At the beginning of March, the Easyfairs trade fairs all about automation at the Friedrichshafen trade fair and KPA at the Ulm trade fair will continue with a trade fair double pack with free admission for visitors. These are dates for which the journey from Switzerland or Austria and Liechtenstein to nearby Germany is worthwhile. Roland Brand, Easyfairs CEO for the D,A,CH countries talks about the future of the fair in the following interview.

Roland Brand, we are just before the automation trade show all about automation and the plastics technology trade show KPA Plastics Products News. What keeps you most busy at the moment and keeps you awake?
This close to the trade show, one always sleeps a little more fitfully. We want to offer our exhibitors and partners a thoroughly positive experience and provide them with the best possible support on their way to the trade fair. Nothing must be forgotten and you have to pay attention to every detail. The exhibiting companies are our stars and we want to put them in the best possible light before the show as well as at the show. In Friedrichshafen, more than 300 exhibitors will be at the start for the first time, and all our previous trade fairs in 2023 are in the plus figures. At the Kuteno from may 2023 in Rheda-Wiedenbrück, the exhibition halls are practically fully booked, also with 300 exhibitors. These are unmistakable votes of the exhibitors for the medium trade fair. They want to do everything right so that all participants can enjoy the two days of business, know-how and networking to the full and achieve their trade show goals.

Dominating topics in the manufacturing and robotics industry are cost increases, delivery difficulties, material shortages and the demand for future climate neutrality in manufacturing: What can be seen of these at the upcoming trade shows?
There is a lot of that to see. On the one hand, our exhibitors are showing the innovative approaches and solutions they are using to tackle these challenges. On the other hand, these topics occupy a central place in the supporting program.

Another big issue in the economy is the shortage of skilled workers. Where did they actually disappear to during Covid? How does a company in the Swiss workplace find the skilled workers that are so important? Abroad?
I do not have the final answer to this question either. But I am happy to mention that trade fairs play an important role in solving this challenge to the economy. On expert panels, they become a topic at all Easyfairs trade fairs. Because among the visitors to a trade fair, there are of course always interesting and interested candidates for open positions.

Experienced trade show professional Björn Kempe says: "For me, online clearly hasn't worked in the trade show industry, and hybrid only to a limited extent. I see more of a trend back to the basics in marketing, to media, social networks and to theme marketing." On the other hand, the pandemic has also led to ongoing transformations in the trade show industry. To which ones?
We at Easyfairs also held dozens of online and hybrid events in a variety of forms during and after the pandemic. But our experience from participant feedback clearly showed that the live format, the "real" trade show, is by far the preferred medium for companies. We also do not believe in hybrid events, where parallel to the live trade show, an online version is broadcast. But we clearly believe in the hybrid in the sense of a year-round, digital service of the exhibitor and visitor communities with information around the corresponding trade fair topic. This transformation from trade show maker to community platform operator is one of the most obvious to watch. The benchmark for evaluating the success of the trade fair after the post-Covid euphoria, because live events were possible again, is, among other things, the number of visitors. They show up so far on all Easyfairs fairs in 2023 in increase of guests and absolute numbers on record level!

Does the economy really still need trade fairs in the age of digital transformation? Which trade fairs does the economy really need?
Of course there is a need for trade fairs! Especially now, after the pandemic, we are very happy about the many feedbacks from exhibiting companies and visitors who are glad that it is finally possible again to meet live and in person, to find and try out news, to fill the potential customer files again, etc. By the way, during company visits in Silicon Valley, I was confirmed by high tech companies that they also believe in the live trade show format and also consider it necessary. Which trade fairs does business need? Actually, any trade show that brings something to the industry. In other words, those trade fairs that attract enough attention, feature interesting content and innovations, and provide the right atmosphere and opportunity to make new contacts. In other words, trade fairs that provide exhibitors with a good ROI (Return On Investment) and visitors with a high ROT (Return On Time Invested).

Ahead of all about automation in Friedrichshafen and Kunststoff Produkte Aktuell KPA in Ulm, both on March 7 and 8, 2023, and Kunststofftechnik Nord, Kuteno from May 9 - 11 in Rheda-Wiedenbrück: What are the registration statuses here? And above all: what do the exhibitors have to say about the upcoming trade shows?
The registration levels are really highly gratifying. At the all about automation in Friedrichshafen, a new record will be reached with around 300 participating companies, the Kuteno is already practically sold out and the KPA will be stronger than at the last event 4 years ago with well over 100 exhibitors at the new start under our leadership. I think these facts and figures alone reflect the tenor from the business community: there is a need for trade fairs!

What can be expected in terms of digital flanking of the Easyfairs trade fairs in 2023? How will the focus on communities continue?
The already existing, comprehensive digital flanking of our trade shows is continuing at a fast pace. On the one hand, the existing offerings are to be improved, and on the other, expanded with new features. Above all, we want to expand further in the direction of community matchmaking.

When asked what makes up the Easyfairs mindset, what do you say?
Our way of thinking is primarily aimed at helping communities to expand their customer and relationship network. To do this, we create the most meaningful and not the largest possible formats in each case and organize them where it is most promising for the relevant industries, rather than where our own infrastructure is located. Together with the less costly and financially manageable all-in stand offers, we always strive to guarantee the exhibitors and visitors the greatest possible ROI or RED in the overall package and thus help them and their industries in the best possible way.

The interview was conducted by Urs Seiler from the Smartville Agency Ltd..

The next fairs of Easyfairs:

• 8 - 9.3.2023: all about automation, D - Messe Friedrichshafen
• 8. - 9.3.2023: KPA Kunststoff Aktuell, D - Ulm Fair
• 9. - 11.5.2023: D-Kuteno Plastics Technology North, Rheda Wiedenbrück
• 25. - 26.10.2023: Maintenance, Zurich Exhibition Center
• 25. - 26.10.2023: Aqua Suisse/Flow, Zurich Exhibition
• 25. - 26.10.2023: Pumps + Valves, Zurich Exhibition

"Building back better" is a popular buzzword in times of crisis, but is it realistic? A new study published in February in the journal "Nature" was published, examined the impact of economic crises on decarbonization and showed that while crises do not automatically lead to structural changes and long-term decarbonization, they have played an important role in initiating systemic change. "Almost all countries that reached a peak in their CO2 emissions did so during an economic crisis," says first author Germán Bersalli of the Research Institute for Sustainability (RIFS) in Potsdam, Germany. With colleagues from RIFS and ETH Zurich, he studied the relationship between emissions peaks and economic crises in the 45 countries that were members of the OECD and G20 between 1965 and 2019.

Decarbonization thanks to economic crises?

Over the past 50 years, 28 of these countries reached their emissions peak, 26 of them just before or during the major economic crises of that period. These include the 1973-75 and 1979-80 oil crises, the collapse of the Soviet Union (1989-91), and the global financial crisis (2007-09). Even as countries' economies rebounded, emissions did not rise back to their pre-crisis levels. This positive development contrasts with the global trend: worldwide carbon dioxide emissions increased steadily over the period, with only small dips during the crises.

The mechanisms behind lower emissions

The researchers describe three mechanisms that have led to lower emissions over the long term:

• With Energy efficiency measures governments and companies respond to higher energy prices or worsening economic conditions. "This mechanism is particularly pronounced during oil crises. Countries that peaked during this period - the United Kingdom, Germany and France, for example - saw a significant improvement in energy intensity. Consumption of expensive imported fuels fell, and industrial efficiency rose," says Bersalli. In addition to government measures, companies also responded to crises and triggered new market trends, such as a shift to smaller and more efficient cars during the oil crises.
• Changes in the economic structure include a decline in CO2-intensive industries and a post-crisis recovery for less energy-intensive industries. This change is driven by economic and sometimes political forces. As the economy recovers, companies are increasingly turning to less energy- or carbon-intensive plants. But there is also a shift from goods-producing to services. Bersalli cites Spain as a striking example of this phenomenon: "In Spain, which was one of the hardest hit countries during the global financial crisis and the subsequent euro crisis, industry suffered particularly badly. Its share of GDP fell from 26 percent in 2007 to 20 percent in 2015, and the construction industry collapsed and never returned to pre-crisis levels. Spain's return to growth occurred in other, less carbon- and energy-intensive sectors."
• New market conditions or political changes have Changes in the energy mix which led to a reduction in CO2 emissions. The first oil crisis in the early 1970s had a lasting impact on the energy mix, particularly in Western Europe: Nuclear power was expanded and interest in emerging renewable energy technologies increased.

Understanding the effects of measures

The findings could help develop more robust climate policies, points out co-author Johan Lilliestam (RIFS): "We also observe in the context of the Covid 19 pandemic that ambitious climate policies prove their worth in times of crisis. Countries that previously supported the transition to a carbon-neutral energy system invested the most in green sectors with their stimulus packages and used the opportunity to strengthen their market position in emerging carbon-free technologies and industries." That will lead to declining emissions in the long run, he said. The findings also provided an answer to the much-discussed question of whether green growth is possible: according to the study, an absolute decoupling of growth and emissions is possible if economic growth is moderate. In the past, carbon and energy intensity has rarely fallen more than four percent per year. Even the early economies that peaked in the 1970s still have a long way to go to fully decarbonize their economies. Bersalli, G., Tröndle, T., Lilliestam, J. (2023). Most industrialised countries have peaked carbon dioxide emissions during economic crises through strengthened structural change, Communications Earth & Environment, 4, 44 The post Economic crises can accelerate decarbonization appeared first on Organizer.

M&A activity by Swiss SMEs reached a new high in 2022, according to an analysis by the auditing and consulting firm Deloitte. The number of M&A transactions involving Swiss SMEs amounted to 244, which is 4.7% more than in the previous year. This is mainly due to the high number of cross-border transactions, which accounted for over 70% of all deals. Of the 173 international transactions, 75 involved Swiss SMEs making an acquisition abroad - 25% more than in 2021. Since the Deloitte MidCap M&A Study was first published in 2013, never before have so many Swiss SMEs bought companies abroad. The number of domestic transactions fell by 7 percent to 71. In each case, the study on M&A activities of Swiss SMEs examines merger and acquisition transactions (acquisition of majority stakes) of small and medium-sized Swiss companies between January 1 and December 31. Already in the first half of 2022, a high number of SME-company transactions became apparent.

Swiss SMEs are still attractive for investors

At 169, the total number of Swiss SMEs acquired in 2022 was only 2 percent lower than in the previous year. The number of acquisitions made by foreign companies remained almost stable at a high level of 98, having risen by over a third in 2021. 65% of the buyers of Swiss SMEs were companies from Europe, while the other buyers were mostly from the USA (23%). While the total number of M&A deals by Swiss SMEs was still very high in the first half of 2022 (133 transactions), it declined significantly in the second half of the year (111 transactions) due to inflation and recession fears. Thus, only 45% of all transactions in 2022 were initiated in the second half of the year. This is the lowest half-year share since the start of this study series in 2013. "The further increase in takeover activity by Swiss SMEs is a sign of the robust Swiss economy and the innovative strength of our location. The strong Swiss franc and the much stronger rise in inflation abroad have also prompted many Swiss SMEs to make acquisitions. And Swiss SMEs continued to be attractive to investors despite the high prices," explains Anthony West, Partner and Head of Corporate Finance Switzerland at Deloitte.

IT sector with peak in M&A activity

M&A activity in the Swiss TMT (technology, media and telecommunications) industry reached a new high in 2022. It comprised 62 deals, representing 26% of all transactions involving Swiss SMEs. In 2021, the share was still 23%. Remarkable is the share of the IT subsector, to which the majority of TMT transactions can be attributed with 48. Proportionally, many more Swiss SMEs were purchased by foreign companies in IT (56%) than across all sectors (40%). This shows that the Swiss IT sector has produced many attractive companies in recent years. One reason for the high level of interest in Swiss IT service providers is likely to have been the major advances in digitization during the past few years and the Corona surge, which have fueled the growth of IT service providers and also led to many new startups in Switzerland. Many of these companies offer services such as cloud solutions, software as a service (SaaS) or cyber security software.

"In order to drive growth in the IT and tech industry, talented IT specialists are in demand. They are among the most important resources. In times of demographic change and a shortage of skilled workers, SMEs that have such specialists are extremely attractive takeover targets. Scalability, high growth, and business models based on recurring revenues also make companies extremely attractive. The active start-up community in Switzerland, which is strongly fed by ETH and EPFL, has also strengthened the attractiveness of Swiss IT companies," says Stephan Brücher, Partner Financial Advisory at Deloitte Switzerland.

Private equity stable at a high level

Merger and acquisition activity involving a private equity fund remained stable at a high level in 2022, having risen steadily in recent years. Private equity companies were involved as buyers or sellers in 94 of the total of 244 completed transactions.

Globally, 2022 was a subdued M&A year, with the global number of deals falling from 62,193 to 54,914 due to a sharp drop in the second half of the year. The appetite for sales and acquisitions waned due to the adverse global economic environment - with inflation, rising interest rates and the war in Ukraine.

"The slowdown in M&A activity by Swiss SMEs in the second half of 2022 reflects the global trend that began earlier this year. Many economists are forecasting an economic slowdown in Western economies in 2023 due to rising interest rates and continued high inflation. These elements create an environment of uncertainty that is not conducive to M&A. That being said, economic data and general market sentiment have been better than expected since the beginning of the calendar year. This could lead to fertile ground for continued M&A activity," said Jean-François Lagassé, Partner Financial Advisory and Head of Financial Industry at Deloitte Switzerland.

Source: Deloitte

The fitness chain of Migros, Activ Fitness, receives a new scalable VoIP telephony solution from iWay. The procurement was deemed necessary because, in addition to the switch to All-IP, a heterogeneous telephony landscape had developed in the studios over the years that no longer met the requirements. The new telephony solution is managed centrally via the virtual vPBX hosted by the Internet service provider iWay. "Availability and support have been significantly improved," says Philipp Werder, Head of IT Infrastructure Services at Genossenschaft Migros Zürich and responsible for ICT services at Activ Fitness. The new telephony solution features call center functions in all studios and local numbers can be easily transferred. "Overall, we were able to reduce costs while improving functionality with iWay's new solution," says Werder.

For the new solution, iWay's VoIP telephony service was connected to Activ Fitness' MPLS (Multiprotocol Label Switching) network via the existing data line using a partner firewall. This switching method allows for a stable and high-performance connection. The telephony of the back office and also the head office is networked with the iWay infrastructure via a business trunk and a session border controller. With the new solution, the studios have a DECT multi-cell system from Gigaset with two handsets and a landline telephone from Yealink. The system is scalable and the nationwide introduction of VoIP telephony can thus be easily implemented. "With the new VoIP solution from iWay, we are also supporting the nationwide expansion of Activ Fitness," Werder is pleased to say. Gradually, all 119 Activ Fitness studios will be equipped and served with VoIP telephony from iWay.

Zurich-based iWay AG is one of Switzerland's leading Internet Service Providers (ISP) for private individuals and small and medium-sized enterprises. Founded in 1995, the company offers customized solutions in the areas of Internet access, VoIP telephony, mobile telephony, TV, e-mail, hosting and data centers.

Source and further information: iWay

People are different. This is something we experience every day - both professionally and privately. For example, when faced with new challenges, we notice that some women and men immediately think: I can't do that. Accordingly, they approach the task unmotivated and their chances of success are correspondingly low. Others, on the other hand, also initially think: Oh, what a fright. But then: Somehow I'll manage. So they tackle the task with vigor. Usually with success - also because they don't immediately throw in the towel after the first failed attempt.

New key competence: professional and private

Such confidence is becoming increasingly important. Because in our modern world, we are permanently confronted with new challenges. So dealing with them adequately is becoming a key competence. Companies have also recognized this. They increasingly expect their employees to face and master new challenges; furthermore, they expect them to take the initiative in acquiring the skills they will need in their jobs (in the future). Or to put it another way: Your employees should be more self-effective.

According to research by Canadian learning theorist Albert Bandura, who sadly passed away in 2021, our self-efficacy feeds off four sources:

1. Own experience: They are very important. Because those who have repeatedly gained the experience "I can solve difficult tasks" also have the confidence to do so with new ones.
2. Role models: If one person observes another solving a difficult task, this can also boost his or her self-confidence - true to the maxim: "If this person can do it, so can I!"
3. Support: The knowledge that "when things get tight, I have supporters" is also encouraging.
4. Reactions and emotions: People infer their abilities from their physical reactions. For example, if they feel their heart racing during a task, they often immediately think: I can't do this. So it's important to be able to analyze: Is my reaction appropriate for the task?

Increase self-efficacy step by step

Anyone who wants to increase their self-efficacy should therefore regularly set themselves challenges where they initially suspect: This task could be too much for me. Because this is where we grow.

It makes sense to view the task as a project and analyze it first: Which subtasks are associated with it? Then we can determine why we shy away from certain subtasks. For example, because we don't have any experience with this yet? Once we have determined this, we can organize the necessary support. In addition, we can derive sub-goals from the subtasks that need to be achieved on the way to the big goal.

Defining subgoals is important in the event that we only partially achieve the project goal. Then, on the basis of the achieved subgoals, we can determine which subtasks we have solved with flying colors and which we have not. We can therefore put our "failure" into perspective. It also allows us to analyze which new skills we have acquired and where there is still a need to learn.

If we proceed in this way when tackling challenging tasks, we enter a learning spiral that leads to a steady expansion of our competence and self-efficacy.

To the author:
Joachim Simon, Braunschweig, is a leadership trainer and speaker specializing in (self-)leadership (www.joachimsimon.info). Among other things, he is the author of the book "Self-responsibility in the company" and co-founder of the (self-)leadership coaching app Mindshine (www.mindshine.app). From him also already appeared this article.

Change on Dachser's Management Board: CFO Robert Erni will not renew his contract, which expires at the end of the year, for personal reasons and will leave the company on June 30, 2023. Dachser CEO Burkhard Eling will then take over as Chief Financial Officer in a dual role. Eling had already held the position of CFO at Dachser for eight years, from 2013 until his appointment as CEO on January 1, 2021. "We would like to thank Robert Erni for his successful work over the past two years. With his immense experience and his fresh view from the outside, he has further developed the finance department at Dachser in a forward-looking manner and provided important impetus for the entire company on the Management Board," says Bernhard Simon, Chairman of Dachser's Board of Directors.

Dachser, a family-owned company headquartered in Kempten, Germany, offers transport logistics, warehousing, and customized services within two business fields: Dachser Air & Sea Logistics and Dachser Road Logistics. With around 31,800 employees at 376 locations worldwide, Dachser generated consolidated net revenue of almost EUR 7.1 billion in 2021. The logistics provider moved a total of 83.6 million consignments weighing 42.8 million tonnes. Dachser is represented by its own national companies in 42 countries, including Switzerland. Dachser Switzerland employs 292 people and generated net revenue of 128.8 million Swiss francs in 2021.

Source and further information: Dachser

A diverse composition and smooth cooperation of the board of directors is elementary for compliance with good corporate governance. A recent study by the auditing and consulting firm Deloitte Switzerland analyzed economiesuisse's recently revised "Swiss Code of Best Practices for Corporate Governance," evaluated data from the annual reports of the 20 SMI companies and the 30 SMIM companies, and spoke with experienced board members.

Progress discernible - sustainability will gain in importance

The Deloitte analysis shows that a long professional career is still judged to be a significant criterion for the selection of members of the Board of Directors. Only 2 percent of people on boards of directors are younger than 40. The most represented age groups are 51-60 years (37%) and 61-70 years (42%). 8 percent of all board members are older than 71. In terms of expertise, the areas of finance/banking (43%) and law (12%) dominate. Boards have made significant progress in terms of gender composition (see chart 1). In 2012, just 9 percent of all board members were women; by 2022, that figure had risen to 32 percent. In addition, board members are sitting in their seats for less time than ten years ago: The average length of a board mandate in 2022 was between 5 and 6 years. In 2012, the average was still 6 to 7 years.

"The boards of directors are the supreme steering bodies of Swiss companies; they set the course for the important issues of the future. This includes sustainability. Aspects such as the impact on the environment and society will gain in importance on boards of directors," says Alessandro Miolo, Head of Audit & Assurance at Deloitte Switzerland and member of the Executive Board, assessing the results.

"Diversity" extends far beyond gender representation

However, for the tasks to be performed comprehensively and for corporate governance to be practiced, further points must be taken into account in the composition of the committees: Members should have different ways of thinking, apply different issues and bring approaches from other industries, corporate cultures and markets. They are helped in this by a broad range of experience as well as management experience at executive board level.

By including these factors, members of boards of directors do not just deal with their own area of expertise in isolation. Rather, representatives with a wide range of experience should also be able to contribute beyond their own subject area. These diverse perspectives are important for addressing forecasts and future issues and finding effective responses to concrete challenges. Boards with outstanding collaboration use this so-called "cognitive diversity" to their advantage. "The revised guidelines in the "Swiss Code of Best Practices for Corporate Governance" are an important response to current developments in sustainability, new legal requirements, and changing economic challenges. In the past, Deloitte has repeatedly worked to strengthen corporate governance in the Swiss economy - for example, through studies on various board topics, participation in expert committees of various associations and, last but not least, through concrete work for our clientele," says Reto Savoia, CEO Deloitte Switzerland.

Sustainability thought too short term

While 79 percent of all 50 SMI/SMIM companies surveyed already publish a sustainability report that addresses challenges, objectives and progress in the area of financial, social and environmental sustainability (ESG). At the same time, only just 27 percent of companies have included ESG objectives beyond the coming financial year in the compensation systems for their executive board members (see chart 2).

There is also a need for further action in risk management, which plays a key role in achieving goals and protecting the company's reputation. Only 44 percent of the companies surveyed reported that they conduct annual risk assessments. One-third of the annual reports did not contain any information on the frequency of their risk assessments, which are carried out by the BoD. The situation is similar when it comes to whistleblowing: 35 percent of all companies do not have a specific hotline for independent and anonymous reporting of suspected violations of applicable laws, regulations or codes.

"Instruments such as the whistleblowing hotline or measures to anchor the risk culture at the top of the company are elementary, so that companies can actively manage risk, identify weak points and thus contribute to protecting their reputation as well as Switzerland as a business location. Far-sighted thinking is central to risk management. This enables the board of directors and management to act in a prepared and pragmatic manner instead of just reacting," Alessandro Miolo continues.

Source: Deloitte

The Swiss Association for Solar Energy has seen a marked increase in membership, parallel to the positive development on the market, according to a press release. At the same time, numerous new tasks have to be mastered, such as the establishment of a professional apprenticeship. All this requires expanded capacities of the association's office. Against this background, the current Managing Director David Stickelberger has decided to step down after 25 years of service and hand over the main responsibility in the operational area of the association: "I am pleased to be able to hand over the management to new, competent hands after 25 years. In my new role at Swissolar, I will continue to work full steam ahead to ensure that solar energy becomes the second mainstay of Swiss energy supply alongside hydropower," says Stickelberger.

David Stickelberger is expected to form the new Executive Board together with his current deputy Andreas Hekler and Matthias Egli until retirement age. He will be responsible for the Market and Policy division. This solution will enable a smooth handover of responsibilities in a dynamic and challenging phase of the association's development.

New management as of May 1, 2023

The Swissolar board has elected Matthias Egli as its new managing director. He will take up his post on May 1, 2023. Born in Lucerne in 1978, Egli has broad professional experience in the energy, construction and ICT sectors. As a trained draftsman, he is very familiar with the day-to-day work in the construction industry. As a second-chance education, he completed a French-language degree in environmental engineering at the Swiss Federal Institute of Technology in Lausanne. He acquired business management skills with MBA studies at the University of Rochester New York and at the University of Bern: "It is fantastic what the solar industry and the association Swissolar have achieved in recent years. I am very motivated to further accelerate the strong growth of the entire industry with Swissolar in order to achieve the goals of the Swiss energy strategy," says Egli.

Matthias Egli has led teams from strategy development to operational implementation, developed projects and built up companies. In his spare time, he has been involved in the energy transition on various occasions, including as co-founder of the Sunraising and Smart City Bern associations and in his political work in the Bern city parliament. Matthias Egli currently supports energy projects and start-ups with his own company and lives with his family in Wabern near Bern.

Step from trade to industry association

For Swissolar President Jürg Grossen, the association is ready for the step from a trade to an industry association with the competently positioned management: "I am very pleased that we are able to engage a competent and experienced managing director in Matthias Egli and I am convinced that he, together with the new management and the entire Swissolar team, will successfully lead our association into the next decade. My great thanks go to David Stickelberger for his many years of successful commitment at the helm of Swissolar and for his willingness to continue his motivated work on the Executive Board. Many thanks also to Andreas Hekler for his great merits and the reliable, serious work as deputy managing director, which he is happy to continue. With this very competent management team, Swissolar is ready to take the next step towards becoming an industry association," says Grossen.

Source and further information: Swissolar

Messenger services like WhatsApp are among the most used apps in Germany, Austria and Switzerland - 7.3 million Swiss use WhatsApp. Every free minute, the smartphone is used to see what friends and family members are writing. It's not just the young who communicate this way. Current studies show that every age group has conquered messenger services for themselves.

It is surprising that despite this strong market penetration, so many companies have not yet thought about using this channel! Fields in which WhatsApp has already proven itself are:

• Customer service - Quick help
• Sales - Submit simple orders (without PC)
• Appointment - Uncomplicated coordination
• Consulting - Send product information
• Marketing - reference to promotions or discounts
• Events - send ticket and map directly to your smartphone and much more.

In this book, Rolf Limacher explains how to proceed in a structured manner in order to tap this potential. Using numerous examples, he shows how successfully innovative companies are already using this direct channel to their customers.

Important to know: The potential of messenger services is far from exhausted. All of them are constantly evolving and expanding their range of functions. And if one application is no longer successful, there is certainly already a new one that will quickly take its place. In other words, readers of this book are perfectly positioned to apply their knowledge to the new platform.

The book is available directly from BPX Publishing

From Assent Inc (Assent), a provider in the area of sustainability and compliance in supply chains, there is a new qualitative study on the implementation of ESG and sustainability strategies in supply chains at companies with complex manufacturing. In it, 152 people in positions of responsibility were asked about barriers, plans and status quo of sustainability programs. The survey, commissioned by Assent from Endeavor Business Intelligence, was conducted in North America and Europe in October 2022. Respondents were primarily from the engineering, automotive, electronics and aerospace sectors.

ESG enjoys high priority

The study shows that 87 % of respondents give ESG and sustainability within their own supply chain a high or medium priority. The majority believe that supply chains pose a greater risk to compliance with ESG standards than their own production. Accordingly, 88 % of respondents plan to base their choice of suppliers within the next five years on their sustainability efforts, among other factors.

In order to be able to do this, 69 % expect their company to expand its investment in sustainability practices in 2023, despite the tense economic situation. Around two-thirds also state that they intend to create additional positions within the next three years to deal specifically with the sustainable design of their own supply chains.

Customers and climate protection are the key drivers to more sustainable supply chains

The study also asked about the most important drivers for the implementation of sustainability and ESG practices. The most frequently cited reasons are climate and environmental protection (39 %) and corresponding feedback and demand from customers (33 %). Improving their own reputation (27 %), more resilient supply chains (27 %) or hoped-for competitive advantages (27 %) were also frequently mentioned.

On the other hand, the study also shows which consequences companies see as the greatest risks if they fail to make their supply chains sustainable. Nearly half (49 %) see a potential loss of customers as the most serious. This is followed by the risk of non-compliance and the associated fines (32 %), potential negative publicity (32 %) and the possible loss of partners or suppliers (25 %).

Confidence in one's own ability to provide information is low

Only 39 % of respondents are confident that their company is accurate and defensible about corporate influence within the report on their own supply chain with regard to ESG can. One of the reasons for this is that 47 % state that they are highly or very highly dependent on their suppliers when implementing sustainability strategies. 59 % think that this dependency will even increase in 2023. Problematically, at the same time only 25 % believe that their partners and suppliers have the capacity to sufficiently support their own sustainability goals.

"Reliable data from your own supply chain is an absolute must for any effort toward true sustainability," says Sue Fortunato-Esbach, Regulatory & Sustainability Expert, Product Sustainability, at Assent. "However, for many manufacturers, it is difficult to access data that is buried deep within their own supply chain. At Assent, we help our clients do this by having our experts gather information about practices at suppliers through a variety of channels. In doing so, we give companies confidence that they are meeting their own ESG goals and are in compliance with current laws."

Budgets and expertise are limited

Furthermore, the study asked about the obstacles that make it difficult for manufacturers to achieve their ESG and sustainability goals as intended. The most frequently cited limiting factors are cost and budget (55 %), followed by continuous changes in requirements and legislation (41 %). Problems managing existing data (34 %), lack of awareness (33 %), lack of technical expertise (32 %), or not being able to engage certain suppliers (32 %) are also cited.

"Access to appropriate expertise to keep up with ongoing regulatory changes is limited. This severely limits many companies in their ESG and sustainability efforts," says Sue Fortunato-Esbach. "Skills shortages, already overburdened departments and limited budgets make it difficult to create such expertise internally to a sufficient degree. In addition, there are problems with data availability, quality and analysis. Especially for complex manufacturers with thousands of suppliers, it is therefore usually the better choice to turn to specialized partners."

After reviewing over 150 applications, a jury of investors and technology experts has selected ten tech startups to participate in the roadshow in Silicon Valley, one of the world's most important technology hubs. The Roadshow offers entrepreneurs a unique opportunity to accelerate the expansion of their startups in the U.S., expand their professional network and benefit from workshops with investors and industry leaders.

Step into growth

The Venture Leaders program also demonstrates the dynamism and vitality of the Swiss tech startup ecosystem. The selected startups work on a wide range of solutions, from artificial intelligence and sensors to encryption and location technologies, and serve a variety of sectors including agriculture, healthcare, digital marketing and engineering. "The startups selected for the Venture Leaders Technology program are working at the forefront of innovation, so the Silicon Valley roadshow is the natural next step in their growth," said Stefan Steiner, co-managing director of Venturelab. "By connecting with industry experts and investors in this hub of innovation, the program gives entrepreneurs access to invaluable U.S. market insights and industry know-how while strengthening their international network. We look forward to the exchanges and opportunities the roadshow will bring for the Venture Leaders and their future investors."

The ten selected startups are:

Roadshow with an impact on corporate success

This year's Venture Leaders Technology join an impressive group of alumni, including startups such as. Lemoptix and Composyt Light Labs (adopted from Intel), Faceshift (bought out by Apple), HouseTrip (bought out by TripAdvisor), Kooaba (bought out by Qualcomm), Dacuda (adopted from Magic Leap), and the unicorns GetYourGuide and Scandit. "It was very constructive to be challenged by U.S. investors to improve our communication and pitches," said Matteo Vanotti, CEO of xFarm and Venture Leader Technology 2022 participant, who closed a €17 million funding round after the roadshow. "Besides, we could breathe the atmosphere of the Valley populated by tech companies; we came back to Switzerland with a lot of inspirations."

"I can safely say that the Venture Leaders program is unique in many ways," said Nicolas Abelé, founder and CEO of SONIX, also Venture Leader Technology 2022. "The amount of personal and professional development packed into this one week is incomparable."

Kickoff event on February 22, 2023

The Venture Leaders Technology 2023 program is organized by Venturelab and supported by ETH Zurich, EPF Lausanne, Kellerhals Carrard, Rothschild & Co, the Canton of Vaud and the Canton of Zurich. The companies will Present to the public at a kick-off event on February 22, 2023

Deloitte's Global Marketing Trends 2023 study shows, on the one hand, that the metaverse piques the interest of most chief marketing officers (CMOs) surveyed. On the other hand, about one-fifth of them say they do not fully understand it. The Metaverse is a network of interoperable virtual worlds where users can work, play, meet or shop using virtual or augmented reality technologies. The Metaverse could develop into a gigantic marketing channel, believe staunch supporters of this network.

Metaverse begins without Switzerland

In Switzerland, however, this interest is less pronounced. Only 7 percent of Swiss respondents say their company is already active in the metaverse - compared to 17 percent globally. Swiss CMOs are more likely to observe the metaverse than to become active: While their international colleagues are either already active in the metaverse or plan to do so within the next 12 months (see chart 1), nearly half (42%) of the Swiss marketing executives surveyed will only do so within the next 12 to 24 months, and 12 percent have not yet engaged with it at all.

Swiss CMOs cite the complexity of technology implementation (55%) as the main reason for their non-participation in the Metaverse, followed by skepticism about long-term relevance (35%) and insufficient talent to implement such a strategy (32%). "Swiss companies are not doing themselves any favors with their wait-and-see attitude toward new Web 3.0 technologies and the Metaverse," Roger Lay, Head of Marketing, Commerce and Design at Deloitte Switzerland, is convinced, adding, "It is not yet clear how significant the Metaverse, for example, will be for individual companies and industries in five or ten years. But if marketers don't take their first steps very soon, they will miss the trend."

Sustainability: Come to stay

Sustainability is also increasingly seen as a growth driver and new market. Swiss CMOs have recognized this earlier than their colleagues worldwide: Swiss marketing managers give higher priority to building up competencies and offerings around sustainability (31%) than their international colleagues (21%). They also find this easier in a global comparison (see chart 2). "Most chief marketing officers in this country have recognized the opportunities of sustainability when it comes to their company's reputation and as an opportunity for growth," says Liza Engel, Chief Sustainability Officer at Deloitte Switzerland. In light of demographic trends and increased awareness of the impact of a purchasing decision, she says, sustainability is taking center stage. Engel is convinced: "If companies want to be successful in their sustainability efforts, they need to be honest and transparent in taking concrete sustainability measures, communicate them authentically, bring their clientele along on this journey, and understand that sustainability is crucial for the longevity of a company."

Creativity as a growth driver - not in Switzerland

The study continues to paint a rather conservative picture of Swiss marketing departments. Only about one-third (35%) of respondents believe that the long-term success of their company depends on developing creative ideas. This conviction is more pronounced among their colleagues worldwide: 48 percent of them believe that creativity is a growth driver (see chart 3). By contrast, the majority in this country (51%) believe that problem-solving and decision-making will be the most relevant attributes for the success of their company - internationally, the figure is only 35 percent.

"Swiss companies still allow mistakes too rarely and show too little willingness to take risks and creativity to encourage innovation," Roger Lay is convinced. Only 28 percent of Swiss marketing managers (worldwide: 37%) believe that encouraging risk-taking and "failure" fosters creative thinking. Lay continues, "This is possibly due to the fact that a rather traditional corporate culture still prevails in Switzerland, characterized by risk avoidance and perfectionism. Many marketing managers in Switzerland complain that creativity ekes out a niche existence in their companies and is not seen as a strategic imperative." Against this backdrop, it comes as no surprise that local companies also lag behind when it comes to collaborating with external creatives and influencers, according to another conclusion of the study. Currently, only 23 percent of Swiss marketers would collaborate with such - compared to 33 percent worldwide. "If Swiss companies don't want to lose out to their global competitors, they should encourage creativity and risk-taking, be more open to new technologies and use them more consistently," Lay concludes.

Source: Deloitte