailor-made solutions to problems or strategies for action for the current situation.

The starting point here is always the current tasks and challenges facing the coachee, i.e. the person being coached, in their company. The options for action and possible solutions to problems are determined pragmatically through dialog, with the coach using his field and sales experience to guide the discourse in a target-oriented direction by asking questions. However, the following applies: the business coach does not decide anything; he only provides insights and decisions.

A sales business coach must therefore have a high level of consulting and coaching method competence in addition to their field and practical experience. They should also be able to change perspectives and roles; in other words, they should be able to slip into the role of boss, employee, customer and, of course, consultant if necessary, so that the proposed solutions to problems are examined from different perspectives and are ultimately well thought out and viable.

As a general rule, the coachee and their concerns are the focus of the coaching process. This also means that the coach can and should sometimes discuss issues with the coachee in a controversial or polarizing manner in order to achieve greater clarity. However, the coach must not be piqued if the coachee

• sticks to his opinion and
• does not accept or implement what he considers to be his "valuable tips and advice",

because: The coachee is and remains the decision-maker who bears the responsibility; the coach is primarily a catalyst.

Pull the coachee out of the problem trance if necessary

In the coaching process, it is not so much what a coach says that matters; what is decisive is what he or she achieves with the coachee. This is why experienced sales business coaches sometimes resort to so-called paradoxical interventions in justified individual cases,

• to provoke contradiction and
• to break through habitual stimulus-response patterns or patterns of thought and action.

For example, if the coachee is clearly in a problem trance and only sees everything in black, which is why they refuse to seriously think about new, alternative options for action that could possibly lead to a solution to the problem.

However, the overriding goal of the sales business coach is to overcome existing emotional barriers in the coachee and thus clear the way for effective and goal-oriented further work.  

Sales business coaching: individually or in a team?

Such business coaching sessions usually take place as individual coaching. However, they can also be carried out as team coaching (up to around four people) - either

• "sorted", i.e. only with managers in sales, or
• interdisciplinary, so that the team also includes, for example, managers from other areas who are involved in service provision and market processing.

However, it can also be interesting and helpful, especially in the case of such "black swans" - i.e. events that cannot be predicted or can only be predicted to a very limited extent - such as the Trump administration's tariff decisions (or, more recently, the coronavirus pandemic or the war in Ukraine), to put together small groups in a controlled manner with representatives from different, non-competing companies so that more perspectives can be incorporated into the problem analysis and development of viable solutions.

 

To the author:
Peter Schreiber is the owner of the B2B sales consultancy PETER SCHREIBER & PARTNER in Ilsfeld. With his team of experienced sales managers and former purchasing managers, the management consultant and business coach supports companies in the (further) development of their sales strategy and its implementation. More information: www.schreiber-training.de.

 

Be reflective and don't panic!

The current economic situation, which has changed radically as a result of the Trump administration's tariff decisions (once again, as so often in recent years), demands clever decisions and forward-looking strategies from top decision-makers in companies more than ever. But when do they consciously take the time to take a fresh look at their company and their sales department, detached from day-to-day business? Especially in such tense situations, which (at least at first glance) often require very quick countermeasures, rather rarely!

Such a "time-out" would be important for entrepreneurs, managing directors, managers and sales managers to break out of familiar routines, develop new perspectives and shape strategies with foresight, because: Real change does not come about between meetings and emails, but through targeted reflection in an inspiring environment.

A business coaching session - preferably away from the daily office routine and in a relaxed atmosphere - with an experienced (sales) business coach can be the ideal setting to ...

• ... to gain clarity: Analyze your current (sales) strategy without distraction. Recognize strengths, identify bottlenecks and create a sound basis for sustainable success.
• ... to receive new impulses: Discover innovative approaches as well as unused opportunities and potential that will make your sales more efficient, customer-oriented and future-proof, for example. Develop practical ideas that can be implemented immediately.
• ... to develop individual solutions: Develop customized strategies with an experienced (sales) business coach - precisely tailored to your company, your industry and your challenges.
• ... to develop foresight instead of actionism: Rely on sustainable measures that outlast short-term constellations and trends in order to position your company successfully in the (changing) market in the long term instead of falling back into the usual stimulus-response patterns.

Treat yourself to this kind of time-out from your day-to-day business, which creates the necessary framework for in-depth reflection and a new strategic direction so that you can then

• return to your day-to-day business with a viable roadmap for adequate (re-)action in the changed market situation and
• radiate the confidence, (inner) calm and composure in dialog with your employees, while at the same time showing the determination that they expect from you as their supervisor or leader.

Only then will your organization and your team develop the necessary energy for change that you need to master the current situation and future challenges.

The Board of Directors of Valiant has appointed Kathrin Wehrli as Head of Corporate and Institutional Clients and as a member of the Executive Board. After completing her Master's degree in economics and business administration at the University of Lausanne, Kathrin Wehrli began her professional career in management consulting. She managed various projects for financial service providers in Switzerland and abroad. From 2010, the experienced banker held various management positions at several major banks and was a member of the Executive Board at one of them. She has extensive experience in private and corporate client business as well as in asset management. Among other things, she has focused on the strategic development of the corporate client segment, the digitalization of banking products and investment advice. Kathrin Wehrli currently holds a management position at UBS for the integration of Global Wealth Management. Kathrin Wehrli is 44 years old and lives in Zurich. She has three children and is a sports enthusiast.

Marc Praxmarer takes over the management of B2B

Marc Praxmarer is stepping down after almost ten successful years as Head of Division and member of the Executive Board. Under his leadership, the Corporate and Institutional Clients division has continued to develop in a forward-looking manner. Marc Praxmarer will continue to work for Valiant and take on a new role. From September 1, 2025, he will contribute his many years of sales experience as Head of B2B to the implementation of the "Valiant 2029" strategy. Until then, Marc Praxmarer will remain a member of the Executive Board and will be fully responsible for managing the Corporate and Institutional Clients division.

Source: Valiant

Swiss companies are making slow progress in the introduction of AI compared to other countries, according to the international zero-equity open innovation platform Kickstart. "AI services such as ChatGPT are making progress, but there is often a lack of company-specific solutions based on self-trained models and proprietary data," explains co-founder and CEO Katka Letzing. According to a ETH survey among 200 Swiss technology companies, only one in ten companies is using or piloting AI. The study found that the lack of access to AI expertise is currently the biggest obstacle for the Swiss technology sector. Companies and start-ups alike can benefit from the new Kickstart program, the application phase of which has just started. During this year's nine-week programme in Zurich, selected start-ups from five sectors will meet leading companies, organizations and institutions and work together on new ideas and technologies as well as creative business approaches to strengthen their innovative power and open up new growth opportunities. Last year, 95 percent of the start-ups had already integrated AI into their solutions. The program's partner companies include AXA, Coop, Swisscom, la Mobilière, MSD, PostFinance, Romande Energie, Sanitas, Die Stadt Zürich, Innovaud and others.

Successfully implemented entrepreneurial ideas

Kickstart has supported more than 490 start-ups and intrapreneurship teams since 2015 and facilitated over 340 deals and proof-of-concepts as well as other commercial deals. Former participants such as Planted, Neustark and KernTec have turned their ideas into successful companies that now occupy leading positions in their markets. Planted is in the process of revolutionizing the market for plant-based meat alternatives, while Neustark is making a significant contribution with its CO₂-The company is making an active contribution to climate protection with its concrete binding solution and KernTec is transforming fruit pits as waste products into sustainable raw materials. In total, all Kickstart alumni have generated over 2.8 billion Swiss francs in capital and successfully scaled their products.

Kickstart program partners are currently actively testing AI solutions

According to a recent evaluation of last year's Kickstart program, AI applications were the focus of solutions at 95 % of the 41 participating start-ups and were increasingly in demand for business by the participating companies. One example are the start-ups "hypt" and "Multimodal"which has concluded several agreements with leading Swiss companies for its data-based solutions, including la Mobilière, Swisscom, PostFinance and Sanitas.

The Kickstart program covers five subject areas: Health & Wellbeing, Finance & Insurance (including Cybersecurity), Food & Retail, New Work & Learning and Smart Cities. In addition to the Open Innovation program, Kickstart also runs the Mission 2030 project, which deals with specific initiatives to support long-term sustainability goals such as AI implementations for impact, circular economy, inclusion and other topics.

The application phase started on April 3, 2025 and invites ambitious start-ups and companies committed to innovation to apply and join the Kickstart innovation ecosystem.

Here it goes to the Application link and further information on the Kickstart partnership

The company neotares was founded in Germany in 2015. It offers holistic solutions for modern, future-oriented working environments. The range of services extends from change and project management, communication consulting to architectural concepts - always with a focus on a working environment that harmonizes culture, technology, flexibility and the needs of employees.

Katharina Sidler (36) will take over the management of the newly founded Swiss branch as Managing Director. The real estate economist has over 15 years of international experience in real estate management, project development and real estate marketing. Her previous positions include well-known companies such as Zalando SE, Drees & Sommer Switzerland and, most recently, CBRE Switzerland. In her new role, she will be responsible for the establishment and further development of the neotares brand in Switzerland. The management of neotares Consult Swiss AG will be supplemented by Norman Kustos, founder and Chairman of the Board of Directors of neotares, and Daniel Dickel, Member of the Board of Directors.

The move to Zurich not only expands the company's geographical reach, but also strengthens its position as a thought leader and driving force for the design of innovative working environments throughout the German-speaking world.

Source and further information: neotares Consult

 

5 questions for Katharina Sidler on the future of the world of work

Why is workplace design such a key factor for business success?

Katharina Sidler: A working environment is much more than just a physical structure - it is a strategic tool. The design of offices has a direct impact on the well-being, motivation and efficiency of employees. I still remember my own experiences in dark, poorly ventilated and unstructured rooms - they felt oppressive, made collaboration difficult and had a negative impact on performance. In contrast, I see time and again the positive impact of bright, well thought-out and ergonomically designed working environments: they promote innovation, communication and team spirit.

How do you see the future of office work?

The office of the future will change radically. It will increasingly become a place of identification, social interaction and innovation. Hybrid working models demand flexible spatial structures that enable both concentrated individual work and creative exchange. At the same time, digital tools are becoming increasingly important - smart buildings, networked workplaces and AI-supported workplace optimization are decisive factors for an efficient and employee-friendly environment. Office spaces will continue to evolve and function more as central meeting places that actively promote corporate culture.

What challenges do you currently see for companies and real estate owners?

Companies are faced with the task of using their space strategically in order to maximize both economic efficiency and employee satisfaction. At the same time, owners are faced with the challenge of adapting their properties to the rapidly changing requirements of the working world. Digitalization opens up immense opportunities here - intelligent booking systems, smart workplace solutions and data-supported space utilization can help to make office space efficient and future-proof. Those who ignore these developments will lose competitiveness in the long term.

To what extent does sustainability play a role in the development of sustainable office space?

Sustainability is an essential component of modern workplace design and goes far beyond pure energy efficiency. It is about resource-conserving building materials, intelligent building technologies and, above all, long-term flexible use. Companies need working environments that can be adapted to changing needs through modular room concepts and adaptive structures. At the same time, we have a responsibility to create healthy and productive working environments that focus on people. Sustainable real estate is therefore not only ecologically sound, but also economically efficient and future-proof.

You have experienced many different working environments in your career. What insights have you gained from this?

The direct exchange with companies from different sectors has shown me that there is no one perfect solution. Rather, it is about developing office concepts that are tailored to the specific needs and working methods of companies. Successful working environments create a balance between functionality, well-being and corporate identity. In practice, this means that companies need workspaces that promote collaboration but also offer places of retreat for concentrated work. When these elements are integrated in a targeted manner, working environments are created that not only generate economic added value, but also have a lasting impact on the corporate culture.

 

The Wirtschaftsforum Südostschweiz has been the central meeting place for decision-makers from south-eastern Switzerland for over a quarter of a century. Every year, several hundred guests come together to discuss current opportunities and challenges for the region. Top-class speakers and unique networking opportunities transform the event into the most important meeting place for business, politics and science in south-eastern Switzerland.

The 27th Southeastern Switzerland Economic Forum will take place on August 26, 2025 in the Stadthalle Chur under the motto "Shaping the future - Southeastern Switzerland as a model region". Renowned representatives from politics, business and science will talk about how pioneering innovations and modern technologies can shape the future of south-eastern Switzerland.

EMS boss in conversation

After the welcome address by moderator Mona Vetsch, Graubünden economist Rudolf Minsch gives an up-to-date outlook on the economic situation. The chief economist of economiesuisse will focus in particular on the impact of global developments on south-eastern Switzerland. The well-known Graubünden entrepreneur and politician Magdalena Martullo-Blocher will then speak about economic and political opportunities and challenges for the region. She is the majority shareholder and delegate of the Board of Directors of the EMS Group. Headquartered in Domat/Ems, the company is the largest private employer in the canton of Graubünden. She is also a member of the National Council for the canton of Graubünden and Vice President of the SVP Switzerland.

Jan "Smüde" Edelbauer from Graubünden has developed a high-proof innovation from south-eastern Switzerland together with his colleague Marco Egli. They produce Bündner Minze themselves and work with restaurants and retailers to establish the liqueur throughout Switzerland. Jan Edelbauer gives an insight into how they made the leap from the garage to the restaurant trade.

AI hub and tourist destination

After the refreshment break, neuroscientist and AI expert Pascal Kaufmann will demonstrate the potential of artificial intelligence for the economic region. Kaufmann has founded several technology companies such as Alpine AI and Lab42 and now wants to turn Davos into a research center for "politically neutral" artificial intelligence.
On the panel, hotelier Andreas Züllig and event organizer Luana Bergmanin discuss the current opportunities and challenges in tourism. The host of the Hotel Schweizerhof and the OC President of the 2025 Biathlon World Championships talk about how tourism destinations such as Lenzerheide can be developed sustainably.

At the end of the event, successful authors Mikael Krogerus & Roman Tschäppeler take to the stage. In their entertaining and informative talk, they explain in a few strokes on the blackboard why we find it so difficult to make decisions and what we can do to make them anyway.

Culinary surprises

The Business Forum South Eastern Switzerland once again offers attractive opportunities for guests to network and exchange ideas. Participants will be treated to culinary delights during the refreshment break and at the concluding networking aperitif.

The Wirtschaftsforum Südostschweiz is supported by numerous partners and organizations. The main partners are GKB, ÖKK and Domenig. Knowledge partners are the University of Applied Sciences Graubünden, the ibW Höhere Fachschule Südostschweiz and the University of Liechtenstein. The organizers are expecting several hundred guests at this year's Southeastern Switzerland Business Forum.

Source and further information: www.wifo-suedostschweiz.ch

The software company the i-engineers from Zurich has been awarded the contract for the "Mein-Krankenhaus.Digital" (MK.D) project by Klinik IT eG (KIG) as part of a tender. The independent software company has been developing innovative solutions for the healthcare sector since 2002. The core product, the health-engine^®is a proven and versatile interoperability platform for digitizing processes in hospitals, clinics and other healthcare organizations.

The aim of the project that has now been won is to improve patient care in Germany by setting up a patient portal with a shared database on an interoperable, centrally operated platform. The patient portal will support digital processes for the admission, treatment, discharge and transfer of patients, provided they agree to this.

Solution already in use in Switzerland

Through the KIG, 20 hospital operators throughout Germany with a total of around 40 hospitals and clinics and a capacity of 8,500 beds are involved in the project. The number of participating facilities corresponds to a good 15 percent of all hospitals in Switzerland. They are all to be connected to the system efficiently and without additional hardware by the end of the year using a standardized procedure. In Switzerland, hospitals such as Basel University Hospital and Baselland Cantonal Hospital are already using the i-engineers patient portal.

Tangible relief for patients and clinics

The new patient portal makes things noticeably easier for patients: they can book appointments online, fill out referral forms and questionnaires digitally and release findings to the participating healthcare facilities. This shortens waiting times, avoids duplicate examinations and improves medical care. There are also advantages for the hospital facilities: they benefit from a reduction in the workload and acceleration of administrative processes, as manual work steps can be reduced or automated. Communication costs can also be reduced as information can be shared more quickly and efficiently. This ensures a smoother workflow in everyday clinical practice and a higher quality of treatment.

Exchange of health data across almost 150 clinics

The interoperability of the MK.D patient portal not only enables the technical connection of IT systems and services of a connected hospital via standardized integration components (gateways), but also networking with other joint projects. For example, the MK.D portal can and should be linked to the interoperable patient portal "Mein Krankenhaus Bayern" (MK.B), which is currently being implemented in 110 Bavarian hospitals - also coordinated by the KIG. Once both projects have been completed, patients will be able to benefit from a much simpler exchange of health data across almost 150 facilities throughout Germany, according to the statement.

Source and further information: the i-engineers

The job platform Publicjobs.ch specializes in so-called meaningful jobs in Switzerland. It offers jobs in public administration, education, healthcare and social services, electricity companies and transport companies as well as foundations, associations, clubs, churches and state-affiliated companies. According to the company, it has been able to generate an enormous increase in visitors in recent years (over 500% in the last 4 years). 

Meaningfulness before salary and prestige

In the social discourse surrounding working life, meaningfulness and making a contribution to society are often cited as relevant decision criteria for the choice of workplace/job. Younger employees and career starters in particular prefer such a field of activity and are prepared to sacrifice salary and/or prestige for it. It is interesting to ask whether the popularity of the job profile and its social relevance also play a role. There are big differences here and it is often the less visible jobs that make an important contribution to society. With the survey at the "HR Festival Europe" trade fair, Publicjobs wanted to find out whether the importance is related to the popularity and visibility of the job profiles or whether the different profiles are rated equally. The survey is intended to show which professions and fields of activity are the most relevant from the perspective of HR professionals and job seekers. The more than 400 participants then chose a clear favorite from seven job profiles: Midwife was chosen as the winner by a large margin (31%), followed by network electrician (19%) and school psychologist (16%). Other job profiles were social worker, prison officer, road maintenance worker and fundraiser. Occupational profiles/response options were deliberately selected that are not very present in public discourse.

The result: a clear signal from the HR and job world

The voting results show: Midwifery was clearly chosen by the Swiss professional audience (from the field of HR) as the most socially relevant job with 31% of the votes. When asked about the most relevant field of activity, the field of education received a particularly high number of votes (40%). This area has repeatedly been in the spotlight in the recent past due to the many discussions about teacher shortages and a lack of young talent. For the job platform Publicjobs, which as mentioned focuses on meaningful jobs, the result comes as no surprise. "The meaningful element is an important criterion when looking for a job. The field of activity and the contribution that an organization makes to social cohesion are important unique selling points for attracting employees in today's competitive market. The fact that the midwife best symbolizes this makes perfect sense to us," comments Olivier Diserens, Co-CEO of Publicjobs, on the results of the survey.

Source and further information: Publicjobs.ch

Weleda can look back on a very successful financial year 2024: On the one hand, record sales were achieved and, on the other, profitability improved significantly. Both main business segments and all regions worldwide contributed to the dynamic growth: sales in the cosmetics business increased by 8.2 percent to EUR 367.9 million (previous year: EUR 340.1 million), while the pharmaceutical division increased its sales by 8.7 percent to EUR 88.3 million (previous year: EUR 81.2 million). "2024 was the year of renewal for Weleda, and it was also a very strong year for us economically. Our good performance shows that our strategy of growth with responsibility is successful," says Tina Müller, CEO of Weleda AG. "We have taken the appropriate measures to further strengthen our competitiveness and resilience. Our focus on the four growth levers of innovation, premiumization, digitalization and internationalization is exactly right."

Internationalization driven forward - core region D-A-CH recovers significantly

Weleda further expanded its international business last year and achieved double-digit sales growth in major markets such as Asia and the USA, as well as in Eastern Europe, Southern Europe and Benelux. Weleda is also clearly back on course for growth in its core region D-A-CH after some challenging years. In Germany, the largest single market, Weleda achieved a 6.2 percent increase in sales. In Switzerland, sales increased by 7.4 percent. This positive development in the D-A-CH region was also supported by the new web stores in Switzerland and Germany, which successfully went live in spring 2024.

Weleda was also very innovative in 2024. New products such as the rejuvenating facial care Blue Gentian & Edelweiss and the expansion of the rosemary hair care range were important sales drivers in the cosmetics business. In the pharmaceuticals sector, the concentration on a focus range for the application areas of eye, stress & sleep and digestion had a positive effect on business development. Eye preparations made a particular contribution to growth with a 32% increase in sales.

Reduced complexity - increased efficiency

As part of a new organizational structure, which came into force at the beginning of 2024, Weleda introduced the Cosmetics and Pharma business units and thus transferred more entrepreneurial responsibility to their operational areas. In addition, strong central functions have been established and competencies pooled across the company. "The new organizational structure has made us faster, more efficient and more powerful. This benefits our customers worldwide," explains Tina Müller.

Sustainable out of conviction

Despite all the renewal, Weleda remains true to itself, the company writes in its press release. Sustainability continues to form the foundation of the business model, it says. Weleda is committed to protecting biodiversity and preserving healthy soils and is strengthening the circular economy. Last year, Weleda further sharpened its sustainability strategy and defined ambitious goals. The company is aiming to achieve net zero for its Scope 1 and 2 emissions by 2040 and to reduce Scope 3 emissions by 80 percent by that date.

On course for stable growth with innovations

The success story is set to continue. Innovations should pave the way for this. The recently launched multi-generational minLen line is the first of a whole series of new product ranges in the cosmetics business that Weleda will introduce to the market in 2025. With this - as with the new Weleda Cell Longevity facial care - Weleda is moving more towards premium products and expanding its sales channels. Both product lines will be available in perfumeries, according to the announcement.

Weleda also wants to strengthen its innovative power in the pharmaceutical business. The company has put together an interdisciplinary team under the name "Futurum" with the aim of further developing its anthroposophic medicines and underpinning them more strongly with scientific studies or bringing new forms of application to the market for the benefit of patients.

A sustainably successful future with a new brand image

Weleda is also increasingly appealing to younger target groups. The company has modernized its brand image, making it younger and more valuable at the same time, including the logo. The logo is now supplemented by a word mark that clearly emphasizes the company's values and origins: "Natural Science" or "Swiss Natural Science". Weleda products are and remain certified natural products. At the same time, the company uses the findings of its research and development activities to optimize the natural power of medicinal plants in such a way that they achieve the best possible effectiveness when used and strengthen vitality. Weleda will be present everywhere on the market with its new image in the course of the year.

Source and further information

The "Applied Circular Sustainability" program was funded by the Swiss funding agency Innosuisse. The aim of the program was to bring together companies, private individuals and society to initiate innovative, circular projects and work on previously unsolved problems. Among other things, this resulted in two concepts for façade greening in the town of Dietikon, which will be presented at the 2026 Phenomena be exhibited. A project involving Planzer and AMAG dealt with sustainable, automated freight transport in cities. The Swiss mountain sports specialist Mammut, which has set itself the goal of making climbing ropes one hundred percent recyclable, received suggestions for the recycling process. Sportswear manufacturer Odlo and ski manufacturer Stöckli also addressed issues relating to closing the material cycles of their products.

Key hurdles in the circular economy

The program supported 48 teams over four years. "A key component was to bring people together who want to change something together, because the circular economy needs to be solved in an interdisciplinary way," explains Adrian Burri, Head of the ZHAW Institute of Product Development and Production Technologies, who led the Innovation Booster. The lessons learned from the work in the projects have appeared in a publication that contains recommendations for action for companies, politicians and society. It describes various hurdles on the path to a circular economy. "One important hurdle is transformative planning, in which stakeholder involvement plays an important role. You have to take a holistic approach to the circular economy beyond the existing business model and get everyone on board to implement this vision together," says Adrian Burri. For a start-up that is passionate about advancing an idea, this is a matter of course, whereas an established company will have more difficulties. "Creating a circular business model doesn't happen overnight. It may take a pilot project to show exactly what this means and what the changes are," Burri continues. 

Still plenty of room for improvement in Switzerland

The topic of the circular economy is no longer a niche in Switzerland, as Adrian Burri points out. There are now many events, networking platforms and funding for start-ups. Only 6.9 percent of materials in Switzerland are recycled. "There is still room for improvement," says Burri. Regulatory pressure is also less intense in Switzerland than in the EU, for example. The EU Green Deal is forcing companies to think more carefully about which new products to introduce. Adrian Burri comments: "In Switzerland, this pressure or the clear commitment of the federal government and authorities is lacking. But the circular economy is not a hype that will pass. It is here to stay. There is no other way for a sustainable future."

Source and further information: www.zhaw.ch

The bakery, food service and healthcare market supplier Pistor can look back on another successful financial year. 827.1 million Swiss francs in 2024 represents an increase of 3.8% compared to the previous year. At the same time, profit increased to 26.8 million Swiss francs. While inflation had a significant impact on the result in the previous year, Pistor achieved the current growth under its own steam. "With tailor-made offers and committed employees, we ensure that our customers can concentrate fully on their day-to-day business," says CEO Patrick Lobsiger, explaining the company's success.

Investments in distribution centers

Pistor's reliability is particularly appreciated: Patrick Lobsiger: "The basis for our reliable delivery service is the efficient supply chain and our highly automated infrastructure, in which we are continuously investing." Pistor is currently pursuing several infrastructure projects: The newly built distribution center in eastern Switzerland will open in the foreseeable future, the distribution center in Chavornay in western Switzerland will be modernized and new storage, goods handling and distribution areas will be built at the Rothenburg headquarters in the medium term. "We also want to set standards in the digital sector. Our digital shopping center Mercanto is set to become Switzerland's largest B2B platform for food and non-food products," continues the CEO.

Customer segments: Gastronomy grows by 6.7%, bakeries remain stable

In the 2024 financial year, the catering businesses proved to be Pistor's biggest customers in terms of sales. They generated CHF 436 million, which corresponds to an increase of CHF 27.3 million or 6.7% compared to the previous year. This figure includes sales in the Healthcare business segment, i.e. the trade in medical consumables, which is still being established. The core business with bakeries and confectionery reached CHF 391 million or CHF 47% of total sales - an increase of CHF 3.3 million. Pistor CEO Patrick Lobsiger is delighted: "We are proud that our owner segment has developed so robustly. We will continue to do everything we can to be the best partner for bakeries and confectioners in the future."

Source and further information

A total of 753 qualitative interviews were conducted with start-ups from all over Switzerland for the study on the Swiss start-up market. The overview of the development of company start-ups in Switzerland in the first quarter of 2025 also shows that the topic of "founding" continues to play an important role. According to the IFJ Institute for Young Entrepreneurs, the number of start-ups reached a new high of 13,983 entries in the commercial register, which corresponds to an increase of 3.9% compared to the previous year. This development underlines the growing interest in self-employment and entrepreneurship in Switzerland. Particularly noteworthy is the high proportion of new business activities, which account for around 70% of new start-ups. A further fifth of start-ups are based on the continuation of existing companies.

Independence as a driver for company founders

The founders' motivation varies, but the survey shows that the desire for more independence and freedom is the most common motivation at 40%. Other important factors are the opportunity for self-realization (31%) and the use of their own skills (28%). These results reflect the fact that personal rather than financial goals are at the forefront for many founders.

Challenges exist above all before the start-up, especially with regard to order acquisition and administrative tasks. After the start-up, the difficulties shift primarily to issues such as marketing and customer acquisition. It is pleasing to note that the pressure of worry is significantly reduced after the start-up.

Growth-oriented start-up scene in Switzerland

The analysis shows that the western and central regions of Switzerland in particular, as well as Zurich and Basel, have seen strong growth in the number of new start-ups. The GmbH legal form remains the most popular, followed by the AG. The diversified industry landscape is dominated by the consulting, craft and real estate sectors, reflecting the versatility of the Swiss start-up scene.

Overall, the Swiss start-up scene will be resilient and growth-oriented in 2025. Thanks to a stable economic foundation, support from public and private institutions and an innovative entrepreneurial spirit, Switzerland will remain an attractive location for start-ups.

Source and further information: IFJ

Only a few Swiss SMEs are still benefiting from AI - because they often lack the necessary expertise or financial resources to get started or develop further. The platform SAIROP (Swiss AI Research Overview Platform) provides companies with insights into Swiss AI research, an overview of services and training opportunities as well as potential partners for the introduction of these new technologies. The clear practical guide "Orientation AI: Challenges and opportunities for Swiss SMEs" uses practical examples to show where Swiss SMEs can use AI and what challenges they need to consider when introducing it. The publication addresses the following topics:

• Practical AI use cases for Swiss SMEs - from automation to predictive maintenance of machines 
• Strategies for successful implementation - from the initial idea to scaling up 
• Challenges and solutions - from data protection and costs to the shortage of skilled workers
• Funding opportunities and further training offers - support for a successful start in AI 

The practical guide was developed by Partners of SAIROP an initiative coordinated by the Swiss Academy of Engineering Sciences SATW and involving numerous other organizations that support the exchange of knowledge and collaboration between Swiss players in the field of artificial intelligence (AI). SAIROP provides a comprehensive overview of the AI ecosystem in Switzerland and is an official partner of the CNAI - the Competence Network for Artificial Intelligencewhich promotes exchange within the Swiss Federal Administration and beyond.

Source: SATW. More information is available here.