The independent institute Great Place to Work has once again awarded login Berufsbildung AG with the "Great Start!" certificate. The certificate recognizes companies that offer an exemplary working culture for apprentices. The certification takes place in two steps: On the one hand, the company's training concept is put through its paces, and on the other hand, an anonymous survey of the apprentices takes place. 86 percent of the apprentices at login confirmed: "All in all, this is a very good training company". The following statement even achieved an approval rating of 90 percent: "I can turn to my vocational trainer with all my questions and always receive a direct and open response".

Varied and exciting - in a moving industry

But what makes an apprenticeship at login so special? André Renold, apprentice automation technician in the 2nd year of his apprenticeship: "I couldn't have asked for a better start to my professional life. After two years of training at the technical training center in Spiez, I can now switch to practical work, which makes my apprenticeship varied and exciting." Lea Kröll, apprentice public transport clerk in her 3rd year of training, says: "The world of public transport and aviation has always fascinated me. The apprenticeship gives me the opportunity to look behind the scenes and see how the individual areas communicate and function with each other." Sandro Kneubühl, a logistics technician apprentice in the 2nd year of his apprenticeship, adds: "My team is like a family to me! I also appreciate the variety in my job and that I can start work every day in the beautiful mountain landscape of the canton of Graubünden."

login forms the future for the world of mobility

Michael Schweizer, CEO of login Berufsbildung AG, is delighted with the award: "We are very proud to be one of Switzerland's best training companies again in 2023. Together with our partners SBB, BLS, RhB, the Association of Public Transport and numerous transport companies, we put a lot of heart and soul into ensuring that our junior staff grow up to become competent professionals and strong personalities. The award is therefore also a great confirmation and appreciation for all the vocational trainers who accompany and support the 2,100 apprentices during their training."

Source: www.login.org

For more and more experts, the future of the Internet lies in the metaverse. In particular, the virtual spaces in the metaverse could develop into gigantic marketing channels. According to However, according to a recently published study, Switzerland is in danger of missing the boat.. An association that has just been founded in Bern wants to prevent exactly that and has set itself the goal of creating a broadly supported metaverse ecosystem and advocating for attractive framework conditions in Switzerland so that new business models, companies and jobs can be created. The Swiss Metaverse Association (Metassociation for short) is chaired by Tina Balzli, Partner and Head of Fintech & Blockchain at CMS Switzerland, and Alexandra Hofer, Senior Consultant at furrerhugi. "With this association, we are laying important foundations to position Switzerland as an innovative and forward-looking location that enables metaverse projects. As an association, we network the relevant players, initiate projects and promote dialogue and education," says the co-president, Tina Balzli.

Great need to exchange information about the metaverse

The "Metassociation" project was initiated jointly by Lorenz Furrer, Managing Partner at furrerhugi, and Daniel Diemers, Partner at SNGLR Group. Daniel Diemers also sits on the board of the Swiss Metaverse Association. The 47 founding members include organizations, banks, international companies, startups, universities, associations and individuals. Past meetings with the founding members have shown that the metaverse opens up many possibilities and opportunities, but also brings with it questions and challenges - accordingly, the members' need to exchange ideas and pursue interesting questions is very great. "We are very pleased that the Swiss Metaverse Association has met with so much response. With the 47 founding members, the association has diverse expertise in very different areas - this brings great added value. Together, we can now help shape a future digital world that benefits everyone," says co-president Alexandra Hofer.

Addressing issues around the metaverse proactively

Various events are planned within the framework of the Swiss Metaverse Association. In addition, working groups are currently being formed to address specific issues and topics. Current priorities include the following topics: Tax, the Industrial Metaverse, Regulation, Arts and Culture, Research and Education, Insurance and Banking, Technology and Infrastructure, Health, and Tourism and Sports. In addition, a white paper is being written and a Swiss Metaverse Ecosystem Map is being created. Board member Daniel Diemers, Head Expert Tribe, explains, "We want to learn together, develop ideas, find synergies, work out the challenges and opportunities of the Metaverse, and thus ensure that Switzerland becomes one of the most attractive and best Metaverse locations in the world."

Source and further information

The new study of the Unisys Corporation (NYSE: UIS) "From Surviving to Thriving in Hybrid Work," which was developed in collaboration with leading global research firm HFS Research shows the extent to which IT problems slow down employees. It also provides a roadmap for employers to increase employee productivity and engagement.

Better technology use and support for greater employee engagement 

The report shows: Access to best-in-class technology will continue to be a critical factor in employee engagement and their performance. Sixty-two percent of employees surveyed said that access to technology is a very motivating factor in their job performance. However, the report also shows that how companies adopt and continually support technology solutions is a challenge for employees:

• Nearly half (49 percent) of employees estimate that they lose between one and five hours of work productivity each week because IT issues keep them busy. Yet 42 percent of employers do not measure the loss of productivity due to IT issues.
• Employees want to help improve the IT experience. 92 percent are somewhat to very willing to share their data if it enables better predictive technology support.

Employers should also consider the differences between generations in terms of the perceived value of different workplace technologies. The key here is to strike a balance between what is new and innovative and what increases productivity. For example, Millennials see far more value in chatbots, wearable devices and virtual whiteboards than their Generation Z counterparts.

Investing in employee experience programs

Many companies have recently launched or expanded employee experience (EX) programs to improve employee recruitment and retention. Companies with very mature EX programs believe their employees are more engaged today than they were six months ago (74 percent), compared to companies with immature EX programs (24 percent).

Both employees and employers share similar views on the value of an EX program: more than 60 percent each believe that such a program has a significant impact on employee productivity, talent retention, turnover and profitability.

The new standard for work models is Hybrid Work 

No one needs to prophesy "hybrid work will catch on" anymore, because a hybrid work model has become the standard. However, companies must not only adopt hybrid work models, but also optimize them to attract and retain talent, train and engage new team members, attract new leaders, and maximize engagement and productivity. Other findings from the study include:

• Seventy percent of employers say hybrid work arrangements will continue to be their primary employment model.
• Sixty-seven percent of hybrid workers cite location flexibility for work-life balance as one of the most important motivating factors influencing their job performance.
• Individual decision-making power at work is a necessity - 70 percent of workers say decision-making power is a critical factor in their motivation, while only 57 percent of managers consider it important.

"The convergence of workplace technology and employee engagement has never been more imperative. Organizations continue to face difficult choices and must weigh how to invest in creating the workplace of the future while fostering a strong workplace culture that drives employee satisfaction," said Joel Raper, senior vice president and general manager of digital workplace solutions at Unisys. "Our study underscores what we're seeing with our customers as companies shift to a 'hybrid-first' mentality and embark on the kind of organizational change management initiatives that drive long-term employee satisfaction and productivity."

We spend countless hours of our working time in meetings and workshops. To put it mildly, there is a lot of room for improvement in terms of the knowledge gained compared to the time spent. The unloved meeting itself is only the symptom. The real problem lies deeper.

Which meetings make sense - and which can go away?

A glance at the average Outlook calendar speaks volumes. And although no one is explicitly hired to spend their time in meetings, but rather to perform a defined task, studies show that meetings sometimes take up one-third of weekly work time.

The only way to reduce this abundance is to relentlessly question each session. "But we've been doing our Monday meeting forever!" Exactly. Does that automatically make it meaningful? More likely not. "What would happen if this meeting no longer existed?" This is a fair question. Especially with the countless regular meetings that have already clocked through the new calendar before the year has even begun. What is the concrete benefit of these ritualized meetings? And is a meeting really the best tool for the tasks on the table? This is often not the case. If, for example, the task is to pass on current information, this can be done more quickly and efficiently by mail. Specific questions can also be answered more easily if they are answered directly and personally in the neighboring office or on the phone.

In addition to the quantity of meetings, it is equally important to put the HOW - i.e. the way they are conducted - to the test. Because no matter how bad the reputation of shared togetherness is: meaningful collaboration offers the only opportunity to share knowledge, learn from each other and, through heterogeneous perspectives and expertise, to manage complexity and develop innovative solutions. Only - in which meetings does this actually happen? Which are the meetings from which the participants leave with the good feeling of having achieved something valuable and meaningful?

Success is not only decided in the meeting room

The uncomfortable news right from the start: The course for the success of the joint cooperation is not set in the meeting itself, but much earlier. Keyword preparation. And yes, preparation costs time. But unprepared meetings cost much more time and, moreover, a lot of money. Efficiency? No way!

In order for a meeting to have any chance at all of being considered successful at the end, it is crucial to deal with the specific goal of the meeting and the agenda required for this in advance. Sounds banal? Unfortunately it is not! How about a personal field study in the immediate environment? I am sure that in many cases it will unfortunately always come down to the same thing: Goal? Agenda? No!

A second aspect is crucial when it comes to the goal: Only with a defined goal in mind is it possible to determine who is needed to achieve this goal - and who is not. And it is precisely this group of people that needs to be invited. If relevant players are missing, there is usually no choice but to postpone the topic after some back and forth. But it is no better the other way around. If there are several people in the room who have nothing concrete to contribute, it is understandable that they will be preoccupied with other things in the meantime.

Create framework conditions for successful meetings

Often the separation is not crystal clear, because different topics are on the agenda. So what if there are items in a meeting that affect everyone as well as those that only some are involved in? In this case, it is advisable to deliberately marginalize the topics that only affect a part of the group.

If the relevant participants are then also informed about the goal and agenda in good time, they have the chance to prepare themselves accordingly. At the same time, this also eliminates a phenomenon that came to light in a recent study by collaboration provider Barco: According to this study, almost half of the 3,000 respondents regularly do not know what the meeting is about and what the goal of the meeting is. Among top executives, the figure is as high as 61%.

The framework conditions that need to be taken into account on the way to achieving the goal must also be clarified in advance. Regardless of whether it's strategic requirements from management, budget restrictions or existing obligations to partner companies - if the participants are to arrive at a feasible result in the end, this will only work if all framework conditions are transparent on the table.

Time and duration

Organizational preparation also includes determining the start and duration of meetings. And that is by no means trivial. Especially in the virtual world. In the virtual world, meetings usually start on the hour and end exactly after 60 minutes. At least in the calendar. It's hard to get out of meeting A at 9:00 a.m. and then get into meeting B at 9:00 a.m. on the dot. As a result, meetings start later and then - as payback, so to speak - last longer. Preparing the content and getting in the mood for the new topic? Not a chance!

If, on the other hand, the meeting duration of 60 minutes is shortened, this has two positive effects: The first is the buffer until the next full hour. This makes it possible to prepare for a subsequent appointment if necessary. And the additional benefit: A tighter time limit in the meeting can increase the focus and discipline of the participants.

Work on it instead of talking about it

Meetings often turn out to be a veritable round of chatter. Just like Karl Valentin: "Everything has already been said, but not by everyone. As soon as the participants are asked to write down their thoughts on a specific issue, for example on sticky notes in real or virtual space, things become concrete and useful. That's why it's crucial for constructive meetings to get participants actively involved.

Moderation and other roles

Facilitating a meeting is important to keep the structured, goal-oriented approach in focus and to guide the process. In addition, there are other roles that can support the joint cooperation. For example, for timekeeping and minutes. Ideally, the roles are changed from meeting to meeting. In order to improve as a team in meetings, it is advisable to schedule a short time window at the end of the meeting to reflect on the joint cooperation.

Tips for constructive cooperation

1. Consistently challenge meetings and topics: Regular meetings without added value are time and energy robbers. It is also best to remove topics from the agenda that can be handled better in an asynchronous manner.
2. No meeting without a goal and agenda: Defined goals enable focused work and good preparation.
3. Invite the right participants: Actionable results can be achieved with the relevant players at the table.
4. Shorter meetings are better meetings: Buffer times to the next appointment enable the preparation - the sportive time pressure in the meeting supports the focus.
5. Work on it instead of talking about it: By actively involving the participants, concrete results emerge.

Book Tip:

Michaela Stach: Moderation in Workshop and Meeting. Redesigning collaboration with results-oriented tools and methods. 1st edition BusinessVillage 2022. 254 pages. ISBN 978-3-86980-660-0

 

Author:
Michaela Stach is a passionate facilitator - also for large groups. With enthusiasm, empathy and appreciation she accompanies teams on the way to sustainable solutions and real commitment. Whether changes in companies, shaping the future in communities or interaction at congresses: With professionalism and liveliness, she brings groups into goal-oriented exchange. She leads the Academy for Systemic Moderation and conducts certificate trainings at two locations. www.akademie-fuer-systemische-moderation.de/

According to the schillingreport published on March 3, 2023, by executive search firm Guido Schilling AG, the 100 largest Swiss employers will reach the required gender benchmarks of 30 % on the board of directors and 20 % on the executive board in 2023. Currently, the status quo is 29 % women on the board of directors and 19 % on the executive board. On boards, the proportion of women rises for the first time by 3 percentage points to 29 %, as companies appointed women to a record 46 % of vacancies. On executive boards, the percentage of women rises from 17 % to 19 %, thanks to 27 % women among new appointees - the second highest in 18 years. "It is crucial that companies succeed in establishing 'diversity' as part of the corporate culture and embedding it in the DNA of the company. In the future, proportions of women and men of 40 to 60 % in both management bodies will be the norm," says editor Guido Schilling.

Unprecedented positive development of women's share in SMI

In the SMI companies, the proportion of women on the boards of directors rose by 4 percentage points to 34 %. This was made possible by the fact that SMI companies appointed women to 54 % of vacancies - an absolute record. "In terms of gender diversity, SMI companies have clearly reached the acceptance phase and are consistently relying on the advantages of diversely structured management teams. Compared to the German DAX-listed groups, which appointed women for 46 % of the vacant seats and thus stand at a proportion of women on supervisory boards of 37 % (+ 2 percentage points), the dynamics in the SMI companies are much more positive, and I am convinced that already in the next two years the SMI companies will overtake or catch up with those of the DAX," says Schilling. This is underlined by the development in the management boards. Over the past two years, the SMI companies have achieved a jump of 10 percentage points from 14 % in 2021 to currently 24 % female members of management. This further increases their lead over DAX boards, where female representation is up from 18 % to 22 %, meeting the required German quota. "For me, the question is how sustainable hard quotas are in the long term. Or are they just a tool to achieve short-term goals?" muses Guido Schilling, referring to the flattening development in the DAX companies. All 40 DAX companies employ women on their supervisory boards, while 6 boards (previous year 8) have no women. Of the SMI companies, all 20 count women on their boards, although 2 still have no female executive board members (previous year 3).

Many female managers from abroad

The fact that the proportion of women has risen in many management bodies should not obscure the fact that part of this is quasi "imported". At the 100 largest Swiss employers mentioned above, the proportion of foreigners in management is rising again after years of stagnation. Whereas in recent years this figure had settled at 45 %, it is currently climbing to a peak of 47 %; Swiss companies recruited the members of their management teams directly from abroad for 46 % of their vacancies. The schillingreport 2023 shows that the proportion of foreigners among female executive board members (54 %) is significantly higher than among males (45 %). The difference of 59 % "nationals" to 64 % "nationals" is remarkable.

Further broadening of the gender diversity pipeline

The gender diversity pipeline is the key indicator for anticipating future developments with regard to the proportion of women in management/top management. In the private sector sample, the proportion of women in middle management increases to 27 % (previous year 25 %) and in top management to 19 % (previous year 18 %). "It is very pleasing to see that companies are succeeding in promoting women at all levels of the hierarchy, as this ensures strong young talent for the step up to executive teams. Nevertheless, a sustainable broad gender mix in the executive team remains a generational project," says Schilling. The pipeline is broader in the public sector, which has unchanged proportions of 29 % women in both middle and top management.

Source: Guido Schilling AG

Mobility is currently the cause of around 30 percent of global CO2 emissions. Road traffic accounts for a considerable proportion of these. If the environmental impact is to be minimized over the life cycle of a passenger car, not only emission-neutral drives are needed, but also innovative approaches along the entire value chain. The spectrum ranges from the sustainable design of new models and closed material cycles in production to better utilization of existing vehicles. European automakers currently lead the world in the circular economy with a rate of 40 percent, mainly due to strict EU regulations. In its study "Reuse, Remanufacturing, Recycling, and Robocabs: Circularity in the Automotive Industry," the international management consultancy Bain & Company analyzes the key levers that can be used to advance the automotive circular economy worldwide. It also shows how automakers and suppliers can prepare for the new era.

Nearly complete car recycling possible by 2040

The mobility sector currently accounts for around 10 percent of all raw materials and supplies used worldwide. Among European automakers, the share of recycled and reused materials in new car production is 23 percent, but could more than double to 59 percent by 2040, according to the latest Bain study. This alone would reduce CO2 emissions associated with material use by 60 percent. At the same time, it is possible to increase the recycling rate of a car from just under 80 percent today to 97 percent - almost all parts of a vehicle would then be recycled. "Virtually all manufacturers are currently converting their model ranges to alternative drive systems," explains Björn Noack, Bain partner and co-author of the study. "But only if they create closed material cycles at the same time will they actually achieve the ambitious goal of climate neutrality."

Automotive circular economy also offers economic advantages

The Bain study also takes downstream stages of the value chain into account. According to the study, the share of used parts in repairs in Europe could increase to 12 percent by 2040, compared with just 2 percent in 2020. Particularly in the case of batteries, remanufacturing and reuse will become the standard in the future in order to meet the strict regulatory requirements. But this will require professional marketing. "The more intensively automakers commit to the idea of recycling and the more aggressively they go public with it, the easier it will be for service companies to convince their clientele to use used spare parts," notes Dr. Klaus Stricker, Bain partner and head of the global Automotive and Mobility practice group. Around the globe, vehicle manufacturers are reaping several benefits from switching to a circular economy. "Closed-loop systems not only reduce environmental impact, but also increase supply chain resilience and reduce material costs in the longer term," Stricker said. "This leads to higher margins, in addition to offering new revenue opportunities."

Mode of locomotion changes fundamentally

Changes in user behavior will also play an important role on the road to climate neutrality. According to the Bain study, the use of robotaxis is expected to become increasingly profitable in the 2030s. As a result, the share of private vehicles in kilometers driven worldwide will fall from 67 percent today to around 50 percent in 2030. By 2050, the figure is expected to be as low as 40 percent. The overall utilization of all vehicles would thus increase significantly, and the need for new vehicles would decline. "Mobility remains an essential part of our lives," Bain partner Noack is certain. "But the way we get around will change fundamentally. The main contributors to this are noticeable climate change, along with increasing urbanization and a heightened awareness of the environment." And he adds, "The automotive circular economy is the future. The sooner manufacturers and suppliers adapt to this, the sooner they can set themselves apart from their competitors."

Cross-divisional cooperation is indispensable

Pioneering companies are focusing on three measures. Firstly, they are systematically reviewing their entire value chain in order to be able to consistently exploit the opportunities for closed cycles. Second, they identify trends at an early stage and set the course today for tomorrow's markets on the basis of future scenarios. And finally, they are getting involved in ecosystems and starting to build closed-loop systems together with partners. In the Global Battery Alliance, for example, more than 120 companies and institutions are now working to establish a sustainable value chain for batteries. Cross-sector collaborations in particular are of great importance. "The automotive circular economy requires manufacturers, suppliers and industry outsiders to cooperate extensively and in a spirit of trust," stresses industry expert Noack. "Those automakers who recognize this are probing very carefully to determine in which areas their unique position gives them an edge and where cooperative ventures are of particular advantage to them. In this way, they are ideally equipped to compete in the future." Source: www.bain-company.ch The post Automotive circular economy: 60 percent lower CO2 emissions possible appeared first on Organizer.

The State Secretariat for Education, Research and Innovation SERI has approved the new framework curriculum for the course "dipl. Marketingmanager/ dipl. Marketingmanagerinnen". The revised course content is classified at competence level NQF 6 and prepares students for today's requirements in professional life.

The new requirements for the Higher College of Marketing and Communication (HFMK) are effective immediately:

• The course can now be taken with a degree in business administration (Kaufmann/frau EFZ), retail trade (Detailhandelsfachmann/frau EFZ) and mediamatics (Mediamatikerin EFZ) without professional experience.
• Sur-dossier recordings are possible.
• Existing educational qualifications and work experience can be credited by education providers.

The learning objectives are based on the professional competencies. They are aligned with the skills acquired in the new basic commercial training. Sustainability, agility and digitalization are integrated into all areas of activity and processes.

Sources and further information: Swiss Marketing, Hfmk.ch

On the occasion of its 150th anniversary the Swiss Commercial Association is launching an immersive campaign that takes you back in time to the association's beginnings in the 1870s. Education and lifelong learning have always been firmly anchored in the DNA of the Swiss Commercial Association. Committed to constantly developing the professions and promoting the dual education system, the association has made the commercial professions what they are today: an absolutely central pillar for the Swiss economy and working world.

Audio contributions, videos and texts from 150 years of association history

In the anniversary campaign "buerogeschichten.chIn the "Businessmen and women" section, former professionals, current apprentices, association representatives, partner organizations and politicians have their say. Whether you filter by topic or browse through the contributions over time, they all provide a lively insight into the 150-year history of the association. Among the more than 350 online contributions are some amusing trouvailles: old documents, silent films, video contributions and sources that seem curious and sometimes strange from today's perspective. An 1871 office regulation states, "The taking of food is permitted between 11:30 a.m. and 12:00 p.m., but work may not be stopped in the process." The first woman was admitted to vocational courses in 1901. A film clip from the 1960s shows screaming stock traders at ringside. Throughout the decades, merchants recount their apprenticeship experience. Letters from the future give a glimpse of where the CT professions are headed in the coming decades.

Other times, other customs

The "buerogeschichten.ch" campaign documents the transformation of the association, the Swiss education system and commercial job profiles. And it provides an illuminating insight into the development of our society and the associated role models. With individual contributions, you can't help but be amazed - and delighted by these milestones.

The anniversary campaign was created in collaboration with the subsidiaries Hochschule für Wirtschaft Zürich HWZ and Schweizerisches Institut für Betriebsökonomie SIB and accompanied by a historian. The material comes from the archives of the Swiss Commercial Association and is freely accessible in the Swiss Social Archive in Zurich. Concept, design and implementation were carried out by the agency Partner & Partner AG from Winterthur. The campaign was officially launched by the Swiss Merchants' Association at its celebratory event on March 3, 2023.

Source: www.kfmv.ch

Around 130 professional athletes are now studying at the FFHS. Among them are Lia Wälti, captain of Swiss women's soccer, and ice hockey goalkeeper Leonardo Genoni of EV Zug. Thanks to the "blended learning" study model, top-level sport and university studies can be combined - an important offer for athletes to prepare their careers after their professional career in parallel. With the Bachelor of Business Administration in Sports Management, the FFHS has also turned its attention to the sports industry in recent years, especially in the areas of digital transformation, new technologies, sports tech, and digital business models.

Continuing education for after the sports career

Topics that are also very topical for ZSC Lions AG. The club has set itself the goal of being a pioneer in the Swiss ice hockey league when it comes to digital transformation. The commissioning of the new, modern "Swiss Life Arena" in October 2022 was a first milestone.

With FFHS as a new university partner, the ZSC/GCK Lions are underlining the importance of education and training in the professional sports environment. "In order to enter professional life after a successful sports career, further education is important. The FFHS has a wide range of continuing education courses tailored to athletes," says Romano Caviezel, member of the management board of ZSC Lions AG.

New CAS at the FFHS: Sport goes digital

For some years now, the sports business has been in a state of upheaval. New business models and the increasing importance of digital technologies are driving change. With the new CAS Digital Business into Sports, the FFHS is launching its first continuing education program in partnership with the ZSC/GCK Lions.

The CAS provides know-how in the areas of digitalization, sports tech and innovation, which complements the BSc Business Administration Sport Management. "This in-depth training enables graduates to play a key role in shaping the digital transformation in sports business," says co-director Ralf Kreuzer.

The CAS Digital Business in Sports comprises three modules and lasts two semesters. Like all courses of study, the FFHS also offers this continuing education in the flexible "blended learning model": 80 percent of the continuing education is completed in online study, while the classroom instruction takes place in the Gleisarena FFHS Campus at Zurich HB or also in the Swiss Life Arena. The course will start for the first time in October 2023, and the registration deadline is June 30, 2023.

More information

It is obvious that the use of cargo bikes can save energy and reduce CO2 and noise pollution. A new overview by the European Cyclists' Federation (ECF) shows how strongly the presence of such cargo bikes in cities has already developed in recent years.

Potential with obstacles

Cargobikes also have great potential in Switzerland. Be it for the transport of children, be it for the transport of goods. The motivation to ride a Cargovelo is not only the transport of children or goods. Many users also want to travel ecologically and, for example, do without a car, but continue to travel autonomously and efficiently. "Cargovelos are a game changer," says Matthias Aebischer, president of Pro Velo Schweiz. "They are one of the keys to climate-neutral and livable cities, because they help solve several urban problems at once."

The three biggest obstacles to the rapid development of cargo velos are the legal restrictions on vehicles, the width of bicycle infrastructure, and the availability of parking.

Remove restrictions for cargo bikes

The weight and width restriction of cargo bikes must be liberalized in the view of Pro Velo. The same applies to the transport of children on the various types of electric bikes.

On the infrastructure side, it is primarily the cities that are challenged. The widths of bike lanes and paths are not yet designed for cargo bikes in many places. Pro Velo therefore expects the cantons and cities to expand the bicycle network, which will have to be expanded anyway due to the Veloweggesetz. The creation of logistics hubs that enable the transfer of trucks and delivery vans to cargo velos should also be promoted. Here, the cities can participate in the Oslo example orient

Because cargo bikes are too big for bicycle parking spaces, additional parking areas are needed for them. One possibility is the rededication of car parking spaces. Pro Velo, however, wants to go further and proposes to the federal government that car parking spaces should generally be made available for cargo bikes.

Subsidize cargo bikes?

Another incentive, which is practiced in various European countries such as recently also Austria, is the subsidy for the purchase of a Cargovelo. In the last five years, for example, the purchase of 10,000 Cargovelos has been financially supported throughout Europe. An example for Switzerland is the Canton Geneva who has been practicing this since 2019. In the two years to 2021, demand has more than tripled with 589 contributions.

Source: Pro Velo Switzerland

Sales consultant Horst Bayer gives seven tips on how salespeople can better succeed in negotiations with industrial customers.

Tip 1: Be aware of the nature of a negotiation

In price and contract negotiations in the B2B sector, the sellers and the buyers are usually under a lot of pressure to succeed, because both sides have to achieve predefined goals, some of which differ greatly from each other. Therefore, it is not necessary to conduct negotiations with the resolution: I want to win.

Negotiations are usually won by the party that pursues the clearer strategy and objectives and is best prepared. The idea that both sides always behave fairly in negotiations is unrealistic. In many negotiations, the seller must quickly say goodbye to a - usually feigned - win-win cuddly course.

Price and contract negotiations in the B2B sector are usually so complex that one is rarely successful with a standardized approach and behavior. What is needed are personalities with backbone and experience who react flexibly to the situation and the partner; personalities, moreover, with social and emotional intelligence, who think strategically and behave tactically intelligently, and who, despite all their will to succeed, are also willing and able to cooperate. Such negotiators develop over the course of many years - by continually studying their partners and critically reflecting on their own behavior and its impact.

Tip 2: Put yourself in the buyer's perspective

Changing your perspective to that of the buyer can work wonders. When breaking out of the first-person perspective, a whole new world of creative ideas often opens up to create a common basis for negotiation.

If buyers feel that their needs and their personality are being taken seriously and understood, then they want to find a solution with their partner. This means that the energies of the seller and the buyer are moving in the same direction. So they are more likely to find a solution that both sides can live with - without one partner losing sight of his or her negotiating goals.

Tip 3: Create the necessary value awareness for your solution

The central task of the salesperson is to create value awareness in the buyer for his problem solution. He must convince the buyer with a customer-specific sales argument that it is more advantageous for him and his company to buy product X or service Y from him - even if the price is somewhat higher than that of the competition.

To do this, salespeople must understand their customers' business and know their current market situation. The more competence a salesperson has in this area and the more confidently he or she acts as a result, the more difficult it is for the buyer to insist on price reductions or to award the contract to a competitor.

Tip 4: Be authoritative, don't just spout phrases

When things get tricky in negotiations, for example because the buyer raises a real sticking point, many salespeople show evasive behavior. That is, they bring up minor points or use phrases. This "annoys" the buyer and can lead to a loss of trust and thus to a loss of the order.

If a salesperson shows such evasive behavior, buyers conclude from this: This salesperson will also take flight if there are problems in the cooperation after the contract has been concluded. This means that he and his company will always have some kind of excuse instead of taking our wishes and problems seriously and addressing them. Therefore, he is not an attractive partner.

Tip 5: Build a relationship with the buyer - early on

Salespeople often try to bypass the "evil" buyer and instead seek contact with the specialist departments. No buyer can tolerate this. So he lets the salesperson "run aground". Sellers usually justify their bypassing of the purchasing department with the argument: "The purchasers have no idea about the subject matter". However, today's buyers are mostly experts who, due to their training and experience, understand technical procedures and processes very well - as well as business contexts.

As a salesperson, seek contact with purchasing as early as possible. And when talks are held with the specialist departments, for example to sound out future requirements? Then salespeople should ask their counterparts in the specialist departments: "Who from Purchasing is responsible for this? I would like to introduce myself to her/him." Otherwise, this will come as a bitter revenge when it comes to placing orders.

Tip 6: Present yourself and your company as a possible strategic partner

Negotiations in the B2B sector are often about agreeing a strategic partnership, i.e. setting the course for long-term cooperation. Because it has advantages for both sides. For example, more efficient processes can be agreed on the basis of a stable business relationship characterized by trust - such as the elimination of incoming goods inspections or a simplified sampling procedure.

Suppliers seeking a strategic partnership with a company must not only be able to satisfy its acute needs. They must have other qualities to be attractive as a partner - for example, a high level of innovation, development expertise and liquidity. As a salesperson, convince buyers that your company has these qualities.

Tip 7: React calmly and confidently to tactical fouls from buyers

Buyers have to achieve the best possible negotiation result for their company. That's why it's normal for them - like salespeople - to sometimes use certain tricks of the trade. Complaining about this is pointless. After all, this is as much a part of negotiating as the "tactical fouls" in a soccer game. You should react to this in an appropriately relaxed manner. Here are a few examples

• Buyer's trick: The purchaser generalizes negative individual cases
  Seller Response: not accept, demand further examples

• Buyer's trick: Buyer engages in salami tactics by constantly making additional demands
  Seller Response: first collect all negotiation points and only then negotiate

• Buyer's trick: Buyer tries to create stress in the seller by playing up trivialities or feigning disinterest
  Seller Response: remain calm, continue to argue calmly, do not launch counterattacks

• Buyer's trick: Buyer tries to intimidate the seller by, for example, making him wait for a long time, constantly phoning on the side
  Seller Response: Address courageously and openly, but with a smile, that you see through the tricks of the other side

Salespeople must recognize the "tactical fouls" of buyers. Only then can they react to them with confidence. If a salesperson is unable to do this, he or she is considered by the buyer to be less assertive - even within his or her own company. From then on, he will treat the salesperson accordingly. Therefore, one maxim for "unfair tricks" by buyers should be: Show flag and self-confidence. Only then will buyers take them seriously as negotiating partners.

 

To the author:
Horst Bayer is a senior consultant and trainer at the sales consultancy Peter Schreiber & Partner in Ilsfeld, Germany (www.schreiber-training.de). Before becoming a consultant, the business economist worked for 30 years in the areas of purchasing, logistics and materials management for manufacturing and capital goods industries. Most recently, he was head of purchasing and logistics at an automotive industry supplier.

"Remotecoders" is the latest initiative of Christian Hirsig, who already launched the non-profit association "Powercoders" in Switzerland with his wife Bettina in 2016 - a coding school for refugees and migrants that helps IT talents in Switzerland to get a solid education in IT programming and thus to enter the IT world and start an independent life. Together with Hussam Allaham, who himself came to Switzerland as a Syrian refugee via a refugee camp in Lebanon, Christian Hirsig now set up the "Remotecoders" during the Corona pandemic. The SDC supports the project in the conviction that this type of development aid is effective on the ground and with young people affected by unemployment in the MENA region.

Egypt was selected as the pilot country. Together with EPFL, Remotecoders prepares the talents remotely for their IT internship. The starting team in Cairo includes two managers, eleven team leaders and 29 interns. From front-end development to Java Enterprise to data engineering, there are specialists for everything in the Remotecoders team. Eleven companies, such as the WWF, the online retailer BRACK.CH and the Swiss digital agency viu, have already been brought together with the team in Egypt for a pilot project.

Swiss companies use the IT services of Remotecoders and kill two birds with one stone: they put the IT skills shortage in Switzerland a creative solution and they give people in North Africa a professional perspective. Marcel Rassinger, CIO of BRACK.CH can confirm this: "For us, Remotecoders is an excellent way to counteract the shortage of skilled workers and support talented people in their career entry into IT." Initiator Christian Hirsig adds: "We are currently moving into 480 m2 of office space in Cairo and are highly motivated to make our project a win-win situation for the Swiss partners involved as well as for our employees here in Egypt. With Powercoders, we have already proven once that people from the most diverse backgrounds can successfully find their way into IT."

Source: Remotecoders