Head of the week: The advertising medium
He served as CEO of Publimedia, managing director of Publicitas/Publipresse, and a member of various boards of directors at media companies. After taking some time off, Otto Meier has now started his own media marketing firm. And he is running for president of Sawi.
Advertising budgets are shrinking, the advertising market is ailing. High time to ask someone who knows advertising and media for advice. In February, Otto Meier (57) founded his consulting firm Otto Meier Medienmarketing. "I support media companies throughout Switzerland in positioning themselves in the advertising market, optimally structuring their advertising offers, prices and discount systems and adapting them to changing market requirements," explains Meier. In doing so, he is filling a gap in the market. "I think I can show approaches on how to retain existing advertising and generate new advertising and how to convince customers that they are making the right investment when they advertise. Even during the crisis." Meier is not afraid of challenges - he prefers to face them. At the age of 54, he did the same as James Bond in the Verzasca Valley in Ticino: his bungee jump a la Goldeneye from the 220-metre-high dam is a vivid memory for the advertising guru. "Look straight ahead and jump," his daughter advised him by text message. This motto has accompanied Meier ever since, even with other jumps.
Meier's core topic is pricing and offer design: "In the coming months, media companies will have to come up with new, creative advertising models. Traditional advertisements will not disappear, but we need new and more cross-media offerings," he says. "Swiss media are still very traditional. Abroad, for example in Ireland, I have seen what else is possible. Above all, print-based cross
media offers have good chances." Meier made the decision to offer his expertise to media companies as an independent consultant during an extended break in Ireland, Spain and Austria. When someone takes a trip.
Crises and construction
Meier has gained the knowledge he needs to advise media companies in 36 years of professional experience. After school, Meier actually wanted to become a sports teacher. But then he spots an advertisement in the window of the Lucerne Publicitas branch: "Apprentice wanted." That sounds good - even though Meier has no idea what Publicitas is. He applies, completes a commercial apprenticeship and discovers his passion for the media business. After his apprenticeship, Meier went to Paris and London for two years. When he returned, he was drawn back to Pub¬licitas. "I trained to become a qualified communications manager while working," says Meier. From 1979, he also worked "on the side" as a lecturer, head of the Media department and examination expert at Sawi, and for ten years he was a member of the school board. Meier is also a member of several boards of directors, for example of Basler Zeitung, Südostschweiz, Wemf and PrintOnline.
In 1981, Meier moved from Publicitas to Ringier. He held various positions there until 1992. Among other things, he headed the advertising department of Luzerner Neueste Nachrichten and was Head of Advertising Market at Ringier Magazines for two years. In 1993, Meier returned to his roots: at Publicitas he took over the management of the Lucerne branch, and a year later he became Head of Publicitas Zurich. In the same year, Meier was also involved in the founding of Zurich-based Publimedia and took over the management of the company until 2002. Within two years, the advertising professional positioned Publimedia as a strong print media planner for major clients and agencies - at a time when the effects of the 1991/92 economic crisis were still being felt. Meier's last career move as an employee was also marked by a crisis: in 2002, he became General Manager of the Publipresse division of Publigroupe in Lausanne and a member of Publigroupe's Group Management. Publipresse was shaken to the core by the depression following the attack on the Twin Towers in New York. Meier leads it through the trough. As General Manager, he is responsible for 1500 people and 100 branches. He is constantly on the move, traveling from Lugano to Basel, from Chur to Geneva. "This time was very stressful. Even though I love traveling: I'm glad that this back and forth is over," says Meier. Publigroupe embarked on its major reorganization at the end of 2007. "P wanted to position itself as an all-media marketer," explains Meier. "The Board of Directors had different ideas to me. I didn't find it credible to be a print media marketer until December 31 and then suddenly an all-media marketer from January 1. That's why we parted company."
Time out and rounding off
What follows: nothing at first. Meier allows himself to rest. "In 2008, I paid little attention to my job," he says. "I was still a member of various boards of directors until mid-2008, when this commitment also ended." Traveling in Europe gives Meier time for new thoughts and ideas. "I was waiting for an inspiration. But I quickly knew that I was preparing for self-employment," he reveals. "I felt that with my 57 years of life, my 35 years of professional experience and my knowledge of human nature, I would use my knowledge most wisely as a self-employed person. I see the step into self-employment as rounding off my professional career."
Meier speaks of inspiration. But the idea of founding a company has actually been maturing in him for a long time: "I've been collecting ideas for self-employment for a long time and now the decision has been made to realize them." He knows that he is starting with nothing, Meier flirts. "Nothing" is an exaggeration, but it is at least a typical Meier understatement. After all, the media dinosaur has plenty of experience and a tightly woven network of contacts. He also benefits from the tense economic situation. More than ever, media companies are currently facing the challenge of developing concepts and strategies that will not only help them make ends meet despite tight budgets, but also fulfill their information mandate in the best possible way, secure jobs and, on top of that, master the future. One example of this is the takeover of Edipresse by Tamedi h in Zukunft Medienmarketing. Since then, a number of companies have approached me," says Meier happily. "I'm currently holding lots of interesting talks and have already taken on my first mandates from medium-sized and small media companies. But I won't mention any names."
Prices and evidence
Instead, Meier talks about goals. If you want to position yourself well in the future, you have to justify your prices better. Up to now, they have mostly been based on the past and, at best, on circulation and readership figures. However, clients are demanding a direct performance-based approach and more certainty regarding the impact of advertising. "The impact of advertising depends on a number of factors, the design, the message and, of course, the sender," says Meier. "That's why it's difficult to suddenly give clients precise information about the impact of their advertising. But we have to approach this request step by step. When the head of Migros was asked at the Publishers' Conference why he was in favor of advertising
50 million francs too much, then that is very worrying. You have to show them that advertising is not an expense, but an investment that paves the way for success. And you have to provide evidence that advertising works. I have a few ideas on how this can be achieved in the future." Meier wants to work closely with his clients on this mission, as well as with market and opinion research institutes.
Will media in future no longer be made for readers, viewers or listeners, but for advertisers? A fatal prospect from a journalistic point of view. Meier is reassuring: "Media must continue to focus on their recipients, because only if they have them can they acquire advertising at all. Of course there are borderline cases - but the focus of every medium must be on the reader, without being directed against the advertising market. Cooperation between the journalistic and commercial sides of the media must become more intensive." The first signs of this change can be seen at the Tages-Anzeiger, for example: For some time now, the newspaper has been placing two small advertising spaces to the left and right of its title. And that is just one example. The front page of the NZZ now also features an advertising space. Five years ago, this would have been unthinkable. For a long time, the NZZ did not place any advertisements at all on its first three pages. Today, the advertising space no longer bothers anyone. Meier also says: "The two advertising spaces at the top of the Tagi don't rape readers. Nor do they mix advertising and editorial work. It must always be clear what is editorial content and what is advertising."
Pope or foreign minister
It is primarily economic pressure that is driving the media to create new advertising spaces and forms of content. However, filling as many pages of a newspaper as possible with advertising in order to finance the editorial section cannot be the be-all and end-all. "The agency, client and medium must work together to find creative forms of advertising," says Meier. "There are no 08/15 approaches that can be read off the rate card and generalized for all media. The age of traditional advertising is not over. A double-page advertisement in the newspaper is still the most striking way to advertise and therefore also the most vital vein for a medium." However, the form in which advertisements are offered to customers needs to be reconsidered.
Meier suggests not only selling the double-page ad, but also putting together a package that includes print, TV, radio and the Internet. This is because newspaper publishers have developed into regional and national media providers. "Only the combination of all channels is really effective. Fixed prices are also becoming less and less popular. Sure, everyone wants a discount. But that's not my point. I'm talking about
of added value and advocate a scale of added value.
The classic advertisement must be marketed in conjunction with other offers."
Meier has many ideas that could promise success. He is not afraid of his young start-up being caught up in the storm of crisis. "If my business doesn't work, I'll be out of luck. Then I'll just become pope or foreign minister," he jokes. "Seriously, I think it's the right time to take this step. Because it's ripe for new offers. Someone now has to show that advertising still works, both in print and online." Typical Meier. He believes in his cause. What he does if it fails, he thinks about when it actually happens. But he thinks that's unlikely anyway.
Freedom and education
Of course, Meier's fresh approach could also help the ailing Publigroupe back on track. But for him, that is a thing of the past. "At P, I always had to reconcile many different interests, even if I thought differently myself," explains Meier. "The special thing about the P is that so many competing interests converge there. As an outsider, I can now take a much stronger position, contribute my entire wealth of experience and take full account of my client's interests. The result is the best solution for a medium, not just any compromise."
Mr. Meier's latest coup is his candidacy for President of Sawi. He is to succeed the retiring Hans-Peter Rohner, and the decision will be made at the general meeting on May 15. "I didn't expect to be put forward as Sawi President," says Meier. "A year ago, the general meeting gave me honorary membership of Sawi and the board. And as a self-employed person, I'm also not an employee of a Sawi sponsoring company, so there was little to be said for a candidacy. But I've had a close connection to the institute since my advertising assistant course in 1974, so Rohner's suggestion didn't catch me completely off guard." As Sawi President, Meier would be responsible for the entire training and further education program offered by the institute, which is supported by several associations in the advertising and communications industry. "I would be delighted to take on this role," he says. "Sawi should remain the leading training and further education institute in the field of advertising, marketing and communication. I would like to play a decisive role in this and have an integrating effect." That's him: Otto Meier, 57, and not a bit quiet.
Anne-Friederike Wilhelm
Meier's core topic is pricing and offer design: "In the coming months, media companies will have to come up with new, creative advertising models. Traditional advertisements will not disappear, but we need new and more cross-media offerings," he says. "Swiss media are still very traditional. Abroad, for example in Ireland, I have seen what else is possible. Above all, print-based cross
media offers have good chances." Meier made the decision to offer his expertise to media companies as an independent consultant during an extended break in Ireland, Spain and Austria. When someone takes a trip.
Crises and construction
Meier has gained the knowledge he needs to advise media companies in 36 years of professional experience. After school, Meier actually wanted to become a sports teacher. But then he spots an advertisement in the window of the Lucerne Publicitas branch: "Apprentice wanted." That sounds good - even though Meier has no idea what Publicitas is. He applies, completes a commercial apprenticeship and discovers his passion for the media business. After his apprenticeship, Meier went to Paris and London for two years. When he returned, he was drawn back to Pub¬licitas. "I trained to become a qualified communications manager while working," says Meier. From 1979, he also worked "on the side" as a lecturer, head of the Media department and examination expert at Sawi, and for ten years he was a member of the school board. Meier is also a member of several boards of directors, for example of Basler Zeitung, Südostschweiz, Wemf and PrintOnline.
In 1981, Meier moved from Publicitas to Ringier. He held various positions there until 1992. Among other things, he headed the advertising department of Luzerner Neueste Nachrichten and was Head of Advertising Market at Ringier Magazines for two years. In 1993, Meier returned to his roots: at Publicitas he took over the management of the Lucerne branch, and a year later he became Head of Publicitas Zurich. In the same year, Meier was also involved in the founding of Zurich-based Publimedia and took over the management of the company until 2002. Within two years, the advertising professional positioned Publimedia as a strong print media planner for major clients and agencies - at a time when the effects of the 1991/92 economic crisis were still being felt. Meier's last career move as an employee was also marked by a crisis: in 2002, he became General Manager of the Publipresse division of Publigroupe in Lausanne and a member of Publigroupe's Group Management. Publipresse was shaken to the core by the depression following the attack on the Twin Towers in New York. Meier leads it through the trough. As General Manager, he is responsible for 1500 people and 100 branches. He is constantly on the move, traveling from Lugano to Basel, from Chur to Geneva. "This time was very stressful. Even though I love traveling: I'm glad that this back and forth is over," says Meier. Publigroupe embarked on its major reorganization at the end of 2007. "P wanted to position itself as an all-media marketer," explains Meier. "The Board of Directors had different ideas to me. I didn't find it credible to be a print media marketer until December 31 and then suddenly an all-media marketer from January 1. That's why we parted company."
Time out and rounding off
What follows: nothing at first. Meier allows himself to rest. "In 2008, I paid little attention to my job," he says. "I was still a member of various boards of directors until mid-2008, when this commitment also ended." Traveling in Europe gives Meier time for new thoughts and ideas. "I was waiting for an inspiration. But I quickly knew that I was preparing for self-employment," he reveals. "I felt that with my 57 years of life, my 35 years of professional experience and my knowledge of human nature, I would use my knowledge most wisely as a self-employed person. I see the step into self-employment as rounding off my professional career."
Meier speaks of inspiration. But the idea of founding a company has actually been maturing in him for a long time: "I've been collecting ideas for self-employment for a long time and now the decision has been made to realize them." He knows that he is starting with nothing, Meier flirts. "Nothing" is an exaggeration, but it is at least a typical Meier understatement. After all, the media dinosaur has plenty of experience and a tightly woven network of contacts. He also benefits from the tense economic situation. More than ever, media companies are currently facing the challenge of developing concepts and strategies that will not only help them make ends meet despite tight budgets, but also fulfill their information mandate in the best possible way, secure jobs and, on top of that, master the future. One example of this is the takeover of Edipresse by Tamedi h in Zukunft Medienmarketing. Since then, a number of companies have approached me," says Meier happily. "I'm currently holding lots of interesting talks and have already taken on my first mandates from medium-sized and small media companies. But I won't mention any names."
Prices and evidence
Instead, Meier talks about goals. If you want to position yourself well in the future, you have to justify your prices better. Up to now, they have mostly been based on the past and, at best, on circulation and readership figures. However, clients are demanding a direct performance-based approach and more certainty regarding the impact of advertising. "The impact of advertising depends on a number of factors, the design, the message and, of course, the sender," says Meier. "That's why it's difficult to suddenly give clients precise information about the impact of their advertising. But we have to approach this request step by step. When the head of Migros was asked at the Publishers' Conference why he was in favor of advertising
50 million francs too much, then that is very worrying. You have to show them that advertising is not an expense, but an investment that paves the way for success. And you have to provide evidence that advertising works. I have a few ideas on how this can be achieved in the future." Meier wants to work closely with his clients on this mission, as well as with market and opinion research institutes.
Will media in future no longer be made for readers, viewers or listeners, but for advertisers? A fatal prospect from a journalistic point of view. Meier is reassuring: "Media must continue to focus on their recipients, because only if they have them can they acquire advertising at all. Of course there are borderline cases - but the focus of every medium must be on the reader, without being directed against the advertising market. Cooperation between the journalistic and commercial sides of the media must become more intensive." The first signs of this change can be seen at the Tages-Anzeiger, for example: For some time now, the newspaper has been placing two small advertising spaces to the left and right of its title. And that is just one example. The front page of the NZZ now also features an advertising space. Five years ago, this would have been unthinkable. For a long time, the NZZ did not place any advertisements at all on its first three pages. Today, the advertising space no longer bothers anyone. Meier also says: "The two advertising spaces at the top of the Tagi don't rape readers. Nor do they mix advertising and editorial work. It must always be clear what is editorial content and what is advertising."
Pope or foreign minister
It is primarily economic pressure that is driving the media to create new advertising spaces and forms of content. However, filling as many pages of a newspaper as possible with advertising in order to finance the editorial section cannot be the be-all and end-all. "The agency, client and medium must work together to find creative forms of advertising," says Meier. "There are no 08/15 approaches that can be read off the rate card and generalized for all media. The age of traditional advertising is not over. A double-page advertisement in the newspaper is still the most striking way to advertise and therefore also the most vital vein for a medium." However, the form in which advertisements are offered to customers needs to be reconsidered.
Meier suggests not only selling the double-page ad, but also putting together a package that includes print, TV, radio and the Internet. This is because newspaper publishers have developed into regional and national media providers. "Only the combination of all channels is really effective. Fixed prices are also becoming less and less popular. Sure, everyone wants a discount. But that's not my point. I'm talking about
of added value and advocate a scale of added value.
The classic advertisement must be marketed in conjunction with other offers."
Meier has many ideas that could promise success. He is not afraid of his young start-up being caught up in the storm of crisis. "If my business doesn't work, I'll be out of luck. Then I'll just become pope or foreign minister," he jokes. "Seriously, I think it's the right time to take this step. Because it's ripe for new offers. Someone now has to show that advertising still works, both in print and online." Typical Meier. He believes in his cause. What he does if it fails, he thinks about when it actually happens. But he thinks that's unlikely anyway.
Freedom and education
Of course, Meier's fresh approach could also help the ailing Publigroupe back on track. But for him, that is a thing of the past. "At P, I always had to reconcile many different interests, even if I thought differently myself," explains Meier. "The special thing about the P is that so many competing interests converge there. As an outsider, I can now take a much stronger position, contribute my entire wealth of experience and take full account of my client's interests. The result is the best solution for a medium, not just any compromise."
Mr. Meier's latest coup is his candidacy for President of Sawi. He is to succeed the retiring Hans-Peter Rohner, and the decision will be made at the general meeting on May 15. "I didn't expect to be put forward as Sawi President," says Meier. "A year ago, the general meeting gave me honorary membership of Sawi and the board. And as a self-employed person, I'm also not an employee of a Sawi sponsoring company, so there was little to be said for a candidacy. But I've had a close connection to the institute since my advertising assistant course in 1974, so Rohner's suggestion didn't catch me completely off guard." As Sawi President, Meier would be responsible for the entire training and further education program offered by the institute, which is supported by several associations in the advertising and communications industry. "I would be delighted to take on this role," he says. "Sawi should remain the leading training and further education institute in the field of advertising, marketing and communication. I would like to play a decisive role in this and have an integrating effect." That's him: Otto Meier, 57, and not a bit quiet.
Anne-Friederike Wilhelm
