The Prix SVC Ostschweiz is awarded by the Swiss Venture Club (SVC) to successful small and medium-sized enterprises (SMEs) in the region that impress with their corporate culture, the quality of their employees and management, their products and innovations, and their sustainable track record. Since 2004, the Prix SVC Ostschweiz has been awarded every two years, i.e. for the tenth time in 2022.

Companies from all over Eastern Switzerland

The six finalists, all successful SMEs from Eastern Switzerland, have now been nominated: Appenzeller Alpenbitter AG (Appenzell), Ifolor AG (Kreuzlingen), the Högg Group (Wattwil), La Conditoria (Sedrun), Mosmatic AG (Necker) and Wild & Küpfer AG (Schmerikon) can hope to win the Prix SVC Ostschweiz 2022 in the final. The companies were nominated by an 11-member jury of experts headed by Andrea Fanzun, partner and CEO of Fanzun AG, in a multi-stage process from a list of around 150 companies. Companies from both Appenzell, Glarus, Graubünden, St.Gallen and Thurgau were available for selection.

The six finalists for the Prix SVC Ostschweiz 2022

The six finalists present themselves - in alphabetical order - as follows:

• Appenzeller Alpenbitter AG (www.appenzeller.com): 120 years ago, Emil Ebneter and Beat Kölbener from Appenzell laid the foundation for Appenzeller Alpenbitter AG. They developed Appenzeller Alpenbitter with 42 selected herbs. The recipe of this natural product is a well-kept secret of the founding family. To this day, Appenzeller Alpenbitter AG is a purely family-run business, currently employing around 40 people. Since October 2020, Pascal Loepfe-Brügger, great-grandson of company founder Beat Kölbener, has been managing director of the traditional Appenzeller company.
• Högg Group (www.hoegg.ch): What began in 1905 as a blacksmith's shop in Lichtensteig has developed into a modern, innovative group of companies with over 160 employees. The Högg Group consists of the specialized provider for precision manufacturing and component assembly (Högg AG Produktionstechnik) as well as engineering with system responsibility (simplify engineering AG). As an expert in stair and seat lifts, it offers ideal solutions for overcoming height differences for people with limited mobility. (Högg Liftsysteme AG).
• Ifolor AG (www.ifolor.ch): Ifolor makes unforgettable moments reliveable in personalized photo products. The range includes high-quality products such as photo books,
  -calendars, greeting cards, wall decorations, photo gifts and photos. As a family business founded in 1961, Ifolor combines tradition with innovation and has been climate-neutral since 2011. The company is active in fifteen countries, employs around 270 people and generates annual sales of more than CHF 100 million. The popular photo products are manufactured at the Swiss headquarters in Kreuzlingen and in Kerava, Finland.
• La Conditoria (www.conditoria.swiss): At 1400 meters above sea level, la Conditoria has been producing the finest Bünder specialties since 1965. Time and again, the family business, now in its second generation, creates unique products such as the leading product "probably the smallest Bünder nut cake in the world" weighing only 19 grams. Every year, the company produces millions of its flagship product with around 50 employees and sells mainly in the Swiss retail trade (including the wholesaler Coop), but also exports to thirteen different countries from Hong Kong and South Korea to the USA.
• Mosmatic AG (www.mosmatic.com): The Swiss family-owned company Mosmatic AG has specialized in products for car wash technology, high-pressure cleaning and precision swivels for over 40 years. Innovative and customer-oriented special solutions, as well as patented developments, make the Swiss company known beyond its borders. Founded in 1978 in Switzerland, the Mosmatic group of companies is now represented worldwide with branches in the USA, Canada and Australia. The entire product range is manufactured by over 120 motivated employees in Neckertal.
• Wild & Küpfer AG (www.wildkuepfer.swiss): For over 40 years, Wild & Küpfer AG has been developing, producing and assembling high-precision plastic parts and assemblies for complex applications. At its state-of-the-art location in Schmerikon, the family-owned company continuously invests in cutting-edge technology and top performance. This is one of the reasons why Wild & Küpfer AG, which employs over 200 people, is the technology market leader in Switzerland and Europe in the field of plastic injection molding.

High-profile events for SMEs

The sponsor and initiator of the Prix SVC is the Swiss Venture Club (SVC), an independent, non-profit association of entrepreneurs for entrepreneurs with the aim of supporting and promoting SMEs as the driving force of the Swiss economy and contributing to the creation and preservation of jobs in Switzerland. The SVC is supported by premium partner Credit Suisse, partners Emil Frey, EY, Mobiliar and Swisscom, as well as numerous other sponsors. The award ceremonies, which are the SVC's most high-profile activities, have become well-known events throughout Switzerland and are now held in eight economic regions and every two years.

More information: Swiss Venture Club (SVC)

A case that can happen frequently: Maria and Daniel have signed up for the online delivery service of a supermarket chain and, in return, have agreed to the company's data usage conditions - a long document that is difficult to understand. From now on, to their annoyance, the family receives advertising almost daily, not only from the supermarket chain, but also from its subsidiary company. "Are they allowed to do that?" ask Maria and Daniel. Often, only a lawyer can answer that.

A chatbot as an AI lawyer

Maria, Daniel and their newsletter are of course fictitious. But presumably everyone knows such examples from everyday life. "Consumers often don't know what companies are allowed to do with their data and how they can defend themselves against unwanted use of this data," says lawyer Michiel Van Roey, co-founder of Profila, an international platform specializing in data privacy, customer loyalty and marketing.

The Lucerne University of Applied Sciences and Arts and Profila are working on a joint project to change this: The researchers want to provide Maria and Daniel with a kind of "AI lawyer" who supports them with expert advice. The lawyer will take the form of a chatbot app for smartphones, comparable to digital assistants such as Siri or Alexa.

The chatbot will provide users with information about how companies use their data in the form of Q&As that can be understood by laypersons. But it can also help them manage their data: "Consumers should be able to more easily decide for themselves who has access to their personal data and what it is used for," says Michel Van Roey - in Maria and Daniel's case, whether a subsidiary of the supermarket chain can send them advertising.

"Legal answers must be precise"

Behind the AI lawyer is an intelligent database being developed at the Lucerne University of Applied Sciences and Arts. The research team led by Alexander Denzler from the Department of Computer Science is "feeding" the database's algorithm with a total of almost one million documents, ranging from legal cases and court rulings to data usage guidelines from authorities and associations to companies' general terms and conditions. The more data available to the system, the better it learns to respond to specific cases, Denzler explains.
For computer science researchers, speech recognition poses a particular challenge. That's because most users don't know the legal terminology. "Our artificial intelligence still has to be able to understand what legal issues are behind a question," says Denzler. "When it comes to legal questions, the answers have to be precise."

When in doubt, the human takes over

To ensure that the AI lawyer functions properly and does not turn out to be a digital shyster, Profila's lawyers will put the database through its paces by means of test questions. A first version that can reliably understand and answer questions should be ready in the summer of 2022. The more the program is used, the more new cases and thus new data it will be able to access.

Alexander Denzler emphasizes that there will always be situations where the AI lawyer will not be able to provide a satisfactory answer because the questions are too specific or have never been asked before. Thus, the AI simply lacks reference data. In such cases, the chatbot will present users with a short list of female lawyers in the appropriate field who can provide timely information for a fee that is expected to be around 10 francs per question. The expertise of these professionals will be determined based on their CVs as well as their previous activities on the app.

Project funding by the federal government

Once the smart database is ready, the research team will begin building a network of lawyers who will participate in the Profila app. The goal is to complete the project by 2023. The first version of the app will only understand German questions. If it proves successful, Alexander Denzler and Michiel Van Roey hope to develop a version for other national markets in a second step.

The federal innovation agency Innosuisse is funding the two-year project with 550,000 Swiss francs. The total project volume amounts to 950,000 Swiss francs.

Source and further information: www.hslu.ch / www.profila.com

The Corona pandemic has hit the economy hard. But at the same time, important future topics such as digitization, more flexible working and sustainable business models have accelerated. In most companies, this newfound agility is to be maintained. These are - in brief - some of the results of virtual panels with a total of around 3,000 CEOs and executives from more than 1,000 companies worldwide, which the international management consultancy Bain & Company has conducted since the beginning of the Corona crisis. According to the results, more than 90 percent of top personnel are convinced that now is the right time for a fundamental strategic realignment.

The pandemic is therefore driving the transformation. Top executives now have the task of incorporating the insights gained so far into day-to-day business and establishing more efficient ways of working in the long term. Around three-quarters of the CEOs surveyed by Bain want to drive this forward energetically. The following five lessons were drawn from the CEO forums and show where the need for strategic action is greatest.

1. maintain speed of change

As a result of the pandemic, a number of companies had to adapt quickly to developments. Changes that would previously have taken years were suddenly made in just a few months or weeks. This did not only apply to the flexibilization of work. There was also progress in digitization, the use of artificial intelligence and the implementation of sustainable business ideas. At the same time, a high level of learning and adaptability was evident in many places. The workforce often acted more entrepreneurially and with more personal responsibility. Thomas Lustgarten, Chairman of Bain & Company in Switzerland, explains: "This pace of change and the new freedom of action must now be anchored in the corporate culture in the long term. This requires agile working across hierarchical and departmental boundaries." In addition, companies should keep their core business stable and up-to-date, but in parallel create separate units that develop new business ideas.

2. combine economies of scale and agile entrepreneurship

Established companies in particular should combine their economies of scale with a mindset similar to that of more mature start-ups. The formula for success is a combination of size as well as speed, enriched by creativity and customer focus. "Today's top dogs must become their own challengers," emphasizes Walter Sinn, head of Bain Germany. "In doing so, they must not get caught up in the pitfalls of everyday life, but should reduce complexities and keep the unifying business purpose of both worlds as simple as possible." Many CEOs have understood that incremental progress is no longer enough, but that larger strategic throws are required. The target picture should be developed "future back," aligned with the long-term and sometimes disruptive trends of an industry.

3. from purpose to action

The mission departure must have its starting point at the top of the company. It is no longer just the business perspective that plays a role. Instead, a core team of key executives looks at the deeper meaning of the company's actions and develops concrete guidelines. In addition, it clearly defines where no compromises will be made. "Those who can clearly answer the question of the corporate mission have a natural competitive advantage," Bain partner Lustgarten is convinced. "The purpose must be transported into day-to-day business and shape behavior there." CEOs, he says, are aware that their companies must deliver today and in the future. This is the only way they can become true "citizen firms" that remain attractive to new generations of customers and employees.

4. sustainability as a strategic must

Issues around ESG (Environmental, Social, Governance) principles are the next big topic for the global economy after digitalization. The recently tightened targets for CO2 neutrality will necessitate fundamental changes in many places. The pressure to act is also increasingly being exerted by capital markets and investors. In a recent Bain study entitled "From attitude to action," sustainability is the top strategic priority for 90 percent of top executives in Germany in the wake of the pandemic. Environment is ahead of social and governance issues - climate neutrality is translated into concrete goals as well as actions. "Given the central importance of the transformation, more and more CEOs are themselves taking on de facto or formal responsibility for the sustainability portfolio," says Walter Sinn. "Top management, regardless of the industry, sees itself here as a driver, communicator and conductor, but also as a reminder."

5. increase resistance

The resilience of supply chains, for example, was hardly questioned during the years of globalization. As a result of the pandemic, many companies are now working on protective mechanisms to better arm themselves against unexpected upheavals and imponderables. The current semiconductor shortage is a good example of the vulnerability of entire industries. What is needed is a holistic approach to greater resilience. This requires CEOs to consider not only the financial aspect but also strategic, operational, organizational and technological risks such as the massive increase in cyber attacks.

It's not just the pandemic that's driving transformation....

"We live in a complex, highly dynamic world," sums up Bain Germany CEO Sinn. "On the one hand, climate change presents us with enormous challenges; on the other, there are numerous opportunities for those who move forward boldly and decisively." To be sure, it won't get any easier for top executives around the world to keep their companies on track for success in the post-Corona era, or to steer them back there. But Switzerland Chairman Lustgarten is also certain: "Those who follow the five lessons and create a sustainable roadmap can make their own organization fit for the future today."

Source and further information: www.bain.de, www.bain-company.ch

Nearly two years of social upheaval have resulted in fundamental changes in people's relationships with work, consumer behavior, technology and the planet. Companies must respond to new societal trends, address the associated challenges and develop new business models. This is the conclusion of the annual Fjord Trends report from IT consultancy Accenture. The study is drawn from Accenture Interactive's global network of more than 2,000 designers and thought leaders in more than 40 locations.

Creating living environments for the good of the planet...

Employee expectations and mindsets are changing, disrupted supply chains are creating bottlenecks, and new virtual environments like the Metaverse are emerging. The cornerstones of our society have been under extreme stress for the past two years - and that is now taking its toll, the study's executive summary says. While one can see the challenges that lie ahead, one nevertheless believes that this situation offers unique opportunities to shape new forms of society and ways of living. "The magnitude of this change in relationships as we are experiencing it should not be underestimated - nor should the role of companies responding to the development," explains Hartmut Heinrich, Group Director Fjord at Accenture Interactive. "Future corporate actions can have global implications. All indications are that we humans will perceive this and incorporate it into our relationships - be it with colleg:es, brands or society - and make fundamental changes when necessary. Therefore, challenging times lie ahead for companies, but also great opportunities. Companies can forge positive relationships to create a living world for the good of people, society and the planet."

Five social trends

Fjord Trends 2022 analyzes five human behaviors and trends that will impact society, culture and business:

1. Come as you are: Self-Determination in the Collective: In the last two years of the pandemic, many people have increasingly developed a sense of empowerment. It affects the way they work, conduct relationships and consume. They are asking themselves who they are and what is important to them. Individualism is on the rise and manifests itself in a "Me over We" mentality. This trend has profound implications for how companies manage their employees, offer them new value propositions, and cultivate relationships with their customers.
2. The end of abundance thinking? On the finiteness of things: Over the past year, many people have experienced empty shelves, rising electricity bills and shortages in everyday services. Supply chain shortages may be a temporary challenge, but the consequences will linger. The so-called "abundance mentality" - characterized by permanent availability, convenience and speed - will give way to growing environmental awareness. Companies will have to deal with the fear of supply shortages felt by many people around the world.
3. The next frontier: The Metaverse expedition: The Metaverse is a cultural revolution that is about to break through. It breaks the boundaries of the Internet as we know it and connects all existing information layers, interfaces and spaces with which people interact. These expect companies to help shape and guide this new place - where people can make money, new professions are created, and brands can position themselves. The metaverse won't just exist through screens and headsets - it will also be about experiences and places in the analog world that merge with the digital world.
4. This much is true: trust in uncertain times: People today expect to get answers to their questions at the touch of a button or through a brief exchange with a voice assistant. This process is so easy and fast that people ask all the more questions. Brands are reaching out to their customers with more and more questions across an ever-increasing number of channels. How these questions are answered is a major design challenge and critical to building trust and gaining competitive advantage.
5. Handle with care: Caring as a corporate promise: Over the past year, care in all its forms has received increased attention: self-care, care for others, care services, and channels that deliver care, both digital and physical. This new perspective presents opportunities and challenges for employers and brands, regardless of their experience in the healthcare industry. The responsibility to care for ourselves and others will continue to be a priority in our lives - and designers and companies alike must create the space to do so.

Transforming social trends into business strategies

"Consumers are rethinking all their relationships. As a result, brands have to tackle two big tasks at once: taking care of the world in the here and now, while shaping their own future in a way that's good for the planet, good for business and good for society," explains David Droga, CEO and Creative Chairman of Accenture Interactive. "To do this, understanding the impact of these relationships and expectations and translating them into effective business strategies is key. That's how we can drive relevance and growth."

More on accenture.ch/fjordtrends22

In December, not only families but also many companies usually organize a Christmas party. However, this often festive and eagerly awaited event is cancelled in most companies this year, as a recent survey by the job platform Indeed shows. In a YouGov survey, the company asked 378 managers in Switzerland about the Christmas party in their own company.

Hardly any virtual Christmas parties

Fifty-two percent of the managers surveyed said that their company had not held a Christmas party this year. On the other hand, 48 percent of the companies held a party with their employees this year. For the majority of them, presence was an important criterion: at 95 percent of the Christmas parties, the employees came together in person. A comparison with neighboring Germany shows that current developments in the Corona pandemic have had a significantly greater impact on Christmas planning there. In the survey there, 77 percent of managers said that their company had not held a Christmas party this year - mainly because of the pandemic.

The Christmas parties that took place were mainly subject to different Corona requirements: at 39 percent, the entire company was able to celebrate together, but in compliance with the 2G or 2G+ rules. Furthermore, 15 percent of the companies celebrated in smaller teams, and a further 12 percent followed this division with additional compliance with 2G rules. A total of four percent of the companies surveyed spent their Christmas celebrations virtually.

Especially last-minute cancellations of Christmas parties

For half of the companies that did not hold a Christmas party for their employees this year, it fell victim to the current pandemic situation: 43 percent of the companies canceled their already planned Christmas parties due to the current Corona situation. 23 percent did not even plan a Christmas party due to the uncertain situation throughout the year. A further 19 percent of managers said that their company had never held an official Christmas party even before the pandemic.

How companies give their employees a Christmas treat

More than two-thirds of companies (69 percent) give their employees a small gift at Christmas. Particularly popular is something culinary, such as chocolate or a bottle of wine: 19 percent of companies give this to their employees for Christmas. Vouchers and physical gifts are also very popular, with 16 percent each. A further eleven percent give their employees a gift in the form of a sum of money other than a 13th salary. Overall, 29 percent of managers said that their employees do not receive any gifts at Christmas.

Source: Indeed

How happy are you as a leader? Admittedly: This question may seem strange to you. Very few people associate "happiness" with leadership. And wrongly so. After all, if you're going to put in all the hard work and overtime that usually comes with leadership positions, you don't want to be unhappy in the process, do you?

Why not be happy as a leader?

Quite a few don't let this consideration get to them. I love to ask my clients at the beginning of our work together, "Are you happy doing what you do?" Or on another note, if you ask parents what they want most for their children, the number one answer you'll hear is, "That they're happy!"

So if it's most important to us for our neighbors to be happy, why not in leadership? And especially at this time of year, I think it's an obvious thought.

Three ideas to increase the feeling of happiness

So: Are you happy doing what you do at work? And are the people in your team? Because if you and your people are, everyone will enjoy performing better and having more fun doing it.

So how do you manage to increase the feeling of happiness for yourself and others? Here are three things you can do right away.

1. One of the simplest levers to make others happy is to make them feel important. Or the other way around: when people are unhappy, it's often because they see themselves as unimportant and don't get recognition. If you yourself are in an environment where you don't get recognition and can't change that, it's time to leave that environment. So, tell and show your people how important they are often.
2. Personal growth. People are often unhappy because they hardly grow at all. Personal growth is a very powerful lever for more fulfillment and a greater sense of happiness. So: set yourself and your team concrete goals for personal development, and not just for technical topics.
3. Doing good. Happiness research repeatedly shows that hardly anything makes people as happy in the long term as doing good for others. These can be intangible things such as trust, support, recognition, compliments and so on.

Here are three ideas to make yourself and your team happier. Not a bad thought for the new year, is it?

To the author:
Volkmar Völzke is a success maximizer. Book author. Consultant. Coach. Speaker. www.volkmarvoelzke.ch

Swisscom is making further acquisitions for an even broader range of services for the SME market: With the MTF Group companies operating in German-speaking Switzerland and the Principality of Liechtenstein, Swisscom is acquiring an established provider of end-to-end IT solutions with its own business cloud for SME customers. The closing of the acquisition is planned for the first quarter of 2022. The parties have agreed not to disclose the financial details of the transaction.

Growth ambitions in the IT environment

The aim of the acquisition is to strengthen IT competencies and expand Swisscom's SME IT offering portfolio in order to serve companies in German-speaking Switzerland with very individual IT requirements more comprehensively. "With this merger, we are picking up where our standardized solutions for SMEs do not sufficiently meet individual customer needs," says Urs Lehner, Head of Business Customers at Swisscom. "This also underlines our growth ambitions in the IT environment and brings us one step closer to our vision of providing SMEs in Switzerland with comprehensive support in all matters relating to telecommunications and IT."

IT competencies based on partners

Swisscom already relies on a network of strong ICT partners throughout Switzerland for standardized and scalable solutions in the SME market. The telecommunications provider is sticking to this network and the long-term cooperation with these partners and is further expanding partnerships and the existing ICT portfolio, according to a statement to the media.

The companies acquired from Swisscom with all 170 employees will be merged into MTF Solutions AG. This operates as an independent subsidiary of Swisscom, with its own IT portfolio, and continues its activities in the SME market unchanged. "Swisscom and MTF Solutions AG complement each other perfectly in the SME environment. We are convinced that this step will open up new perspectives for Swisscom, MTF and our customers," says Florian Meier, the designated CEO of MTF Solutions AG.

Source: Swisscom

Public awareness of the term "whistleblowing" was really raised by the events surrounding Julian Assange, the founder of Wikileaks. Among other things, alleged war crimes and corruption were revealed via this platform. The Internet, in particular social media, has already been used on various occasions to disclose insider information - in some cases with unforeseeable consequences. Even if compliance violations, unfair and illegal machinations or other irregularities at the workplace should not be tolerated, but uncovered and punished accordingly, such an "open channel" as the Internet is conceivably ill-suited. Both whistleblowers and the organizations concerned are exposed to major reputational risks. In order to better protect both addressees and whistleblowers themselves, the new EU Whistleblower Directive will come into force on December 17, 2021. This regulation obliges companies with 250 employees or more or EUR 10 million in annual sales to have an anonymous whistleblower system. From 2023, the limit will be lowered again, to 50 employees.

EU Whistleblower Directive: Pressure on Swiss Companies Grows

But who in Switzerland protects an employee who, for example, wants to inform his employer that a colleague is secretly downloading pedosexual content from the Internet or that field staff are systematically "fudging" expense claims in their favor? A bill on "protection in the event of reporting irregularities in the workplace" failed in the National Council last year. This leaves the dilemma facing an employee who knows about irregularities: on the one hand, there is the violation of applicable law by his employer; on the other hand, there is his duty of loyalty to that same employer. Nevertheless, pressure is growing on Switzerland to provide whistleblowers with adequate protection. This now applies in particular to companies with international business activities in the EU area: they, too, will be obliged to provide an anonymous and GDPR-compliant reporting option as of December 17, 2021.

In order to ensure uniform standards, a professional and anonymous whistleblowing system is also recommended in this country. "The aim of such a whistleblowing system is to provide whistleblowers with sufficient protection to avoid risks in connection with compliance violations and to position the company as an exemplary and transparent employer in terms of employer branding," explains Thomas Wittkopf, Managing Director of TELAG AG. This company already provides a holistic whistleblowing system for large corporations and SMEs under the name WhistleTAG.

Anonymous reporting system

The EU Whistleblower Directive stipulates that whistleblowers must be offered the opportunity to make their report electronically via an encrypted online system as well as verbally by telephone, but in any case anonymously and securely. "Whistleblower confidentiality must be ensured so that employees have the courage to report a compliance violation in the first place. In practice, we often experience that it is particularly difficult for employees in SMEs, which pride themselves on their open corporate culture, to point out a malpractice. They are afraid of the consequences - starting with disparagement, to mobbing, to far-reaching retaliation. That's why, in most cases, they refrain from reporting." With devastating consequences, as the ACFE Report proves it: The average financial loss amounts to CHF 200,000 - not including the damage to the company's reputation. "Managing directors and boards of directors have a responsibility, but are often in the dark because employees lack the basis to report a malpractice due to inadequate protection. A professional whistleblowing system offers companies an opportunity for transparency and practiced corporate governance both internally and externally," says Thomas Wittkopf.

Corporate compliance makes sense

In Switzerland, a compliance function is required by law for banks and securities dealers. But in other industries as well, more and more companies, regardless of their size, are recognizing compliance as an integral part of good corporate governance. An effective compliance concept outlines the compliance issues that are central to the company in question and defines the compliance risks. It also regulates reporting to the company management and the board of directors. Last but not least, it also includes a concrete compliance organization, including a reporting system for problem cases. Such an anonymous whistleblowing system ensures that companies can detect compliance violations at an early stage and identify general violations of laws or internal rules. In addition, the processes are continuously and objectively checked for their effectiveness and optimized so that appropriate measures can be taken effectively. According to the 2018 ACFE Report mentioned above, 50% of corruption cases and 38% of other fraud patterns were detected thanks to a whistleblower system. Companies with a telephone whistleblowing system uncover cases more frequently: 46% of the tips are reported to hotlines, and 30% are received through digital channels. The losses of companies with a telephone whistleblowing system are 50% lower than those that do not offer whistleblowers a telephone reporting channel.

Advantages for companies

But how does such a hotline work? It can either go to a company's internal hotline or be outsourced to a professional service provider. TELAG is such a service provider, which has been operating an anonymous whistleblower system for companies in the financial and service sectors for 13 years, which meets the requirements of the new EU Whistleblower Directive. The company provides the software for anonymous processing of digital and telephone reports as well as 24-hour availability in 24 languages. TELAG's whistleblower system also includes report qualification, case management and, if necessary, an ombudsman service with an independent law firm.

With an anonymous whistleblowing system, damage to image and reputation can be avoided and employee trust promoted. The liability risk for members of management and boards of directors is reduced. "The aim is that potential grievances can be investigated internally and cleared up before they become public knowledge. Companies demonstrate that corporate governance is not an empty phrase, but a promise to employees to take their reports seriously. This ultimately pays off in terms of the working atmosphere and corporate culture," says Thomas Wittkopf.

EU Whistleblower Directive: Recommendation for Swiss companies

• A professional whistleblowing system is considered best practice for corporate groups and SMEs and is particularly recommended as soon as the company has branches in other EU countries and/or employs staff, partners, suppliers from the EU area.

• The reporting process must work by telephone as well as in writing, including a feedback loop to the whistleblower, and ensure the anonymity of whistleblowers.

• The commitment of executives ("tone from the top") underpins seriousness with an anonymous whistleblower system and pays dividends in terms of credibility. Spurred on by the public discourse on ethics and morals in companies, the new generation of employees and managers is demanding business ethics and transparency.

• Last but not least, preventive action is significantly cheaper than cost-intensive clean-up work in the event of a compliance breach, which regularly entails irreparable reputational damage as well as considerable financial consequences - on average CHF 200,000 according to the ACFE Report 2018.

More information: www.telag.ch/whistletag

In a competitive environment where numerous providers of similar products compete, where offers can be directly compared via the major platforms or comparison portals, differentiation no longer succeeds solely through the products or services offered. Rather, it is important to address users on "their" channels - with content that is relevant and captivating for the respective target group. It's about trustworthy, high-quality content as well as a consistently pleasant user experience (UX).

New channels and the limits of classic CMS

The development of the content itself is quite demanding, but for many providers there is also a technical challenge: Several channels, some of them new, have to be covered, while the existing content management system (CMS) is still primarily website-oriented. According to a survey by Statista¹ 94 percent of the B2B companies surveyed already use social media channels for their content marketing in addition to their own websites. LinkedIn is named most frequently, while Facebook and Instagram top the rankings among B2C companies. But the development of these platforms is very fast-moving - whether it's always new channels for the younger target groups or increasing specializations, such as in the gaming sector, where there is a shift from Youtube to platforms like Twitch or Discord.

Providers who want to address their target groups on their respective preferred channels must not only constantly monitor these developments and trends, but also be technically capable of integrating new channels into their communications on an ad hoc basis.

And this is precisely where they reach their limits with classic CMS, which were primarily designed for the creation and maintenance of websites. If new channels then have to be maintained in parallel via additional, special tools, the effort increases, and above all no single-source concept can be implemented. However, the goal is to centrally maintain all required content, including product information (from PIM or ERP systems), and then automatically play it out to the respective channels. The focus of CMS is thus shifting from content provision to a true content management tool.

Content management systems are to be customized

But how can this be implemented? In the search for suitable systems, IT and marketing managers will come across concepts such as headless, decoupled or hybrid headless CMS. However, most companies lack an overview of which system is really suitable for their own needs.

Cooperation with external specialists is therefore recommended not only for the selection of the appropriate platform, but also when it comes to setting up the company's own content management system. Because despite the overarching principle of automated playout, the requirements for a CMS differ greatly from company to company depending on customer expectations. A supplier of sports fashion, for example, has different focuses and requirements than a B2B company in the mechanical engineering sector. Even within a single industry, there are individual differences. Following the trend towards more video and audio content, one provider will focus more on product videos, while others will expand their webinar offering or launch a new podcast.

Experience shows: Frameworks and best practices have proven themselves, yet there is not the a CMS system for all. A CMS system must always be adapted to the requirements of the company and its customers. An experienced, specialized service provider can help with this. In joint projects, the competencies of both partners complement each other. While no one knows the expectations and the customers better than the company itself, the agency partner contributes the necessary know-how for the technical implementation, but also ideas and suggestions from other industries and previous projects.

Attention to ease of use

A consistently good user experience for the end users is of course the top priority. At the same time, however, ease of use and thus also the UX for the employees in one's own company is important. After all, the core idea of any CMS is that it should be maintained by the departments themselves -- and as easily and intuitively as possible. For example, functions that are not used can be hidden for clearer operation.

Extensions for a better UX: Example product configurators

On the other hand, projects often show that not all requirements are covered by the standard. In most cases, additional, existing applications have to be integrated via interfaces, but often it is also a matter of specially developed add-ons that are tailored to the needs of the respective provider.

A typical starting situation for B2B companies, for example, is that PDF forms are still used for ordering; this is quite cumbersome for customers. In the search for a better and more user-friendly solution, a configuration solution comes into play, especially for complex products. Those responsible in purchasing usually know very well what they need, but not which individual components from the manufacturer are compatible with each other. Instead of searching or asking, they can simply combine all the required solution components themselves with the help of special product configurators.

Crucial: Involve the customers

When developing a suitable add-on, such as a product configurator in this case, an iterative, feedback-driven approach has proven successful. This means that it is first tested using a simple demonstrator before the prototype is subsequently created. To really meet their customers' expectations, companies should pull out all the stops - i.e., use feedback buttons as well as analytics tools, and also gather feedback directly via customer surveys whenever possible. The path leads via iterative adjustments and improvements to the optimal solution.

Conclusion

The result of these adjustments - extensions and add-ons, integration of additional systems as well as simplification of the user interface - is a CMS that covers the provider's individual requirements. This provides companies with an efficient and future-proof tool for implementing their own concepts for addressing customers in technical terms as well. They can react flexibly to new developments with regard to their communication channels and stand out from the competition with exciting content as well as appealing UX.

Author:
Denis Zimmer is Lead UX / UI Designer at Intera GmbH in Hanau (Germany). www.intera.de

The European provider of ERP software solutions Forterro, headquartered in London, acquires the Swiss cloud ERP provider myfactory. Forterro, which has almost 8,000 medium-sized manufacturing and production companies in its customer portfolio, is thus acquiring a well-known player in the DACH region, which in turn has more than 2,000 customers in trade, production and services. The acquisition expands Forterro's total addressable market in the German-speaking region and almost doubles the number of customers served by the group in this region. Forterro also includes, among others, the software house abas Software GmbH, which is well represented especially in Germany, and the Swiss software provider ProConcept SA.

Supplemented by renowned cloud ERP provider

"myfactory is a tremendous asset for Forterro," said Dean Forbes, CEO of Forterro. "We have gained an extremely well-run company that has grown steadily over the last 20 years and has already taken the steps to move both its product and its customers to the cloud. Our primary goal will be to drive the company's continued growth and momentum."

myfactory will operate as an independent company within the Forterro Group. David Lauchenauer, CEO of myfactory, will continue to lead the business in the role of General Manager with the support of his existing management team.

Competence in trade and sales brought in-house

Richard Furby, Managing Director of abas Software GmbH and President of M&A at Forterro, spoke enthusiastically about the complementary nature of myfactory. "The myfactory solution is the perfect complement to our portfolio," he said. "myfactory serves more of the smaller midmarket segment, while abas is more focused on the complexity of the larger midmarket. The myfactory solution has a core competency in retail and distribution, while abas ERP is primarily suited for discrete manufacturing and production. The combination of these two offerings gives Forterro the expertise needed to address virtually the entire industrial midmarket in the DACH region, and we look forward to the opportunities ahead."

Additional capital and brand strategy

David Lauchenauer, born in 1963, is a proven expert in the field of business software for SMEs and has been active as an IT entrepreneur since 1988. Since 2008, he has been the Managing Director and BoD of myfactory Software Schweiz AG in Switzerland and started as a professional cloud ERP provider for the Swiss SME market in 2009. "We developed one of the most comprehensive, fully integrated cloud ERP solutions available on the European market today," says Lauchenauer. "Having achieved this strong position, we saw that it was the right time to find a strategic buyer who would help us go even further with what we have built," Lauchenauer continues. In Forterro, he said, they have now found a partner that not only has the infrastructure and capital, but more importantly a strategy that values the brand, the employees, the products and the investments of existing customers.

Source and further information: Forterro / myfactory 

Swissbau 2022, originally scheduled for January 18-21, will be postponed to May 3-6, 2022. This was announced by the organizers with reference to the current pandemic situation. The canton of Basel-Stadt withdrew the exhibition's permit in accordance with the current Covid-19 ordinance. "Due to the current COVID-19 situation, the conditions for official approval of Swissbau in January 2022 are no longer met," Rudolf Pfander, brand director of Swissbau, wrote to the media. "This decision is understandable, but disappointing. We are enormously sorry that we are all being stopped in the final spurt," Pfander continued. However, in initial discussions with leading exhibitors from all sectors, he said, there was clear support for postponing the event until next spring, despite the great disappointment.

SECURITY Congress is also postponed

This makes it clear: Swissbau 2022 will be postponed and will now take place in Basel from Tuesday, May 3 to Friday, May 6, 2022. The postponement also affects the concurrently held SECURITY Congress, the B2B platform for safety and fire protection. As organizer Markus Good of SAVE AG confirmed in response to our inquiry, the congress will also be postponed to May 3-6. "Slight program changes due to this postponement are reserved," says Markus Good. However, the concept remains the same: In a total of seven half-day modules, current topics from risk management, building and corporate security, and fire protection will be addressed.

More information: www.swissbau.ch and SAVE AG

After years of stagnation and silo thinking, a new corporate culture needs to be created that allows digital channels to be optimized, innovation and product development to be strengthened, and customer analyses to be professionalized. This is the conclusion of the 5th CEX study of the HWZ Hochschule für Wirtschaft Zürich, which is conducted annually in collaboration with the consulting firm nexa Consulting.

Customer experience as a key success factor

"Customer experience is recognized by all companies as a key success factor with rapidly growing importance for 2022," says Prof. Dr. Michael Grund, Head of the Department of Marketing and Business Communications at the HWZ. More than 75 percent of the 229 participating companies from a wide range of industries in German- and French-speaking Switzerland, which were surveyed in an annual study between the beginning of July and the end of September, believe that the topic of customer experience has become even more important in their company compared to the previous year. However, according to the survey, three major challenges stand in the way of Customer Experience 2022: a lack of IT solutions, a lack of processes and competencies, and the only partial transformation of the company's conservatively perceived culture. "This year, the importance of customer experience in companies is increasing. There are several factors that support this finding. First, companies have decided to allocate additional resources in the form of budgets to customer experience. Second, specialized CX teams are becoming more professional and some companies have even changed their organizational structure to create dedicated departments for Customer Experience Management," points out Anne-Laure Vaudan of nexa.

Priorities for Customer Experience 2022

After the uncertainties during the first waves of the Corona crisis, companies are now in a partially positive mood. More than three quarters of them plan to invest in the area of customer experience in 2022. This involves optimizing the following three focus areas:

1. Optimization of digital channels has first priority: A homogeneous customer experience should be offered across all channels (omnichannel approach). Most companies plan to stabilize or increase their budgets for customer experience in 2022.
2. Innovation and further development of products and services: Customer needs and wishes must be incorporated even more clearly, quickly and agilely into the development of new services and products.
3. Communication and training of employees: Developing and strengthening customer-centric processes. Strengthening video marketing and omnichannel experiences that work. Integration of Voice of Customer into the development of the company. Collected customer data must be interpreted in a target group-specific manner and quickly incorporated into the development of services and products (customer management/after sales).

Source: HWZ