Everything talks about change - and SMEs are right in the middle of it. This inspired those responsible for SME Day 2017 to choose this year's motto: Confidence in Change. The title can certainly be understood ambiguously: The ongoing change around digitalization, Industry 4.0, the world of work, etc. also requires companies to have new forms of confidence...

Entrepreneurs and thinkers among the speakers

Host Prof. Dr. Urs Füglistaller from the KMU-HSG and his team succeeded in putting together an interesting panel of speakers for the SME Day 2017:

• Ludwig Hasler, publicist and philosopher
• Prof. Dr. Wolfgang Jenewein, Full Professor of Business Administration at the University of St. Gallen
• Philipp Riederle, Digital Native and Young Entrepreneur (Image)
• Wolfgang Frick, Managing Director Marketing of SPAR Switzerland
• Gabriela Manser, head of the smallest mineral spring in Switzerland
• Martina Gerster, CEO of Härterei Gerster AG

Poetry slammer and columnist Hazel Brugger will provide pointed "heckling". This year's moderator will be Patrizia Laeri, business journalist at Swiss Television.

The detailed program will soon be available on www.kmu-tag.ch is switched on.

Why did we choose Coople as our name? The name is short, simple and concise and embodies the simplest connection between employee and employer. Last but not least, the rebranding is also a consequence of the global expansion course that the company started last year with a major financing round and the market entry in the UK. The previous name was already protected there.

Synonymous with the modern working world

The timing for the name change is also ideal for the company because Coople has evolved significantly since the company was founded six years ago, according to a media release. Coople's vision is to use digitization and automation to create opportunities for all, not just benefits for a few. The new name stands for a job market where the relationship between employee and employer is not one of dependency, but of mutual benefit. "Coople connects people who want to adapt their jobs to their lives, and not the other way around, with companies that meet a changing world of work not with rigid concepts, but with flexibility," it continues.

Completely redesigned platform

In parallel with the rebranding, the company is going online with a completely revamped version of its platform, through which employers and employees can find each other directly for work assignments. Built on the latest technology, the architecture allows for the handling of any volume of data. It features intuitive and more user-friendly navigation and provides even better support for employers to create and manage their own pools of favored employees. The platform is regularly developed according to the latest market and customer needs.

From staff leasing company to HR service provider in the modern world of work

Coople is currently strategically repositioning itself to pave the way for the future of the working world. Viktor Calabrò, Founder, CEO and Chairman, says: "We have big plans. We want to make history with Coople and change the way the world works. We've evolved from being just an online staffing company for short-term and short-term work assignments to a comprehensive HR service provider for the flexible work world." With its new strategic approach, the company continues to expand its business areas and also becomes a software and services company. In this way, Coople aims to help companies find the right answers and solutions for the increasing complexity of the labor market. With the strategic application of the HR concept of the "Flexible Workforce" in connection with Coople's software, the company can have a direct influence on increasing the efficiency of the value chain and optimizing results. This includes, among other things, work planning, pooling, recruitment, competence evaluation and the processing of work assignments. With transparent work assignments, Coople supports employees in making self-determined work a socially accepted and secure way of life.

Source

If you want to understand what waves may be coming to your company and your industry, it is imperative that you operate a technology radar. In other words, you need to be able to observe closely and assess the situation. There's even a saying in Silicon Valley for this. It's "Which Technology or Business Model is going from deceptive to disruptive." There are eight areas that are turning your industry upside down, that are currently undergoing major upheaval, and where development is progressing very exponentially:

1. Communication and networks
2. Energy
3. Fight against diseases and cancer
4. Stem cells and longevity
5. Transportation
6. Robotics and Workforce
7. Materials, production and 3D printing
8. Computation and artificial intelligence

Ask questions

The following examples show how difficult it is, however, to make the right decisions from such exponential questions that are currently being asked. An important basic prerequisite for this is to ask the right questions. These include: What does it mean for my company if

• suddenly billions of additional people have access to the Internet?
• Everyone has the opportunity to continue their education online?
• Transportation costs can be reduced enormously by autonomous cars and trucks as well as drones?
• The transport of energy becomes less important than the storage of energy?
• diseases like cancer can suddenly be successfully fought?
• Artificial intelligence can make better diagnoses than doctors?
• people can live to be 100 or 150 years old?
• Robots and 3D printing make the manufacturing process a commodity?
• Can organic cells be combined with technology?
• Artificial intelligence becoming omnipresent in everyday life, for example to read lips or diagnose?
• When the simple daily tasks in the office are taken over by machine learning

Two variants are available

If you want to make your company competitive in the face of these challenges of our time, you can basically choose between two variants: First, you can reduce costs compared to your competitors, thereby producing more cheaply and offering correspondingly lower prices. Or secondly, you can increase the benefits of your products and services for customers and thus increase both your sales and your margin.

But no matter which variant you choose, in any case IT plays an extremely important role. Companies that operate successfully in their respective markets today have long since recognized that they must not view IT as a mere cost factor. In fact, IT is in many cases a business enabler or even a business catalyst. However, the approach is usually more straightforward and obvious when it comes to reducing costs. If IT is used as an enabler, significant savings can be achieved in the area of both process optimization and process automation. In addition to "electrification," the area of process optimization also includes "digitization," namely the complete conversion of the previous analog process flows so that they can be completely redesigned and made more efficient in the overall context.

Learning from start-ups when it comes to disruption

If, on the other hand, the aim is to increase the benefits for customers, the optimal approach is no longer so obvious. This is why this area in particular is considered the absolute supreme discipline in dealing with new business models and technologies. For this reason, improving customer value is appropriately feared by large corporations. The main reason for this fact is that, thanks to the democratization in IT and technology that has already been taking place to an increasing extent for years, small start-up companies can act much more agilely on the markets and bring "improved customer value" to the market much faster than is the case with large corporations - not least because of the structures established there and the fear of their own cannibalization. Because these processes are exponential in most cases, it is much more difficult for market participants and analysts to make accurate predictions.

I invite you to dive a little deeper into the matter! Since my research would blow up this blog, I have for those interested a small Whitepaper compiled with many examples and sources from these 8 exponential areas. Be surprised with many practical examples and learn which technologies are already very advanced and where currently investors have their focus.

Social collaboration has been proven to increase work efficiency and empower employees to tackle current challenges in a targeted manner. In addition, modern collaboration tools support new forms of collaboration and change fundamental behaviors and attitudes of employees - especially by strengthening the innovation orientation and the sense of belonging within the workforce. These are the findings of the recently published German Social Collaboration Study 2017, the second wave of a joint time series study by the Department of Information Systems at Darmstadt University of Technology and the management consultancy Campana & Schott.

Social collaboration aims at digitalization and lived corporate culture

As the current survey shows, social collaboration is becoming increasingly important as a strategic element of digital transformation. "Most study participants use networked forms of collaboration not primarily to save costs, but first and foremost to further develop their corporate culture and drive the digitalization of their business activities," says Dr. Eric Schott, Managing Director of Campana & Schott. Specifically, 57 percent of respondents named cultural change in their company as a key motive for using collaborative technologies. In second place among the most important goals, at 53 percent, was the striving for greater innovativeness among employees. Only in third place, with 47 percent, is the desire to reduce costs and increase work efficiency.

Engine for greater efficiency and innovative strength

According to the study, the efficiency effects of social collaboration have a multi-layered interaction with corporate cultural factors: For example, an enterprise social network (ESN) increases work efficiency the more intensively the workforce uses the network in everyday work. Depending on the usage scenario, ESN users work up to 42 percent more efficiently than non-users. In addition, the intensity of use correlates statistically significantly with the innovation orientation of employees. "Social collaboration promotes network-like collaboration and has a positive effect on innovative strength, agility, technology affinity and corporate culture - all of which is also impressively proven by the second social collaboration study," comments Boris Ovcak, Director Social Collaboration at Campana & Schott and initiator of the study.

Conversely, the existing corporate culture also influences the success of social collaboration projects. The previous year's survey already clearly showed this connection. The current study builds on the results and provides more in-depth insights. And there is another study result from which direct conclusions can be drawn for practical implementation in the company: Wherever collaboration tools are available from the cloud and are used intensively, the efficiency gain is up to 13 percent greater than with conventional tool provision. Even 17 percent more efficiency can be achieved if various social collaboration solutions are optimally coordinated with each other.

Most opportunities are still open

So far, however, much of the potential demonstrated in the study remains largely untapped: On a scale between 0 and 3, the average degree of social collaboration maturity is currently 1.14. The 0 stands for exclusively conventional technologies or analog forms of collaboration, while the 3 indicates the universal use of advanced collaboration solutions. Due to the large increase in the number of participants, valid statements on the progress of adaptation since 2016 can only be derived from the responses of those companies that already took part in the initial survey in the previous year: In this segment, the maturity level increased by four percentage points.

Source and further information: www.collaboration-studie.de

With insider knowledge and best practice examples, practitioners and thought leaders from various positions in business and other organizations show how they can remain fit for the future with networked leadership and different forms of cooperation. The following film excerpt from the 50-minute film "Vernetztes Führen" by cinco.systems provides initial impulses in this regard."

More information: cinco.systems

Pi2 Process AG is a specialized, internationally active subcontracting company in Lachen SZ. The business areas are mechanical solutions and processes respectively the production of precise parts, assemblies of components and devices as well as the support of SMEs in the improvement of processes. The company recently received an award from SAP Switzerland for the smooth implementation of SAP and the fast live. According to the statement, the decisive factors for the successful project were primarily the company's own convincing approach as well as the experience of the consultants from the partner company GIA Informatik AG in Oftringen, who came up with a ready-made ERP template. Pietro Pignatiello, CEO and Project Manager of Pi2 Process AG: "My team and I are very pleased to have won this SAP award. It shows that we have set a new standard with our rapid project execution, which is being recognized nationally." The partner company GIA is also happy about this award. Martin Ryser, Member of the Executive Board and Head of Business Solutions at GIA: "Pi2 Process showed a lot of passion right from the start and focused on the essentials during the course of the project. This enabled a fast implementation of this digital core. We will continue to be happy to accompany Pi2 Process AG on the way to digitalizing its business."

Continuous flow of data and values

Pi2 Process AG relies on the ERP system from SAP ("SAP Business Suite on HANA") as the basis for bringing together all relevant data and due to the holistic networking and flexibility. Pietro Pignatiello: "Our goals are a continuous flow of data and values as well as current and transparent key business figures. The smaller a company is, the more important it is to network these flows in an integrated complete solution. With SAP, Pi2 Process AG has the basis to realize its vision of 'Pi2-MTO (connecting people, technology, organization)' in the sense of Industry 4.0."

GIA Informatik AG from Oftringen took over the implementation. In an initial project phase, it mapped the quotation, order processing, procurement and accounting processes, including integrated document management, in the ERP system. Important elements were the meaningful management cockpit as well as the SAP HANA platform and the use of the new, central business partner, which already serves as preparation for the S/4 HANA deployment.

Introduction lasted only 75 days

The project lasted from the beginning of September to mid-November 2016. Pi2 Process AG was able to start productive operation just 75 days after the start of the project. No investments were necessary; the financing model was on a subscription basis. Pietro Pignatiello: "With GIA, we have a partner at our side who understands the requirements of an SME well due to its experience. By using the new and simple industry template 'gia//fertigung', the IT company implemented an ERP solution tailored to our needs, which we are now gradually expanding. The basis for the success of the project was the common language and the understanding for each other."

Source and further information: GIA Informatics

KPMG's "Swiss Tax Report 2017" compares the profit and income tax rates of 130 countries and all 26 cantons. With a few exceptions, the current edition shows no significant shifts: Following minor reductions in 2016, a trend towards stagnation in ordinary corporate income tax rates is again apparent for the current year, it says. Over the last ten years, the average tax rate in the Swiss cantons has fallen by 2.99%, the Tax Report continues. A similar picture emerges for individual taxation: After a moderate downward trend, average top tax rates seem to have stagnated in recent years, with the majority of top tax rates varying only marginally. Various political developments at home and abroad could provide more momentum in tax competition in the medium term.

Central Switzerland undisputed leader in corporate taxation

In a national comparison, the tax ranking continues to be led by the cantons of central Switzerland. In terms of ordinary profit tax rates, the majority of Swiss cantons made no change. While Lucerne slightly increased its tax rate from 12.32% to 12.43%, Schaffhausen lowered its ordinary profit tax rate from 16.04% to 15.97% and the canton of Graubünden from 16.68% to 16.12%. A further reduction in tax rates from 15.01% to 14.92% was recorded in the canton of Uri. Tax rates also remained largely unchanged in the lower tiers, which are shared by Western Switzerland, the Central Plateau and the city cantons. Only Solothurn has reduced its profit tax from 21.85% to 21.49%. In connection with the upcoming Tax Bill 17, however, further reductions are to be expected, especially in the high-tax cantons.

Switzerland in the front third

In a European comparison, there were no significant changes in 2016 - except for those in Hungary and Italy: While Hungary made a drastic tax rate cut from 19% to 9%, the rate in Italy was reduced from 31.40% to 24%. Looking at Europe, the cantons of Central Switzerland in particular remain well positioned, led by Lucerne (12.43%). Lower ordinary profit tax rates are only applied by the Channel Islands and a few Southeastern European countries. The biggest competitor in Europe is still Ireland, with an ordinary profit tax rate of 12.50%.

From a global perspective, in addition to the well-known offshore domiciles, Hong Kong and Singapore in particular are among the attractive tax locations for companies. Switzerland ranks in the top third in a global comparison. Over the last ten years, there have been some significant reductions in profit tax rates, particularly in the Middle East. The UK has announced that it will reduce its profit tax to 17% by 2020.

Source: KPMG

The changes in the world of work caused by digitization are seen by many as rather positive; work is experienced as more diverse and autonomous. But issues such as job insecurity or changes in job profile are clearly viewed less favorably. This is shown by the initial results of a new study by the IAP Institute for Applied Psychology at the ZHAW. The study, "People in the World of Work 4.0," places people at the center of the digital transformation and asks how employees experience and assess the digital transformation. To this end, ZHAW researchers surveyed over 600 people in Switzerland. Of these, one-third were from SMEs and two-thirds from large companies. Two-thirds of the respondents have management responsibilities and 70 percent have at least a degree from a university of applied sciences. 45 percent of respondents are male and 55 percent are female. The average age is 45.

Majority does not see job endangered by digitization

The ZHAW study shows that there is no uniform understanding of digitalization, digital transformation or Working 4.0. "Some of the respondents understand it to mean automation and acceleration, others mobile-flexible forms of work or social media," says ZHAW researcher Sarah Genner, who conducted the study together with a team. Still others think of Industry 4.0, Big Data, robotics or artificial intelligence. "Although, according to many studies, just under half of the jobs will be eliminated by digital transformation, more than three quarters think that their job will not be replaced by machines in the future." This is possibly also due to the above-average level of education of the respondents. After all, job losses due to digitization tend to affect the less well-educated.

Mobile-flexible working mostly possible

The changes taking place in the world of work as a result of digitization also include developments that are perceived positively by the majority, such as work in smart workplaces or in the home office. In the ZHAW study, 83 percent of respondents said that mobile-flexible working is possible in their organization. Three-quarters perceive flexible working in terms of time and place as a positive change. Just under half can use mobile workstations within the organization for this purpose. Four-fifths of respondents still have their own workstation. However, 57 percent believe that this will no longer be the case in the next five years. Most are autonomous in terms of working hours and workload. Only 38 percent of respondents have guidelines as to when they have to work. 85 percent would like to have less control in this regard.

Constant accessibility burdens

Work and private life are becoming increasingly intermingled due to constant digital accessibility. However, two-thirds of those surveyed consider the separation of work and leisure time important. 80 percent almost always or frequently succeed in doing so. However, 46 percent are also digitally accessible outside of working hours. A quarter get nervous when they are not online. Constant accessibility also has an impact on health. For just under half of the people surveyed, it worsens their health or causes them to have sleep problems. 41 percent find it relaxing when they are offline.

Digital communication does not lead to better decisions

According to almost half of the respondents, the management of employees has changed: "There is more management at a distance and through digital channels," explains Sarah Genner. "Self-leadership is becoming increasingly important. In addition, there is even more leadership via identification and target agreements." Many organizations value a climate conducive to learning. Seventy-two percent of respondents say their supervisors make sure they can develop their digital skills. In teams, communication most frequently takes place via e-mail, in meetings or by means of informal agreements. Newer digital channels such as instant messaging programs, Skype or Slack, but also the telephone are used comparatively little. Thanks to digital media, many employees feel better informed. However, according to the feedback from those surveyed, decisions are neither improved nor implemented more efficiently in day-to-day work. Digitalization is also making inroads into continuing education. 55 percent would like to receive further training in a blended learning format in the future, in which face-to-face courses and digital forms of learning are mixed. Social media channels have already become established in personnel recruitment.

More information: www.zhaw.ch/iap/studie

Those who want to continue their education are spoiled for choice. Swiss universities currently offer 317 master's, 128 diploma and 543 certificate courses for the inquisitive. This is hardly surprising, since continuing education is the topic of most employee discussions. It is seen as a worthwhile investment in one's own future, as the measure of all things in order to remain compatible in the working world. But is this really the case? The University of Applied Sciences St.Gallen (FHS) set this question as a guard rail at the 6th Swiss Education Forum on March 30 and even went a bit further: "Is continuing education a lifelong task or are we possibly just lifelong prisoners in the ever-growing, unmanageable jungle of offerings?"

Continuing education requires inner resources

Prof. Dr. José Gomez, head of the Center for Higher Education ZHB-FHS, immediately clarified in his presentation: "Education means much more than learning, also more than a qualification." Education, he said, should be understood as self-education, a kind of shaping of personality and the ability for self-determination. Continuing education aims at knowledge, establishes the transfer into practice, but also demands time and money. Therefore, it should be flexible in design. "Despite the valuable building blocks that continuing education provides, it is no guarantee of success," he adds. Just as important, he says, are inner resources such as interest, motivation, perseverance and the will to want to do even better. "People are not educated, they educate themselves."

"Learning by doing"

A vivid example of self-education is Florian Reiser, successful entrepreneur and co-owner of Focacceria in St.Gallen. He once trained as a psychiatric nurse. But he traveled the world and did whatever he felt like. For example, he became a snowboard instructor, an experiential educator or something else active. In the process, he kept coming up with new ideas. He did not complete any further training in the classical sense. Rather, his motto is: learning by doing. I've always loved shortcuts," he says, "and that's how it is with me in continuing education, too. I get knowledge from everywhere." He sometimes takes a long trip to find the best ravioli recipe. Beatus Zumstein is different: He already has three master's degrees under his belt, and the only thing left to do is write his fourth thesis. It is the constant challenge that excites him. This has shaped his teamwork and his orientation in society. But it also brings its pitfalls: "I've also experienced that I was classified as overqualified, or people had the feeling that I was a theoretician.

Continuing education as an "anti-aging pill

Added to this is age: presenter Sabine Bianchi quoted figures from federal statistics that said that people over 40 undertake less continuing education. Prof. Dr. Reto Eugster, head of the WBZ-FHS continuing education center, confirms these figures. At the FHS St.Gallen, too, the proportion of older people is rather low; only in the field of health is it somewhat higher. Martin Bircher, Managing Director and HR Manager of Movis AG, explains this with the life situation: "Around 40 to 50, people are fully committed to their careers, take care of their families, and there is hardly any time left for studying. "In any case, continuing education is very much appreciated at our company. It is a good guide for recognizing what you are doing well and what you are doing wrong. It is the ideal transfer of knowledge into practice," says Bircher. Entrepreneur Reiser takes a pragmatic view: "No matter what age, you just have to keep at it." The universities, however, are challenged. According to Eugster, the trend is more toward in-house training to reduce absences. Students' individual demands are also higher today, he said, coupled with the question of how much time one can or wants to invest. Ultimately, however, it is a matter of lighting the fire and arousing curiosity.

The Swiss Education Forum of the FHS St.Gallen has shown: Continuing education is more than just theory or a diploma that you can show to your employer. You also acquire social skills, the ability to deal with conflict and team spirit. "We have the chance to learn something every day. In countless ways. Whether lifelong or lifelong is up to each individual," says Sebastian Wörwag, Rector of the FHS St.Gallen.

Further information on the Swiss Education Forum (presentation by Prof. Dr. Gomez): www.fhsg.ch/bildungsforum

The KMU Swiss Forum is one of the most important business events in German-speaking Switzerland. The program of this year's anniversary event met with great interest - over 500 guests from politics and business took part. The day's program was packed with top-class speakers. They discussed and illuminated the topic of "Change - the constant constant" from various perspectives. Hugo Bigi led through the event. He is the same as he was 15 years ago, but not the same anymore, the moderator emphasized good-humoredly at the beginning of the program.

Armin Baumann, initiator of the KMU Swiss Forum and CEO of KMU Swiss AG, emphasized in his welcoming speech that the mood among Swiss SMEs was encouraging. "Swiss SMEs are increasingly creating jobs and in this way form the backbone of the economy," said Armin Baumann. "The change is there. Always and everywhere. It is important to recognize it and use it as an opportunity." This statement is also reinforced by Federal President Doris Leuthard in her opening speech.

Federal President pleads for investment in education and training of skilled workers

After twelve years, the President of the Swiss Confederation honors the KMU Swiss Forum for the second time as guest speaker. As head of the Federal Department of Environment, Transport, Energy and Communications (DETEC), Doris Leuthard is confronted with change on a daily basis. Since the financial crisis in 2008, Switzerland has been in constant change, which is accompanied by much uncertainty. "Nevertheless, our country is the only constant in the world. Despite the crisis, Switzerland has been able to reduce debt and has stable growth figures," the President of the Swiss Confederation explains with pleasure. This shows that the business landscape here is quite capable of adapting in difficult times, she added. The state government is convinced that it can provide even more support for training and continuing education with a partial amount from the surpluses in the state budget. "But the SMEs themselves must come up with ideas for change," Doris Leuthard emphasized.

"From the root to the fruit"

Bruno Aregger has learned to sensitize and open his mind to change. Growing up in an entrepreneurial family, he was strongly influenced by the drive to do everything himself and to take charge. He is the founder of APPLETREE Think Thank and now lectures on business values. Aregger advised participants that in today's world, they need to be aware of their values. Employees are an important asset. As an entrepreneur, it pays to invest in your employees. He compared an SME to an apple tree and the cycle. If the tree has a good root system (employees, managers and owners), the apple tree yields a higher harvest.

Revolutionizing the world with electric guitars

The young entrepreneurs Silvan Küng and Pirmin Giger from Relish Brother AG are childhood friends. Due to their passion for music and the guitar, they founded their startup four years ago. Since then, they have successfully mixed up the international market with novel, high-quality electric guitars and produce 600 instruments. With the premium guitar "Jane", they have succeeded in creating a first hit that sets new standards in the music world. Well-known guitarists such as Philipp Fankhauser or Phil Campell from Motörhead are enthusiastic about this top product. "Thanks to our curiosity for change, we have managed to establish guitars as one of Switzerland's most important export goods, alongside chocolate and watches," said Silvan Küng proudly. The focus was not on earnings, but on the joy and passion of creating something new.

The man behind the stage

Love, desire and passion! These characteristics shaped Freddy Burger, owner of the Freddy Burger Management Group, throughout his life. He is an affirmative doer type who always tested his decisions on "brain, gut and heart". Values are very important to him, he said, and he referred to Bruno Aregger's presentation. He himself had planted a tree with Udo Jürgens at the beginning of their collaboration. Today, this tree is immortalized as a wallpaper on Freddy Burger's cell phone - as a reminder of a long-standing, loyal friendship.

"I learned from the experience, fell down, picked myself up and started all over again," the 71-year-old recounted. He learned how to deal with change, he said. Except for one, which he still resists today. He can't do anything with digitalization, the entrepreneur revealed. "There's no laptop on my desk and I don't write short messages or e-mails." When asked by moderator Hugo Bigi how he manages the work that comes his way, Freddy Burger replied mischievously, "I have two assistants who do this work for me." Cheerful laughter went through the rows of seats.

Today the villain, tomorrow the comedian

He knows best how to deal with change: Actor Anatole Taubman. His profession brings challenges, as he has already played the lead and supporting roles in more than 90 cinema and television productions. With a lot of wit and charm, he told of his everyday professional life. Among other things, he has been a priest, a lover, a warrior and a forensic doctor. "But my favorite part is playing a villain," he revealed with a grin. Asked if he was afraid that he might suddenly stop getting assignments, Taubman denied it: "It's important for an actor to stay hungry and brave." That's the only way he can take advantage of opportunities.

Surprise - A musical treat

Other renowned speakers entertained the guests at the anniversary SME Swiss Forum with exciting content on mobility and global changes. After a review of the past 15 years by Armin Baumann and Hugo Bigi, surprise guest and soul singer Nubya brought the anniversary forum to a crowning conclusion. The Basel singer performed three of her songs and sang about courage, strength and change.

More information: www.kmuswiss.ch

At the end of June of this year, Peter Ernst will be leaving the Hotel Seedamm Plaza due to his upcoming retirement, which he has shaped with dedication and passion over the past 20 years as director. His successor will be a man who also knows the complex operations of the hotel very well and has helped shape it, who has won several awards, who has local roots and who will maintain the corporate culture: Heinz Brassel (picture). Heinz Brassel has been working for Hotel Seedamm AG without interruption since the hotel opened in 1998, holding a federal certificate and diploma as head chef and production manager. As a member of the management team, he was involved in setting up the customer-oriented quality management system. Heinz Brassel enjoys the fullest confidence of the Board of Directors for his new tasks. It is a matter of great concern to him to live permanently goal-oriented driving force as well as professionalism, which is measured by results instead of expenditure, it says in a press release of the hotel. He likes to be always one step ahead with the goals of an unconditional increase of innovative, modern gastronomy, efficiency and best possible results for the customer.

Change is also blowing into the Board of Directors: Hans Giger, initiator of the Hotel Seedamm Plaza, is also retiring at the next General Meeting. His successor, Renato Musch, a management consultant from Uetikon am See, will take over his board duties with a great deal of experience in the catering and hotel industry. The Board of Directors and the entire staff of the hotel thank Hans Giger very much for his many years of loyalty and great commitment.

Source: Hotel Seedamm AG

The business information service Bisnode D&B regularly collects data on insolvencies and new company formations. According to the latest figures, insolvency proceedings were opened against 807 companies in Switzerland in the first two months of 2017. This represents an increase of four percent compared to the same period last year. There were fewer company bankruptcies only in southwestern Switzerland (-16%) and Zurich (-7%). In the other regions, the number of bankruptcies increased, in some cases massively. For example, bankruptcy figures really exploded in Central Switzerland (+41%) and also increased sharply in Northwestern Switzerland (+22%), Ticino (+15%) and Eastern Switzerland (+14%). In Espace Mitteland, the increase was comparatively moderate (+7%). However, corporate insolvencies declined by 11 percent year-on-year in February 2017.

Construction industry prone to bankruptcy

If we look at the developments in insolvencies by sector, a clear picture emerges: the construction industry is already known as one of Switzerland's bankruptcy sectors, but the current bankruptcy figures beat all previous figures. In the first two months of this year, the insolvency frequency in the construction industry was almost four times higher than the average for all industries. The hospitality industry follows with a 2.5 times higher risk. Handicraft enterprises went bankrupt 1.9 times more frequently. By contrast, holding companies, the real estate sector and the printing and publishing industry had a very low risk of insolvency.

Stagnation in company start-ups

Company start-ups were rather subdued. In January and February, company founders in Switzerland had 6,854 new businesses entered in the commercial register. This is an increase of two percent compared to the previous year. While start-ups declined in Central Switzerland (-6%) and Ticino (-5%), they stagnated in Eastern Switzerland. More companies than in the previous year were created in Zurich (+1%), Espace Mittelland (+5%) and Northwestern Switzerland (+7%).

Source: Bisnode D&B