How do customers prefer to communicate with companies? What role do chatbots play in customer service? Which brands create enthusiasm? In cooperation with the internationally active service company PIDAS, ZHAW researchers conducted the most comprehensive study to date on the topic of customer service in German-speaking Europe. More than 3,500 consumers and 100 representatives of various companies and industries took part in the survey, according to the study's authors.

Telephone most common - e-mail most popular

The most common channels for contacting a company or public body are still telephone (50%), e-mail (21%) or face-to-face at the point of sale (17%). This is despite the fact that customers surveyed say they prefer email of all possible contact channels. "If this contact channel were placed more prominently, it could definitely add value for customers and help improve the service experience," says study leader Kurt Ackermann of the Institute of Marketing Management at the ZHAW School of Management and Law. "From the companies' point of view, digital media such as live chats, video telephony or messaging services will clearly gain in importance as contact channels in the future." For companies, it is important to communicate the added value of these new channels in a comprehensible way and to deliver on this promise with a pleasant service experience.

Acceptance of digital communication partners

However, many customers are still very skeptical about non-human communication partners. Only 40 percent of respondents can imagine interacting with digital partners such as chatbots or voice robots (of which 7.6 % yes and 31.8 % maybe). Acceptance of this is particularly high when contact is also made via a digital channel and it is about a concern that can be easily resolved. "In terms of robotics in customer service, channels such as email, chat and messenger should be automated first, before offering complex and costly voice portals and voice robots," says Frédéric Monard, CEO of PIDAS. "Robots are not accepted for the most part because they are not yet able to take into account more complex emotional needs."

Fan quota is overestimated

However, it is precisely the emotional component that plays a central role in customer loyalty. Only 21 percent of respondents are enthusiastic about a company or can particularly identify with it. Customers who describe themselves as fans of a company do so primarily because of the customer service (61%), ahead of the products and services (56%). Price, on the other hand, plays a subordinate role (23%). Companies massively overestimate their fan quota in some cases. "Both the companies surveyed and people who do not yet call themselves a fan of a company believe that it is primarily great products and services that turn customers into fans," says study director Kurt Ackermann. "In fact, however, good customer service seems to be the decisive reason why customers become fans."

In Switzerland, Swisscom, Migros and Sunrise have the most fans among those surveyed. In contrast to Germany and Austria, only national companies occupy the top three places in this country. Another indication of the fan rate is the Net Promoter Score (NPS), an index for recommending companies to others. In Switzerland, the banking sector achieves the highest NPS (+43), followed by insurance companies (+34). The energy services industry brings up the rear (+2), probably due to the slow pace of market opening.

Digitization is a matter for the boss

PIDAS CEO Frédéric Monard is convinced that consistent digitization in customer service opens up great opportunities: "Companies that adapt their service model with the right customer focus and make intelligent use of the latest technologies will deliver excellent customer experiences and at the same time create significant efficiency advantages for themselves". For Frédéric Monard, however, this transformation does not come for free: "Sustainable digitization in customer service is demanding, requires leadership, and demands clear priorities that are geared to customer benefits and also address large cost blocks".

For just under 40 percent of the company representatives surveyed, senior management is responsible for driving forward the digital transformation. Nevertheless, responsibility is not clearly defined in one in five of the companies surveyed. Companies see the greatest challenges in reconciling automation and personal customer service, in the compatibility of different technical systems, in the development of corresponding expertise on the part of employees, and in the increasing speed and complexity of developments in this area.

Interested parties can download the study at the PIDAS website order

More dynamic markets with completely new business models are putting pressure on CEOs: They have to make decisions faster, more globally and more data-driven. No CEO can handle this task alone any more - he will involve the CFO even more from now on. Advances in technology are making purely administrative accounting obsolete anyway - creative and strategic thinking is now also required in the finance department. The CFO is becoming the finance CEO. Along the way, the CFO cannot avoid developing four essential skills and abilities. Now it's a matter of continuing education and using technology to one's own advantage. Then not only will the future be open to the CFO, but also the CEO position itself: Just under half (47%) of the CEOs surveyed cited in a KPMG study (1) the CFO as a pretender to the throne.

1. Navigation

Companies today sail in a sea of data - with the CFO as navigator (2): In the future, CFOs and their teams will need to understand data about customers, markets and the competition and be able to put it into a meaningful context with the company's finances. Analytical techniques and predictive modeling will become standard to make better predictions. The CFO must be able to provide real-time insights into company figures as well as strategic proposals - for example in the M&A area - which he develops on the basis of his overview of the figures.

2. Communication

The CFO of the future will be more extroverted. He or she will be more interested in the challenges of other departments and seek exchanges, for example in the form of work experience in marketing or sales. This is not only beneficial for his Career (3) but above all also strengthens its ability, Contexts (4) to recognize. In the future, it will be crucial for him to be able to explain correlations even to "non-financial experts": Instead of showing how a quarter went, the CFO should rather be able to present financial and corporate performance in a meaningful and generally understandable way and present it to internal and external stakeholders.

3. Strategy

Those who gain experience and navigate the sea of data with ease can think critically and globally. Armed in this way, the CFO can more easily understand how fundamental upheavals and changes in the market affect his own business model. He assesses risks and possible effects on the company's finances in order to invest in the right innovations. To do this, he has to take risks - and even if they are calculated, this is traditionally not one of the CFO's favorite challenges. It is therefore all the more important that he can rely on his global overview of all the figures in the company to carry out the risk calculation in a well-founded manner and weigh them up correctly.

4. Leadership

Being open to taking risks is a key to the leadership role - the basis for this is knowledge and experience. So, in addition to their own expertise and the aforementioned data overview, the CFO should acquire extensive knowledge of operational processes, market dynamics, innovation and transformation in the company as a basis for making risky decisions. With this broad foundation, the CFO can sharpen his business acumen and, in a sense, think "with the CEO cap on." He thus finds ways to tap new capital, plans expansions and has the best cards to succeed the CEO when the time comes.

Author

Christoph Kull is Business Manager Sales and Marketing DACH of Workday, a provider of cloud-based solutions in the field of Human Capital Management and Financial Management. He has more than 17 years of experience in the software industry. Prior to his current position at Workday, he spent eight years at SAP as Vice President Database & Technology DACH and in various other sales leadership roles. Prior to that, Mr. Kull founded and led a management consulting firm (alsus).

Sources

(1) KPMG: The view from the top. CEOs see a powerful future for the CFO. Are CFOs ready for the challenge? Online at: https://assets.kpmg.com/content/dam/kpmg/pdf/2015/11/view-from-the-top.pdf

(2) Association of Chartered Certified Accountants: The changing role of the CFO. Online at: http://www.accaglobal.com/content/dam/acca/global/PDF-technical/finance-transformation/pol-afb-croc.pdf

(3) Odgers Berndtson: Developing the CFO of the Future The Changing Role of Finance Executives in Leading Canadian Companies. Online at: http://www.odgersberndtson.com/media/2498/cfo_of_the_future.pdf

(4) Association of Chartered Certified Accountants: Future pathways to finance leadership. Online at: http://www.accaglobal.com/content/dam/acca/global/PDF-technical/other-PDFs/Future-pathways-five-minute-summary.pdf

Permanently on the road, one appointment after the next, operating successfully under time constraints, permanently delivering top performance - salespeople are under a lot of pressure to acquire and sell. How they deal with it more calmly, reveals Oliver Schumacher in his latest book "The anti-stress trainer for distributors". The current edition of the anti-stress series not only deals comprehensively with the topic of "stress in salespeople" in theory, but also provides anti-stress tips that can be applied in everyday life. Concrete examples also make the book very practice-oriented. Stress is part of everyday life in our professional and private lives. However, the situations that trigger stress differ depending on the occupational group. For this reason, in the anti-stress series initiated by Peter Buchenau, leading experts address these specific stress situations. Like Oliver Schumacher, who as an expert on the subject of "Honesty sells" helps salespeople to correctly classify the stressful situations of everyday working life - in short, the pressure of selling - to deal with them better and ultimately to resolve them. Humorous instant tips for more composure in sales.

Oliver Schumacher
The anti-stress trainer for salespeople
71 pages, € 12,99
ISBN 978-3658124762
Springer Gabler Publishing House

Based on feedback from over 15,000 employees surveyed, this year's winners were determined. They are ranked by company size: small companies (20-49 employees), medium companies (50-249 employees) and large companies (250+ employees). On average, 84% of employees at the award-winning employers think "All in all, I can say this is a very good place to work." At the same time, however, employees in Switzerland have decidedly high expectations of their employers.

Employees as a decisive success factor

The best employers in Switzerland are characterized by a trusting and motivating workplace culture. If 84% of employees rate their employer positively and are then also prepared to make a special commitment to it, this is a crucial prerequisite for being successful as a company. According to the study results, respect, cooperation, co-determination and development opportunities within the company are particularly important to Swiss employees. Above all, however, trust in management and colleagues at work is the central factor for a successful workplace culture.

Dr. Athanasios Zikopoulos, General Manager at Mundipharma Medical Company, 1st place in the medium-sized company category, describes this as follows: "The good relationships we have with our employees are just as important to the overall picture as our products and customer relationships. Of course, this also gives us a special perception in the job market as a good employer, which is not only important for our reputation, but also has a positive impact on retention and recruitment. Employees are proud to work for one of the best employers and that their own perception is confirmed externally thanks to the award."

Significant differences between the "best" employers and those not placed

The results show major differences between the best employers and the others. This is particularly true for factors such as recognition, appreciation and employee involvement. 77% of all employees at the best employers feel well informed by their manager, in contrast to only 55% at unranked companies. This difference is even more pronounced with regard to the recognition they receive for their work. Whereas 73% of the employees at the best employers rate this positively, less than half (47%) at the unranked companies do.

Another point is reflected in the perception of fairness with regard to salary and social benefits. Just half of the employees of the unranked companies feel that their employer offers special social benefits. In contrast, 8 out of 10 employees of the best performers rate their companies' benefits as motivating. Among the award-winning employers, 83% consider their job to be relatively secure, compared to just 51% among the others.

"Gender Gap" - Women complain about lack of flexibility and salary fairness

The so-called "gender gap" is evident even among some of the best. Overall, women and men rate their employers similarly, but there are nevertheless striking differences in some areas. Whether women actually earn less than men cannot be assessed via the survey in the Best Employers study. However, employee feedback clearly shows that women are much more critical of their salary prospects than men. On average, even at the best companies, men (71%) are more likely than women (52%) to perceive compensation as fair. In addition, fewer women (75%) than men (85%) find that they have the flexibility to take time off when they feel it is necessary.

The best employers by category

Small companies (20-49 employees)

1st place: Rackspace International GmbH, Zurich
2nd place: CSP AG Schweiz AG, St. Gallen
3rd place: SAS Institute AG, Wallisellen

Medium-sized companies (50-249 employees)

1st place: Mundipharma Medical Company, Basel
2nd place: AbbVie AG, Baar
3rd place: Hotel Schweizerhof Bern AG, Bern

Large companies (250+ employees)

1st place: Google Switzerland GmbH, Zurich
2nd place: Sensirion AG, Stäfa
3rd place: Hilti Aktiengesellschaft, Liechtenstein

Health and social services

1st place: Domicil Bern AG, Bern
2nd place: Waldheim Foundation, Walzenhausen
3rd place: GGZ@work, Zug

You can find the detailed list of winners at www.greatplacetowork.ch

It is somewhat unconventional, the book "Handgepäck für Führungskräfte. Communicating & Solving Conflicts", written by Hans Bleuer and Peter Stadler: It is a "book for cross readers" in the literal sense. Because it is in A4 landscape format. Each double-page spread consists of concise but clearly structured texts and a graphic that visualizes the core statements of a chapter. In this way, the book can be used consistently as a workbook or reference work. The authors decided on this presentation because, according to their experience, rapid learning and sustainable retention of knowledge is possible in this way. "Two prerequisites for being able to immediately use what has been learned in everyday life," they write in the preface.

Since leadership is not possible without communication, this volume forms the first part of the book series "Hand luggage for managers". The other volumes deal with the topics "Leading Employees & Teams", "Leading Departments & Teams", "Procuring & Developing Personnel" and "Leading & Developing Yourself". The books primarily focus on the role of department and team leaders and deliberately maintain a traditional and function-oriented view of day-to-day operations. Thus, no "Rocket Science" and new theories are imparted, but rather known knowledge is placed in the entrepreneurial context.

The practical value is certainly the strength of this volume. The subject area "Communicating & Solving Conflicts" is treated in four parts: "Understanding & Improving Communication", "Leading & Structuring Conversations", "Communicating for & with Groups" and "Recognizing & Managing Conflicts". Within each of these parts, a sub-topic is presented on a double page spread - as mentioned above. The visualizations are kept slim, and the "handwritten" character stands out pleasantly from usual PowerPoint slide batteries. Readers can easily find their way around the chapters and quickly find the information they need. Turning the pages in landscape format may take some getting used to at first, but this settles down with regular use of the book.

Hand luggage for executives" is recommended reading for all those who, for example, are preparing for an examination as part of further training or will soon be entrusted with an executive function. But also "seasoned executives" will find useful knowledge in it to recall it as needed.

Hand Luggage for Managers. Volume 1: Communicating & Resolving Conflicts.
By Hans Bleuer and Peter Stadler
KLV Verlag, ISBN 978-3-85612-443-4, 144 pages.
www.klv.ch

Business failure is no longer the reason to kill a career: In a global survey of 321 chief financial officers (CFOs) by the human resources and organizational consulting firm Korn Ferry, only eight percent said that failing to meet business goals was the most important reason for dismissal. In contrast, 41 percent of respondents said that a falling out with the CEO led to their resignation. And more than half consider such a rift to be the most important reason why the CFO himself throws in the towel.

No. 1 reason for CFOs to resign: falling out with the CEO

"The numbers back up what we've been seeing for years," says Marcus Schneider, senior client partner and CFO staffing specialist at Korn Ferry. "People are hired for their technical skills. And dismissed again due to a lack of personal fit with the corporate culture."

Chief Financial Officers are in most cases the number two in companies and work very closely with their CEO. Accordingly, there is a high degree of mutual dependence. "When hiring a CFO, boards of directors and CEOs should pay particular attention to: Does this candidate fit with me and the corporate culture with his character traits, individual motivational drivers and on a human level? And not just on the basis of professional experience and expertise," says Marcus Schneider. "This realization has led to a significant change in personnel searches in the CFO environment. Away from: Where are there suitable candidates in the first place? Towards: Who are these candidates really? And most importantly, do the candidate fit with the CEO and management team? While a candidate can develop his or her full potential in one environment and culture, it does not succeed in the other. Identifying this 'fit' is one of the most important tasks of an HR consultant today." Hence the Anglo-Saxon credo: "Hire for attitude and train for skills."

A quarter of the CFOs surveyed want to become CEOs

While a large proportion of respondents (one-third) would like to continue their role in a larger organization in each case, one in four CFOs (23 percent) would also dare to take on the role of CEO. "In recent years, we have seen a number of CFO promotions directly to the top of the company," says Marcus Schneider.

"Many of them have now been serving their companies as CEOs for years and have contributed significantly to increasing results. Their financial know-how also helps them a great deal. However, such a step is almost impossible if the respective aspirants have not already arrived in the company culture in their role beforehand and have developed a strong positioning internally. Conversely, this means that a CFO who is tolerated rather than desired because of his or her expertise will presumably not be able to take this step in his or her current organization." This is matched by the fact that only one-third of those surveyed believe they would be considered as a successor to the CEO in their own company.

CFOs consider operational experience important - too few actually do them

Beyond the personal fit, professional experience naturally continues to play an important role: on the way to the CFO role as well as when moving up another level. According to the respondents, the most important building block of experience for becoming a CFO is general management (27 percent), followed directly by strategy/M&A (26 percent). A high affinity for IT is becoming increasingly important, say nine out of ten CFOs. "Digitalization has long since arrived in the finance sector," says Marcus Schneider. "Corporate finance, controlling and classic CFO areas have been increasingly broken down into individual processes in recent years and are thus ideal for targeted automation. In many cases, this has already happened or is in development. Of course, a CFO doesn't need the same knowledge as a programmer or technician, but he must understand the basics in order to continue to align his departments with the future."

Career to CEO: Taking the plunge

When asked about reasons preventing a career as CEO, 24 percent of respondents said they lacked sales/commercial experience, 21 percent lacked a deeper understanding of the industry, and one-fifth lacked sufficient experience in operations. Marcus Schneider says: "Even though people believe that general management is an important building block for becoming a CFO, the reality is often different. CFOs often start their careers in finance - and end up presiding over it. But that is not enough to manage a company in its entirety. That's why I recommend that especially young talents who are still a few steps away from a CFO role deliberately enter the cold water to take on operational responsibility: as sales or production managers, managing directors of national subsidiaries, or by playing an active role in corporate transformation. The sooner they start, the more experience they can build up away from the finance function. And the better equipped they will be once the CEO question comes up."

Source: www.kornferry.com

On May 2, various online media reported on the proposals of Council of States members Karin Keller-Sutter (FDP, SG) and Konrad Graber (CVP, LU). Both aim to amend the Labor Act to give employers more flexibility in recording working hours. While Karin Keller-Sutter is calling for an exemption from the recording of working hours for "senior executives and technical specialists," Konrad Graber's parliamentary initiative wants to abolish the weekly maximum working hours, especially for individual areas in the service sector, and replace them with a yearly model. Not surprisingly, various employee organizations are up in arms against this. Trade unions in particular fear that such deregulation could open the door to the "exploitation" of employees. The Syna trade union, for example, reckons with "potential free labor" to the tune of 2.9 billion francs, as described in "2o minutes" was to be read. Council colleague and president of the trade union federation Paul Rechsteiner speaks in the "View"The "biggest attack on the labor law that Switzerland has ever seen".

The fact is, however: The current labor law dates back to 1966, a time when factory work was still commonplace. To date, it has been amended by countless ordinances, but has never been fundamentally revised. Since the world of work is set to change dramatically - especially in the wake of the digital transformation - a reform of the Labor Act is certainly overdue. The topic of working time recording must not be left out of this either. In the 4-2017 issue of ORGANISATOR, we already reported on the two parliamentary initiatives mentioned above and also interviewed experts from various fields.

Here go to the ORGANISATOR contribution.

By the end of 2017, analog fixed network connections nationwide will be replaced by digital telephony via the Internet Protocol (IP). In the course of this changeover, the Internet provider green.ch is further expanding its Internet telephony offering for SMEs, and the company is also cooperating with partner companies that are available to customers on site. According to the company, its customers have already been benefiting from VoIP telephony offerings since 2013. As a result of the current technology change, these are gaining in importance and will be expanded accordingly, it adds. In addition to the existing offering for private customers, green.ch now also offers four VoIP solutions for SMEs: greenTalkPlus replaces the classic ISDN offering for smaller companies with up to five phone numbers. For larger companies, VoIP gateways are available, which have the advantage that customers can continue to use the conventional telephone system. At the same time, green.ch offers complete VoIP telephone systems under the name greenPBX; a combination of a new, physical telephone system with a VoIP trunk is also possible.

In order to be able to provide optimum local support to SME customers, the Internet provider has entered into cooperation agreements with electrical installation companies, which are available to the companies as local partners for questions relating to telephony installation. "The increased cooperation with partners in the field of electrical installations allows us to combine the two core competencies - Internet technology and building services. This enables us to offer SMEs a suitable telephony solution with the necessary installation service in almost all cases," explains Frank Boller, CEO of green.ch AG.

Source and further information: green.ch AG

Claus H. Widrig has been elected president of the new industry representation for interim management. He will lead the organization together with attorney Marcel Gross and entrepreneur Daniel E. Bubendorf. Widrig has many years of experience in management functions and is active in various business associations. He is a profound expert on this form of work of the future in business and at the political level.

Interim management is the temporary assumption of line, project or result responsibility and is likely to gain further importance as a future work model. the industry association interimsuisse therefore wants to "communicate through various channels with leading exponents from business, politics, science and the media world", as it states on the website www.interimsuisse.com is called. As a network for the Swiss interim market, the organization also wants to make an important contribution to creating legal certainty in the use of interim managers.

Companies are interested in keeping their employees healthy. Absences, absenteeism and reduced performance as a result of illness or stress cost billions each year. Fit im Job specializes in sustainable occupational health management (OHM). The consulting firm uses scientific methods to analyze areas for action and measure the impact of individual measures.

Comprehensive offerings for corporate customers

The Medbase Group offers medical and therapeutic services in its 13 Medbase Medical Centers and 23 Santémed Health Centers in Switzerland. Medical and preventive offerings for corporate customers are combined in the Corporate Health unit. The current subject area is being expanded with the acquisition of Fit im Job. The Medbase Group's broad portfolio of services enables companies to solve their health, human resources and leadership challenges in a holistic manner, according to the company. Medbase has also been working closely with Migros Fitnessparks for over ten years. The idea: medical offers and intervention mutually support preventive measures such as fitness training or wellness.

Occupational Health Management 4.0

To ensure that health promotion measures have a long-term effect, Medbase and Fit im Job work with innovative online tools that complement each other ideally. Fit im Job, for example, has developed a health portal that can be customized for companies and digital tools such as the Micropause or the Drink Timer to improve employees' vitality at work with minimal effort. Medbase offers online coaches for exercise and nutrition, which help to sustainably anchor health-promoting behavior in employees' everyday lives.

Information: www.medbase.ch, www.fitimjob.ch

Family businesses are an important element of economic life in practically every country in the world. For them, the regulation of business succession plays a particularly important role, and, depending on the case, so do inheritance taxes. Inheritance taxes can be decisive in determining whether and how a business finds its way into the next generation of the family. The question therefore arises: Who pays the most inheritance taxes where in the world, and who pays the least?

The Center for Family Business at the University of St.Gallen (CFB-HSG) has worked to answer these questions together with EY published the "Global Family Business Tax Monitor" for the first time. The results of the research project show a worldwide comparison of the resulting inheritance taxes in 69 countries around the globe based on a standardized case of a business succession in family businesses.

In addition, there is a lot more information on the website:

• An interactive world map shows at a glance the minimum and maximum inheritance taxes of the respective country, the inheritance taxes in the standardized succession case and the legal system applicable there.
• Various economic indicators are compared with the respective maximum tax rates.
• The legal systems are compared in the context of the resulting inheritance taxes.
• A sortable and searchable table summarizes the results from the countries studied.

The website (only available in English) can be found under http://familybusinesstaxindex.com/

At the beginning of the 1970s, kits and hobbyist systems such as KIM-1, AIM 65, Ohio Scentific, Altair and IMSAI kicked off the PC era, but from 1977 onwards, companies such as Apple, Commodore and Tandy Corporation made it possible for private users to enter the computer age without any problems.

The role of the West Coast Computer Fair

On April 16-17, 1977, Jim Warren and Bob Reiling organized a trade show in San Francisco at the Civic Auditorium to popularize the emerging home computer. It would soon become the most important trade show for the nascent personal computer industry. At this fair, a certain Chuck Peddle showed an all-in-one device called the Commodore PET (Personal Electronic Transactor) and two young computer enthusiasts named Steve Wonzniak (27) and Steve Jobs (21) showed a well-built Apple II. 180 exhibitors, including Intel, MITS and Digital Research showed their revolutionary products and ideas to the 12,000 visitors.

The West Coast Computer Fair continued to be a source of new announcements. For example, at the 4th edition (May 79), Dan Bricklin introduced the first spreadsheet, "VisiCalc". Or at the 5th edition (March 1980) Microsofts showed its first hardware product, the Z-80 SoftCard, which gave the Apple II CP/M capability (operating system by Gary Kildall of Digital Research). And a year later, Adam Osborne announced the first transportable, 11 kilogram, computer, the Osborne 1 (designer Lee Felsenstein). Or at the 7th edition (March 1982) the Winchester hard disk with 5 MB from Davong Systems for the IBM PC (announced in August 1981) experienced its baptism.

From the basic developments of the PC to today's everyday life

Around all these basic developments, a large industry was built up worldwide in a short time, whose products and services were to fundamentally change our daily lives in business as well as in private life. But most people never realized this fact, because mobile devices, wireless communication and the Internet are part of everyday life. To illustrate this rapid development, the first PC history poster was created in 1997 to mark the 20th anniversary of the PC. To keep up with the pace of constant innovation, the poster had to be changed, updated and expanded again and again.

From computer history to digital evolution

This is already the 5th poster by Micha and Robert Weiss on the history of digital evolution. Increased requests for when an updated poster would be released (last edition 2009) prompted them to produce a greatly expanded new edition. The redesign includes an extensive expansion of the prehistory from the beginnings of writing, numbers and arithmetic to the birth pangs of the PC. Furthermore, the future section was significantly expanded with the help of the IBM research laboratory in Rüschlikon. The focus of the content has also been set in line with the latest trends. Cognitive computing, cloud computing, 3D printers, security, wearables, virtual worlds, big data and tablet computing are all of great importance.

Dimensions and use

The new two-part poster is a total of 256 cm long and 90 cm high. It includes around 1,500 images, logos and graphic elements, over 30,000 words with around 215,000 characters. If this content were converted into a book in A4 format, the result would be between 550 and 600 pages. The poster is suitable for schools as illustrative material, for anyone interested in computers and technology as a reference work and, thanks to its high-quality printing, also as a decorative element in any office, computer room, classroom or even at home.

The link www.computerposter.ch/download.html allows a detailed view of the poster and under www.computerposter.ch it can also be ordered.