Supporting passionate bikers day-by-day

Honda Moto CH consulted MUZ for daily work: community management. Between editorial planning, the conceptualisation and production of content and translation into 3 languages, the creation of content and community management, the brand handed over the keys to its social networks to the agency’s CM teams.

Step 1: knowledge of the world
Social media needs to be particularly reactive: in order to respond to community questions, you firstly need thorough knowledge of the brand and its world. Who is Honda Moto in Switzerland? How does it express itself? And if motorbikes are part of the DNA of some MUZ team members, this was not (yet) the case for our CM teams. These therefore immersed themselves in the world of bikes via Google and by visiting events in order to find out everything they could about the references and in order to be correct in their communication with those passionate about biking.

Step 2: being operationally hands-on
Then came the heart of the project: the implementation of the editorial schedule in 3 languages between the high and low seasons, the launch and special operations, events etc., as well as the community management, responding to subscribers and also offering them differentiating content such as a Spotify playlist according to their taste, colouring for children and quizzes about bikes for the older ones.

Step 3: test and learn
Last but not least, in parallel with this daily work, come the analytical building blocks. MUZ unravels each metric and scrutinises posts which have obtained the lowest performances in order to reorient strategy and optimise effort.

honda motos
Content creation and community management
Marketing Manager | HONDA MOTO SUISSE

What are the challenges and specificities of community management for Honda Moto Suisse?

We are lucky in having a community of passionate people at Honda Moto, so it is rather easy to make them react. However, we have to face several special characteristics linked to the linguistic and cultural diversity of our country, such as publications in several languages, regional targeting according to subjects and, even more, the seasonal aspect of motorbiking. The challenge is to keep the community active the whole year.

How is MUZ supporting you in responding to these objectives?

Following a short acclimatisation period in order to learn “biker-speak”, MUZ has shown a great deal of inspiration to be able to reach, amuse and make our community interact, using a range of technical possibilities which the various platforms offer. Using a thoughtful monthly strategy and publication schedule, the diversity of the posts has contributed to increasing our commitment rate.

What are the results for the brand?

MUZ is a real retention tool and contributes to our brand image, which wants to be close to its fans, mixing the technical side and racing with conviviality and getting-away-from-it-all. It also allows us to reach a wider public, who could be tempted to join this community by purchasing a Honda rather than a model by another brand.


CHRISTMAS AND THE SOCIAL NETWORKS – We wish you a Merry Christmas and beautiful KPIs

350 million: that’s the number of photos posted every day, just on Facebook. Standing out from this more than red ocean on a daily basis is not an easy thing. It’s one of the great challenges in which MUZ has been supporting the SEB Group for several years and if it’s of prime importance to carry out this differentiation work every day, it’s during the busy moments that this activity particularly increases. Christmas and other holiday periods are undeniably THE key moments for many brands like Tefal, which has brought all its range into the spotlight this year.

Christmas has its codes, for sure, but the brand’s DNA shouldn’t be concealed behind the pretty decorations. To do this, the brand content teams chose a correct balance between the festive and reality, putting the real Tefal products directly into the hands of Father Christmas’ elves. The lovely story was split up over several posts lasting several days on the networks, inviting web users to come back and find out the next instalment.

With this campaign, the elves and Father Christmas helped Tefal reach 10 million people altogether and 50,000 engagements in total, with a little more than the 30,000 subscribers bar reached on Instagram. The brand spoilt its community, but also had a very pleasant Christmas!

Social media content creation
Community & Influence Manager | GROUPE SEB France

What were the challenges of this social media activation?

Proposing an activation for Christmas that would make us stand out. We didn’t want to fall into the trap of the Advent Calendar. The storytelling was of prime importance for us, while highlighting our brand products.

How did MUZ support you in this project?

MuZ supported us throughout the project from beginning to end, adapting the brief to our demands and succeeding in finding the right solution for a timely activation. On our side, the results have been both excellent on the social networks with some strong commitment and also internally where the idea of standing out has been strongly appreciated.


Hello Direct-to-Consumer.

The strength of an industrial leader like Rowenta has always been its traditional sales model based on retail, but this sales model has been shaken up by Digitally Native Vertical Brands (DNVBs). The consumers’ craze for the latter has proven to be a real subversion of consumer habits and their expectations towards brands. A brand promise must translate through its product offer and also its distribution and after-sales service. Adding a Direct-to-Consumer part after years of working and developing a traditional sales model relying on historical retailers and web-retailers was quite a challenge!

Following a great deal of work on the entire value chain (logistics, product offer, after-sales service etc.) led by the internal teams, we were pleased to support the brand during a workshop on its value promise and the development of its website towards this new model. Going from a brand website to a merchant website and finding the right balance between the two is, currently, the brand’s biggest challenge. For this, the support comes in two stages: preparing the website for the launch and then daily intervention on e-merchandising to engage with the website once it is online.

Keeping up with an e-commerce website and retaining the attractiveness and richness of a brand website requires a range of complementary actions: management of product catalogues, the creation of landing pages, webmastering, the monitoring of commercially busy times allied with editorial content promoting the brand. A great deal of work which has to be laid out on a national and European scale for greater synergy and with one single objective: seeing the online sales share progress through its own channel.

Direct to Consumer
EMEA Direct to Consumer Manager | GROUPE SEB

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Digitalisation strategy in a BtoB environment

MUZ has supported a number of BtoC brands in the digitalisation of their eco-system and this was the mission which the NTN-SNR Group, a European leading player in bearings, brought to the agency.

In parallel with supporting their brand strategy, the objective of the company’s marketing and communication team was to transit towards the company’s digitalisation. The beginning of the work consisted in taking a photo of NTN-SNR Europe’s current digital presence and then to make a coherent recommendation on each of the touchpoints in relation to the company’s objectives. Part of the strategy was translated operationally on social networks (editorial line, messages per channel, content classification, design intention etc.). Daily community management was carried out to lead and respond to community questions, with sector and e-reputation monitoring in order to keep an eye on what is happening in the market in the widest sense and, very closely, on what is said about the company.

This was carried out over five social networks: LinkedIn, Twitter, Instagram, Facebook and YouTube, for around a dozen countries. Instagram: 22.5% subscriber increase for the first two months. LinkedIn: + 13.4% impressions in two months.

A project to boost the profile of the industry, its three activity sectors (industry, automotive and aeronautics), its innovative strength and also highlight the people making up the company and leading its progress.

The digital world is therefore also a powerful lever for BtoB, whether owned or paid, particularly thanks to sponsorship campaigns targeted according to sector, geography and network.

Go To Market digitalization
Responsable Communication Digitale & Institutionnelle | NTN-SNR

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L’Oréal Brandstorm

Invent the future of skin care

As every year, the L’Oréal Brandstorm stimulates the creativity and innovation of the participating students. Spread out over 60 countries, with more than 40,000 students worldwide, the Brandstorm challenge is a win-win competition. Even if the students face having to pitch innovative projects to inspire the professional product division, they have a real opportunity to join the L’Oréal Group.

Every year, these motivated students sign up in their teams. After a first national selection phase, one team per country is retained to present their project during the international grand final organised in Paris. What an opportunity for the teams projected into the world of the L’Oréal Group, at the beating heart of the brand divisions and benefiting from direct access to the HR teams!

From its side, the HR department of L’Oréal Switzerland also sees the Brandstorm as a key project for recruiting new profiles in a quite a typical way. This annual event has existed since 1992 and contributes to the image of L’Oréal as an employer allowing young talent to explore the company, its challenges and culture “from the inside”.

And where is MUZ in all this? In 2019 and for the 4th consecutive year, MUZ partnered L’Oréal Switzerland during the Brandstorm challenge. The agency has a double role, both in strategy and operational support for producing the team projects. For the 2019 edition, the teams had to find new solutions for the Active Cosmetics division in terms of user experience in order to guide the consumer towards his/her ideal product.

You can find the interview with the Brandstorm below for further information about the 2019 edition.

HR support
Talent Aquisition Manager | L'Oréal Switzerland
Project Manager | L'Oréal Switzerland

What were the starting point and challenges of the 2019 edition of the Brandstorm?

The big innovation for the 2019 edition of the Brandstorm was without doubt the competition’s final prize. For this new edition, L’Oréal launched an Intrapreneurship Award offering the winning team the opportunity to see their idea realised by integrating a three-month immersion programme at Station F, the largest start-up campus in the world. Through this immersion, the Group is pursuing the development of the next generation of beauty entrepreneurs.

How did MUZ accompany you during this 2019 edition?

MUZ accompanied our 6 teams of finalists up to the Swiss final. Each team benefited from personalised coaching, including 8 to 10 hours’ developing graphic elements. On the basis of a brief given from the students in advance, MUZ was able to offer the students visual solutions allowing them to improve their presentation.

What do you retain from this 2019 edition?

The 2019 edition had a wealth of innovative projects. We were blown away by the students’ commitment and personal involvement. MASOBE, the winning team, represented Switzerland during the world final in Paris in the best possible way, finishing 12th out of 53. It was a very positive edition which this year brought together more than 40,000 students from all over the world.


Translating product emotion

Carving, parallel bends – the technique for alpine skiing has really developed over the decades, just as much as ski design itself! And quite rightly so, as it’s the technical design which leads how you ski in practice.

Having excelled in the development of men’s alpine skiing, the Salomon Alpine Skiing Business Unit (AMER Sport Group) wished to concentrate its efforts on women’s skiing. Once the structure of the ski has been manufactured, tested and validated, the product emotion remained to be translated according to a receiver logic.

The first stage was to identify the target consumer. What profile of female skier was this all-round, powerful and yet light ski suited to? The second stage was to interpret the technical characteristics from the design point of view. Which materials, colours and previews would embody the idea of female strength? The third stage was to tell a pertinent story appropriate for the market. Which elements of the wording would reflect the positioning of this new equipment?

The S-Force women’s range – which will see the light of day on the Salomon e-commerce website in October 2020 – has already been acclaimed, as we hear from Sara Isoux-Gay, Alpine Skis Product Manager for SALOMON.

Product design and core story
Product Manager Alpine Skis | SALOMON, AMER SPORTS

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Salomon’s objective was to position itself in the women’s downhill skiing market, which it had not yet approached. After a first analysis stage, we wanted to touch women’s hearts, as it seemed essential to us to address this audience in a precise and emotional way. MUZ Agency supported us in defining the identity of the S-Force Women’s range by working in a love-at-first-sight approach centred on design. Even though the product is not yet online at, it has been welcomed very positively. The range surprises distributors by its differentiated, recognised positioning. So, it’s a promising start! The next steps are to maintain the attractiveness of what we offer through a modern, trendy design and the association of a ski shoe.

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360° national deployment

Bréal is among the 4 logos of the Beaumanoir Group, alongside Bonobo, Cache-Cache and Morgan. Faced with ever more active competition, there was no getting away from it: it was necessary to boost the brand’s ready-to-wear women’s brand for a younger client base in order to win new market shares!

For more than 40 years, Bréal has been working on trousers as the best enhancing accessory for women. This is a point which singles the brand out, the brand’s central DNA, however unrecognised by the female target and that was the problem.

The agency therefore had to respond to a triple challenge on three key business factors:

  • boosting digital notoriety and pre-empting a wider communication territory;
  • developing greater proximity to the clientele by bring some emotion and dialogue back around the brand’s know-how.

The idea of enhancing the know-how of this brand’s trouser manufacture made perfect sense, but how to do it? By leaving the Bréal trousers to speak for themselves! In the end, who but the trousers themselves could relay the passionate relationship that they have with women on a day-by-day basis?

The concept was born. We had to personify this know-how and make it more tangible and closer to women. “Je suis le seul” took form through the combination of an audacious visual universe and a comical editorial line, received on a second level. A witty game to increase notoriety while underlining the brand’s expertise.

Although “Je suis le seul” was the subject of a thoughtfully considered strategy orchestrated with prior strategical planning, a “funnel” approach and artistic direction work, the approach had to shine through to the largest number of targets and reach a maximum amount of acquisitions in order to generate traffic in the shops and on the e-commerce website. Such were the business objectives!

The concept was therefore the subject of:

  • an engaging digital campaign, heavy in interactive content, competitions and a well-paced editorial schedule;
  • a national media campaign in women’s magazines (Elle, Avantages, Marie-Claire etc.);
  • a merchandising campaign with shop-window and in-store implementations (TV screens).
Communication campaign
Prénom NOM
Xxx | Xxx

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Positioning and communication of the iconic range

Petzl continually reinvents the rules of the game in the headlamp world. Its desire to allow users to explore, push their limits and to be more efficient in the dark is only limited by the imagination and ambition of its teams. These men and women work tirelessly in order for night to no longer be a barrier, but a new playground. The Petzl headlamp is the key object which allows you to access this inaccessible murky world.

In 2018, Petzl challenged itself, as always, by boosting the positioning of its Headlamps range in the face of a rapidly-expanding activity: running. Whether urban, trail mode, on-track or off-road, there were millions of runners whom the brand wished to invite or accompany. And the brand approached the challenge with MUZ: we were given the task of developing a creative strategy and concept, storytelling and artistic direction. We implemented a global creative approach which was put in place for a successful launch in 2019.

Our strategic approach? Replacing the human at the centre. Following several years of bringing out the product during campaigns, it was necessary for Petzl to give a central place to users again. With the confidence of our work on strategical planning and trend studies, we built a triangular approach:

  • The individual: a lambda user or hero performer
  • Use: potentially varied and associated with a playground to discover or re-discover at night.
  • The product: an element without which night-time use would not be possible or “accessible”.

Three elements supported by a new hook, a visual construction and body copy. On the storytelling side, our objective was to show and understand the intimate relationship between a sportsperson and HIS/HER head lamp. How? By getting athletes from the Petzl team to talk about it: getting them to talk about those particular magical moments they would not have been able to experience without their head lamp.

On the artistic direction side, we worked on a collage of photos in double exposure: combining midnight blue with the Petzl orange and also portrait photos looking directly at the camera and moments of great sporting effort. This gave a final result which enticed web users on the brand’s website, surprised Facebook and Instagram followers and stopped passers-by during events and the brand’s retailers, as Olivier Richard, Communications and Brand Director, tells us.

Range identity creation
Communication & Brand Director | PETZL

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« The challenges of this project were to re-think the graphic identity of the Petzl “Sport lamp”. MUZ Agency were able to integrate the brand’s DNA into the creative process very early on with our differences and also the very strong challenges for expansion and “operational feasibility”. One of the essential elements of their proposal was to put the human being (the athlete or occasional user) at the heart of our communication ecosystem. The first feedback from this development for the brand are good (in BtoB for the moment) and are contributing to reaffirming Petzl’s singularity. This new identity is currently being used in the Sport Structure and we are thinking of translating it into the Professional Structure in order to add brand coherence to all the markets in which we are present. »

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