CEO UPC Cablecom Eric Tveter am 7. Zürich Business Forum

Wenn es einen gibt, der wie kein zweiter versteht, wie das digitale Zeitalter die Wirtschaft ver&aum

Wenn es einen gibt, der wie kein zweiter versteht, wie das digitale Zeitalter die Wirtschaft verändert hat, so muss er in der Telekommunikationsbranche tätig sein.

Einer der Top-Referenten am 7. Zürich Business Forum am 3. Oktober ist Eric Tveter*), CEO UPC Cablecom. Er spricht über die Frage:


Eric Tveter UPC Cablecom

Eric Tveter, UPC Cablecom

Kunden oder Fans –  ein Schlüssel zum digitalen Zeitalter? Was einst Customer Relationship Management genannt wurde, entwickelte sich weiter und hat ein neues Niveau erreicht: Kunden kaufen nicht mehr nur aus Gründen der Qualität.

Im kürzlich publizierten Interview mit Peter Lorange und dem ehemaligen Marketing Direktor von BAT, Jimmi Rembiszewski, heisst es: „The consumer gets more and more powerful. Not only in business but also how we see the political process changing with more power to the people as a result of the connectivity brought about by social media.“

Wir freuen uns auf das spannende Referat – und Ihre Teilnahme!

Lorange Institute of Business und Team




*) Eric Tveter ist seit August 2014 CEO der Regionalorganisation Österreich/Schweiz von Liberty Global und verantwortet damit das Geschäft von upc cablecom und UPC Austria. Zuvor leitete der Amerikaner ab 2009 die upc cablecom in der Schweiz. Seine Erfahrung umfasst verschiedene Managementpositionen in den Kabelbranchen der USA, Grossbritannien und Europa. Er war Vorstand beim britischen Kabelnetzbetreibers Telewest Global Inc. und wirkte in verschiedenen Führungsfunktionen bei Time Warner Cable, Comcast Corporation und Cablevision Systems Corporation. Tveter war ausserdem Non-Executive Board Member von Open TV und Vorsitzender von Sightspeed Inc. bis das Unternehmen Ende 2008 an Logitech verkauft wurde. Eric Tveter besitzt einen MBA der Rutgers University und einen Bachelor of Science in Betriebswirtschaft der Long Island University, mit welcher er aktiv verbunden ist. Daneben amtet Eric Tveter als Verwaltungsrat der First National Bank of Long Island und von YooMee Africa.(Quelle: UPC Cablecom)

From Great to Gone

Why FMCG Companies are Losing the Race for Customers a new book by Peter Lorange and Jimmi Rembisze

Why FMCG Companies are Losing the Race for Customers

a new book by Peter Lorange and Jimmi Rembiszewski

The modern consumer is no longer attracted by single-minded, predictable and one-benefit-focused brand promises. The old-fashioned FMCG communication strategies based on television, radio and print with constant repetition have become outdated. From Great to Gone shows that what’s needed are ‘Lego’ strategies, whereby the marketing and communication strategies are built up by many key facets (like building blocks) and delivered to the consumer through a mix of various touch points. Most importantly, you need to leave consumers to put all of that together themselves.

There are major internal and external hurdles to transforming FMCGs successfully into FICGs – Fast Innovating Consumer Goods. It requires new brand strategies and flatter, more top-down than bottom-up, decision-making organisations and a 21st-century model for advertising agencies. Externally these companies need a new route to market through transformation of their old retail dependencies. Changes are also required in all communication delivery, reflecting modern consumers’ connectivity and unlimited access to information.

In the book the authors showcase what the winners of the 21st century have in common that has enabled them to become FICGs. New, unimagined models continue emerge, to which, with the authors’ guidance producers and retailers may develop their own sustainable responses.

Jimmi Rembiszewski and Peter Lorange are the authors of the book from great to gone

Peter Lorange (l.) and Jimmi Rembiszweski

Why did you and Jimmi write the book, besides of the introductory statement that „it had to be written“?
Peter Lorange:A key driver/motivator for us writing this book is that while we observed that there was a new breed of consumers, now in the age of extreme computer literacy, many of the product offerings and the innovations remained as before. So, we wanted to write the book to stress that fast innovations today – often incremental – to serve the emerging new consumer is key. And, to communicate these innovations to them would be equally key – with modern web-based media playing a critical role.

Jimmi Rembiszewski: And, if you read the book, you will find that indeed most previously great fast moving consumer goods are struggling. They simply have no answers to the challenges of the 21st century. Clearly the “apples” and “facebooks” stealth march in consumer attraction and share of spending – and nobody has written about this.


You write that the biggest obstacle for innovation are established brand strategies. However, saying so you value marketing higher than the product. Is this approach not outdated, too?
JR: I agree, but our statement has nothing to do with prioritising product over strategy. For the past hundred years a proper brand strategy worked very well to define where and how to compete and what USP you needed. as you can see today this has become an obstacle and need to be replaced by a lego type strategy as we call it in the book.

PL:Indeed, if you say so. But as Jimmi says, we rather mean that key today is to identify the modern consumer, to innovate for him/her in a way that consumers shall appreciate and eventually communicate this to the consumers, typically via one-to-one, web-based communication. The result: You sell more, at a higher price, i.e. better bottom-line too!


Summarized: what is the biggest mistake an established FMCG-Corporation can make to be downgraded from great to good (or gone)?
PL: The biggest mistakes of established FMCGs: To discount, to hope to sell more – result, profitless growth, and not enough resources left for innovations, for cutting-edge products. This is a downward spiral!

JM: And that’s why they must change radically internally and externally. Mainly the entire value chain needs a radical review, regardless the shorter cost.


Don’t we overestimate consumers thinking that everybody wants its individual brand experience? We say: a Coke is still a Coke.
JM: Never can a consumer be overrated – only managers are overrated! The consumer gets more and more powerful. Not only in business but also how we see the political process changing with more power to the people as a result of the connectivity brought about by social media.

PL: definitely support Jimmi’s point of view, but with regard to your “Coke-methaphor”, perhaps yes. All we are saying is that what truly matters is to identify the emerging consumer – often relatively young, and relatively affluent. He/she is the one who should experience the brand – probably with relatively more focus on prestige, quality and ecological soundness.



Executive MBA Marianne Tschudi – Head Operations International Markets UCB SA

Dear reader Each and everyone have a different motivation to learn and to move forward in life. In o

Dear reader

Each and everyone have a different motivation to learn and to move forward in life. In our series about our alumni, I’d like to present you various participants from our business school that graduated with an Executive MBA. Recently I presented in an interview the CEO of Migrolino, Mr. Markus Laenzlinger.

Today I introduce you to Mrs. Marianne Tschudi. After several years at UCB SA in Basel she was promoted Head Operations International Markets. In 2012 she successfully completed her MBA.

Marianne Tschudi Head Operations International Markets UCB SA, Executive MBA
(German version: Marianne Tschudi)

Head Operations International Markets UCB SA, Executive MBAWhich was your personal motivation to start an EMBA?
First of all, education is key. You should never stop learning. For me, the most important reason was to have a strong basis in general management for my future career. At the Lorange Institute, the five core modules of the Executive MBA program correspond with the main pillars of any enterprise. Moreover, I wanted to make my EMBA together with other young, dynamic managers.

And why did you choose the Lorange Institute? For personal, professional or institutional reasons?
A friend of mine is a graduate of the institute. He recommended it. I am working full-time and needed a business school which could cope with my needs. The curriculum at the Lorange Institute is flexible and suits best the needs of any professional

Besides of the curriculum, I would like to mention both, the international faculty and the international participants. The professors are not only business academics, but have experiences in various businesses and positions and draw on their own professional experience.

Then, I cannot overemphasize the real case studies, the so-called living cases. They are real consulting projects, which are put into practice. Finally, the study language is English. With this last key feature the Lorange Institute is an adequate business school for future executives.

Which expectations have eventually come true, which not?
My requirements were fully met.

That sounds like many positive experiences. Any which one would you like to emphasize?
As I said, I think the professors are extremely good. They bring a “thinking out of the box”-mentality to the classroom. They pushed us to be innovative and creative. What I also liked was the international atmosphere. “Cross-cultural competencies” is no buzzword at the Lorange Institute with so many international students and professors. And the atmosphere thrilled me during the living cases. For two weeks you have literally worked day and night for the project with your team. Never can you learn more about group-work in cross-functional teams.

Lots of praise – give us some critical statements.
I wished the alumni network were stronger than now. The exchange with other alumni is key and I would appreciate if the institute could do his bit.

What are your leanings? Are there any fields in which you certainly have more skills than before?
The core element of my EMBA training can be summarized as ‘holistic learning’ starting from writing concepts and ending with business models. This includes a profound analysis, the development and implementation of a strategy to achieve a clear objective, all in accordance with your team.

Today, I am better at networked thinking. That’s also because the five core modules were never taught in an isolated way, just the way we all know it from our executive positions. In brief, the result is a perfect match of theory and practical experience.

I have already mentioned the case studies. We were all challenged by these living cases but we made experiences from which we learned a lot for future tasks. All these leanings are vital and, moreover, I use them on a daily basis in my job.

Why would Barbara do an MBA?

Dear reader People often ask me: “Peter, why should I study at your business school?” I

Dear reader

People often ask me: “Peter, why should I study at your business school?”

I don’t tire of mentioning the advantages which are the cutting edge subjects, the professors which are global experts in their field, the part-time studying, the living cases (real cases instead of Harvard cases) and so on.

Telling is easier than selling.  Therefore I let our students tell why they are doing an Executive MBA or MSc at the Lorange Institute. Students like you could be one; students like Barbara Castelli.

Peter Lorange

P.S. My team worked hard to change the preview thumbnail, however the youtube video manager did not accept our suggestion. It might look a bit akward, but the video clip is about Barbara, believe me.

Migros, VW and Bank Sarasin at the Zurich Business Forum.

Dear reader Are you concerned about ethics in connection with business? I bet you are, so let’

Dear reader

Are you concerned about ethics in connection with business? I bet you are, so let’s talk about it. Tomorrow Friday and on Saturday selected speakers and presenters will lecture about and lead workshops on business, ethics and sustainability.

These are our speakers:

  • Claude Hauser, former Migros chairman of the Board
  • Dr Gerhard Praetorius, Corporate Social Responsibility VW
  • Joachim Straehle, CEO Bank Sarasin

Claude Hauser, Migros Chariman am Lorange Institute of BusinessClaude Hauser, also known as “Monsieur Migros” started his incredible career at Migros as a trainee in 1967! He recently stepped down from his position as chairman. He has lived the Migros philosophy and always supported its social and cultural activity.

On Friday morning, from 09.15 to 10.15 he will lecture about “Sustainability and ethics at Migros”.


Gerhard Prätorius, CSR Volkswagen VW spricht am Lorange Institute of BusinessDr Gerhard Prätorius, Head Corporate Social Responsibility Volkswagen, is also a part-time assistant professor for the economics of mobility and transport policy at the Technical University Braunschweig in Germany. He began his career at Volkswagen in the early 90s as a specialist for environment and mobility after his PhD on the “Prometheus Project – Technics as a social process”.

I am looking forward to his keynote speech on Friday afternoon (16.30 – 17.30) on “The bad image of the car industry, which is not the image of the VW Group.”

Joachim Straehle, CEO Bank Sarasin, spricht am Lorange Institute of BusinessJoachim H. Straehle has been CEO of Bank Sarasin & Co. Ltd since 1 September 2006. During his career he worked among others for Bank Julius Baer in New York and for the Credit Suisse Group in Switzerland and abroad, where he was later appointed CEO of the Credit Suisse Trust Group and eventually Regional Head of Asia-Pacific, Middle East and Russia and a Member of the Private Banking Management Committee.

On Saturday Morning, from 09.15 to 10.15, Mr. Straehle will speak about the “Effects of the intensification of state rules on private banking.”

I am looking forward to seeing you!
Peter Lorange