More than ever, meeting the new demands of the user necessitates a clear and decisive rejection of well-established marketing routines. This in turn requires a company culture that is oriented towards the needs and interests of the user in every way – with leadership that is actively shaping the digital change. A major task here is to conceive for the future, constantly developing and refining digital user experiences.
In NEXT Year experts like NEXT programme director Peter Bihr, etailment editor-in-chief Olaf Kolbrück and NEXT chairman Matthias Schrader (CEO of SinnerSchrader) shed a light on innovations and developments that marketing decision makers can deploy to their brand and business strategy.
https://sinnerschrader.com/en/next-year/
3. Four paths to the NEXT Experience.
How winning brands will
be managed in 2015. Page 4
The perfect path to new customers.
Brands are carrying content
for themselves. Page 24
Challenge and opportunity meet
head-on. Amazon and Apple are
turning retailing on its head. Page 8
The key to campaign success is data.
But only if you can unlock their value.
Page 30
What’s NEXT? Digitalisation
is triggering leadership
transformation. Page 34
#iNTRO
#COmmerce
Everything is connected and things
are starting to speak. Brands
are creating new uses through the
Internet of Things. Page 16
#CONNECTION
#COnTENT#CAMPAIGN
#OUTRO
#iN
DE
X
6. 6
#intronextExperience
“Services such as
UBER or Netflix are
showing how it is
done. They combine
commerce with
connection, content
and campaign to
create an out
standing offering.”
NILS WOLLNY
MANAGING DIRECTOR STRATEGY
SINNERSCHRADER
Digitalisation marches on, changing every-
thing in its path. It impacts on every single
individual as well as on society as a whole,
on business models and on entire indus-
tries. This change sets new challenges for
companies as well as opening up new op-
portunities at the same time ... with one
prerequisite: an unconditional focus on the
user and his or her needs.
NEXT GENERATION:
I want it all, now
Together with the rheingold institute, Sinner-
Schrader carried out a qualitative study of
young people between the ages of 6 and 29,
asking about their digital life. The main
finding: no one in this age group can imag-
ine life without the smartphone or the ser-
vices that come with it. Intensive and mas-
terly interaction with digital technologies is
the norm. They distinguish less between
‘online’ and ‘offline’, and more between
‘onscreen’ and ‘offscreen’ – although this
boundary, too, is becoming increasingly
blurred.
Young people confront the daily torrent
of offers and information with an out-and-
out digital mind-set: quick decisions based
on a like or dislike logic, declining anything
that does not promise immediate utility.
The expectations of the digital experi-
ence that a brand can offer are based on its
user value and on the criterion of maxi-
mum simplicity. Established players like
Apple, Google or Facebook set the stand-
ards in terms of functionality, look and feel,
and design. Everything in the digital space
is compared with them. To continue to be
perceived as a brand in this context re-
quires focusing on the design of digital ex-
periences.
NEXT EXPERIENCE:
the four elements of a digital brand
More than ever, meeting the new demands
of the user necessitates a clear and decis-
ive rejection of well-established marketing
routines. This in turn requires a company
culture that is oriented towards the needs
and interests of the user in every way – with
leadership that is actively shaping the digi-
tal change. A major task here is to concei-
ve for the future, constantly developing and
refining digital user experiences. It is about
creating the blueprint for an entire NEXT
EXPERIENCE, consisting of four elements:
D
7. 7
#intronextExperience
Nils Wollny
is Managing Director Strategy at Sinner-
Schrader. Working and thinking user-
centrically, he helps companies in diverse
sectors to accelerate innovation and
digitalisation.
Commerce – Transactions of goods and
services. Companies like Amazon have al-
tered the buying behaviour of people enor-
mously in the last two decades. The next
wave of innovations, which will again rev-
olutionise user behaviour, is imminent: mo-
bile payment, intelligent logistics and bea-
con technology.
Connection – connecting the physical and
virtual worlds. Products such as the Apple
Watch or Google Glass are raising the op-
portunities for wearables to a new level. At
the same time, technologies like beacons
and NFC are bringing about new types of
services. In addition, private 3D printers are
creating entirely new product categories.
Content – material which is of great inter-
est to the user. Traditional advertising cam-
paigns leave the NEXT GENERATION baf-
fled. At the same time the auction models
of the network giants are reducing the ef-
fectiveness of marketing spend. And ag-
gregators are becoming the gatekeepers
for digital offerings. For brands, therefore,
developing a content strategy that offers
genuine added value to the user is essen-
tial for survival.
Campaign – communication between a
brand and its public. Campaigns are cur-
rently undergoing a twofold evolution: a
change that is both systemic and content-
based. Thanks to new technologies, the
distribution side of campaigns and content
has become more effective, with message
and content becoming both ‘personalisa-
ble’ and adaptable in real time.
A well-conceived and integrated NEXT
EXPERIENCE can combine these four ele-
ments into a novel and convincing offering.
Services like UBER and Netflix are al-
ready transforming the transportation and
entertainment industries respectively, us-
ing: connection (vehicle tracking via smart-
phone or device-agnostic distribution), con-
tent (liberalisation of the travel business or
Netflix’ own programs) and campaigns (af-
filiate marketing or social media) to create
outstanding commercial propositions.
NEXT AGENCY:
The agency for a new age
Developing such outstanding offerings
and overseeing their realisation is only
possible with a new type of agency: one
that assists companies to keep pace with
the speed of technologies and users – be-
cause this is what they do themselves.
One that analyses people’s behaviour, gets
to the bottom of it, and is in a position to
alter it with its ideas. One that thinks in
terms of holistically conceived, living sys-
tems, which are designed to grow and
constantly change.
SinnerSchrader interfaces with tech-
nology, people and brands, developing and
implementing products and services that
add value, and always with the user at
heart. As the initiator of the international
conference NEXT, we have been influenc-
ing digital trends for years. We fuse crea-
tive ideas and technology to develop solu-
tions that make our clients successful. That
is our claim. That’s what makes us the
NEXT AGENCY.
8. 02 09–12
13–15 Mobile Payment
#co
mm
erce
by Olaf KolbrückTHE Amazon challenge
by Meike Schreiber
9. 9
#commerceAMAZONChallenge
What Amazon’s dominant position means
for costumers and marketers
the Amazon CHALLENGE
When Amazon chief Jeff Bezos stopped off
with friends at Mount Rushmore in 2001, he
was himself something of a tourist attrac-
tion – not as the CEO of a company that
was powerful even back then – but as the
guy from the Taco bell TV ads, at the time
for cheese tortillas. Perhaps Bezos has
harboured an ambivalent relationship with
advertising since then. For years Amazon
ran a mile from TV spots. Before the digital
giant did eventually book TV time for the
W
10. 10
0
500
1,500
1,000
2,000
E-COMMERCE GLOBALLY
TURNOVER IN BILLION US-DOLLARS* PROGNOSIS
2012 to 2017
2012
2013
2014
2015
2016
2017
1,058
1,248
1,500*
1,763*
2,043*
2,345*
3.0 20.6
BILLION US-DOLLARS
1ST QUARTER 2007
BILLION US-DOLLARS
3RD QUARTER 2014
PARCEL VOLUME
IN GERMANY FROM
2000 TO 2013
AMAZON.COM TURNOVER FROM 2007 TO 2014
2.66 BILLION IN 2013
1.69 BILLION IN 2000
DOES SHOPPING EXHAUST YOU?
ONLINEIN SHOPS
YES
NO
57%
43%
23%
77%
People using mobile devices to shop online
MOBILE COMMERCE 2011/2014
NO USAGE
USAGE
81%
sources:eMarketer(2),bevh,boniversum,BIEK,KEConsult,Amazon,DHL-StudieEinkaufen4.0
38%
11. 11
#commerceAMAZONChallenge
Kindle reader, Bezos viewed classical ad-
vertising as a sign of weakness: “Advertis-
ing is the price you pay for having an unre-
markable product or service.”
In future he would make the advertis-
ing industry pay. In all probability the ad
men didn’t even notice what was facing
them. One person who did grasp its signif-
icance is Google CEO Eric Schmidt: “Our
biggest search competitor is Amazon.”
After all, one in every three product search-
es is already carried out in Amazon and not
in Google. That means fewer clicks and
fewer AdWords dollars for Google. But it’s
not all about search.
With the exception of Eric Schmidt, the
rest of the world still sees Amazon above
all as an online sales platform, as a quasi-
monopolist even, which looks to gain ever
more market share with little thought for
profit. With good reason: almost every sec-
ond e-book in Germany is bought following
recommendations from Amazon. Amazon
has more than 40 percent share of the en-
tire book market (this, too, is only like read-
ing tea leaves). In 2013 its turnover in
books, music, electronics and clothing in
Germany totalled €7.7 billion. One in four
euros spent in Germany on e-commerce is
pocketed by Amazon.
And Bazos is doing his utmost to en-
sure customers stay with him. He is build-
ing a digital conglomerate that includes:
clearly subsidised Kindles, its own publish-
ing programme for authors, a digital library
with an ‘all you can read’ flat rate, content
suppliers with their own TV productions for
its ‘Instant Video’ play station and the ‘Fire
TV’ in-house TV set-top box. The purchase
of the Washington Post fits into the overall
picture too, strengthening the content of-
fering for the Kindle. The purchase of
‘Twitch’, a YouTube for gamers, ensures yet
more content and new sales leverage.
And then there’s the ‘Fire Phone’ To
date it hasn’t been a big sales hit. Nor does
it have to be. Bezos takes a long term view
of the smartphone. It not only triggers the
sale of more digital content, above all it
hoovers up data: with a single touch of a
button the user activates the purchase-fea-
ture and can buy products, music and vid-
eos taken by its camera and/or micro-
phone. In this way the mobile phone turns
the world into a showroom, and Amazon is
not only positioned right at the start of the
sales process, but makes even Google
search in part superfluous. Why bother typ-
ing into a search engine when a simple
photo will do?
There’s more: Amazon saves photos
taken with the ‘Firefly’ feature to improve
the functioning of its system.
Through additional GPS data, local
information and other metadata the com-
pany learns more about the user: where
they shop, what they do in their free time,
what interests them apart from shopping
and maybe what they have kept hidden
from Amazon up to now. For example, say
you take a picture of your child with the
recognition tool. Amazon can use this for
precise product recommendations and
more impactful advertising.
So while Google can only tell advertis-
ers what users are searching for and click-
ing on, Amazon can tell them what they are
actually buying, where and how often they
are buying it, and increasingly and more
“Our biggest
search competitor
IS Amazon.”
Eric Schmidt
Executive Chairman Google
12. 12
#commerceAMAZONChallenge
precisely – with an ever closer eye on the
Customer Journey – why they are buying it.
Amazon has only really been a com-
petitor for Schmidt since the company has
been accused of going after more advertis-
ing spend and utilising its data goldmine to
this end. Amazon already wants to start its
own display advertising network in 2015
and to place advertising space similar to
AdWords. Firstly the advertising will appear
on its own website, and then later also on
other publishers’ sites. In doing so Amazon
is entering into direct competition with
Google.
And not just Google. The targeting gold-
mine impacts equally on marketers, tech-
nology providers and agencies. If Amazon
starts to peddle its own personalisation
algorithm and its data power, it will make
these service providers superfluous to
some extent. It is not just a case of Amazon
being able to achieve outstanding conver-
sion rates due to its data and its reach. With
each single click Amazon enhances its
know-how to improve its own products, its
own content and its own services.
There is a lesson in how this online giant
deals with its partners: if the data shows
that a new product is selling particularly
well in a seller’s marketplace, that is often
a cue for Amazon to sell it directly – under-
cutting all other prices in the process. If a
consumer goods manufacturer comes to
enjoy double-digit market share on Ama-
zon, Amazon puts on a real squeeze for re-
bates and new terms, as book publishers
in particular have found out, with corre-
sponding impact on sales too.
For Amazon is interested above all in
low prices – and cross-subsidisation of the
manufacturer’s and trader’s advertising
monies suits that goal perfectly. Charges
(effectively ‘tolls’) could work one day to
the detriment of these brands, if Amazon
were to support predatory pricing with
marketing monies, to force through its own
brands against the competition, for exam-
ple. Or to undercut in the trader’s market-
place. Ultimately, Amazon can always be
cheaper, because it alone can avoid the
Amazon charge.
Olaf Kolbrück
is founder and director of specialist
e-commerce portal etailment.de
and author of the book ‘Erfolgsfaktor
Online-Marketing’. From 2000 to
2013 he was a reporter with HORIZONT
magazine, with responsibility for
internet and e-business.
How to deal with amazon
# Exploit presentation options
such as product descriptions, product
images, videos.
# Utilise Amazon advertising
packages such as the Brand Store
to expand your own channels.
# Offer only certain product lines on
Amazon.
# Strengthen and/or diversify through
other sales channels.
# Sell private labels and new
products initially through your own
channels only.
13. 13
#commercemobilepayment
When your smartphone becomes your wallet
Mobile Payment
When Apple chief Tim Cook revealed the
iPhone 6 in autumn 2014, one new feature
in particular caused lively debate especial-
ly among the brand’s aficionados: the
‘Apple Pay’ mobile payment function. Cook
announced presumptuously: “Apple Pay
will forever change the way we buy.”
Time will tell. Owners of the new iPhone
have only been able to pay with it since
October 2014 – and so far only at 220,000
contact points in the US. At its heart is
Near Field Communications (NFC) technol-
ogy, which transmits data by a radio signal
from mobile phone to a station. For secu-
rity, users must identify themselves by fin-
gerprint. In Europe, where NFC technology
is actually more widespread than in the
United States, the service is expected to be
available to iPhone users from 2015, by
which time wearers of the Apple Watch in
the US will also be able to use it.
One thing is clear: paying is getting
easier. A new technical revolution is around
the corner. With the introduction of iTunes,
Apple has already proven that people’s pur-
chasing behaviour can be radically altered.
For each Apple-Pay transaction of 100
dollars, the Americans pocket a 15 cent
charge from participating banks and card
providers – which Apple claims makes it
cheaper than other payment methods.
W
14. 14
11 12 13 14 2015
+60 %
81 %
#commercemobilepayment
“Up to now no technology has been able to
establish itself on the mass market. The
latest push from Apple with various credit
card providers could change this in the me-
dium term, however,” wrote Deutsche Bank
in a study of the FinTech sector.
The trend is clear: in 2013 the volume
of cashless payments globally rose by 9.4%
to 366 billion transactions, compared to
2012. According to the latest Payment Re-
port by consultancy firm Capgemini, this
was “due to the strong growth in emerging
markets as well as increased use of cred-
it and debit cards, especially in electronic
and mobile payments.”
With more and more people using tab-
lets and smartphones, the lines between
online and mobile payments are becoming
increasingly blurred, according to Cap
gemini. The consultancy anticipates an in-
crease in mobile payments worldwide of
around 60% per year from 2011 to 2015. For
online payments, on the other hand, Cap-
gemini has forecast a yearly rise of “only”
16% over the same period.
Even in Germany, long a mecca for
notes and coins, many more people are
likely to pay without cash in the near future.
The auditing and consulting firm PwC esti-
mates that the 176,000 end users in Germa-
ny who currently pay by mobile will rise to
11 million by 2020.
And Apple isn’t necessarily the trail-
blazer. Many start-ups, banks and mobile
phone operators already offer mobile pay-
ment options. And even the Ebay subsidi-
ary PayPal is currently testing an app for
mobile payments in Germany. However,
thus far, no system has established itself.
At present only 40,000 of the more than
740,000 payment terminals in Germany
can communicate with mobile devices or
special cards.
That may change: MasterCard recent-
ly compelled all its German retail partners
to convert their terminals to NFC technol-
ogy by 2018 at the latest. A survey by the
EHI Retail Institute of 55 retailers with a
total of 58,300 outlets found that 81 per cent
want to upgrade their cashier systems.
But what about the banks, whose core
business is, after all, payments? For the
time being they are relieved that Apple
continues to cooperate with them. The
German Sparkassen (savings banks), for
example, have already announced that they
Annual growth of mobile payments
from 2011 to 2015
Shops planning to adjust to mobile
payment by 2018
source:EHIRETAILINSTITUTE
15. 15
#commercemobilepayment
wish to work together with Apple. As a pay-
ment is only completed when the custom-
er’s account has been debited. “The cake
has not yet been divided up,” contends
Deutsche Bank in its latest FinTech study.
Banks will not give up the commissions
that go along with payments without a
fight. Nor should they: experts at Deutsche
Bank believe that, in the current test phase,
the traditional finance providers have the
opportunity to play a part in formulating
digital payment solutions.
In marketing departments, too, espe-
cially those of manufacturers of consumer
goods, experts are musing over how Apple
Pay will influence purchase decisions. The
widely held view is that opportunities lie in
particular with Apple’s Passbook app for
loyalty programmes, which in all probabil-
ity will be linked to its payment system.
Marketing decision-makers need to ensure
that users can easily deposit their loyalty
programmes or coupons with the app. The
app can then advise the customer how
many points their current purchase is
worth or automatically pay for a product
with the appropriate coupon.
Anneke Neuhaus, marketing expert at the
Frankfurt University of Applied Sciences,
says: “Marketing decision-makers need to
ask what benefits the customer can draw
from it. Further information on the prod-
uct can be provided via smartphone, for
example. In the case of higher value prod-
ucts, why not offer an explanatory video or
an alternative model in a different price
category? The customer can acquaint
himself or herself with the product or take
advantage of a discount scheme or bonus
points by using the payment function.”
Moreover, manufacturers will understand
their customers better and utilise this
insight for product development or for im-
proving communications. “The opportuni-
ty to interact with the customer this way
can lead to some displacement in the
market, but equally to a genuine win-win,”
says Neuhaus.
The delicate issue surrounding data
protection raised by the NSA affair re-
mains. At Apple they are at least attuned to
the sensitivities of Europeans in particular.
“Apple doesn’t know what you have bought,
where you bought it, or how much you have
paid for it, ” swore the management at the
reveal of Apple Pay.
Meike schreiber
Meike Schreiber is a Frankfurt-based
journalist who has been reporting
for many years on the banking sector.
She founded the journalist agency
SchreiberDohms along with Heinz-Roger
Dohms. Both write for ‘Capital’, ‘manager
magazin online’ and ‘DIE ZEIT’, among
other titles.
“Most of our spending
right now happens
offline, and that’s
starting to shift.
All of our payments
are moving online.”
John Collison
CEO OF THE PAYMENT START-UP STRIPE
18. 18
#connectioninternetofthings
If everyday objects could talk, what would
they say? That is the question we should
ask ourselves when thinking about the
opportunities offered by the Internet of
Things, or IoT for short. The IoT is what you
get by connecting physical objects – TVs,
cargo containers, bracelets, coffee makers,
cars or thermostats – to the internet: A
connected world, studded with sensors,
permanently exchanging data with both
machines and humans. And it is one of the
most influential trends in technology we
have seen since the advent of the consum-
er internet itself. How can IoT be beneficial
in the context of marketing?
Data and deep engagement
Over the last few years, we have witnessed
a wide range of experiments around the IoT.
Many of the more widely known ones were
driven by advertising. To name one well-re-
spected example, Budweiser built a big red
light that connected to the web and checked
a feed for ice hockey results. Whenever the
user’s favorite team scored a goal, the light
would flash, and a loud horn would sound.
It was a cute, well-executed and playful
way to engage with fans around a topic
they were passionate about. Hundreds of
these lamps were sold as these fans paid
money for an advertisement in their living
rooms. As advertising ideas go, this one
was very smart. And it just scratched the
surface of what is possible.
The IoT allows for a much deeper engage-
ment and has the advantage of allowing us
to collect and analyse data to build servic-
es that are valuable to both the audience as
well as marketers. Two areas offer partic-
ularly huge opportunities for fast movers
who overcome the (sometimes thorny)
challenge of balancing value-add versus
‘data collection creepiness’: Wearable tech-
nology and connected driving.
Wonderful Wearables
What happens if you strap a smart watch
to your wrist or place a fitness tracker in
your pocket? By putting on wearable tech-
nology (Wearables for short) you allow a
computer complete with sensors and inter-
net connectivity into your life. Most of us
don’t think much about it, after all we car-
ry a connected computer almost constant-
ly anyway: Our smartphone.
As sensors and chips get both smaller
and cheaper, Wearables evolve. Rather
than bulky smart watches, we see styl-
ish accessories: Jewellery and fashion
are increasingly connected, too. A ring
that subtly notifies you of a text message
from your spouse? New York startup Ring-
ly has created one. Clothing that tracks
your vital signs? Look no further than the
sports bras and running shirts that San
Francisco-based Sensilk is currently devel-
oping.
What today may sound like gadgets for
early adopters will be a normal part of life
within just a few years. If we build services
today that are so good, valuable or inter-
esting that users let them into their every-
day lives, it allows for huge engagement
opportunities.
I
19. 19
#connectioninternetofthings
Crowdshaping
With new technologies at hand, data cap-
tured from people in the physical world
can be used to reshape experiences.
Wearable bracelets like the Lightwave, an
invention by Silicon Valley technologist
Rana June, can measure physical engage-
ment and energy levels of the people
wearing them – like in this case allowing
the DJ to play with the information and to
show the most active dancers on a leader
board. This kind of innovation cannot only
be applied to performances, it can also
reshape the way we shop. Just imagine,
for example, advertisements that adjust in
real-time to the emotions of a TV-audience
or in-store offers reshaped by the energy
level of the shopping crowd.
Connected driving
Along with data, cars move into the cloud
– or rather, the cloud moves into the car.
Automobiles become another media sur-
face, another interface. As cars – owned
or shared – get connected to the internet,
the car stops being a mere means of
transportation.
By combining navigational data (where
you are now and where you want to go),
intentional information (your calendar
knows where you want to go, why and with
whom) and external data sources (weath-
er, traffic, event information) we have a
treasure trove of data points to work with.
We can build true context-aware services.
This could range from subtle reminders to
more complex offerings. Two examples:
• Shopping reminders: “Your fridge says
that you need milk. We are passing by a
supermarket with milk on offer in two
minutes. Do you want me to recalculate
your route?”
• Media recommendations: “Based on
current traffic information, your drive
is estimated to last about 28 minutes.
Should I read you a few chapters of
your audio book?”
The key: respecting privacy
The key to success is, as always, to be sen-
sible. With the tools provided by the Inter-
net of Things, companies are tempted to
collect as much data as possible just to be
safe: Collect first, analyse later. In Germa-
ny, more than anywhere, consumers are
highly sensitive to data collection and the
implications for their privacy. As such, we
will see consumers reward those compa-
nies who find the best balance between
marketing that offers added value based on
data analytics on the one side and respect
for privacy on the other. Don’t be a creep,
and consumers might allow you into their
lives. If they do, both sides will benefit.
peter bihr
Peter Bihr is the founder of The Waving
Cat, where he explores the impact of
emerging technologies and helps apply
the insights of innovators through
consulting and conferences like Things-
Con and NEXT Berlin.
20. 20
#connectionbeacons
“Software Is Eating The World” explained
the entrepreneur, investor and developer
Marc Andreessen in a famous essay of 2011.
“How come?” one may ask: Sure, doesn’t
the physical world still consist mainly of at-
oms, even if bits are taking over in the dig-
ital sphere?
Part of the answer lies in beacons (or
iBeacons, as Apple calls them), which
connect the physical and digital worlds. Bea-
cons are nothing more than small transmit
ters with low energy consumption and lim-
ited local reach. Mobile phones, for example,
can receive and react to their signals.
It is thanks to beacons that an app
knows the location of its user and can of-
fer him or her a relevant user experience
in that context. Among the earliest adop-
ters are retailers – no surprise that Apple
quickly equipped its own stores and
upgraded the Apple Store app accordingly.
But the possibilities go well beyond the
retail space. Interactive museum guides con-
verse with visitors via beacons, explaining all
about the latest exhibitions. In the US, fans
inside baseball stadiums receive back-
ground information on the game that is tak-
ing place. The ticket inspector on the train
makes his presence known to the railway
app via a beacon, as a result of which the app
on the passenger’s smartphone automatic
ally displays his or her digital ticket.
All kinds of new interfaces can be cre-
ated. In place of cumbersome ATMs, as we
know them, bank customers can avail
themselves of an elegant app which, thanks
to beacons, knows which customer is at the
ATM. After a minimum of interaction the
machine dispenses the desired amount.
The scope for innovative services is
practically limitless. But here, too, success
will depend on how well the user’s require-
ments are considered and how the content
and user experience is suited to the loca-
tion and context. For marketers, beacons
become valuable, when indiviual interac-
tions with the brand or its products are
beautifully designed to create real benefits
for the consumers. The most important
thing is to stay relevant: If it isn’t relevant,
the user will ignore it. Creativity, too, is
called for. After all, to just send out pushy
messages flagging the latest special offers
is to ignore the opportunities which bea-
cons provide.
The invisible keys to new services
Dr. Axel Averdung
is Head of Strategy at SinnerSchrader
und developes innovative solutions for
digital products and services.
S
BEACONS
21. 21
#connectionmobileconnections
Mobile
cONNECTIONS
Dawn of a magical times
The watch on your wrist has long stopped
ticking. Instead, you can talk to it, read the
news on it, or pay for a coffee with it. It’s
likely, in the coming year, that every early
adopter will wear one, and so get to expe-
rience all the wonder of mobile connectiv-
ity: new technologies, new applications and
new customers. With the smartwatch and
other innovations, the Age of Connected
Devices is dawning. So what will the world
be like, when everything is connected with
everything else? And what consequences
will that bring for the mobile sector?
T
22. 22
#connectionmobileconnections
A torrent sweeping through the sector
Experts are predicting that the number of
connected devices will increase one hun-
dred fold within the next five years. The
mobile sector will become the mobile con-
nectivity sector. Everyone will be affected
– developers, start-ups, agencies, provid-
ers of mobile products, marketers and big
brands. A look at Berlin, where the mobile
sector in Germany is particularly well
represented, reveals the magnitude of the
upheaval that is currently taking place.
The technological revolution
Behind this trend are three technological
drivers: the devices, the connectivity and
the cloud. Every few months the device
manufacturers introduce new features
such as mobile payment or smart objects
– more memory, more performance, more
screen. The connectivity options are also
becoming greater: mobile communica-
tions, Wi-Fi, NFC, Bluetooth Low Energy
and proprietary in-car connectivity such as
CarPlay or Android Auto. Behind them lie
the cloud services, which gather and ana-
lyse all the data. Working wonders with
everyday stuff! Coffee lovers, for example,
can connect via an app with the Espresso
machine in the coffee shop, which then
brews the desired coffee. Payment for the
cappuccino then takes place automatically
with the smartphone. This is already a
reality at TopBrewer in Copenhagen. It’s
child’s play for the customer and extreme-
ly time-saving for the coffee shop.
Powering the market
Consumers are ready. And so are electrical
retailers: MediaMarkt recently created a
large department for digital wristbands
and smartwatches and wants to expand it
further. Remember the headphone market?
Small and unexciting only three years ago,
it now features lots of interesting products
and retailers offer a large range of them. It
will be the same with Connected Devices.
From mobile marketing
to connectivity strategy in 6 steps
today:
1. Dedicate far greater resources
to managing mobile assets (app
and web).
2. Raise activity levels to achieve
greater frequency and higher
numbers of app downloads.
3. Improve those neglected mobile
web portals.
tomorrow:
4. Create a user case related to a
device (e.g. smartwatch).
5. Connect web applications with
the physical world (e.g. in stores).
6. Develop your own proprietary
connected device.
23. 23
#connectionmobileconnections
Personalised stimuli
Opportunities to reach customers and
prospective customers at just the right
moment have increased enormously. Per-
sonalised stimuli allow for a completely
new form of Customer Relationship Man-
agement, which in retail can make all the
difference. A new shopping centre in Mar-
seilles, fitted out with 240 beacons, illus-
trates just how it works: if the customer
has the relevant app, he or she receives
location-based promotions from the stores,
and the shopping centre can analyse in de-
tail the resulting customer traffic.
The end of isolation
An app here, an app there, maybe a mobile
website, a customer app, then a banner and
a mobile landing page ... the mobile sector
has long offered only additions to isolated
applications. Now stand-alone solutions
are being connected with the physical
world: with a smartwatch, with a beacon in
a shop, stadium or museum, with a check-
out, a door, a piece of packaging or a car –
and all of it based on technologies and code
languages from the mobile sector.
Pressing ahead with no standards
The biggest mistake here is to do nothing.
Despite the absence of technical stand-
ards, all the big players are already active
in the game. Google is positioning itself
with Nest in the area of home automation
for house and office. Behind the iBeacon
lies an Apple protocol. And all players are
developing in-car platforms.
Laurent Burdin
is Managing Director of SinnerSchrader Mobile
in Berlin, right in the heart of Germany’s mobile
ecosystem.
“The biggest mistake
is to do nothing.”
“The area of mobile connectivity holds huge
opportunities, but considerable risks at the same
time. The biggest risk is to do nothing. We can
see that currently in the retail industry, where
we are talking about the likes of Amazon and
other giants such as Alibaba, with a market
capitalisation of over $200 billion. Many of those
involved are banking seriously on innovative
mobile solutions: Tesco, for example, with co-
nnected price signage, the rolling out of a beacon
network and push notifications in store. Or
Amazon with its own ‘Dash’ device, a barcode
reader with a microphone, which helps to
draw up household shopping lists and connects
automatically with the app, thus enabling One-
Click-Shopping. Imagine if every brand were
to bring its own device onto the market to connect
with its customers in its own charming way.
That would be the stuff of dreams in my book.”
25. 25
#contentBestPractice
Best practice
curved.de – The ‘Michelin Guide’
for the mobile generation
“An iPod. A phone. An internet mobile
communicator.”
Eight years ago Apple’s founder pre-
sented his invention to the world. The
gadget would influence the culture of the
21st century like no other, and pave the way
for the triumph of the smartphone.
Within the past few years our usage
habits have changed fundamentally – away
from the desk, and over to the smartphone
or tablet. “Mobile first” is being increasingly
replaced by “Mobile only”, especially among
the young generation. Mobile has won out.
But what does this younger revolution
mean for telecommunications and mobile
phone providers, who connect millions of
customers around the world with their net-
works? Above all, it means a complete re-
think. The telephony and SMS business
model is the stuff of yesterday. In the near
future it is data volume which will make up
the lion’s share of revenue. But how and
where can (potential) customers be rea-
ched most efficiently?
This is something which E-Plus, for ex-
ample (now number one in the German
mobile phone market following its merger
with O2) has to address. In this broadly sat-
urated market, the key is to develop points
of differentiation. Traditional TV and print
advertising have long been able to reach
the target market only marginally and for
a short time-span. The internet would ap-
pear to be the natural way to go. With ban-
A
26. 26
#contentBestPractice
ner advertising and initiatives to acquire
new customers through online and social
media seemingly exhausted, CURVED cre-
ates a new route.
Content for ‘Generation Touch’
On behalf of the E-Plus Group, Sinner-
Schrader launched the CURVED platform
at the beginning of 2014 – providing the
Generation Touch with a tech portal for the
mobile era, something which had been pre-
viously lacking. CURVED reports on the hu-
man side of the mobile revolution, telling
us what the gadgets are doing for our lives,
how they are making our everyday easier
and driving social progress.
The concept draws on a successful
100-year-old recipe: content marketing.
John Deere, the American agricultural
machinery manufacturer, has been talking
to its customers in ‘The Furrow’ magazine
since 1895. Another fine example of suc-
cessful content marketing comes from
1900: the Michelin Guide. The brainchild of
tyre manufacturer Michelin, the restau-
rant guide has long given motorists good
reasons to go that extra mile – and to use
more tyres, thus contributing to increased
sales in the process. Since the very begin-
ning, the success of this model is based on
two pillars: the quality of the content itself
and the integrity achieved by separating
the brand from that content.
Reach rules
More than a century later, CURVED is
adapting this principle for the digital age.
The editorial team, made up of experienced
tech journalists, offers smartphone users
round-the-clock support and help, orienta-
tion, analysis, background pieces and ad-
vice. Over 25 new articles appear each
day on the site, which reaches 1.3 million
unique users per month. Independent
editorial content – which, from a quality
perspective, is journalistically the match of
any traditional media title – is the founda-
tion of this sustained growth.
The rapid rise in reach has been possible
due to a steep learning curve and constant
monitoring of the traffic generated per ar-
ticle. SEO experts help to priorise subjects
and keywords and ensure the website is
optimised technically for Google. Visibility
on Google is a critical determinant of suc-
cess, as being on the Google News Index
leads to an explosion in traffic: Presence on
organic search delivers sustained traffic
for CURVED, even for older articles.
So what direct benefits does E-Plus
draw from CURVED? “Leads generated by
content enjoy better conversion in our
Shops than do leads from advertising”,
according to Jürgen Rösger, who, as Chief
Digital Officer (CDO) at E-Plus, supervised
the introduction of CURVED. In other words,
the more often a page is read, the higher
the conversion rate. The articles concerned
are linked to appropriate products in the
Shop, with additional banners – and adver-
torials including offers – developed specif-
ically for readers of CURVED.
CURVED’s success formula can serve
as a blueprint for other sectors: why let
‘manager magazin’ or ‘Rolling Stone’ do
what a bank or music portal with suitable
product links can do just as well?
Nils Jacobsen
Nils Jacobsen is a financial and tech
journalist with 15 years of experience.
Apart from being the editor-in-chief
for CURVED, he writes among others for
the media portal MEEDIA and Yahoo.
27. 27
#contentBestPractce
How are things at CURVED one year on?
Nils Jacobsen: Very positive. SinnerSchrader has
managed to create a tech portal that works, in just
100 days. With over 1.3 million users visiting
CURVED each month, we already have twice as
many as the online offerings of ‘Neon’, ‘Computer-
woche’ or ‘Horizont’. Editorial independence is
clearly the basis for sustained growth.
What are your key success factors?
Felix Disselhoff: The technical foundation, which
SinnerSchrader brings to the table as one of
Europe’s leading digital agencies, is extremely
important. The interface between editorial and
programming allows problems to be solved very
rapidly and in an integrated way. Above all,
though, contemporay content is the key in the
mobile tech space.
What can marketers in other sectors learn
from CURVED ?
Nils Jacobsen: These days innovative projects are
taking place almost exclusively online. The learn-
ing effects occur practically on a daily basis – even
in the interaction with our readers in the form of
comments or social media. CURVED’s success as
a content provider can certainly be transferred to
other sector portals in the music, lifestyle, food or
finance space, but not without adapting it. The tech
space has its own particular target group.
In your opinion, what are the prerequisites
for a successful content portal?
Felix Disselhoff: An absolute commitment to editori-
al independence and lots of patience.We were not ex-
pecting CURVED to be the rapid success it has been,
but in the fast-moving tech scene no two months
are the same. Every day is a new challenge.
Interview with CURVED editors-in-chief
Nils Jacobsen and Felix Disselhoff
“Leads generated
by content enjoy
better conver-
sion in our Shops
than do leads
from advertising.”
Jürgen Rösger
CO-FOUNDER OF CURVED
28. 28
#contententertainment
TV used to be such a simple medium. You
checked the schedule, you switched it on
and watched it. Or you missed it. All very
simple.
Those days are very long gone. Televi-
sion has been going through the same dig-
ital disruption as other forms of content –
but in slow motion. A decade ago people
were talking actively about the end of line-
ar TV – and yet, it endures. There hasn’t
been a single device-based disruption to
change things, or a single service that
upended the business. Instead, disruption
is coming from all angles, in a multitude of
forms.
On one extreme you have the rise of
paid streaming services. The last couple of
years has seen a proliferation of streaming
boxes to attach to your TV. Apple’s “hobby”,
the Apple TV, has long been a front-end
for iTunes content, but now serves as a
streamer for Netflix and an ever increasing
number of other services. Google has two
offerings in the fray: the Chromecast stick
– a tiny budget device, which allows video
to be ‘cast’ from other devices, and the new
Android TV-based Nexus Player. Amazon
released its Fire TV earlier in the year,
primarily as a front-end for its Prime
Streaming service.
What started as peripheral services
have now become proto-TV studios in their
The Superseding of the Goggle-Box
YOUTUBE-STAR PEWDIEPIE
Earning millions with funny gamer videos
T
entertainment
29. 29
#contententertainment
own right. Netflix has been creating original
series for a while – and extending the life of
cancelled series like ‘Arrested Develop-
ment’. However, it’s now going even bigger
by expanding the vastly successful Marvel
Comics movie franchise. Five interlinked
series are being shot now, introducing a
group of street-level superheroes, who will
eventually come together as a team.
Amazon has also dipped its toes into
the original content production world, with
three rounds of pilot productions, many of
which have gone to series – including the
well-reviewed ‘Transparent’. And, unlike
traditional broadcasting, these series are
usually released simultaneously, rather
than serialised across weeks or months.
This is no longer appointment TV, but sto-
rytelling for the post DVD boxset age.
This changes the relationship with
marketers and advertisers. For one, this
new breed of television series does not
carry advertising. In effect, the series is,
itself, advertising for the streaming sub-
scription. For those looking to ride on the
back of their success, the only opportuni-
ties seem to lie in product placement.
Perhaps the most interesting develop-
ment, though, has been the rise of the You-
Tube celebrity to the point where they have
become viable media brands in their own
right. YouTube has been heavily promoting
its biggest celebrities – because of the ad-
vertising revenue they can draw. PewDie-
Pie – real name Felix Arvid Ulf Kjellberg –
is the biggest celebrity they have right now.
He produces videos for gaming fans which
rapidly cruise past the 2m to 3m views
mark, from 30 million followers. According
to The Atlantic, ads on those videos net him
between $140,000 and $1.4m – a month.
His current contract with Maker Studios
ends now. It’ll be interesting to see what he
does next.
Michelle Phan, Bethany Mota and Ro-
sanna Pansino, the stars featured in You-
Tube’s advertising campaigns, cover fash-
ion, beauty and cooking. They’re one per-
son lifestyle brands, talking direct to huge
audiences in a way that traditional TV
would have rejected as unprofessional. A
new medium is emerging, one with very
different content rules from the old one.
There’s a new vocabulary of video con-
tent that makes sense in a digital world.
BuzzFeed, that content powerhouse, has
invested a significant amount of money in
both hiring top-flight talent – renowned
online video pioneer Ze Frank – and build-
ing a studio to produce its video work. The
studio has a large number of standing sets
of classic locations – homes, offices, cafés,
and the like – which allow them to quickly
go from drawing up an idea to shooting the
video on the set. BuzzFeed’s funding is
expected to grow so that they can offer
everything from animated GIFs to motion
picture-length productions.
This is the new dynamic of online video
content – fast, personal, with smart use of
technology and standing sets to bring ide-
as to life fast. And they’re consumed, on
demand, on any one of a huge range of
devices – a range that continues to grow
year on year.
This quiet, slow revolution is still roll-
ing on, but it’s far too advanced to ignore
now. If you’re looking to take advantage of
it, the traditional media buying route is
looking ever less relevant. Will you support
emerging media, shown mainly online? Or
will you enter the cheap, smart and person-
al content production game yourself?
Adam Tinworth
Adam Tinworth is a business journalist,
publishing strategist and lecturer
in digital journalism. For over a decade
he’s been studying media, tech an
business topics and writes about them
on the NEXT blog.
31. 31
#campaignPRIVATEPROGRAMMATIC
Maintaining sovereignty over customer data
Online advertising is being automated at a rapid
rate and has been able to target, based on user pro-
files, for some time. Key to this is the data which
firms now possess, but which they often don’t use
effectively. NEXT AUDIENCE delivers improved re-
sults with its Private Programmatic offering,
linking advertisers’ own exclusive data with indi-
vidually tailored algorithms. Matthias Schrader ex-
plains how it all works.
How do companies manage to get data that can
help them in their campaigns?
Matthias Schrader: Amazingly, most already have
access to it. Advertisers’ own exclusive data,
so-called First-Party data, is extremely valuable. Ex-
amples would be data illuminating how customers
use their website, as well as CRM data. Their value
lies in the fact that these days a significant portion
of display advertising in programmatic buying is
based on user profiling. In reality this takes place in
milliseconds, in high speed. And as with every auc-
tion, he who possesses the best information makes
the best deal, in this case reaching the relevant us-
ers on the most favourable commercial terms.
o
private programmatic
32. 32
#campaignPRIVATEPROGRAMMATIC
Matthias Schrader
CEO SINNERSCHRADER
“SCRATCH BENEATH
THE SURFACE AND
YOU’LL FIND AN
EPOCHAL WAR IS
GOING ON AT THE
MOMENT AROUND
ADVERTISER DATA.”
That sounds a bit like the age-old retargeting.
Matthias Schrader: Retargeting is in actual fact a
special case in the process, which we at NEXT
AUDIENCE call Private Programmatic. It differs
from conventional retargeting in three main ways.
Firstly, we don’t just look at the buying funnel, such
as cancellations at the shopping cart stage, for ex-
ample. We analyse a user’s Customer Journey, de-
livering relevant messages in every phase of the
customer cycle. That’s the only way to scale display
advertising for advertisers in the entire process.
Secondly, we don’t depend on cookies, we save the
profiles on our own server, enabling us to enrich
them at any time with other information, such as
CRM data, or using statistical methods to divide the
market into segments, which can be addressed
individually. Thirdly, with our solutions, advertisers
can define with great precision the quantity and
quality of contact for each user. This is something
which will become ever more important for the
short-term success of campaigns and the long-
term acceptance of online advertising.
So what is Private Programmatic exactly?
Matthias Schrader: Scratch beneath the surface and
you’ll find an epochal war is going on at the moment
around advertiser data. On the field of battle there
are three parties, whose future business model lies
in monetising this data. In one corner you have the
large platforms such as Google and Facebook, in
another the ad networks (retargeting providers of a
sort) and then again you have the international
media agency networks. The latter two are losing
their purchasing advantage through auction models
with Real Time Bidding– under the hammer, more of
the same becomes dearer, not cheaper. And so they
are trying to maintain their very comfortable mar-
gins using their own technology. Here’s the hitch: in
this game advertisers can’t really exploit the poten-
tial that Programmatic Buying offers them. Very few
advertisers will want to share their CRM data with
Google and Facebook, for example. Media agencies
are awkward bedfellows for them too, because a
33. 33
#campaignPRIVATEPROGRAMMATIC
As Director of Digital Analytics Amelia
Showalter participated in President Obama’s
successful re-election campaign.
Her new mission is to bring the Obama
campaign’s culture of rigorous testing and
analysis to progressive organisations,
campaigns, and companies. Here are some
of her tips about testing:
# Rely on data, rather than gut instinct.
If you’ve got ideas about which marketing
messages will work on your audience,
you should test them out and let the data
prove you right or wrong.
# Start small! If you have an email news-
letter, you can divide your audience
randomly in half and test out some new
messages and formats. Or you can
run a test on your website, and try out
new ways of getting people to make
purchases or sign up for your email list.
To build up the culture of testing, you
just have to start somewhere and keep
testing out new ways to improve.
Culture
of
Testing
It’s important to test out lots of mes-
sages and images, and to use every
opportunity to learn more about your
audience’s preferences.
# Implementing this culture of testing
means that people will need to do a little
more work, to come up with different
versions of each email, banner or web-
page. It is important to plan ahead.
And, of course, the leaders of a company
will need to approve the process. It’s
very hard to have a culture of testing
if the people at the top aren’t on board.
# To amend campaigns, it is important
to have the right data at hand. The most
useful information about people is
the information they voluntarily give you.
AMELIA showalter
CONSULTANT AND DIGITAL STRATEGIST
near-lock-in occurs through their own proprietary
technology. User profiles can’t be transferred to a
new agency partner, and so advertisers have great
difficulty in switching agency partners without
suffering massive losses in performance.
At NEXT AUDIENCE we work exclusively for the
fourth party at the table: the advertisers who, as
hosts, pay for the entire show at the end of the day.
We operate an exclusive Data Management Plat-
form (DMP) for them on their own hardware. This
guarantees complete control over their data and
allows them to enrich user profiles without having
to release information, such as CRM data, for exam-
ple, to third parties. As the only costs involved are
technical, the entire efficiency gains in program-
matic media buying go to the advertiser, who
doesn’t have to share them with third parties. We
call this principle Private Programmatic.
35. 35
#outroWhat’snext
The digital transformation reaches top management
The impact of most inventions is overesti-
mated in the short-term, but dramatically
underestimated in the long run. Truism
though that may be, it happens over and
over again. With such predictability, in fact,
that Gartner’s IT consultants have man-
aged to plot it in some detail in their ‘hype
cycle’ for each new technology.
Hype surrounding the digital transfor-
mation probably reached the peak of ex-
aggerated expectation in 2014. Just like
the New Economy fifteen years earlier, it
arrived at the floor of top management,
who quickly delegated it to interns back in
2001, prior to its gradual reemergence in
the middle of the last decade.
With the NEXT conference alongside
other events, SinnerSchrader has been
overseeing the digital revolution since 2006
– from its beginning and initial successes
through to the transition to its next phase,
the digital transformation. This revolution
has shifted the balance of power to the
benefit of the consumer and the detriment
of the corporation. Today, digital consum-
ers expect the same standards in their
analogue world as they have come to know
from the network or their smartphones.
In the first instance this has conse-
quences for interfaces, communication and
interaction with customers. And subse-
quently for products and services them-
selves, as well as for the entire production
process including the supply chain, as
described by terms such as ‘Industry 4.0’
and ‘Industrial Internet’.
In this way the digital transforma-
tion transcends traditional departmental
boundaries. Where the matter becomes the
remit of the Chief Marketing Officer, the ex-
perience of recent years has shown that
few CMOs on their own can put companies
NEXT BERLIN
Since 2006 SinnerSchrader has been introducing
digital business trends at its annual conference
NEXT Berlin.
What’s NEXT?
T
37. 37
#outroWhat’snext
with an analogue mindset onto a digital
footing. It needs a clear commitment on the
part of the CEO.
Many firms, especially in the US, react
to this realisation by appointing a Chief
Digital Officer (CDO). Atif Rafiq, for example
– formerly of Amazon – has been advanc-
ing digital at McDonalds for the past year,
seeking to extend the fast food chain into
an e-commerce enterprise. Around a quar-
ter of US firms will have a CDO by 2015,
according to Gartner. In the first instance
this is a clear signal – both internally and
externally – that the subject has made it to
the top management rung, and now has a
voice on the board of management.
That CDOs are sometimes also posi-
tioned in the second tier of management is
only a limitation of sorts, as other CXOs are
in the same boat.
Another approach is to include the subject
area within the remit of the COO, who, well
used to tasks which transcend depart-
ments, tends to view the digital transfor-
mation more from a procedural and pro-
cess perspective as a result. Deutsche
Bank opted for this approach in autumn
2014 when its COO, Henry Ritchotte, took
over responsibility for digital.
Other potential candidates for the role
of the digital transformation in manage-
ment are the CIO and CTO, of late the latter
tends to be sometimes written out as ‘Chief
Transformation Officer’. They are already
responsible for the digital platforms and
processes within the organisation, which
gives them a gatekeeper role.
At the end of the day it is not what the
management position is called, or whether
it is newly created or not, that determines
success. What is critical is
• the support of the CEO, in order to over-
come resistance within the firm
• that the digital transformation, being a
topic of much strategic import, resides
with top management,
• a clear focus on the consumer and his or
her needs, as consumers are further ad-
vanced in the digital space than most
companies.
From the very start the NEXT set itself the
task of providing a level of orientation in
what is a confusing environment, and to
put relevant trends and subjects onto the
decision maker’s agenda. Alongside the
yearly conference, a rich video archive and
a constantly updated blog also serve this
end. With the ‘NEXT Generation’ study,
Peter Hinssen
Author and speaker at NEXT14
“It is the best of times
and it is the worst
of times. Technology
has never been
more amazing, but at
the same time, we
feel the challenges
for our organisations.”
38. 38
#outro
carried out for the first time this year by
SinnerSchrader and the rheingold institute,
we are taking a qualitative glance at the
behaviour of the young user segments.
In addition, we have started to devel-
op the NEXT Executive Circle, as a forum
for decision makers who wish to face the
challenge of the digital revolution. Hav-
ing kicked off in Berlin, further meetings
took place in Hamburg and Paris. Up-
coming meetings are planned for March
2015 in Barcelona and May 2015, again in
Berlin. Participation in these regular
events is by invitation only. If you are in-
terested in taking part, please contact
matthias.schrader@nextberlin.eu.
NEXT EXECUTIVE CIRCLE
Marketing decision makers gathering: CMOs and
CDOs discuss topics of the digital transformation.
Tony Douglas
Innovations Manager BMW
and speaker at NEXT14
“Anyone who calls
himself an expert
in this space, is an
expert for 15 seconds.”
Martin Recke
Martin Recke is the Head of Conference
Management for SinnerSchrader
and organises the NEXT conferences
and other events since 2006. He blogs
at nextberlin.eu, among other sites.
39. Imprint
Publisher SinnerSchrader Group, Völckersstraße 38, 22765 Hamburg, Deutschland Contributors Axel Averdung, Peter Bihr, Anni Brück,
Laurent Burdin, Nils Jacobsen, Olaf Kolbrück, Martin Recke, Matthias Schrader, Meike Schreiber, Amelia Showalter, Adam Tinworth and Nils Wollny
Editorial Team Ina Feistritzer, Benjamin Nickel, Martin Recke, Niko Timm (CD), Nils Wollny Translation and Proofreading Tim Gill,
Conor Horgan, David Thompson Illustration Christian Schupp Picture Credits Thomas Fedra, Nils Hasenau, Katrin Saalfrank,
Dan Taylor Design ringzwei, Hamburg separation Johannes Bauer in der Printarena, Hamburg print Eurodruck in der Printarena,
Hamburg Copyright 2014 SinnerSchrader Group Despite careful scrutiny of the publication by the editorial board the publisher accepts no liability
for its accuracy. Prior permission must be obtained in writing from the publishers for any use that is not explicitly permissible under copyright law.
www.sinnerschrader.com