What is included in the start-up product and how can I sign up?

The basic offer consists of Business Internet, which is available in four different variations depending on local availability. The following maximum download speeds are available: 50, 200, 500 and 1,000 Mbits/s. The Internet product can be combined quickly and easily with a Business Mobile Free subscription, which we will also reward with an additional discount of CHF 10 per month.

Who is eligible to purchase the UPC start-up product?

Any company whose entry in the commercial register is not older than 24 months and who also has a valid UID (enterprise identification number) can benefit from our start-up product. 

How can I claim the bonus of “up to CHF 1,000”?

You can save up to CHF 1,000 with this offer, which is especially helpful for start-ups. Below you can find a sample calculation that shows how you can achieve these savings:

Standard price for Business Internet 500

CHF 119.-/month

minus start-up discount

- CHF 30.-/month

= Start-Up Internet 500

= CHF 89.-


+ CHF 0 (instead of CHF 69)

Installation & free modem

+ CHF 0 (instead of CHF 299)

Standard price for Business Mobile Free M, incl. three SIM cards

+ CHF 96.-/month

minus Combine & Save discount

- CHF 10.-/month

minus SIM volume discount

- CHF 15.-/month

= Business Mobile Free M, incl. three SIM cards and discount

= CHF 81.-/month

Saving in the first year: CHF 1'028.-
Savings in the following years: CHF 660.-

Which Internet subscription is the best option for my start-up?

The Internet subscription you need varies depending on your field of activity and number of staff. The general rule is that the higher the Internet speed, the quicker data can be uploaded and downloaded. Moreover, a high bandwidth also ensures faster browsing – even in a large team. We offer Internet packages that are perfectly tailored to the needs of your start-up.

For specialists

For creatives

For commercial people

For practical people

Ideal for a networked workplace with the highest demands.

Includes fibre optic network.

Ideal for exchanging high-resolution videos, presentations or graphics.

Suitable for transferring data, Internet research and accessing e-mail.

Suitable for daily browsing and accessing e-mail.

Business Internet
Fiber Power 1000 (fibre optic)

Business Internet
Fiber Power 500

Business Internet
Fiber Power 200

Business Internet
Fiber Power 50

Regardless of which Internet package you choose, the speed at which you browse can vary. The following factors also play a role here:

  • Hardware used
  • Connection via Wi-Fi or Ethernet
  • Software used
  • Distance to the splitter

Is there also a telephony solution available for my start-up office?

We have consciously based our start-up product on the Internet and Mobile (optional), as contact with investors, suppliers, partners etc. is usually made via mobile phone during a company’s first years in business. As Swisscom will soon be switching off analogue telephony, many customers will be forced to come to terms with the mobile world or buy a digital phone system that runs over the Internet. More information and help for our telephone solutions.

Nonetheless, certain businesses (doctor’s surgeries, law firms, retailers etc.) require a fixed network number. This is also no problem, as for just CHF 10 more you can purchase a UPC Business bundle including fixed network telephony (prices start from just CHF 69).

Are fair mobile tariffs with low prices available for start-ups and how can I combine them with Internet access?

In order to prevent your business idea from running up high mobile tariffs, you can combine Start-Up Business Internet with UPC Business Mobile Free S, M and L. Even though the prices are already low, you will still receive an additional monthly Combine & Save discount of CHF 10 per subscription. Additionally, all of these tariffs include roaming fees within the EU. This means you can save money and invest it where it is really needed in your business.

Fair – low priced – transparent – the perfect choice for your start-up.

Ordering is simple: If you order your start-up product online, then you will be notified of the available Business Mobile Free subscriptions during the order process. You can then select your desired tariff easily and enter how many SIM cards you require. And best of all – the more SIM cards you order, the better the price.

How and when can I cancel my subscription?

Each party can terminate the contract at the end of any month by giving three months’ notice in writing. Unless agreed otherwise, the minimum contract term shall be 12 months after the services are put into operation. If you have any questions on the cancellation process, we recommend contacting our customer service team: 0800 678 105.


What do I need to consider when setting up my own company?

When it comes to setting up a new company, good preparation is essential. For only with the right advice on technology, finance and networks is it possible to draw up guidelines that detail how you need to proceed to found a correspondingly successful start-up and to establish this amongst the competition. What is required is a high-performance infrastructure as well as the innovative idea together with a degree of "acceleration", enabling your business to get established in line with your business plan and to position itself successfully on the market.

If, for example, there is a lack of finance, many options can be explored, such as for example venture capital companies, which often secure the services of co-founders from the start-up scene and help you with networking and your business idea, building this up accordingly and over time enabling to get to where you want to be. Perhaps even enabling you to be a (Tech) Valley start-up.

Things you need to think about before founding the company:

  • What is my product, my target group and the market segment?
  • What are the requirements of my target group?
  • What advantage does my product offer over those of my competitors?
  • How many competitors do I have, and how high is their market share/market potential?
  • How do I reach my target group?
  • How much money will I require for my facilities, operating equipment, wages and the product itself (financial planning)?
  • Who can secure my funding for me?

What is the company identification number (Unternehmens-Identifikationsnummer – "UID") and how can I get one?

Every company that is active in Switzerland receives a standard Enterprise Identification Number (UID) that is valid for the whole of Switzerland. These UIDs are kept in the UID Register by the Federal Statistical Office (Bundesamt für Statistik – BFS).

Who receives a UID?

All companies and institutions that are recognised as a UID entity receive a UID. UID entities are not just all companies or firms active in Switzerland. In fact, UID entities also include all public administration "customers" that exhibit corporate characteristics. This means every public administration customer that is identified for statistical, administrative or legal purposes. The following list covers all types of UID entities:

  • Commercial register entities
  • Entities registered for value added tax
  • Self-employed persons
  • Persons listed in a cantonal register of lawyers/notaries
  • Simple partnerships (e.g. group practices)
  • Foreign companies based in Switzerland
  • Farming and forestry enterprises
  • Public administration entities
  • Institutions entrusted with public law responsibilities
  • Associations


And how do I get my own UID for my company?

It couldn't be easier! Download the form Application Form UID Entity, complete and sign this and then send it by e-mail to uid@bfs.admin.ch or by post to the following address: "Federal Statistical Office / Bundesamt für Statistik, Section BUR / UID, Espace de l’Europe 10, CH-2010 Neuchâtel“

Further information on the topic of the UID.

What is a start-up, and where does the term come from?

Start-ups mean new companies that have not yet become established, and which have been founded with a small amount of starting capital to realise their ideas. In order to expand their business operations, an additional capital base is required relatively quickly – either with the help of equity capital or alternatively with the help of outside capital (which may, for example, derive from venture capital companies or start-up accelerators).

Eric Ries summarises this as follows: "A start-up is a human institution that aims to supply a new product or service subject to extreme uncertainties."

This consequently means that a start-up can be compared with an experiment – the starting position is clear, the result remains uncertain and can be ascertained only by means of testing, before being improved and expanded step by step.

Why do so many start-ups fail?

Most start-ups fail right from the outset and never achieve success. But don't let yourself be discouraged by such forecasts. Approximately 6000 new companies were founded in Switzerland during the first half of 2017. There are many reasons for failure. Sometimes this is simply because of the team, the funding, the venture capital companies or a co-founder. Founders do not have it easy, that much is clear.

But you can manage it, with the right partner at your side. With the Accelerator Programme, UPC Business offers you a strong partnership that helps you to build up your network, to find further partners and to exchange ideas as well as to create new business models. Everything is possible – with the right foundation stone and partners at your side.

The good thing about start-ups in the present day and age: there was nearly always someone else who had the same idea, and failed. But such failure is certainly not something negative, quite the contrary – you learn through your failures. Even if you find 1000 approaches that do not work, you will eventually find an approach that does work – that is the purpose of a start-up. This means you can also profit from the failure of others. Analyse the business model of other companies, and use these insights to improve your own business model until it works.

A common reason for failure is false assumptions – either about one's own product or service, the market, user behaviour or the price that is to be realised. And this is the first valuable tip for you and your business idea:

Flexibility brings you closer to your success!

Be flexible. If your start-up does not work the way it is supposed to, then simply try doing a few things differently. Albert Einstein noted that you won't be successful if you keep thinking the same way you have always been thinking. Because this means you will keep acting the same way you have always been acting. And if you keep acting the same way you have always been acting, then you will achieve precisely that which you always achieved.

So a new approach is required. If one approach does not work? Then change or vary it!

How do I found my own company? Tips for founding companies:

There is no standard recipe for founding a company. At the outset, however, a systematic approach is very important. You should record all significant steps with a deadline in your agenda, so you don't forget any important points and have a basic timetable.

Is your company yet to be founded, or have you recently founded a company? Then here are some tips for you and your business idea:

Have you already conducted a market analysis?

The reason for a market analysis is obvious. First and foremost, you pose the question of whether there is a market for your business idea, or whether people might be interested in your business idea in theory. If yes – fantastic, then perhaps you will still find one or two valuable tips. If not, no problem. We will show you how this works:

Who are the potential buyers of your product or service?

If you want to discover the size of your potential market, you can draw upon statistics, market research reports, bank reports on particular industries, statistical yearbooks and much more. At the same time, you should try to define segments that subdivide your potential buyers into clusters. With the help of this information, the various buyer types can then be addressed more effectively.

What are the requirements of these buyers?

You then need to ask what are the real needs of these buyers. If your assumptions are incorrect, then your own idea will quickly be doomed to failure. For this reason you should collect as many views as possible about your idea. Of course, somebody could then simply steal your idea! It is much more likely, however, that you will receive not just free advice from a wide variety of individuals, but above all useful, well-founded and honest advice. The most important thing, though, is that you also question many outsiders about your idea, and ask whether they really have these requirements that your product is intended to meet. Because if you only question your friends, acquaintances and family members, your idea will probably just be praised, but seldom challenged or criticised. Another effective tool that can be used to obtain well-founded feedback are so-called pitches. Pitches are short founder presentations (mostly lasting less than five minutes), during which experts provide their views and feedback about your product. When it comes to collecting feedback, every opinion is worth its weight in gold. For the more information you collect, the more effectively your product can be tailored to the needs of buyers.

How many competitors are there in your potential market?

Use the internet, further statistics and industry reports as well as industry records to analyse the number and scale of your potential competitors. Are there many competitors in the market? Great – then your idea certainly appears to be lucrative. Are there none? Then ask yourself why there is no competition? Is your idea simply so good that no one else has had it, or does it harbour certain dangers and risks, or is there simply (not yet) a market for your solution?

What does the possible competition have to offer, and how does your solution differ from their solution(s)?

In this conjunction, you simply need to analyse the products of your competitors. What unique selling propositions do these products offer? That is to say, what advantages do the products/services offer over other products from the potential competition? Is insufficient information about their products to be found on the internet? Then a couple of phone calls can help – simply give the companies a call. Most are happy to provide information (at any rate marketing-related information).

These questions will hopefully help you to strengthen the launch of your company, and enable you to secure the corresponding potential and success. At the outset, the right advice, feedback from potential customers, an analysis of the economy or market and of the associated infrastructure are always important. Once you have clarified and laid these essential basic building blocks, this constitutes an important step in the right direction. Of course, the ultimate goal remains a long way off. But we would like to help you get closer to this goal.

What does the term "lean start-up" mean, and where does this come from?

The term "lean start-up" was coined by the author Eric Ries and describes a method of founding enterprises or companies quickly and flexibly. The underlying concept is that a product/service should continue to be modified until it secures the desired success. Most founders want to launch a "perfect version" of their product on the market, thereby taking all customers as well as competitors by surprise. By contrast, the "lean start-up" method takes a faster and different approach, operating in accordance with the principle: develop > measure > learn.

To begin with, the product or service is developed. After this, it is launched on the market, whereby parameters are measured (i.e. user behaviour, cash flow, the number of incoming enquiries etc.). Finally, these parameters are evaluated, interpreted and the same principle is repeated with the new insights. Using this principle, that is to say, your business idea is continuously optimised and modified until success is achieved.

As Thomas Edison once said: "I have not failed. I’ve just found 10,000 ways that won’t work". Ideas don't always work right away. What is important is to keep trying out approaches that do not work until the approach has been found that does work. In order to pass through this three-stage process of development, measurement and learning as often and as quickly as possible, this principle uses the so-called minimal viable product. That is to say, the product needs to be developed only to the point that an experiment can be conducted. For this purpose, the smallest solution is often sufficient, provided that this at least offers a customer benefit or satisfies a customer requirement. The "cupcake model" promulgated by Brandon Schauer describes this approach very well in metaphoric terms: first give your customer a cupcake, then develop this gradually into a cake, until finally you are able to offer a fantastic, huge and delicious wedding cake.

You are asking yourself: how can I develop my business model? We explain this and other matters in the next FAQ "What is the "business model canvas" and does this have anything to with the "lean start-up" principle?"

What is the "business model canvas" and does this have anything to with the "lean start-up" principle?

The "business model canvas" was developed by Osterwalder Pigneur and other authors in the year 2010, and registered as a trademark. The canvas is used to develop a business idea quickly and in a focused manner, to think different variants through, and to optimise the business model as frequently as is required to turn the idea into a potential sustainable business model. To this extent, this unilateral paper template has many similarities with the lean start-up process, and helps you to continue optimising your idea until you have got a potential business model "in your hands".

The business model canvas is available under the following link – all the provider wants in return is your e-mail address:

The link also contains many useful tips and information relating to the development of business ideas and models.

We offer you fast-track access to the business model canvas:
  • Customer segments: all people from organisations for which you create value – i.e. simple users and paying customers.
  • Value offer: you have a specific value offer for each of these customer segments – links to products and services that create value for your customers.
  • Channels: describe the points of contact you use to interact with your customers, and the routes or channels through which you deliver values.
  • Customer relationships: represent the nature of the relationship that you build up with your customers, and how you build up and nurture this.
  • Sources of income: make it clear how and via which mechanisms your business model generates value.
  • Key resources: define the infrastructure that is required to create, to deliver and to capture value – essential resources such as special suppliers are collected here.
  • Key activities: identify which activities you need to perform to achieve a good performance.
  • Key partnerships: identify which parties you can help you to leverage or to strengthen your business model.
  • Cost structure: this lists all costs incurred by your business model.

The business model canvas helps you quickly and in a simplified visual manner to set out your entire business model on a single sheet of paper. It is important in this respect that you question every field precisely, and that you check your idea repeatedly to make sure that it is sufficiently robust.

The so-called "value proposition canvas" also exists, which you can for example also obtain under https://strategyzer.com. This model focuses on a crucial aspect of the overall canvas: namely the precise customer understanding as well as the resulting solution design – in this conjunction, particular attention is paid to the fields of customer segments and value propositions, enabling corresponding product characteristics to be developed that best satisfy customer needs.

Empathy for the potential customer is therefore created in the right-hand circular area. To begin with, the customer jobs are considered, that is to say the tasks that the customer needs to perform and which the product/service is designed to help.

In this conjunction, consideration is paid to the negative (pains) and positive (gains) factors that appear to the customer when performing (daily) job/tasks.

Following this, aspects and functions are developed and designed that eliminate or offset the pains and trigger the gains (i.e. the "that is just fantastic moments" experienced by the customer). A value proposition is then developed on the basis of this. That is to say, products and services are developed that contain these pain-relief and gain-creator functions.

When should I launch my business idea on the market?

There is no magic formula for the right time for a market launch. Despite this, the internet contains many recommendations and opinions. A widely-held view builds on the "lean start-up", and aims to test a product on the market as quickly as possible, initially with few options and functions, and then to optimise this product using continuous measuring and learning processes.

We consequently recommend a similar approach: develop your product to the point where it provides at least one genuine benefit for your customers, and then launch it on the market. Then it will be possible to test most effectively which product characteristics to favour and optimise, and which characteristics may be discarded.

What is a business model?

"The business idea alone does not establish success", says the Swiss sock subscription pioneer Samy Liechti, explaining his business secret. "What is more important is its implementation. But what is the recipe for success? In this conjunction, Samy Liechti states: "The idea accounts for perhaps 5% of the success. Strategy accounts for a further 10%, and the rest is the result of skilful and creative implementation."

This means a business model is not just a good idea, but also rests upon many core aspects that are likewise brought together on the business model canvas. It is only when an idea is correspondingly strategically focused, thought through and implemented, and if this idea not merely functions, but also generates a certain value (whether this is monetary or takes another form is not relevant) that it is possible to speak of a business model.

A business idea is consequently a business model if it generates a corresponding performance and/or if the idea is sustainable and functions in the market.

How exactly do I define my business model?

There are many ways for you to define your business model. Of course, you can define this yourself by referring to the business model canvas, or alternatively by obtaining support and training from experienced business planners or an institution that offers business consultancy services for the start-up scene.

Pitch events in the start-up scene are another option. Feedback from these events helps you not just to optimise the business model further and to define this in greater detail, but also opens up further perspectives for you and uncovers completely different mindsets about your business idea.

What remains important is a degree of preparation, such as answering the questions listed above in the section "How do I found my own company? Tips for founding companies;". If your idea offers a degree of innovation, or if it rectifies a problem for the potential buyers or users, or if it meets their requirements, then your idea already has a certain potential. What you now need to do is to maximise the performance of this potential, and to describe and to define your customer segments, value offers, channels, customer relationships, sources of revenue, key resources, activities and partnerships and cost structure in as much detail as possible. If there is also a "healthy portion" of strategy and creativity, then we will not worry about your business idea failing. Instead, we see considerable potential for your idea or business model if you have correctly defined your start-up.

What do I need to consider when setting up my own company?

Neglecting various aspects can condemn a start-up to failure. If you consider a number of factors from the outset, then you will be able to avoid many stumbling blocks and make further progress towards your ultimate goal.

What is important is that you consider, right from the outset, that entrepreneurship makes considerable demands not just on yourself, but also on the idea and the business model. Because no idea is perfect right from the very beginning. You will gradually learn, and will need to be flexible enough to involve and/or to integrate new insights into your idea and your model.

We want to clear up three myths about failure:

  • Bad business ideas: there are no bad business ideas. Every idea has the potential to achieve great things one day. It is up to you to be open about modifications, optimisations and learning curves. Even if you have read this many times before, it is worth reiterating: stay flexible.

  • User-unfriendly & complex products: many analysts claim that start-ups or new companies fail because their products are too complex or unfriendly for users – experience shows that every product presents inherent opportunities. These just need to be flagged up and optimised further.

  • Wrong pricing structure: every price works – the brand Nespresso is an excellent illustration of this. Before Nespresso came along, it would have been unthinkable to sell coffee for more than three times its value. But history shows that almost every price is possible, and that buyers and potential buyers can be found for almost every price. The right strategy and creative marketing management are not just very important in this respect, but are absolutely essential.


Nine hurdles on the way to success that you should counter or avoid from the outset
  • Founder disputes: you need to counter team disputes from the outset by making sure that everything is contractually stipulated – from directors' salaries to breaks, working hours, differences of opinion to exit rules (what happens if a co-founder no longer wants to be involved? Will he, for example, receive a payoff amounting to X?).

  • Yes mentality: don't say "yes to everything". Learn to say "no" and develop a sense about when a decision needs to be rethought.

  • Bad developers: if you have a bad (software) developer in your office, then however good your idea is, if it is implemented badly, then this will cost you not just nerves, but will also undermine the product, the users and ultimately your entire business model.

  • Not enough capital: if you need a bigger marketing budget to reach your customers, then rethink your capital policy and consider what effective strategies and partners might be available.

  • Excessive overheads: keep your spending as low as possible and as high as necessary, because your key activities as well as your key resources will make more than enough demands on your budget.

  • Slow-motion launch: when developing your business idea and business model, it is essential to think through all contingencies and to optimise and question everything as thoroughly as possible. Nevertheless, you shouldn't wait too long for the launch, i.e. for the market entry. Otherwise the competition might overtake you before you have even got properly established in the market.

  • Flawed competition analysis: analyse the competition and your competitors well, then you won't have to repeat the same mistake. Consider products, marketing strategies, partners and suppliers as well as logistics and other matters. When it comes to analysing the competition, the standard rule applies: the more information you collect in your office, the better the resulting output will be.

  • Secrets: your business idea is already worth several million Swiss francs? Then we congratulate you! Nevertheless, we recommend that you do all you can to conduct trials in order to collect as much external input as possible for your business, because this is the only way to test your business model on customers and to avoid possible "teething troubles" right from the outset. While a certain degree of secrecy is perfectly OK – we nevertheless recommend: keep yourself very well informed about the detailed needs of your potential users and customers. A confidentiality agreement between you and your respondents will help your conscience, and perhaps also help you to discuss your idea with others more openly.

  • Sole proprietorships: being a sole proprietor makes certain demands on you. For you are not just the managing director, but also take on all other company-specific activities from the outset, such as reception, telephone centre, procurement, marketing, development, logistics etc. If you manage all of these tasks and your company flourishes, then we congratulate you and your start-up. But if not, then you need to think about who and which functions you require from the beginning in order to enable your business model to grow as quickly as possible.

What corporate form should I use for my start-up?

When founding a company, you can choose between many different legal forms. The needs and goals of your enterprise are decisive criteria for your choice:

  • Stock corporation
  • Limited liability company
  • Sole proprietorship
  • Partnership

Not every legal form is suited for every corporate purpose and goal. Depending on which you choose, other rules and regulations also need to be considered.

In Switzerland, small and medium-sized enterprises (SME) tend to have one of the following legal forms: Limited liability company (Gesellschaft mit beschränkter Haftung – "GmbH"), stock corporation (Aktiengesellschaft – "AG") or sole proprietorship (Einzelfirma).

The difference between a partnership and a corporation consists mainly of the risk that is entered into. Those who decide to enter a sole proprietorship in the commercial register need to be aware that their private assets will be liable for any possible claims. If a company is founded together with co-founders, then a partnership or limited partnership is a possible option.

If you want to enter into less of an entrepreneurial risk, then this risk can be limited to a specific sum by founding a corporation such as a limited liability company (GmbH) or stock corporation (AG). However, a cooperative or association may also pursue an activity of an entrepreneurial origin.

The following factors need to be taken into consideration when you make your decision:

  • Social security: some social security schemes are not mandatory, obligatory or even possible, depending on the particular legal form. Sole proprietors (owner of a sole proprietorship), for example, are not insured against unemployment. In the case of this legal form, there is also no obligation to join a pension fund. In the case of stock corporations and limited liability companies, by contrast, senior managers are employed and covered by social insurance.

  • Independence: depending on the selected legal form, less or more scope will be available for negotiations. If the enterprise has partners, then these (nearly) always also have a say in the decision-making process. Are simple lenders planned as investors, or do these also want to exercise an active role in the corporate decision-making process? All these factors can limit the scope for decision-making.

  • Risk: the higher the risk taken by the entrepreneur or the higher the financial commitment, the more advisable it is to choose a limited liability company or stock corporation.

  • Capital: the cost of founding, the need for capital and the minimum capital requirement are dependent on the legal form. At any rate, you need to consider the capital requirement for the first three to five years.

  • Taxes: depending on the legal form, the business revenues and the business assets of the company and of the owner will be taxed either separately or jointly. As a rule: high levels of profit are taxed less heavily in the case of corporations than is the case for sole proprietorships or partnerships.

What impact does self-employment have on my tax burden?

It depends on the legal form that has been chosen. Depending on the legal form, the revenues as well as the assets of the company and of the owner may be taxed jointly or separately. As a rule, corporations tend to pay less tax on high earnings than a sole proprietor or partnership.

How do I draw up a business plan?

You need a business plan for your lender, or simply want to conduct a detailed review of your business idea and business model? Then the business model canvas is the perfect base or preparation for your business plan (further information is set out in the FAQ chapter "What is the "business model canvas" and does this have anything to do with the "lean start-up" principle?"). The business model canvas takes consideration of (almost) all aspects that need to be included in the business plan. The only problem or shortcoming of the business model canvas is that sometimes it does not always describe matters in sufficient detail, meaning that outsiders such as investors do not immediately grasp your business idea and understand every detail of your idea.

However, it is precisely this requirement of your potential investors that you need to satisfy, for this is the only way you will have a chance of entering into a partnership with a lender. And the business plan is needed to provide precisely this level of detail. It will help you describe all relevant aspects of the business model canvas and more in greater detail, enabling you to describe this in a way that outsiders can understand. In particular, banks and many other types of investor insist on having a business plan, because this describes your business idea word for word, and does not omit any important details.

What are the components of a normal business plan?

A business plan consists of up to 13 parts, including possible appendices, and is subdivided as follows:

  • At the beginning, you write a so-called management summary. This contains information about the business idea, the project, sales and earnings prospects as well as the need for funding/capital, as well as risks, and should not be longer than two DIN A4 pages long.

1. The first chapter "enterprise" describes your company, that is to say the historical background to your company, the current situation as well as further information.

2. In the second chapter, you describe your "products and services", i.e. you address the value that you are offering. This is where you write content on the topics of market services, the customer benefits provided by your products, customer requirements, strengths, weaknesses, advantages and disadvantages of your products as well as of the products of your competitors, and also describe peripheral services such as supplementary packages and similar matters. The product lifecycle is also described here, that is to say, the category in which you place your products or services: question marks, stars, cash cows or dogs. Further information about the product portfolio matrix or BCG matrix is available on Wikipedia. Following this, you then include all information and copies relating to patent protection, brand protection etc. At the end of chapter two, information about any dependencies on particular customers or suppliers should also be set out.

3. In chapter three you should write something about the market that is to be conquered. That is to say, you describe your market analysis, your own position in the market as well as your assessment of the market.

4. Chapter four is dedicated to the competition. Here you should discuss the most important and potential competitors as well as their respective products or services. You should also use this chapter to say something about the strategies of your competitors – i.e. what they do to control the market?

5. Chapter five addresses your marketing measures and marketing strategies, i.e. also encompasses the customer relationships of the business model canvas. Write something about the market segmentation (the customer segments), the market launch strategy (how will you enter the market at the beginning?), about your price policy as well as about sales and distribution, along with advertising and PR. The following are also important components: Information about your locations from personnel and marketing as well as expansion perspectives, as well as the sales targets.

6. In chapter six you describe your location as well as the logistics within your business process, that is to say the channels. Where do you want to open sites? Do these sites make sense logistically and in terms of infrastructure? You should also use this chapter to include a few paragraphs about your business premises, the organisation of your back office as well as your personnel, IT and potential expansion.

7. Chapter seven describes everything relating to your product or service, i.e. the key activities and key partnerships, such as the means of production, deployed technologies, capacities and bottlenecks as well as the most important suppliers and markets for any possible raw materials you might need.

8. You should now write something about the management and (external) sources of advice – chapter eight. Set out an organisational chart for employees and members, list responsibilities, remuneration etc. You can also include curriculum vitae, employment testimonials etc. of the respective persons here. How do your employees/management team pursue further training? Who is on the board of directors? Are external advisors involved? All of these factors should also be taken into account in this chapter.

9. Chapter nine is a very critical chapter. Here you objectively describe the internal as well as external risks that could damage your business. In this section, you should also specify or develop solutions for all listed risks.

10. Chapter ten is one of the most business management-oriented sections – this focuses on finance, i.e. your cost structure as well as sources of revenue. How has your funding been organised to date? What developments have there been in this respect? How will this proceed in future? What concept for further funding have you developed, and how are you handling tax questions?

11. Chapter eleven, which is the last chapter – apart from the general appendices containing further financial information and documentary records – describes your investors and participations. Who is participating in your company in what manner and subject to which conditions and with which obligations?

We hope that this information has been of interest to you, and that you are now well-equipped for your start-up future. If you have not already done so, then it is very important that you examine the above-mentioned canvas in order to optimise your ideas further. At the same time, you can also take a look at our start-up products and services. If you have any further questions about start-ups or our products, please do not hesitate to contact us. Our Accelerator Programme offers you not just first-class high-speed products, but also a good partnership with an extensive network.


Does my start-up have access to a fibre optic network?

Before signing up for an Internet subscription, you should find out what kind of network is being provided. Speeds of up to 500 Mbit/s are possible on a copper network, while a fibre optic network can offer speeds of up to 1000 Mbit/s. Switzerland’s fibre optic network has been expanded over the past few years, to the point now where most urban areas are covered.

What hardware do I need to extend a network?

A hub or switch can be used to extend your start-up’s Internet network. Both make a certain number of network connections available. When procuring your equipment, you should consider the functions of the devices as well as the number of connections you think you’ll need in the future.

When is a hub sufficient?
  • • It sends data to the connected devices and to itself.
  • • It can either only send or only receive.
  • • The connected devices all share the bandwidth offered by the hub.
  • • A device uploading a large amount of data throttles the upload and download speeds of all the other devices.
  • • Where more than four devices are connected, a hub makes sense only if small amounts of data are going to be transmitted.
Why choose a switch?
  • • It can send and receive data at the same time and communicate with all the devices simultaneously, or some of them or just one.
  • • Transmission speeds are considerably faster.
  • • It can offer far more connections than a hub.
  • • It is suitable for large, complex networks involving several devices.
What does the router do?
  • • Without the router there is no Internet connection.
  • • It facilitates the dynamic assignment of IP addresses.
  • • It ensures communication between local area networks (LANs) and wide area networks (WANs).
  • • It can be very convenient in networks involving constant changes of device and devices used in a number of networks.

Please find further information for routers.

Please find further information  here .
Please find further information  here .

Can my hardware take advantage of my Internet speed?

Not all hardware is capable of supporting the higher speeds. Be clear about what you need, so that you can take full advantage of your Internet subscription once everything is installed.

Requirements relating to 500 and 1000 Mbit/s Internet speeds

To be able to make full use of the bandwidth you have selected, you need network components that support that bandwidth. Here are some tips for ensuring you are getting the highest Internet speed throughout your network.

Network devices – requirements
  • • Typically, the router distributes the network. UPC Business can provide you with a free router.
  • • Where a switch is needed for extending a network, it is connected to the router and therefore needs to be capable of supporting 1000 Mbit/s Internet speeds.
  • • In this scenario, all the cables that were connected to the router are now connected with the switch. The switch is then connected to the router.

Cables – requirements:
  • • The designation of the cable category denotes the amount of data the cable can handle.
  • • The higher the category number, the higher the data rate.
  • • Choose Cat-5, Cat-5e or higher specification cables.
  • • Cat-5e cables have enhanced shielding, which means that data can be sent at high speed over longer distances.
  • • No cable should be more than 100 metres in length. Longer distances require the use of a switch to connect the cables together without losing Internet speed.
With cable (LAN) or without (WLAN – also known as Wi-Fi)?
  • Wired (LAN) networks are typically more reliable than wireless (Wi-Fi) ones. Generally speaking, the more users there are on a Wi-Fi network, the slower it becomes. Connection speed can suffer from a workstation being too far from the Wi-Fi router. WLAN repeaters offer a solution to this problem. Repeaters are signal amplifiers that can help in large office scenarios. Also, care should be taken not to install Wi-Fi routers behind metallic objects or water, e.g. aquariums.

How to stay connected moving around Switzerland or roaming abroad

These days we all need to remain connected to the Internet wherever we are. It is normal to work in the office, on the road and at home – here in Switzerland and further afield. This requires a mobile Internet package, which offers a great deal and doesn’t cost much.

UPC Business makes packages available as part of its Business Mobile Free subscriptions EU-wide telephony and text messages with free data roaming and with no minimum contract period.

Start-ups with existing Mobile Free subscriptions of up to two years’ duration can terminate them by giving one month’s notice.

A guide to the perfect pitch

We all struggle with the question of how to present well. I agree, presenting can be problematic and getting it perfect can be troubling. In this guide, I’ll teach you how to take your presentations from merely good to great.


Whether you are experienced at presenting, or this will be your first time, there are tips and ideas that will help you improve. Without further ado here are 7 tips on how to present and pitch perfectly.


Plan and practise
As the saying goes, if you “fail to plan” you “plan to fail”. As you’re already reading this article I won’t go in-depth into planning as you’re already halfway there. However, make sure that you collect every piece of information you can, prepare for any possible questions and know your information inside out. Once you’ve got your plan and have collected all the information it’s time to practise, practise, practise. Make sure you practise until you know everything by heart. Reference cards should only be for reference and not to be read off. If you’re lucky you’ll be done in a day, but if need be, practise for as long as you need.


Show your passion and connect
It’s not enough to plan the perfect presentation if your audience will be too bored to listen. When giving your presentation make sure you are passionate about it. Live it, dream it, own it! If you’re not passionate about what you’re discussing, then how can you expect your audience to get interested? You’ll also need to connect with your audience. This can range from telling anecdotes to life stories. If possible, also get the audience physically and verbally involved. However, the most important way of connecting with your audience is to make eye contact and smile!


Keep it simple and focused
Us humans have a limited attention span. Focus on your key points, reiterate on them and get them across as clearly as possible. Make sure your audience walks away thinking and knowing those key facts. They are likely to forget most of what you’ve said but as long as you can instil the main points in them, you’ll have succeeded in your presentation.


Start strong
It takes a person less than a minute to decide whether they are interested in you or not. Therefore you need to start strong and make a connection from 0. When you step into the limelight make sure you’re looking confident and dressed for the occasion. A suit or a dress is always a good option, but if you have your own style then use that – just make sure the audience can understand and connect with it! Once you’ve started strong you will just need to stick to it, by following the other points in this guide, to make sure your audience doesn’t fall asleep halfway through.


Watch your stance
Your stance is extremely important when giving a presentation, as your audience will likely mimic your behaviour. If you’re bored they will be too. If you’re excited so will they be. It has been estimated that three quarters of communication is non-verbal. When it comes to your physical stance, standing straight and not fidgeting is the most important thing. This doesn’t mean you should stand still like a rock. Be relaxed and use your hands to emphasise points you’d like to make. Using hand and body utility has been shown to help get your point across and will help you memorise your presentation better as well.


Speak confidently
Our physical stance is only one attribute that the audience pays attention to. The other key attribute we need to be wary of is our speech. Be confident, speak slowly and clearly. However, do not be monotone. Use your tone to highlight information of key importance.


Relax and enjoy
If you plan and practise enough your presentation will go smoothly, so just relax and enjoy it – start, present, and close with ease and comfort if you follow these easy tips on how to present.


The 10/20/30 rule
The 10/20/30 rule was originally introduced by Guy Kawasaki, and is a simplified guide on how to do a presentation well. Whether it be to your peers, investors, or others, these simple guidelines are always good to follow:


10 slides
20 minutes at most
30 point font

  • 10 slides
  • Ten is the optimal number of slides in presentations because humans find it hard to comprehend more. If you need more than 10 slides – reconsider. There are, of course, situations where more is acceptable but always ask yourself if it’s important. As the adage goes, “less is more”. 
    Within those 10 slides, make sure you get everything that you need to, and follow the advice we have written about above.

  • 20 minutes
  • Even if you have an hour to present, you should aim to do it in 20 minutes. Peoples’ attention spans tend to be extremely short and there will always be tasks to do before and after your presentation.

  • 30 point font
  • All of your visual aids (slides, or otherwise), should have at least a 30 point font. Don’t make the mistake of using a small font and cramming as much as possible onto the slides. Only include the key points, otherwise your audience will get distracted and overloaded.


Original by Peter Smyth / IFJ

Chronical Link: https://www.startwerk.ch/2018/01/02/eine-anleitung-fuer-den-perfekten-pitch/?mc_cid=9f774daf17&mc_eid=7df3a06758