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Challenges for the Future

QUANT FOR FUTURE Changes are happening at breakneck speed.

‘Maybe tomorrow’ is no longer enough. The future is now, and it demands that we make decisions.

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As if that weren’t enough: volatility, uncertainty, complexity and ambiguity characterise the here and now and challenge us day in, day out – as individuals, and as businesses and organisations. The ‘omni-crisis’ – overlapping crisis phenomena relating to globalisation, the environment, society, democracy and technology – has further exacerbated the situation.

If we are to not only survive in this world but also successfully lead companies into the future, we must bid farewell to the cherished narrative of the future – the idea of continuous and linear progress – and recognise and harness change as an opportunity.

and methodological expertise, we are able to address business challenges in a holistic and structured manner. Through the collaborative integration of our clients’ specific knowledge, we generate creative ideas, meaningful solutions and objective bases for decision-making.

Our aim is to create value and empower entrepreneurs to make the right decisions for their organisations and businesses, so that they can successfully shape the future.

Quant AG from vision to reality

How can companies successfully rise to the challenge of the future?

Change begins with the development of a vision for the future, which stems from a deeper understanding of an organisation’s internal dynamics and the external forces of the markets. Such visions set the framework for new business models, market potential and growth opportunities.

Quant supports companies and organisations on their journey of change through collaborative, participatory and agile processes.

Quant is an innovation and project workshop. Through our interdisciplinary approach

Andreas Bärtsch & Ivo Haldner Founders

Das neue Narrativ

THE OMNIKRISE AS AN OPPORTUNITY At a time when crises seem to be overwhelming our daily lives, the ‘omni-crisis’ offers a new perspective on the future.

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There is no doubt that we are currently facing overlapping crisis phenomena: crises of globalisation, environmental crises, crises of society, democracy and technology. But the true crisis of our time is a crisis of perception and cognition. Hyper-medialisation through the internet and artificial intelligence is leading to a collective hysterical escalation of modes of perception, in which even normal or harmless phenomena feed off one another, take on a life of their own and mutate into something monstrous.

All of this is set against the backdrop of the disintegration of an overarching narrative of the future that has shaped the last epoch: the idea of continuous and linear progress.

Our cultural, political and social frameworks, as well as our socio-mental certainties, are based on this image of progress characterised by ‘more and more’.

This crisis, which connects everything, is not only a challenge but also an opportunity for growth and renewal.

By rethinking our expectations and breaking free from false narratives, we can use this all-encompassing crisis as a catalyst for positive change. It is time to free ourselves from the fear of change and creatively break new ground.

Crisis and change are inextricably linked. By facing up to the challenges and adapting, we can not only survive but also thrive. The omnicrisis is an invitation to shape the future with confidence and determination.

WHAT EXACTLY IS THE FUTURE?

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Is the future a fixed idea in our minds? A utopia that we cannot shake off? A mirage on the horizon?

Or a mystery that will remain hidden forever?

The future is not a place we go to.

Rather, it is an idea in our minds. Something we create, and which, at the same time, creates us.

A force that transforms us.

An existential dimension of our lives.

The future is a relationship: a space of possibility in which we can grow.

Source: The Future of the Future, beyond 2024, Future Project

From the realm of possibilities to a vision of the future

DESIGNING VISIONS OF THE FUTURE The future doesn’t just happen – it is, rather, the result of our personal decisions.

We shape the future.

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When our usual ways of thinking, feeling and acting are called into question, emotions arise and we are affected. This is the case in crises. We face the challenge of recognising and changing our habitual ways of perceiving things. Changing patterns of perception means becoming emotional.

Visions, too, are impossible without emotions.

Having a vision does not mean seeing a predetermined future, but rather the ability to envisage the future.

Developing visions of the future is a creative act, driven by a feeling and thinking person with expectations, hopes, fears and desires. Emotions are therefore a foundation for visions of the future, both collective and individual.

In putting the vision into practice, the positioning becomes the target vision from which clear guidelines and instructions for day-to-day thinking and action can be derived. These objectives relate not only to the organisation’s / project’s self-image, but also to every strategic decision taken in the market. Visions combine a forward-looking perspective with meaningful and socially relevant imagery. This makes them the ideal tool for defining the organisation’s emotional identity and positioning it virtually in the markets of the future.

A vision’s potential is realised when it becomes the foundation for the organisation’s strategic leadership and direction in the market. We develop such visions of the future together with our clients through a participatory process.

‘Resonance is a fundamental longing for a world that responds to you.’

Hartmut Rosa

Resonance as a key to success

TRANSFORMATION IS A TEAM EFFORT Our world of work has been undergoing a fundamental transformation for some time now: what was celebrated yesterday as ‘New Work’ is today merely the facade of a much more profound transformation.

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We are moving into an era characterised by vibrant, adaptive and people-centred ecosystems. In this context, work becomes a space for finding meaning, connection and personal development.

Our journey: from idea to reality Since 1 January 2024, Quant has been operating on a four-day working week. The transition was not a leap into the deep end, but a carefully planned process. The transition wasn’t without its challenges. Busier weeks, new routines, greater discipline. But the results speak for themselves: higher staff satisfaction, a stronger sense of belonging and positive feedback from customers. Less time doesn’t mean lower performance – quite the opposite.

What we have learnt The 4-day week is not a stand-alone project, but part of a wider shift in mindset towards a new way of working and a FLOW culture. In this process, we focus on seven key areas of action: — Flexible working models – more time for employees — Rethinking leadership culture – from control to trust — Establishing cross-functional teams – knowledge transfer rather than isolated silos

— Expanding digital infrastructure – AI as a partner, not an adversary — Transforming corporate culture – resonance rather than mere efficiency — Fostering competencies – skills-first rather than degree-first — Designing ‘New Work’ spaces – places for interaction and creativity — A cultural shift rather than a one-off measure The new working model shows that bold changes can work – provided they are carefully prepared, supported by technology and embedded in the corporate culture. For us, this is also proof that working fewer hours does not necessarily mean lower productivity; on the contrary, it can boost motivation, attractiveness and business success.

Connection, Meaning and Self-Efficacy Developing our own business requires courage and a willingness to embrace change. In future, the team’s emotional productivity will become a key resource. As an organisation, we are called upon to foster resonance – that is, genuine connection – because our staff seek a sense of purpose and self-efficacy in their work, whilst at the same time wanting to be an active part of the organisation.

Strengthening adaptability

DEVELOPING RESILIENCE Resilience is the productive way of dealing with crises, the ability to cope in a world where unthinkable things happen.

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Crises are part of the new normal. The 2020s are set to become the decade of resilience, understood as a dynamic combination of stability (identity, security, reliability) and flexibility (adaptability, openness, creativity). In order to achieve resilience, new challenges are emerging in the context of people, society, the economy and the planet.

Diversity and balance Systemic resilience and sustainable, that is to say, vital, socially and environmentally sound growth, can only be achieved if the various life cycles are filled in a diverse and balanced manner. This deliberately includes processes of decline. Within the cycle of life, they form part of the successful process of renewal. Applied to the economy, this means that the system is only capable of learning and adapting to the future if it allows for simultaneous and contradictory elements and is not programmed in a monotonous or linear fashion.

Building resilience Resilience enables us to weather future setbacks and unexpected crises using our own resources, and to continue to develop. The ability to take action strengthens resilience.

Feeling the impact of one’s own actions further builds personal resilience.

Resilient organisations are systemically adaptable; they are not maximally efficient, but maximally responsible and fair to future generations. They actively contribute to solving social and environmental challenges.

Quant Future Workshop specialises in developing innovative projects and resilient business models. Working in collaboration with our clients, we implement projects in a holistic and long-term manner, ensuring that they are economically successful whilst also meeting the highest social standards.

The Co-Principle

THE FUTURE CAN ONLY BE ACHIEVED TOGETHER The Art of Collaboration in a complex world.

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In response to increasing complexity brought about by rapid technological advances and global interconnectedness, a deep-rooted longing for community is emerging. The ‘coprinciple’ is becoming a central organising principle of our interconnected society by strengthening human potential.

The ‘co’ principle describes sustainable forms of cooperation between people that combine freedom and complexity with connection and empathy. Such phenomena can now be observed in many areas of society. People exchange and share clothes, tools, food, cars and much more. Underlying this is also a new understanding of ownership, which is increasingly viewed as a means to an end.

Arguably the greatest challenge of the ‘coprinciple’ lies in developing ‘co-competencies’ and establishing new ways of thinking: moving away from the primacy of individual needs towards placing greater emphasis on collective challenges and solutions. At its core, therefore, it is no longer simply a matter of seeking to optimise one’s own advantages, but of creating those forms of communal ‘coculture’ that make genuine self-realisation possible in the first place.

The iterative Quant Framework is built on the central pillars of the Co-Principle: participation and collaboration. We develop our decision-making frameworks in collaboration with the experts and decision-makers on the client side, in order to gather as much information and as many interpretations as possible, and to ensure that decisions – both those already taken and those yet to be made – are widely understandable and actionable.

Strategic challenge

Alignment

Identification of impact levers As a result of the comprehensive

Conception

Implementation

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is now in place.

out the measures

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A practical action plan

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Own illustration based on Strategility, 2022

organisation.

Own illustration based on Strategility, 2022

Impact

The holistic approach

THE QUANT FRAMEWORK The best of both worlds: Our strategy and development methodology combines the paradigms of strategic management with those of agility in a transparent and structured way.

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As diverse and varied as our clients’ needs and projects may be, our service delivery process remains rigorous and consistent. Whether it is corporate or tourism strategy, site development, potential analysis, a hospitality project or brand development – each of our projects is underpinned by the Quant Framework methodology. This integrated strategy development, utilising a hybrid approach, is structured around the three phases of ‘Alignment’, ‘Conceptualisation’ and ‘Implementation’. These three phases help to ensure that the progress of each project is always logically mapped out and categorised. This framework is applied from the preparation of the quotation right through to project completion, and project planning is aligned accordingly.

The framework provides guidance and certainty for all those involved at every stage and ensures that projects are implemented more effectively and efficiently – with a focus on customer satisfaction.

A fusion of two worlds in strategic planning The Quant Framework combines strategic management paradigms with those of agility.

This understanding of the process makes it possible to align the project objective fully with the client’s needs – depending on the timeframe, budget and desired deliverables.

AREAS OF EXPERTISE: EXPERTISE AND COMMITMENT

Strategy consulting

Local authorities

Organisations can only achieve sustainable success by establishing a clear position within society and the market. This applies to businesses as well as to the public sector.

The challenge in dealing with change lies in the ability to shape that change oneself. A structured approach to addressing complex issues provides the basis for decision-making in this regard.

Today, local authorities face the challenge not only of administering their areas, but also of shaping a living environment that remains sustainable for the population, the economy and the natural world in equal measure. At the same time, they are confronted with increasingly complex demands in day-to-day life, limited resources and rigid structures. Added to this are legal requirements, a shortage of skilled workers and a growing need for intermunicipal cooperation, extending as far as mergers. Therefore, in order to position themselves successfully as municipalities in the future, local authorities today need a progressive approach to development.

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Tourism In the Alpine region, the future success of tourism regions and destination organisations, mountain railways, the hotel industry and other service providers depends crucially on the stakeholders moving away from a mindset and way of acting that is driven by particular interests. What is needed is a consensus on the goals to be achieved and a vision that everyone shares and works towards together.

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Place Brands For cities and regions, future-proofing means holding their own in the competition for businesses, investment, skilled workers, residents and visitors. Geopolitical entities are called upon to showcase their outstanding qualities and to exploit opportunities for synergy in all areas. Establishing a distinct brand identity helps them to do this. Place brands are a powerful tool for location development.

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Find out more about the projects online quant.swiss

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Real estate industry

Hospitality

The need for liveable, sustainable and healthy spaces and places shapes the development of sites, properties and buildings. The aim is to transform them into spaces that offer an experience. This involves creating meaningful experiences and enhancing quality of life. The process begins with a detailed assessment of how the space will be used. This addresses the key questions of feasibility and potential.

The key to the hotel of the future is ‘hospitality’. The concept of ‘eating, drinking and sleeping’ is no longer enough.

Experience, authenticity and sustainability are now the new expectations of travellers.

To meet these expectations, holistic business plans and strategic roadmaps are needed for the development of hospitality projects, for both traditional hotels and alternative accommodation providers.

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Investor and operator search Je nach Branche, Projektgrösse und spezi­ fischer Zielsetzung variieren die Anforderungen im Bereich Investorensuche, Betreibersuche und Fundraising. Daher sind ein klar definiertes Geschäftsmodell und eine klare Vision entscheidend, um potenzielle Investoren und Betreiber anzusprechen. Nicht immer geht es ausschliesslich darum, Kapitalgeber zu finden, sondern auch einen Partner, der z.B. das Unternehmenswachstum mit Erfahrung, Know-how und einem breiten, etablierten Netzwerk unterstützen kann.

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Clerezza Hospitality Clerezza AG is a wholly-owned subsidiary of Quant and specialises in the operation of hotels and aparthotels in Switzerland. As an operator, Clerezza takes charge of the day-to-day management of hotels and serviced apartment resorts. Under management contracts, Clerezza ensures commercial success, delighted guests and secures sustainable growth in property value.

The team’s specialist expertise enables it to optimise the economic performance of properties whilst minimising the financial risk for owners, property owners and investors.

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Client: Allegra Passugger Mineralquellen AG

Scope of Services Strategic consultancy and a sparring partner in the areas of strategy, marketing and communication.

Further development of the strategic direction to further strengthen the market position and the response from the target groups.

Strategic positioning, strategy consulting

PASSUGGER An independent Swiss source is making its mark on the market with its unique approach.

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Allegra Passugger Mineralquellen AG, Switzerland’s only independent and ownermanaged mineral spring company, stands for tradition and quality. Under the motto ‘Source of Hospitality’, the company has been producing unique, high-quality products for many years. These have been

very well received in the market and clearly set the company apart. Its strategic positioning centred on the theme of hospitality has played a key role in this and has significantly shaped the brand image.

Development of a strategic roadmap

SENIORENZENTRUM RIGAHAUS With a new strategic roadmap, Rigahaus is setting the course for successful and sustainable future development.

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The Rigahaus, a retirement home in the heart of Chur that has been operating successfully for over a century, faces the significant task of defining its strategic direction for the future. Taking into account the opportunities and risks of the coming years, the aim is to ensure the centre’s continued development and safeguard its success to date.

Against this backdrop, the management, together with the Board of Directors, feels compelled to draw up a strategic roadmap. This roadmap is intended to build on the existing Strategy 2025 and equip the Rigahaus to meet the challenges of the future.

The aim is to define the guiding principles and strategic direction of the Rigahaus senior citizens’ centre for the coming years, which will then be translated into concrete and practical implementation measures. Defining these measures is intended to enable Rigahaus to respond proactively to future opportunities and challenges and to continue to develop in order to consolidate and expand its status as one of the leading care homes in Chur.

Client: Seniorenzentrum Rigahaus, Chur

Scope of Services Development of a comprehensive and forwardlooking strategic roadmap. The ‘Future Room Methodology’ will be applied as a key element during the strategic direction phase. This methodology supports the systematic analysis of trends and future scenarios, thereby forming

the basis for strategic considerations. Through this interdisciplinary approach, the aim is to develop innovative concepts and measures that will successfully guide Rigahaus into the future.

Strategic roadmap for a family-run winery

OBRECHT WEINE New strategy for the future strengthens the position of the Obrecht Winery.

Obrecht AG Winery has continued to develop, including the completion of a bespoke new-build project and the launch of an innovative production facility. This development positions the winery for a structured and successful future. The development of the strategic roadmap, in close collaboration with the owners Francisca and Christian Obrecht, aims to secure the winery’s longterm success in the market.

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Client: Weingut Obrecht AG

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Scope of Services Development of a strategic roadmap for the future direction of the Obrecht Winery. The focus is on reviewing the path taken to date, optimising the corporate vision, refining the

market positioning and, building on this, developing concrete implementation strategies.

Strategy development

FORSTER MANUFAKTUR AG Strategic reorientation and securing the future: The path to clear positioning in the premium segment.

Forster Manufaktur AG embodies over 150 years of Swiss craftsmanship and is currently undergoing a phase of strategic development.

The strategy clarifies the company’s future role within the interplay of tradition, market change and growth. The aim is to establish a clear direction that provides guidance, facilitates decision-making and enables sustainable value creation.

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At its heart lies the integration of vision, positioning and concrete areas of action. The strategy defines where Forster operates, how the company differentiates itself, and which business areas and growth strategies are to be consistently pursued. It is not a static document, but an active framework for guidance, organisation and implementation.

The multi-stage, participatory process involves the Board of Directors, senior management and key personnel. It fosters a shared understanding, promotes strategic clarity and ensures that the strategy is broadly supported and actionable. The result is a strategy that has an internal impact, provides external guidance and positions Forster Manufaktur as a future-proof premium brand.

Client: Forster Manufaktur AG

Scope of Services The corporate and brand strategy of Forster Manufaktur AG is reviewed and refined in light of current and future market requirements. Based on a structured analysis of the market, product, organisation

and business model, a clear strategic roadmap is developed through a participatory process, setting out prioritised initiatives for sustainable positioning and operational implementation.

Client: Flims Laax Falera Management AG

Scope of Services Conducting an in-depth analysis of the destination system and developing a sustainable destination strategy. Translating the strategy into an effective management tool for the Board of Directors. Developing a corporate strategy for FLFM AG including an operational workbook with clearly defined areas of action, measures and responsibilities.

Development of destination and corporate strategy

FLIMS LAAX FALERA MANAGEMENT AG Strategic reorientation of the destination towards a sustainable holiday region & development of a corporate strategy to strengthen and consolidate FLFM AG.

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We played an active role in shaping the strategic reorientation of the entire destination system for Flims Laax Falera. Based on an independent, evidence-based analysis, we developed a consolidated SWOT analysis to serve as a common basis for decision-making for all relevant stakeholders. Building on this,

we defined clear strategic directions and developed a forward-looking network strategy (Strategy 2.0). The aim was to provide guidance, clarify responsibilities and drive forward the sustainable, resilient and diversified development of the destination in a targeted manner.

Development of a mobility concept for a destination

MOBILITY FLIMS LAAX FALERA A new transport system enhances the quality of the visitor experience and user experience at the destination.

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Flims Laax Falera is facing significant seasonal peaks, increasing traffic volumes and a high dependence on private motorised transport. At the same time, the needs of the various user groups – locals, visitors and second-home owners – are changing in terms of accessibility, convenience and wayfinding.

The mobility concept establishes a common foundation for a sustainable system based on clearly defined user needs. It combines a robust public transport network as its backbone with flexible, locally tailored services, and sets out guidelines for more efficient management and an intuitive, connected user experience.

Client: Buskommission Flims Laax Falera

Scope of Services Analysis of users and identification of their needs; evaluation of the data and the existing transport provision; development of a vision, guidelines and measures for an integrated

transport system to improve quality of life and accessibility.

Feasibility study and project development

LAG SALISCHINAS Revitalisation and enhancement of the area’s appeal to tourists planned with a visionary sports and leisure zone.

As part of the revitalisation of the Upper Rhine, the municipality of Sumvitg (GR) is planning to develop a lakeside landscape offering a nature-based experience.

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Through accessible activities, vibrant local culture and authentic hospitality, future visitors will be made aware of the value of the region’s natural beauty, discover what truly matters, and thus enjoy deeply meaningful experiences.

Within this overarching project, the ‘Lag Salischinas – Tiny Houses’ initiative is taking shape – an economically independent accommodation project. The aim of the project is to create a high-quality, year-round accommodation offering that appeals to new target groups and contributes to generating tourism revenue as well as securing jobs across all seasons for the region.

The business model combines the sale of individual tiny house units with tourism-based management in compliance with legal requirements, in particular the Second Homes Act. This model enables investors to participate in the capital whilst ensuring secure operations.

A traditional camping facility is planned as part of the overall project, along with attractive leisure activities, including catering.

Client: municipality of Sumvitg

Scope of Services Quant has been commissioned by the municipality of Sumvitg to develop the overall

strategy, draw up the business model and facilitate and support the process.

Client: Stoosbahnen AG

Scope of Services Stoosbahnen AG’s 2040+ Master Plan aims to develop Stoos into a year-round destination offering innovative alternatives to snow sports and a 360-degree mountain experience. Key factors for success are participation, collaboration and the involvement of the local community and businesses in order to create a shared vision.

Master planning

STOOS CABLE CARS 2040+ Development of a broadly based strategy to ensure long-term success, particularly during the increasingly snow-free periods.

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Stoosbahnen AG faces both opportunities and challenges: climate change and shifting visitor expectations call for new approaches that go beyond traditional ski tourism. The key question is: Who will we be in 2040? To secure a sustainable future, we need a broader strategic foundation, new sources of value creation,

adapted structures and clearly defined target groups. Participation, collaboration and the involvement of the local community and businesses are crucial to creating a shared vision.

Strategic Roadmap

KLEWENALP (BBE) Ensuring sustainable growth and 100 days of skiing, as well as improving efficiency and effectiveness.

The Klewenalp-Stockhütte is a holiday destination for three generations and the only ski resort in the canton of Nidwalden. In winter, the ski resort serves as a practice and training area for a large number of schools, the ski school and around 10 ski clubs.

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To ensure the long-term, sustainable and successful development of BBE AG, it is essential that the range of services and infrastructure are adapted to today’s needs and operating conditions.

The Board of Directors and the management of Bergbahnen Beckenried-Emmetten AG have recognised that an overall strategy, incorporating plans for both the summer and winter seasons, is required for the two sub-areas of Klewenalp (1,600 m above sea level) and Stockhütte (1,280 m above sea level).

Client: Bergbahnen Beckenried Emmetten AG

Scope of Services Development of a strategic roadmap for Bergbahnen Beckenried Emmetten AG (BBE AG) to ensure the long-

term, sustainable and successful development of the company.

Business planning and operational planning

CAMPING TÄSCH Develop an inclusive, flagship campsite with regional and national appeal.

Camping Täsch has considerable untapped potential to enhance the destination in the long term. Extensive location analyses have confirmed Täsch as an ideal site for camping and highlighted glamping and year-round offerings as key trends.

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The task now is to further develop the existing strengths and achievements to date and expand them with a view to the future, in order to secure the campsite’s strategic importance as a contributor to tourism development and value creation in Täsch.

Client: Gemeinde Täsch

Scope of Services Drawing up a comprehensive business plan and detailed operational plans, with a view to

developing the campsite in Täsch into a sustainable, year-round destination .

Master Plan

DIALOG ZUKUNFT FLIMS Development of a dialogue platform for forwardlooking local authority communication.

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As part of a comprehensive strategy development process, the municipality of Flims has drawn up a master plan. To communicate the content to residents, stakeholders and service providers, a forward-looking dialogue format was developed with the aim of sharing the initial findings, areas of action and measures of the overall strategy with the relevant groups. Furthermore, the aim is to highlight and communicate the municipality’s development prospects and potential. It is crucial that those responsible for further developing the municipality’s priorities place particular emphasis on transparency and two-way dialogue.

Client: Gemeinde Flims

Scope of Services Development of the overall strategy and concept, as well as programming of the content for ‘Dialog Zukunft Flims’; implementation of

the new innovation platform and its roll-out in line with the ‘extended workbench’ approach.

Shaping a sustainable future

‘ENVIRONMENT’ ACTION PLAN, MUNICIPALITY OF FLIMS From strategy to implementation: a jointly developed action plan ensures broad support and measurable progress.

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With its environmental strategy, the municipality of Flims is taking the next step towards sustainable development. A core team comprising representatives from various stakeholder groups within the municipality is consolidating the current strategy and bringing it to life. Building on this, an action plan is being drawn up through a participatory process. The focus is on concrete measures that are developed in collaboration with relevant stakeholder groups and reviewed annually. The strategy, together with its action plan, combines clear impact targets with practical solutions and promotes broad participation to ensure the sustainable development of the Flims area.

Client: Gemeinde Flims

Scope of Services Consolidation and refinement of the environmental strategy as the basis for the action plan. Preparation of the strategy for the municipal council and the public. Facilitation,

running and follow-up of core team meetings.

Organisation of a round-table discussion with the public to secure broad support for the consolidated strategy and action plan.

Client: Landkreis Landsberg am Lech, District Office

Scope of Services Development of a regional brand for the Landsberg am Lech district, including an analysis of the brand’s potential and the current situation with regard to brand development.

This includes potential and competitive analyses, as well as target group and environmental analyses. The development of a brand architecture and the mapping of the brand development process are also part of the scope of services, as is the development of a strategic brand concept, including a launch and communication strategy. Support for the creative process and the development of the corporate identity guidelines are also included.

Brand development, location marketing, strengthening identity

LANDKREIS LANDSBERG AM LECH Development of a regional brand to strengthen the regional identity and appeal of the district of Landsberg am Lech.

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The district of Landsberg am Lech has been selected for the ‘Regional Identity’ programme run by the Bavarian State Ministry of Finance and Regional Affairs. The aim is to develop a regional and location brand that reflects the district’s distinctive features and

qualities. The brand is to be effectively communicated both internally and externally and help to strengthen location marketing in the long term, with a view to attracting skilled workers, investors, tourists and residents.

Strategic positioning in the luxury hotel sector

MATTERHORN GROUP, ZERMATT Development and implementation of a marketing strategy for the three hotels operated by the Matterhorn Group.

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Today, the Matterhorn Group is one of the largest employers in the region and employs around 300 staff during the winter. The Matterhorn Group’s hotels and restaurants are situated in the most beautiful locations in and around Zermatt – at altitudes ranging from 1,600 to 3,800 metres above sea level. The Matterhorn Group sees a need for action in the areas of marketing and sales with a view to the medium to long term. The aim is to develop a marketing strategy, in particular for the three hotels operated by the Matterhorn Group (Zermatterhof, Riffelberg, Gornergrat). Based on this strategy, the relevant concepts and implementation measures will be developed to achieve the objectives.

Client: Matterhorn Group, Zermatt

Scope of Services Evaluation and development of a comprehensive positioning and marketing strategy for the Matterhorn Group’s hotels, including the design of measures and detailed

planning of their implementation. Acting as an extension of the organisation, Quant ensures that the measures are implemented within the company.

Development, implementation and further development of the cross-sector regional brand ‘graubünden’

MARKE GRAUBÜNDEN Promoting Graubünden as a business location by establishing and maintaining the brand.

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The ‘graubünden’ brand, as a tool for strengthening Graubünden as a business location, brings together services of varying sizes and from different sectors, based on quality criteria. It supports both established and emerging brands by clearly communicating them and promoting them in a sustainable manner. A highlight in the brand’s history is the award-winning communication campaign featuring the ibexes Gian and Giachen.

Client: Kanton Graubünden, Department for Business and Tourism

Scope of Services Brand strategy and brand development, corporate identity and corporate design, integrated brand management, partner management, communications management involving all

stakeholders, brand communications and impact measurement.

Management of the Marke Graubünden office on behalf of / under a mandate from the Canton of Graubünden as the brand owner.

Marke graubünden

PROGRAMM «GRAUBÜNDEN NACHHALTIG » A network is shaping the sustainable future of Graubünden as a place to live and do business.

How can a region develop collectively and strengthen sustainability as a locational factor? ‘graubünden nachhaltig’ brings together businesses and organisations from various sectors to drive sustainability forward in the canton in an effective, practical and collaborative way.

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The programme connects people, provides guidance and facilitates shared learning. It focuses on networking, knowledge-building, collaborative approaches and highlighting progress and best practice. The partners play an active role in shaping the agenda – based on realworld challenges. Sustainability is not a static state, but a shared process: it emerges where people engage in dialogue, network and take bold steps forward. ‘graubünden nachhaltig’ provides the framework for this within the network of the graubünden brand. It develops formats, coordinates the interaction between stakeholders, promotes co-creation and supports the partners in making an impact. In this way, a strong, sustainable living and economic environment is created together.

Client: Kanton graubünden, Amt für Wirtschaft und Tourismus

Scope of Services Conceptualisation and further development of the ‘graubünden nachhaltig’ programme, as well as the design, facilitation and coordination of the transformation process within the ‘graubünden’ brand network.

This includes: inspiration, the transfer of knowledge and experience, collaborative working methods, networking, communication and impact tracking.

Client: Rheinwald Resort AG

Scope of Services Development of a strategic roadmap and detailed business and operational plans. The aim is to transform the proposed ideas into a feasible project that can be approved.

Strategic Roadmap and Business Planning

RHEINWALD RESORT Development of a flagship resort in Rheinwald to strengthen the local infrastructure.

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The Rheinwald Resort, planned for a carefully selected plot in Splügen, is intended to create a landmark and enhance the region’s appeal to tourists as a whole. In particular, the Splügen Tambo mountain railways are to be bolstered by increased visitor numbers. The basis for the development is the architectural design by

Herzog and de Meuron. In order to develop the idea into a project, comprehensive planning and analysis are required, particularly in the areas of content and programme, spatial layout and volumetry, finance, operations and processes, as well as stakeholder management.

Usage evaluation and feasibility study

RIFUGIO BY CERVO Enhancing the overall experience Cervo Mountain Resort.

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With the acquisition of the former Hotel Walliserhof and adjacent land, an innovative hospitality concept is to be developed under the name ‘Rifugio by CERVO’: a welcoming space that appeals to guests and staff alike. A newly designed community complex will set new standards in reception and transfer experiences. Contemporary accommodation for staff and guests alike. The offering is complemented by dining facilities and communal spaces. Furthermore, the complex serves as a logistics hub for CERVO and its partners, including storage and parking facilities – in line with CERVO’s philosophy and strategy.

Client: Cervo Mountain Resort

Scope of Services Preparation of a feasibility study for the proposed future use: a community complex including a reception and transfer experience,

hospitality and catering facilities, as well as logistics and parking facilities.

Business planning, strategy, investor search

SUMMUM LODGE Overall concept for a serviced apartment lodge in Saas-Fee, including comprehensive project planning and market positioning.

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The aim of the project is to develop a state-of-the-art serviced apartment lodge in Saas-Fee. It involves drawing up the preliminary plans and a business plan, including submission to the Swiss Hotel Credit Association for confirmation of the project’s economic viability and feasibility, as well as providing support with the planning application. A key element is the documentation for presenting the project to potential investors and operators.

Client: Summum Lodge AG

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Scope of Services Overall project concept. This includes drawing up a concept with a distinctive positioning strategy, detailed business planning – including an operational concept and financial planning – as the basis for the SGH report

that has already been commissioned, support with the planning application, stakeholder management, and the search for investors and operators.

Usage evaluation and business planning, project support and operational planning

PRAU LA SELVA Development of the Prau la Selva sports complex into a regional sports and leisure centre of the future.

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A forward-looking and sustainable redevelopment plan is to be drawn up for the ‘Prau la Selva’ sports centre and the current campsite in Flims. The newly designed Prau la Selva will consolidate and modernise the existing range of ice-based activities and expand this to include a wide variety of leisure and sporting activities. These are aimed at active people from the region as well as visitors to the destination. By consistently focusing on the needs of the various target groups, a comprehensive experience will be created that is designed to delight visitors. The aim is to create a modern sports and leisure park with supra-regional significance.

Auftraggeber / Entwicklungsträgerschaft: Gemeinden Flims, Laax und Falera, TCS, FLFM AG, WAG

Scope of Services Analysis of the existing offering; preparation of a usage assessment and business plan for the profitable utilisation and further development of the current offering, taking into account the

local authorities’ strategic guidelines. Preliminary planning. Support for the sub-project and preparation of an operational concept.

Strategic roadmap and detailed plan, partnership strategy and support for strategic partners

150 JAHRE ERSTBESTEIGUNG MATTERHORN Comprehensive planning and organisation of the celebrations marking the 150th anniversary of the first ascent of the Matterhorn.

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The Matterhorn, a symbol of Swiss values and an icon of mountaineering and tourism, celebrated the 150th anniversary in 2015 o ­ f its first ascent by Edward Whymper. This historic ­event embodies authenticity, strength, dynamism and the origins of mountaineering, making the Matterhorn a symbol of Swissness. The celebrations marking this milestone require careful and strategic planning in order to do justice to the significance of the event and to communicate it worldwide.

Client: Zermatt Burgergemeinde, Zermatt Municipal Council, Zermatt Tourist Board

Scope of Services The planning involves drawing up a strategic roadmap for the implementation of the anniversary celebrations. This includes the detailed planning of activities, the drafting of partnership documents and the maintenance of strategic partnerships. Furthermore, the brief involves establishing a solid foundation

for the successful delivery of the events both locally and in the target markets. The aim was to create an unforgettable event that highlights the significance of the Matterhorn in the history of mountaineering and tourism.

Food innovation, cultural and nature experiences, regional development

GRAUBÜNDEN VIVA – GOURMET CONCEPT Development and implementation of a detailed plan to promote the culinary heritage and tourism in Graubünden.

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graubündenVIVA aims to use the theme of food as a driver of innovation for regional and tourism marketing in Graubünden. By emphasising the connection between people, produce, craftsmanship and tradition, a concept is being developed that highlights both the culinary aspects and the canton’s natural and cultural landscape.

The project aims to identify local potential in the culinary sector and highlight innovative opportunities for its presentation and marketing.

Client: Department for Business and Tourism Graubünden, Chur

Scope of Services Development of the core concept, overall responsibility for the detailed design, as well as the preliminary planning and implementation of the concept. In addition, facilitating and coordinating the entire process, engaging stakeholders to actively participate in the core

team, and producing a feasibility study for decision-makers. The aim is to create a holistic and attractive concept that highlights the enjoyment and authenticity of the Graubünden region.

Usage evaluation, business planning and the search for operators and investors

HEILIGKREUZ To create an outstanding, flagship experience for Heiligkreuz, as well as for the Entlebuch region and the Entlebuch Biosphere Reserve.

The Heiligkreuz site is to be repositioned in the current environment, in the market and in society, in order to be steered successfully into the future.

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As part of a structured development and consolidation process, and based on the ideas and concepts already available, Quant is drawing up a detailed land-use evaluation. The aim is to identify which thematic areas and development options on the Heiligkreuz site can lead to a sustainable and effective implementation solution.

Based on these findings, a business plan was drawn up setting out the strategic foundations for a future-proof development. Subsequently, the search for operators and investors was carried out in collaboration with the management of Odinga Ventures AG. Client: Odinga Ventures AG

Scope of Services Preparation of a usage assessment and a strategic roadmap for the development of the

Heiligkreuz site, business planning, and the search for operators and investors.

Cultural initiatives promote innovation and quality of life. They raise the profile of local areas, foster integration and promote cultural engagement. In an increasingly globalised world, intercultural competence is becoming more important.

The arts are a significant part of culture; they convey values and drive social change.

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Strategic Roadmap

KARTAUSE ITTINGEN Reviewing and adapting the strategic direction of the Kartause Ittingen to meet current challenges and market conditions.

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The Kartause Ittingen Foundation has decided to review its existing strategic direction and adapt it to current circumstances and challenges. The aim is, on the basis of the evaluated vision and the foundation’s purpose, to define strategic guidelines and to develop concrete packages of measures to sharpen the positioning and profile of its overall offering. In doing so, the foundation will also examine what fundamental changes and possible strategic adjustments are necessary to ensure its continued success in the market in the future.

Client: Stiftung Kartause Ittingen

Scope of Services Development of the strategic roadmap based on a ‘Future Room’. The service and product portfolio is then specifically tailored to changing market conditions and further developed. Particular

focus is placed on cross-departmental collaboration in order to strengthen the perception of the overall portfolio and ensure long-term market success.

Operational optimisation & securing the future

HOTEL GORFION Strategic reorientation and expansion of the Hotel Gorfion.

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The Hotel Gorfion is synonymous with unforgettable family moments and relaxing breaks for parents. With attentive childcare, a wide range of nature experiences and a dedicated team, the Gorfion offers the highest quality and a genuine feel-good atmosphere for young and old alike. To ensure that it not only meets but exceeds guests’ expectations in the future, the hotel consistently looks to the future and is constantly developing its offering further.

With this refurbishment, the hotel is sending a clear message of quality, hospitality and sustainable coexistence.

The new Gorfion stands for one major goal: to offer families a place where they can relax together, recharge their batteries and create memories that will last a lifetime.

Client: Hotel Gorfion Anstalt

Scope of Services As part of HotellerieSuisse’s coaching programme, specific areas for development were identified at the Hotel Gorfion and initial optimisation measures were implemented. Together with the client, we carried out a comprehensive analysis of the hotel’s financial situation and market position. This revealed that expanding the hotel is crucial to ensuring its long-term success. Based on these findings, we have developed an innovative expansion project that encompasses

both the physical enlargement of the premises and the strategic refinement of the hotel’s positioning. Since 2025, we have been supporting the implementation of this project – from the initial planning and business planning right through to ongoing coordination with the owners. The aim is to specifically expand the offering for families and those seeking relaxation, and to ensure the hotel’s long-term viability in a sustainable manner.

Temporary accommodation

WIKKELHOUSE SCHWEIZ Site evaluation and strategic sales partnership for modular housing and accommodation solutions in Switzerland.

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Since 2025, Wikkelhouse Schweiz AG has been pursuing the goal of establishing its innovative, recyclable and modular small-scale housing solutions on the Swiss market. Wikkelhouses combine sustainable construction with flexible use and offer a wide range of applications – from temporary housing solutions to high-quality accommodation units in the tourism sector.

As a distribution partner, Quant AG supports the marketing and positioning of Wikkelhouses in Switzerland and across the Alpine region. This collaboration is based on a holistic approach that combines economic viability, guest experience and environmental responsibility.

Client: Wikkelhouse Schweiz AG

Scope of Services The scope of services included the development of a roadmap for site evaluation, the analysis of suitable regions, and the establishment of a partner network for resort development.

In addition, strategic consultancy was provided and the Wikkelhouse products were presented to the market.

Client: HotellerieSuisse / SECO

Scope of Services The focus is on providing support to seven accommodation providers as part of the Hospitality Coaching programme. This includes support in the following areas: strategy development, positioning processes, product development, sales and distribution, marketing and communication, pricing and revenue management, as well as finance and controlling.

Strategy development, positioning, product development

HOSPITALITY COACHING Support for hotels and accommodation providers to promote sustainable and qualityoriented development.

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HotellerieSuisse, with the support of the State Secretariat for Economic Affairs (SECO), has launched a coaching programme for the accommodation sector. The aim is to support hotels and accommodation providers in their strategic development, in order to equip them to face future challenges. The programme

aims to enhance the sustainability and quality of the accommodation sector.

Hospitality Management and Operations Management

PEAKS PLACE Strategic development and operation of the Peaks Place hospitality venue.

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Since May 2020, Quant has been managing the Peaks Place, Apartment Hotel & Spa in Laax as an integrated operation on behalf of Peaks Place AG. The team is responsible for the overall operational management of accommodation, the spa and catering – from organisational structure through process and service management to financial management. In day-to-day operations, Quant ensures clear lines of responsibility, coordinates interfaces between the front office, housekeeping, technical services, the spa and F&B, and maintains stable processes throughout the guest journey. This includes consistent quality management, structured complaints and review management, reliable staff scheduling, and ongoing performance and cost control. The team combines operational excellence with commercial discipline and ensures that the offering, pricing strategy, distribution and communication are seamlessly aligned within the business.

Focus of operational management: Operational management is based on a clear service and quality framework with defined standards, training programmes and regular checks.

The aim: to manage profitability through transparency in key performance indicators, sound budgeting and forecasting, active cost management, and precise staff and resource planning. Based on the overarching strategy, operational management establishes a clear positioning within the operational offering, ensuring that performance and expectations align and that the marketing message is brought to life within the business.

Client: Peaks Place AG

Scope of Services Development and implementation of a forward-looking hospitality strategy, including the further development of the property’s positioning and offering, as well as the operational management of the business. In

2025, Quant AG transferred the operation of Peaks Place to its subsidiary, Clerezza AG. The latter is responsible for the management and for ensuring the operational management of the business across all areas.

Hospitality Management and Operations Management

HOTEL PALADINA Strategic and operational management on a temporary basis at the Hotel Paladina.

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Since November 2025, Quant’s subsidiary Clerezza AG has been managing the Hotel Paladina under a management contract. The takeover was preceded by an audit in spring 2025, followed by operational support, to enable Clerezza to take over operations seamlessly and in a structured manner. Clerezza is responsible for overall operational management – from the organisational structure through process and service management to financial management. In day-to-day operations, Clerezza establishes clear lines of responsibility, streamlines processes throughout the guest journey and manages the various departments in such a way that quality, efficiency and a culture of hospitality go hand in hand. Clerezza coordinates the interfaces between reception, housekeeping, kitchen / service, technical services and administration, and ensures that standards are not only defined but also consistently implemented.

The logic behind successful operational management: Consistent implementation in day-to-day operations and systematic leadership: clear service and quality standards, regular training and short control loops, so that deviations become apparent at an early stage . Clerezza manages profitability through transparency in key performance indicators, robust budget and forecasting processes, and active cost and cost-of-goods-sold management. Clerezza aligns the organisation with productivity: rigorous duty rosters, clear roles, defined handover procedures and simple checklists. Consistent integration of the brand positioning into the offering and communication.

Client: Stiftung Gott hilft, Zizers

Scope of Services Conducting a detailed audit by Quant to identify strategic areas for action and potential for optimisation in future operations, followed by support for the management team.

As the operator of the Hotel Paladina, Clerezza AG has been responsible since 2025 for the management and day-to-day running of the hotel across all areas.

‘Many people see things as they are and ask: “Why?” But I dream of things that have never been and ask: “Why not?”’

George Bernard Shaw

Quant AG Via Nova 37 CH-7017 Flims Dorf contact@quant.swiss +41 81 531 34 21 www.quant.swiss

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