Energy - Model Holding AG

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Editorial
Kägi Söhne · Biscuit packaging revival
Affaltrach Wine Cellars · A delight for all the senses
Giovanelli Fruchtimport · Exotic energy sources
artistGuide · Products
Flexostar · Swiss Star · Pack Shop
Donkey Design · Deluxe packaging
Confiserie Sprüngli · Sweetness and seduction
sia Abrasives · Saving energy: project team work
Swiss Post GLS · Cross-selling
Kids’ Charity Gala Winterthur · Preview · Publication details
Energy
No. 63 | 4 th Quarter 06

EDITORIAL
Dear Reader
Just as the energy question has been an important
item on the global political agenda for
decades, so the body’s energy balance has become
an important concern in each person’s
life. In terms of language alone there is a fascinating
analogy between the exploitation of oil
and gas reserves built up over millions of years
and the burn-out syndrome of exhausted managers.
Both are instances of living off one’s
capital, and extreme cases of imbalance and
unsustainability. What is energy actually? Perhaps
the following anecdote will help.
One day, indigenous inhabitants on a remote
island see Europeans for the first time who
have arrived in a plane. They watch how these
people pour fuel from a canister into the
plane’s fuel tank and take off again. That
evening they report to the rest of the tribe how
aliens poured a spirit from a container into a
dead metal animal. This spirit revived the animal,
which was then able to move off quickly.
Being so very enlightened, we are quick to
reach for a scientific explanation to set the
naive indigenous islanders right. But it is increasingly
difficult to ignore a feeling of unease
that this materialistic approach is not the whole
truth and that the indigenous inhabitants’ understanding
could be closer to the heart of
the matter than ours. Energy as a synonym for
spirit and spirit as a collective metaphor for the
unsolved questions of science?
Be that as it may: in our world of developing
packaging we can indeed confirm that every
new product starts as an idea and, come to
that, the entire process up to the final physical
product is a creative act of transforming spirit
into material.
We also wish that the spirit of good fortune
will imbue the family, the home and our relations
with our customers, suppliers and
friends. In other words, there is no reason to
leave the question of energy and spirit to spiritualists,
mystics and esoteric thinkers!
In this sense and spirit I remain
Your
Daniel Model
Cover picture: Newton Pendel, www.dfp.ch
2

KÄGI SÖHNE
Biscuit packaging revival
Toggenburg in Switzerland has now
been home to Kägi Söhne AG for 70
years. Initially a producer of bakery
and confectionery, the company has
now grown into a medium-sized SME
manufacturing speciality biscuits and
chocolate bars. Many of its processes
are automated. The famous Kägi-fret
and Kägi-fretli products – chocolate
bars covered in the company’s own
chocolate – date back to 1952.
Interview with
Rebecca Willi, a Key
Account Manager with
Kägi Söhne AG.
It was in 1958 that you made
your big breakthrough with Kägifret.
What made this such a significant
development?
The combination of chocolate and
superb biscuit products required
a great deal of specialist technical
expertise. But after much experimentation
with recipes and the
installation of a machine to apply the chocolate
coating, we were ready – and the Kägi-fret was
born.
Where are your products available?
Switzerland is still our most important market,
though we are exporting an increasing proportion
of our production. Germany, Austria, the
Middle East and Asia are among our main export
markets.
Don’t the products simply melt away in the
sun?
We make heavy demands on our international
distributors. For example, the storage temperature
has to be maintained exactly – all the way
from our factory to the point of sale in the
hottest countries.
The Kägi brothers sold their life’s work to
the Valora Group in 1996. What effects did
this have on Toggenburg and the workforce?
The takeover had no effects on Toggenburg at
all. In 2001 and 2002 the company spent about
CHF 14 million on modernizing and enlarging
the existing production building. Efficient manufacturing
processes and increased production
capacities are a firm foundation for sustained,
future-oriented growth.
Our low staff turnover rate shows how little
has changed for the workforce. Some of our
employees have been with us for more than
40 years. Their close association with Toggenburg
– and hence with Kägi – is naturally an important
contributory factor. The Valora takeover
made no difference to their love for our products,
their attention to detail or their quality
awareness.
Is it important to develop new products?
Innovation is hugely important in the confectionery
market. In fact it always has been. The
consumer wants variety. We must identify
trends, or – even better – create market momentum
by developing new products ourselves.
This year we launched Kägi-Hazelnut in
Switzerland – the first product in our new line
of biscuits with a chocolate base.
But flavour is not the only field in which we’re
working on new directions. We also constantly
seek out and test new packaging possibilities.
This year you selected a new design for
your products. What do you hope to gain
from this? How has the market reacted to
the change?
Our objective was to create a unified image,
but without abandoning our traditional roots.
The resulting design embodies both tradition
and our association with Toggenburg, but without
looking at all passé. We commissioned a
well-known market-research institute to test
our new packaging on a representative basis.
The results confirm that we are on the right
track. The initial market reaction has been very
positive.
A number of packaging manufacturers were
involved in this redesign. What were the
challenges to them?
Our products are available in several different
packages, not all of which are printed in the
same way. We had to make sure that the
colours look exactly the same on all of them:
the new Kägi shade of red, for example.
Our displays had to be changed as part of the
redesign. We collaborated closely with the
Model company on a new display concept that
meets the product presentation requirements
of Sales and Marketing, and also
satisfies logistical needs. The first
new display will be on show in
Swiss retailers from January 2007.
New Design
Packaging from 1958, 1968, 1998, 1999 and 2006
(from bottom to top)
What will you concentrate on in 2007?
We’d like to make our new Kägi-Hazelnut product
even better-known, and strengthen its distribution.
The new point-of-sale displays will
attract a certain amount of attention.
In addition to your demanding professional
activities, you have also taken on teaching
duties as well. Where do you get your
energy from?
I love what I do! I get the energy I need from
my work, the inspiration of my team – and of
course from my great affection for our
products.
Being able to pass on something of my love
for sales and marketing to my pupils, who are
always eager to learn, is a source of great
pleasure to me.
I also spend at least an hour jogging every
evening in the fresh air. That’s when I get
some of my best ideas.
3

AFFALTRACH WINE CELLARS
A delight for all the senses
Now more than 75 years old, the
Schloss Affaltrach wine cellars are
headed by the third generation of Baumanns,
Reinhold and Thomas – under
whose leadership sales have nearly
doubled in the last few years.
Schloss Affaltrach offers a first-class
range of wines, both still and sparkling,
that have won prize after prize.
Thomas Baumann,
you have been successfully
holding
your own against
stiff competition for
many years. What’s
your secret?
Flexibility. We are
flexible at all levels
and in all our processes. As soon as we detect
a market need, we look for a way to meet it –
rapidly and unbureaucratically. We also attach
great importance to giving our customers personal
service.
Around 85% of German sparkling wine comes
from three major producers. We operate in the
smaller segment: the remaining 15%, where
we focus exclusively on niche markets. I’m
convinced that’s where our strength lies: it
gives us a healthy cost/benefit ratio. What we
want isn’t further growth – it’s to produce topquality
wine, and to establish our reputation
among specialist wine retailers and first-class
restaurants.
Our own brands account for around 95% of
the sparkling wine we sell.
What makes you different from other wine
producers?
We pursue a solid added-value strategy for
specialist retailers and the hotel and restaurant
trades. Volume is not a factor.
There are very few producers who make
both still and sparkling wines.
In 1972, after supplying us with grapes
for many years, 69 wine growers established
a cooperative and registered it as
an association. Today it has 250 members,
who between them cultivate
over 200 hectares of vines in Württemberg’s
famous wine-producing
regions. Every grape they harvest
comes to us at Schloss Affaltrach.
We also have vineyards of our
own – about 20 hectares –
that we use for experimentation,
passing the results on to
our growers.
By constantly investing in state-of-the-art
equipment, we ensure optimum quality at
all stages – from harvesting to processing
and ultimately to distribution.
What is the state of today’s wine
market?
Unlike other wine-growing countries in
the EU, unfortunately, consumers in
Germany don’t always appreciate the
wines that are produced in their own
country. On top of that, aggressive pricing and
price dumping – particularly with foreign wines
in the discount segment – are having serious
long-term effects on the buying behaviour of
German consumers.
We combat this by conducting various point-ofsale
campaigns, tastings and the like, in order
to bring our wines to the consumers’ attention.
We also have 50 agents selling our wines on
commission. But whether we sell them direct
or through agents, we always major on the personal
relationship with the customer.
How do you keep the loyalty of your staff,
customers and partners?
It’s my firm belief that you have to manage by
example. But I can’t be an example if I’m just a
manager: I have to be a human being too.
This is true for our customers and staff alike.
Customers see it as very important for me to
look after them personally.
And it’s very important for me to be able to rely
on my staff at all times. They know that I find
time to help them with their problems whenever
I can, whether these be major worries or
minor concerns. Our low staff turnover rate
shows how much they appreciate that. We
feel like members of an extended family: we
are all there when we need each
other.
Can a partner – a packaging manufacturer,
for example – help to optimize your
working processes?
Top-quality products that never give us any
trouble are the alpha and omega of our business.
Boxes, for example, have to be wellmade,
meeting the quality standards we have
set. Model never fails to meet our quality requirements.
It has established itself as one of
our regular suppliers, taking the initiative in
suggesting innovations, alternatives and solutions
to problems. An example: we wanted to
switch from a multi-item gift set to a series
that could be used for two, three, four or six
bottles. Model, it must be emphasized, was
the only manufacturer to supply a display that
could be used for different bottle sizes. It presents
the bottles on several different levels at
the point of sale.
Autumn is one of your busiest seasons. Can
you take things a little easier at other times
of the year?
Since we make both still and sparkling wines,
we really only have three «quiet» weeks in the
year – in July and August. As soon as the
grape harvest is over and the accounts have
been finalized, I’m out with our customers and
agents again.
What are your priorities in the years to
come?
One of them is my family. I’d like to spend
more time with my wife and three children.
But apart from that, I naturally have a number
of business objectives.
I want to strengthen our position in our existing
niche markets, as well as moving into new
ones. We have an enormous, diverse range of
products, which certainly needs thinning out
over the next few years. Some of our
processes are in need of optimization.
On the other hand, we must go on modernizing
in order to become even more flexible. As
long as we can keep our feet on the ground,
that is.
4

GIOVANELLI FRUCHTIMPORT
Exotic energy sources
Interview with Sergio Giovanelli
Giovanelli Fruchtimport AG is a specialist
importer and seller of fruit, vegetables
and mushrooms. The company
started small 75 years ago, selling citrus
fruit from Italy from horse-drawn
carts. When Bruno Giovanelli took over
at the helm in the 1960s, its
product range became more
and more international.
The first new lines
were chanterelle
mushrooms from
Poland and asparagus
from California.
The company
also operated a retail
outlet in Frauenfeld, which
has now grown into a company with
56 employees. Today it buys produce
from all over the world and distributes
it throughout Switzerland.
Most produce is transported by air, then
brought to optimum ripeness in the Giovanelli
AG ripening chambers in Frauenfeld. «The vitamin
content of the fruit is almost exactly the
same as it was when it was picked», says Sergio
Giovanelli. But the fruit still tastes «different»,
and this is due to a number of factors.
Take the mango, for example – India’s national
fruit. There are more than a hundred different
varieties, but only very few of them can stand
up to the rigours of a long journey. Emotion
probably has something to do with it as well.
Eating an exotic fruit in its natural surroundings,
breathing its air and warmed by its sunshine,
must give it a slightly different flavour.
Giovanelli’s customers include major distributors
and wholesalers supplying the catering
and retail sectors. Its berries, asparagus, mushrooms
and a huge range of exotic fruit are
available 365 days a year. Ultimately it’s the
consumer who decides what he wants, and
what he wishes to do for the environment. Sergio
Giovanelli compares consumer attitudes to
those of tourists. Why go all the way
to Paris to climb the Eiffel Tower
when we have plenty of towers
in Switzerland? What’s the
point of flying to the
Caribbean, with its fabulous
beaches and crystal-clear water,
when we have lakes to
swim in at home? Not a lot of people
know that many of our native
fruit varieties came to us as exotic foreigners.
The pear, for example: every Swiss
consumes an average of nearly seven kilos of
pears a year, but most of us don’t know that
the pear tree originally came from China.
Fruit is not a medicine, but it is full of vitamins
and very healthy. It makes an important contribution
to healthy eating. And because its appearance
matters just as much as content and
flavour, Sergio Giovanelli attaches great importance
to the packaging of his produce – making
every effort to ensure that the wrapping reflects
the quality of what’s inside
it. This is why the
fruit is taken out of the
bulk containers in
which it is delivered,
and repackaged in small
quantities as each customer
requires.
Today there is a clear trend
away from meat and towards
mushrooms, and this is having
perceptible effects on the Giovanelli
range of produce.
But leaving trends aside, Sergio Giovanelli is
convinced that the movement towards healthy
snacks for children in kindergarten (no sweets
or chocolate) is very positive. He hopes it will
spread to other schools as well. After all, fruit
is the ultimate fast food.
Led by Romeo and Sergio Giovanelli, the company
now sells rich sources of vitamins whatever
the season – though the supplier countries
follow the natural cultivation cycle. So although
strawberries, for example, are imported
from the four corners of the world, locally-produced
fruit takes precedence when it’s in season.
It is simply not possible to meet the requirements
of the market by offering only local
fruit and vegetables.
Exotic fruit isn’t always properly marketed,
more’s the pity. Giovanelli AG is determined
not to make that mistake: it takes an active role
in the market, educating its customers and
consumers. It shows them
the best ways of preparing
and presenting fruit, helping
them to enrich their diet by
adding diversity to it.
Giovanelli’s suppliers must undergo specialist
testing and achieve prescribed quality standards.
For example, no produce is obtained
from suppliers who employ child labour or fail
to pay a fair wage.
5

ARTISTGUIDE
Products
Tumbler tray
Carrying several tumblers through a
large crowd of people is always a challenge.
The Atelier V. graphic design studio asked
Model to design a tray for four tumblers, each
containing 30–50 cc. As well as being stable,
the tray also had to be useless for throwing –
to stop it from being used as a missile if things
got out of hand. It is currently in successful use
at a variety of events.
Gift with a cardboard bow
Hiestand is presenting its customers with a
very special Christmas gift this year. Its packaging
must be attractive yet surprising, and it has
to be suitable for distribution by post. The special
twist-fastening means that no extra ribbon
bow is required. The fastening conceals a fondue
set, which is naturally equally perfect for
Hiestand pastries.
The packaging is
double-corrugated,
which makes it particularly
robust.
A gift box that doubles as
protective packaging
Smoked salmon, caviar
and sparkling wine
are an ever-popular
Christmas gift,
and this presentation
box accommodates
all three. Not
only that: it also doubles as protective
transport packaging.
The product recesses are readily adjustable,
so the box can hold items of several
different sizes.
This packaging highlights how closely the
various Model facilities work together: it was
developed in Weinfelden and manufactured in
Flamatt.
Toblerone «One by One Mix Box»
Kraft Foods Schweiz AG and Model PrimePac
are launching a new octagonal Toblerone
package. The Christmassy
design,
with its gleaming
gold stars, is
calculated to
put the consumer
in the
mood for the festive
season. The lid
is printed in six colours,
while the mountain peak, logo and
stars are hot-foil stamped. The peak of the
Matterhorn, the logo and the chocolate tips are
embossed for additional emphasis.
The colourful package contains individual Toblerone
triangles in five different flavours –
which is why the product is called the «One by
One Mix Box». When the package is opened,
the base unfolds into a practical presentation
dish that reinforces the sharing effect.
Core business
partners
«RBA Service in a nutshell:
partnering your
core business» is how
the company summed up
its philosophy at this
year's Finance Forum,
visually underpinning this
with the macadamia nut.
Inside the larger hinged box
made of 300 g/m 2 Magno
Pearl is a foam insert holding a
nutcracker and indigenous
Australian nuts.
The smaller of the hinged lid boxes
contains a solitary nut embedded
in foam.
Model InoPac produced,
assembled and
filled the two boxes.
PRIVOR – 3 rd pillar pension
insurance
RBA Service, a subsidiary of RBA
Holding, is the regional banks’ services
centre. Clientis Banks mandated RBA
Service to realize this year’s PRIVOR
marketing campaign under the motto
«Time is passing». In addition to the print
media, decorative pillars were erected in all
service counter areas. Each of these stable
offset printed pillars is 1.8 metres high and has
a clock built in.
The challenge facing
Model was to produce the
relatively small number of
customized pillars without
incurring huge costs on
die-cutting tools. The solution
was to adapt tools already
available using simple
auxiliary equipment
and so effectively laminate
the round blanks. The
customer was impressed
with the unconventional
yet efficient way the assignment
was handled.
6

FLEXOSTAR · SWISS STAR · PACK SHOP
WEGA 2006
After a brief absence, the Pack Shop returned
to the traditional WEGA trade fair in
Weinfelden this year.
Flexostar – Model earns Gold
Once a year the world of flexo printing in
France gets together for the annual meeting
of the ATF (Association Technique de la Flexographie).
This year’s venue was the Eiffel
Tower in Paris.
At the end of the event, which focused exclusively
on the industry’s customers, the ATF
Flexostar awards were presented for the best
prints. The 23 categories covered a wide spectrum
ranging from embedded labels, through
polyethylene tube packaging, to post print corrugated
board.
Four of these categories were open to corrugated
board. Model Moudon received the
Golden Flexostar for an outstanding print in the
category Post Print Corrugated Board uncoated,
with screen: Tribal, a wrapping for the
«Cave du Tunnel» company. This wine pack
underscores the value and significance of
South African wines marketed in Switzerland.
This design was printed on uncoated B-flute
corrugated board with a screen of 26 lines/cm.
Thanks to the use of only a small amount of
ink, and the corrections of the printing plate
supplier, which has worked closely with
Model for many years, Model was able to
reduce the wave effect typical for this
type of printing. Many thanks to everybody
who contributed to our success.
Swiss Star 2006
The Swiss Star in the sales aid/display category
was awarded to the compact Toblerone display.
Though it looks slim, the display has space for
60 400 gram Toblerone units. The individual
trays are attached to the rear edge of the display
by a suspension system, and the attachment
column is in the instantly recognizable
Toblerone shape.
The trays are mounted at a slight angle, which
makes the Toblerone bars look as if they were
constantly being bought and replenished. It’s a
simple matter to remove the trays and replace
them with new ones. Once the sales campaign
is over, the trays are returned
to the normal
sales shelves: the
same trays are used for
both. This was a requirement
stipulated by
Kraft Foods when it
commissioned the new
display.
This display is so successful
that collectors
are actually setting it up
in their living rooms.
The many items displayed on its stand were
particularly well received by visitors to the
event, and this has brought about a sustained
increase in awareness of the Pack
Shop among the regional population. A number
of new products were presented, and
several promising new contacts were established
– a particularly encouraging development.
The Pack Shop competition aroused great interest:
visitors flocked to enter. These were
the lucky winners:
First prize: Elsbeth Geuggis, Wigoltingen –
a 100-franc SBB travel voucher
Second prize: Beatrice Lehn, Märstetten –
a 50-franc Pack Shop gift voucher
Third prize: Giorgio Barilli, Kreuzlingen –
a 30-franc Pack Shop gift voucher
Martin Herbst, Pack Shop Weinfelden with
the lucky winner Elsbeth Geuggis
7

DONKEY DESIGN
Deluxe packaging
The Donkey Design agency specializes
in packaging design for all types of
cosmetic products. This includes
repackaging and graphics as well as
designing forms for receptacles and
flacons.
The goal is to develop creative, holistic
concepts for each design task that fulfil
the requirements of the brand and
its environment and give the product
the best possible appearance.
Ms Brandt, what
fascinates you about
luxury packaging,
and when do you regard
it as a success?
What particularly appeals
to me about luxury
packaging is the
challenge of turning
unpacking into an experience,
when opening
the outer wrapping
reveals an inner
life that, in turn, is another stage on the path of
discovery that leads to innermost element, the
product itself.
In my opinion, all successful luxury good packaging
uses means that give the surface a beautifully
refined finish, such as hot foil stamping,
surface contrasts such as matt finish and
glossy varnish, lustre and metallic effects, blind
stamps and interesting colour combinations.
Depending on the choice, the resultant packaging
can be either opulent, or simple and puristic.
This depends entirely on the brand image.
The design should be individual and its appearance
should, as far as possible, be unmistakable.
For me it is always important to exploit
the technical possibilities of production to the
full, to use high-quality surface refinements to
add an extra dimension to the graphics and
colouring.
You helped to design several cosmetic
packagings with Model Kramp. What is the
focus of this collaboration?
I like working with Model Kramp a lot. For instance,
we developed the women’s fragrance
Boss Intense and Twin Duft for Marc O’Polo
in common. Together we were able to develop
a very nice promotional product for Luxe Pack
2005.
I like the fresh commitment, the enthusiasm
for finding solutions to even very complex challenges
and the professional approach to work.
The consumer sees «only»
the beautiful packaging,
which unfortunately all too
often ends up in the
wastepaper basket. Despite
this, the market still places a
huge premium on successful
packaging. How do you
explain this?
In the market place, the packaging is the consumer’s
first contact with the product. This
packaging must awaken desire. In the luxury
good segment in particular, desire is an essential
ingredient in motivating people to buy.
How do you test market acceptance of a
new product?
Our clients often commission tests and surveys
from market research institutes. If they
ask us to do so, we also take charge of the
arrangements. Before we present our designs
to our clients, we discuss possible associations
and immediate messages internally in the
agency with various colleagues, some involved
in the project, others not.
Have you detected any new trends at Luxe
Pack?
The great thing about Luxe Pack is, I think, the
enormous variety of products and, hence, the
range of extremely diverse types of product
images; these cannot be reduced to a single
trend. All in all, though, it seems to me that
there is again a greater preference for matt
structured cardboard.
Why do you as designer take part in Luxe
Pack?
Luxe Pack gives a very concentrated impression
of new market developments in diverse
fields. There is always the chance that the exhibitors
and their new developments, whether
printing, paper, plastic or glass, will provide
fresh impetus and stimulation for your own
creative processes. Furthermore, beautiful design
is one thing, but I realize time and again
how important it is to be informed about new
technical possibilities in production so as to
take them into account when realizing one’s
own designs. In the end, this is what you need
to bring a really successful product that is perfect
down to the smallest detail to market.
The Model Kramp/Model PrimePac stand presented
a good overview of achievements and
developments.
How do you go about producing a new
design?
First, it is important to be properly informed
about the brand you are creating the design for
and its background. Another important aspect
you have to take into account is what distinguishes
the brand from the competition. And
then there is the individual product concept
that provides the framework in which you can
express your own creativity. In the course of
this analysis associations and ideas often seem
to suggest themselves. If it so happens that I
can’t immediately visualize a solution, it helps
to take a look at completely unrelated fields,
e.g. publications, stage designs and artworks
that give fresh impetus and stimulate the creative
process.
Do you have «less creative» phases? Where
do you find the energy to recharge your
batteries?
Some tasks are not immediately accessible, as
though the possibility of giving expression to
them were under wraps. What usually helps in
such cases is intensive analysis of the topic,
lateral thinking, brainstorming with colleagues
and research in other fields.
Personally, I find new energy in exercise, dancing
and sport, in reading good books, watching
well-made films and looking at art. This usually
puts me in the right frame of mind for the very
private process of creativity.
8

CONFISERIE SPRÜNGLI
Sweetness and seduction
Founded in 1836, Confiserie Sprüngli is
one of Switzerland’s most important
confectionery companies – and it is
currently managed by the sixth generation
of the family.
Interview with Ester
Crameri, Key Account
Manager with Confiserie
Sprüngli
How do you account the
success of Sprüngli?
The Sprüngli family is known
for its pioneering, visionary
spirit. They won’t take no for
an answer: instead they look
for solutions. So it’s fair to say that we’re generally
a step ahead of the times.
But now and then you need a stroke of luck.
We had one with our original building on the
Paradeplatz. As confectioners, it would be utterly
impossible for us to lease a property on
the exclusive Paradeplatz today. Mr Sprüngli
bought the property back in the year dot, speculating
that Zurich’s Central Station would be
built on the Paradeplatz. And as everybody
knows, the station was built on its present site,
the Fröschengraben was pulled down – and
the result was the world-famous Bahnhofstrasse.
How do you make sure that your products
always meet market requirements?
All our products have one thing in common:
they stand for quality and absolute freshness.
Our supreme guiding principle is to manufacture
innovative products that are in tune with
the times, and thus to set enduring trends. We
make particular efforts to ensure that our product
range reflects seasonal factors. Cinnamon
almonds are only available during the Christmas
period, for example – and you won’t find
mandarin Luxemburgerli on display in summer.
This, and their quality and lightness make Luxemburgerli
never degenerate into the «norm».
Where a healthy diet is concerned, we consult
our nutritional adviser. She gives us the benefit
or her dietary awareness expertise, and draws
our attention to emerging trends. The results
of this are most evident in our take-away
range. In addition to our traditional fresh-fruit
muesli, for example, which is made with
cream, we now also produce a high-fibre version
called Faserino, which isn’t made with
cream. We also produce all sorts of salad
dishes and fresh fruit juices. And we keep a
close eye on the
international
market.
As packaging
manufacturers it’s
our job to present
your products as
well as package
them. What is most
important to you
about packaging?
Packaging must be appealing. And it must be
possible to close a package again once it’s
been opened. But above all it must reflect the
perceived value of the product. Loyalty to our
suppliers is very important to us. We use suppliers
in Switzerland wherever possible. Naturally
it suits us if we can obtain both primary
and secondary packaging from a single supplier
– like Model, for example. We have a particular
affinity with the Model company because we
are both traditional family companies.
This year Sprüngli and Baur au Lac wines are
offering joint gift packages under the slogan
«two traditional companies come together». It
was quite a challenge to combine a really highquality
chocolate box with a flexoprinted package,
especially as it also had to stand up to being
sent through the mail.
All our packages must generate the WOW effect.
We are convinced that the customer is
willing to pay slightly more for goods in topclass,
exclusive packaging.
How do you make sure products reach sales
outlets – both in Switzerland and abroad –
without loss of quality?
If it weren’t for SAP, we simply couldn’t do it.
We have our own drivers who carry out two or
three trips a day, supplying our branches in
Switzerland with fresh products. New distribution
routes are drawn up every day for individual
transportation. As for mailing, we have set
up a special office with the expertise necessary
to handle both domestic and foreign business.
Our staff and drivers have many years’ experience,
and they take no less care when handling
our packages than the confectioners
when creating their precious contents. This is
the only way to ensure that products are delivered
in perfect condition.
There are not many
family companies left.
How does this family
spirit affect employees?
This family company is characterised
by a flat hierarchy,
and thus by short, direct communication
channels and decision-making
paths. Another important
feature is that since the
proprietors are themselves active in the business,
they pass on their values and the family
spirit to employees personally. They are living
examples to the rest of us of commitment and
passion for the products.
We ask a lot of our employees, but we also offer
a lot in return. All staff attend a 4-day induction
seminar that introduces them to our production
processes – and also to our proprietors
and senior managers. Training courses are held
to familiarise staff with new products. We
want our employees to know our product
range like the back of their hand, whether they
work in telephone sales or behind the counter.
Where on earth do you get the energy to
keep on creating new chocolate delights?
It is very important to us to conduct an international
dialogue with like-minded businesses.
Our confectioners, for example, regularly visit
their opposite numbers in Switzerland and
abroad – who then pay us return visits. Luxemburgerli,
for example – as the name suggests –
were originally brought to Switzerland by a confectioner
from Luxembourg. We test-marketed
these foreign-tasting macaroon biscuits – and
they sold well, like hot cakes. Today our product
range would be unthinkable without them.
Do you, as a confectionery company, have
any influence on the trend towards darker
chocolate?
We put all our energy and expertise into setting
new trends, inspired by the most diverse
people and practices. Sometimes we just play
our hunches. The extraordinary combination of
chocolate and wine, for example, is an idea
whose time seems to have come. We have exploited
it to turn a number of VIP events into
unparalleled gourmet occasions.
But the most important constant factor is our
love of the products that we make for our customers,
fresh every day – with energy, creativity
and dedicated craftsmanship.
9

SIA ABRASIVES
Saving energy:
project team work
Interview with
Walter Gygli, head
of Conversion
sia Abrasives
Industries AG
The sia Group
based in Frauenfeld
ranks among
the world’s three
leading suppliers
of innovative
abrasives systems.
It develops,
manufactures and markets complete
abrasive systems tailored to the specific
requirements and applications for
surface preparation and finishing of all
kinds, and in doing so has turned sanding
and grinding into true surface technologies.
At sia Abrasives Walter Gygli has formed a
working group in the field of manufacture to
optimize work processes. The respective
groups bring together colleagues with the appropriate
qualifications. They are authorized to
appraise their work, the work processes and to
some extent also the association auxiliary functions
such as materials management, dispatch,
etc. These teams also include suppliers and
partners, who often have greater knowledge
about specialized topics than sia employees.
All the members of the defined project team,
whether from sia or Model, identify very
strongly with overriding corporate approaches
to marketing parameters, general market
framework, etc. The group is focused primarily
on identifying advantages for all sides. Therefore,
it is absolutely essential that the goals are
clearly defined from the start and accessible to
open solutions.
sia Abrasives attaches great importance to
clear leadership for their combined sia-supplier
project teams. Walter Gygli recognizes that
leadership cannot come from above, but directly
from the people involved. Problems are
analysed on the spot as they arise. In this way,
specific questions can be answered immediately.
Team members must also be available in
times of pressure. But it is also important that
the goals are not too ambitious. They must be
clear and, especially in the beginning, simple
and easy to fulfil quickly. «It is always obvious
if leadership is team-oriented because the
leader discusses lots of topics, problems and
decisions with the group, instead of dealing
with them himself or in one-to-one conversations»,
says Walter Gygli.
Of course, it is necessary
to establish a
sense of trust between
the individual
teams, particularly if
external teams are involved.
For instance,
a supplier can sometimes
provide a solution
for seemingly intractable
problems
without much effort.
The specialized knowhow
and the associated
approaches to
solutions that Model
brings to this optimization
project make it possible to find solutions
quickly. In this respect, of course, we can
draw on years of exchanging experience and
mutual trust. We get to the heart of the problem
very quickly and are able to solve it in no
time. Model fulfils the function of a nodal point.
It informs us if employees have dealt with a
similar topic in the past. To establish a solid
working basis, it is necessary to keep up a constant
exchange of information, both of a general
nature and concerning routine matters. According
to Walter Gygli, there is still potential
here. For instance, it would be sensible to build
up a joint database on the range of available
packaging. It would also be useful to take a
closer look at the possibilities offered by supply
chain management.
Various measures have already been adopted
to enable the individual groups to share responsibility.
However, it is important to realize
that we are working here at two different levels.
On the one hand, there is the personal aspect,
in which we need to find the right approach
in dealing with one another, and on the
other there is the composition of each team
and its range of tasks. It is necessary to give
priority to establishing these guiding principles
and, over and above this, to fostering a strong
sense of responsibility. Model’s packaging developers
also profit from the input of individual
sia employees, which helps them to continuously
improve and optimize existing packaging
solutions.
As optimization processes are seldom finished,
it is important to benchmark the cooperation so
as to uncover and eliminate «energy-wasting»
activities. Each participant learns to think well
beyond the scope of his own operations. The
exchange between sia Abrasives and Model
employees embraces a variety of know-how,
experiences, interests and personalities. At the
same time, it is important to ensure that good
workers are not overwhelmed by too many
projects, thereby undermining their efficiency;
overload demotivates. The more work that can
be saved, the faster decisions can be made. A
pleasant side effect is the improvement in the
efficiency of individual team members. Interoperational
teams strengthen the motivation of
the individual members. It is possible to solve
problems without wasting too much energy
and to share decision-making. This is the key
to mutual identification and a partnership of
shared interests.
10

SWISS POST GLS
Cross-selling
As an autonomous competence centre
within Swiss Post, Swiss Post GLS has
been the national network partner of
General Logistics Systems (GLS) since
1998.
Patrick Maier, as
General Manager,
what is the main
focus of your
activities?
We focus on parcel
shipment services for
business customers
to any destination in
Europe and beyond.
We offer our customers
reliable, quality
service at a very competitive
price-performance ratio. Besides
pure shipping services, as a Swiss
market participant we are also focused
on helping customers deal with existing
customs formalities as smoothly as possible. In
this field we offer a number of innovative
solutions.
Which is your priority target group?
Our target group includes every company that
regularly sends parcels abroad, in particular to
other European countries. We appeal to customers
that seek the advantages of the transparency
offered by an all-in-one parcel network,
e.g. track & trace and delivery against signature.
This group is happy to use the slightly
slower road transport. They benefit from lower
transport costs than if they had used the classic
express and courier service providers. Of
course, we also offer next-day express deliveries
to neighbouring countries.
Why has Swiss Post decided to offer this
service when there are already so many
providers in the market offering similar services?
And how do you stand out from the
competition, i.e. how do you position GLS
vis-à-vis providers such as DHL, UPS, etc.?
For us it is very important that the Swiss Post
customers know that we can cover the full
range of their needs – from the classic «Economy»
parcel to the «Urgent» Express product
in conjunction with our partner TNT. Since
1998 we have successfully positioned ourselves
as Swiss Post GLS at the centre of this
services spectrum.
Are there any conflicts of interest between
you and the «Post Office»?
We are part and parcel of Swiss Post. By concentrating
on business customers in the midspeed
segment, and offering better solutions
especially in the field of customs formalities,
we have clearly defined our position within
Swiss Post’s product range.
What are the developments likely to face
parcel services in general in the next few
years? Are there any recognizable trends?
The general global economic trend towards a
greater division of labour will continue. As a result,
demand for different types of logistics will
also increase, particularly in the crossborder
segment. There distinction between business
and private customers, whether senders or recipients,
will not be as clear. Active private e-
Bay participants often have more parcels than
a small business. The technological question is
whether the industry will shift from the classic
barcode to RFID (Radio Frequency Identification).
With RFID all parcel information is stored
on a chip attached directly to the parcel. Other
sectors, e.g. the packaging industry, have already
successfully introduced this form of
identification.
You have encouraged collaboration with
the Model Group and in the meantime
correspondingly implemented joint communication
operations. Can you sum up the
results?
Model was and is an ideal partner for us. Besides
certain customers in common, both companies
also have the opportunity of further
growth among each other’s clientele. Another
area of common interest between the companies
is their strong emphasis on the importance
of quality. Thanks to this collaboration,
we have gained access to a new group of customers
and already been able to establish very
interesting new contacts.
Where do you see potential for expanding
the existing collaboration?
There is cross-selling potential in sales in particular.
Every one of our mail order customers
needs a packaging solution. Packages developed
by Model have to be transported. By always
keeping your partner in mind, you enhance
your own market presence.
Do you see a trend in demand for certain
types of packaging? Or does your organization
have certain preferences?
For us as link between sender and recipient,
the functionality of packaging has top priority.
In particular, parcels must be stable. But a certain
degree of security is also important.
Parcels with «anti-thief security sensors» have
already been developed. All other functions
that concentrate specifically on the communicative
aspect of packaging are important
primarily for our customers.
How do you motivate your team to stay
innovative?
Our greatest motivators are our customers.
Their wishes keep us searching for innovative
solutions. And when they are satisfied this,
too, spurs us on. We, however, are proactive
specifically in the field of customs formalities,
where we initiate discussions with experts as a
basis for researching potential services.
Swiss Post is a huge entity. There is no
end to your organizational changes. How
do you know what is what? Above all: how
does Swiss Post ensure that third parties
know what is what?
The great majority of organizational changes do
not affect our customers at all. They are a reflection
of the constant need to adjust to new
market realities. The only reason why they are
discussed in public is because the Swiss Post
is an «institution», so to speak. The important
thing for me is that we give our customers a
sense of stability.
What new developments can we expect
from Swiss Post GLS in the next few
months?
We are working on developing an automated
proactive information service. This fully automated
e-mail service will inform the customer
when a shipment is successfully delivered or if
there are any delays. For Italy, as the last of our
immediate neighbours, we have been able to
considerably improve our service by introducing
«next-day service». This means that we
now offer next-day delivery in all neighbouring
countries. Finally, we are focused on intensive
marketing of our EU customs formalities service.
By offering Swiss senders the opportunity
of being treated like a European company, we
make it easy for them to participate in the European
single market. Many Swiss companies
are still unaware that this interesting possibility
exists.
11

Glittering premiere for the first Kids’ Charity Gala Winterthur
Daniel Model founded Kids’ Charity Gala, a not-for-profit organization, in the summer
of 2001. After five successful events in Weinfelden, a Kids’ Charity Gala took place for
the first time in Winterthur on 28 October 2006. The entire proceeds of the donations,
ticket sales, raffle and auction will be divided between the following organizations
without any deductions: the youth section of Pfadi Winterthur, a team handball club;
the Wunderlampe Foundation; the Prova School of Music; and the Children’s Project of
the Casino Theatre.
As befits a gala, on Saturday evening the red carpet was rolled out in front of the Casino Theatre and
the valet parking service whisked away the arriving cars. The guests – 130 luminaries from the worlds of
business, culture and politics – strode in past magnificent flower arrangements in a blaze of flash lights.
After a warm welcome from Daniel Model, the Weinfelden businessman who started the Kids’ Charity
Gala, and Gögi Hofmann, the master of ceremonies for the evening, the guests were treated to a
champagne aperitif before heading into the auditorium of the theatre. Comedian and magician Ken
Bardowicks served up dexterity and skill with his customary charm and dry humour and soon had the
audience wrapped around his finger. The guests then repaired to the banqueting hall, where between
the courses of the gala dinner a programme presented by local children and youth kept them entertained:
the Children’s Choir of the Prova Music Academy and members of the DAMO Rock’n’Roll Club drew
enthusiastic applause.
By the time of the draw, every single raffle ticket had been sold. Natalie Corti, Winterthur, was the lady
of fortune who drew the winning numbers and handed out the three main prizes. Auctioneer Patrick Frey
of the Casino Theatre did an excellent job persuading people to buy works of art and meetings with wellknown
figures. The public were in a generous mood and bidding was keen. The proceeds from the sale
of raffle tickets and the auction together amounted to more than CHF 50 000. Daniel Model was gratified
with the evening proceedings and thanked his guests: «This premiere in Winterthur has been a success.
We’ll be back.»
Many thanks to our interview partners:
Kägi Söhne AG, Rebecca Willi, www.kaegi-ag.ch
Affaltrach Wine Cellars, Thomas Baumann, www.schlossaffaltrach.de
Giovanelli Fruchtimport AG, Sergio Giovanelli, www.giovanelli.ch
Donkey Design, Andrea Brandt, www.donkey.de
Confiserie Sprüngli, Ester Crameri, www.spruengli.ch
sia Abrasives Industries AG, Walter Gygli, www.sia-abrasives.com
Swiss Post GLS, Patrick Maier, www.swisspost-gls.ch
Model Box
The Model Group customer magazine
Volume 17, published quarterly
© Model Management AG, 2006
www.modelgroup.com
PREVIEW
Circulation
3800 copies German, 1800 copies French, 500 copies English
Editors
Luis Flores, Editor-in-Chief, luis.flores@modelgroup.com
Karin Bächer, karin.baecher@modelgroup.com
Ruth Wiesmann, Editorial Assistant, ruth.wiesmann@modelgroup.com
Model Management AG, T +41 (0) 71 626 76 21
Layout
dfp Kommunikation AG, Weinfelden
12
Printing
heer druck ag, Sulgen