The concept and design should focus on user guidance and navigation. With a so-called mega-dropdown, the user navigates directly to the pages on the third level and finds the desired information without detours. A new social media newsroom also bundles the activities on other web channels: videos on YouTube, blog posts, Twitter and Facebook messages from SBB Cargo.

With the new website, SBB Cargo wants to strengthen SBB's image as a "modern railroad on the Internet". Unic is responsible for the concept and design, while Namics was responsible for the technical implementation.
 

Neidhart + Schön guarantees 45 Swissprinters employees continued employment within its own group of companies. In the future, Swissprinters will focus on industrial production in web offset printing in German-speaking Switzerland and announced in October the closure of its operations in Zurich and St. Gallen as of June 30, 2012, according to a statement from the two partners. By selling its sheetfed offset activities to the Neidhart + Schön Group, Swissprinters is ensuring the seamless continuation of existing orders at a high quality level and with comprehensive customer support.

The transfer will take place in stages from January 1, 2012. The parties have agreed not to disclose the purchase price or details of the contract.
 

If the series were to end in the present day, advertising agency boss Don Draper would be 84 years old. Its creator Matthew Weiner told the online magazine Grantland that he now knows how the whole show ends. It occurred to him during the last season. He wants the series to end at a point where you get an idea of what it meant and how it is connected to you, Weiner said, according to SDA. However, Matthew Weiner left viewers of the series in the dark as to what exactly awaits them.

The premiere of "Mad Men" took place in July 2007 on the US channel AMC. The fifth season will be broadcast in the USA from March 2012.
 

The new look is intended to be high-quality, emotional, warm and very clear. Babymüller offers over 4,000 everyday baby products in its online store for the Swiss market. The launch of the online store has already been very successful, the agency wrote in a press release on Thursday.

Responsible at Babymüller.ch: Daniel Cattaneo. Responsible at Zubler Kommunikation: Michael Zubler, Ronald Studer (consulting, concept and design).
 

Benetton has since withdrawn the advertising motif with Pope Benedict XVI kissing the Egyptian Imam Ahmed el Tajjeb in the photomontage. According to Horizont.net, a Benetton Group spokesperson assures that the campaign is aimed at combating hate culture in all its forms. The company therefore very much regrets that the picture with the Pope and the Imam offended the faithful. For this reason, the company has decided with immediate effect to refrain from running the image, the spokesperson added.

More about the campaign

If you do something, do it properly. Otherwise you shouldn't do it at all. And because you can't do everything right - i.e. excellently - you have to focus, says Emanuel Probst. "A decathlete can never reach such a high level in the individual disciplines as Roger Federer." The CEO of Jura Elektroapparate AG likes to compare his company to a top athlete. You choose the sport, develop a strategy and then it's all about training, training, training. This is how the second career of the traditional household appliance company began in 1992. At that time, 34-year-old HSG graduate Probst sat down in the executive chair of this very company. A company that was in debt to nine banks to the tune of 15 million francs. A company that had to cover the wage costs of 380 employees with 18,000 francs cash on hand and equity of 5 million francs. At that time, the management decided to abandon the decathlon and put all its energy into a single discipline. Away from the generalist, towards the specialist. The ambitious goal of the reorientation: the world championship title in the discipline of premium fully automatic coffee machines. And this at a time when there was effectively only a corresponding market in Switzerland. "Only the Swiss customer was crazy enough to spend 1,000 francs on a coffee machine," says Meinrad Kofmel, Head of Communications at Jura. Nevertheless, the company believed in the new direction because the coffee culture was also undergoing a major upheaval at the time.

Innovation as a driver of success

Today, Jura is number one in the premium segment worldwide. In terms of unit sales, the company is behind its main competitor De'Longhi with a market share of 17 percent. Just ten years ago, Jura shared the market with Saeco and Krups. Today there are so many players that he can't even list them all, says Probst. His recipe for continuing to develop in a highly competitive market: focus, mercilessly and without apology. Whether the market becomes more difficult or easier, you have to concentrate accordingly and focus on innovation. A core competence in which Jura reinvests heavily. In 2011, the company launched two completely new product platforms: The "GIGA 5" (see picture) and the "ENA Micro 9 One Touch". The first model "delivers barista quality at home" and is positioned in the super-premium segment. In contrast, there is the entry-level machine from the 'ENA' series, which is marketed as the 'smallest one-touch fully automatic cappuccino machine in the world'. Both machines have only been on the market since this fall, but their successors have already been launched.

Controlling know-how instead of delegating it

Another key to success is distribution. The company is present at over 11,000 points of sale worldwide. However, a company whose business model is based on a differentiation strategy in the niche sector cannot be satisfied with a mere presence. Whether in Taiwan, America or Switzerland, customers must be advised with absolute competence. Jura is also prepared to pay for this: at its headquarters in Niederbuchsiten, the company has set up its own training room with a tasting counter and model park. The "Coffee Academy" familiarizes new employees, distributors and trainers from various countries as well as Swiss specialist retail partners with the Jura philosophy and appliances.

In addition to providing expertise, Jura also manages global marketing activities from its headquarters. Meinrad Kofmel: "Our in-house agency adapts all formats and languages so that the means of communication come across the way we want them to." In its media mix, the company has long focused on print advertising. In marketing the "ENA Micro 9 One Touch", Jura is once again using TV as a medium. There is no question that Roger Federer plays a leading role in the commercial alongside the fully automatic coffee machine. Five years ago, Jura pulled off a major coup by bringing the then world number one in tennis onto the team as a brand ambassador. "There are very few companies that can work with the most trustworthy person in the world," says Emanuel Probst proudly. Federer acts as a door opener, especially in international markets, and he makes the Jura brand bigger than it is, the CEO continues. "Many people believe that we are a major global brand because we work with a megastar like him."

But size alone is not everything. It is more important to bring the brand values to life for the various target groups and to be authentic. Jura can also count on Federer's help in this area: He makes the shared values such as Swiss origin, hard work, precision, elegance and the pursuit of perfection visible to everyone. On the other hand, the "Jura World of Coffee" - a complex with an exhibition, store, Roger Federer Walk of Fame, bistro and seminar room - is dedicated to the raw material coffee in a stylish ambience and detailed themed worlds, making the Jura brand not only tangible but also accessible.

The company has undergone a paradigm shift in the service area. The aim is to turn a negative repair case into a positive experience for the customer. The service factory, which is also located in Niederbuchsiten, was specially designed by an interior architect. From the elegant reception area, customers can look through a pane of glass into the repair workshop. A huge hospital just for fully automatic machines. "Our model in this area is Formula 1. A team only has two cars. They are identical and the entire structure is geared towards this," says Emanuel Probst. No one else can refuel a car and change the tires in ten seconds. Jura wants to work at the same high level. It does take a little longer than ten seconds to repair a fully automatic machine. However, the company offers a two-hour service. Anyone who wants to drop off or collect their machine outside of working hours can do so via a locker system.

The crisis as an opportunity

At the beginning of the 1990s, the question was whether it was worth the effort to develop multilingual displays, but from today's perspective, entering the international market was the only way to go. On the one hand, the company was able to grow organically, as the Swiss market had long been saturated. On the other hand, global support in the markets helps the company to stay on course in the current difficult currency environment. Although the euro exchange rate and purchasing power parity are currently diverging greatly, Jura remains largely loyal to Switzerland as a production location. "We don't want to make any hasty decisions, as we believe that parity with purchasing power will return," says the CEO. But that's the way it is. You can't always move forward at the same speed. Roger Federer also had to work hard for ten months to win his title at the Swiss Indoors.

Although Probst believes that he and his crew should measure themselves against the years 2001/2002 - the 1990s are almost prehistoric - he attaches historical significance to the latter: "Thanks to the bank debt and the yield, which was none, we had the chance to do something completely new in the first place." And Emanuel Probst would not be Emanuel Probst if he did not immediately follow up his words with a comparison - for once not from top-class sport. "Let's take the successor to Steve Jobs. Tim Cook can only do worse. For us, the shambles back then was a fantastic starting point." Conclusion: Focused innovation, absolute expertise at the point of sale, targeted communication and a world-class service infrastructure - these are the key success factors of Jura Elektroapparate AG. That and a large portion of passion for coffee.
Simone Fankhauser

 

In a two-stage selection process, the agency was able to prevail over international competitors and will be in charge of communications in the two markets. In addition to strategic consulting, Grayling is also responsible for media relations and handling media inquiries in the two markets, the agency wrote in a statement on Thursday. In addition, the agency will also manage local appearances on social media channels such as Facebook and Twitter in coordination with Spotify, thus also entering into direct contact with domestic customers.

More about the launch of Spotify

When it comes to online solutions in the local area, the Basel project is atypical in several respects: Tageswoche is also published as a print edition and is not limited to local events on the Rhine, but also covers current affairs at home and abroad. And above all, the generous funding from a patron of the arts remains an almost unattainable dream for other similar projects.

As in Basel, there is growing resentment in Central Switzerland against the monopoly situation of the dominant newspaper in Central Switzerland, the Neue Luzerner Zeitung. An initial attempt to change this situation came to nothing a year ago: the reactions to the initiative to found an IG Medienvielfalt association were "very mixed", reported initiator Beat Reichenbach, publisher of the wrestling newspaper Schlussgang. This summer, Zug-based entrepreneur Nick Mijnssen founded M. M. V. AG (Meinungen. Medien. Vielfalt) with share capital of 200,000 Swiss francs to launch a new online newspaper for Central Switzerland. He sees his involvement as start-up financing and does not want to be seen as a patron. He is aiming for a profitable business model with a broad-based sponsorship and an independent, professional editorial team. Preparatory work is currently underway and the launch is scheduled for next year - he told Werbewoche that there is nothing more to say at the moment.

Bern online media project

The Bernese Online Media (BOM) project has to make do without a generous benefactor. After one hundred people responded to an initial appeal and pledged to contribute 500 francs, the supporting association decided at the beginning of November to press ahead with the preparatory work and "probably" launch the still nameless newspaper next spring. The online newspaper will be supported by journalists, politicians and creative artists. Five to six journalists will share 300 full-time jobs and report "up-to-date and critically on Bern's local politics", but without "claiming to be complete". It is still unclear how the estimated annual budget of half a million francs will be financed.

Dedicated volunteer work

At the beginning of September, another local online project was launched in the canton of Fribourg, Fribourg Media, which takes the approach of dedicated volunteer work and is remarkable for this very reason. The reactions to the test phase were so positive that founder Sandro Jenny announced version 1.0, which will incorporate and implement a lot of user feedback. For example, it has been noticed that there is no demand for daily updates in advance, which is why the focus is now on the most important things and therefore "a lot of bells and whistles have been dispensed with in favor of an overview and a faster and more accessible website". Jenny estimates the reach potential for his project in the small German-speaking part of the canton of Fribourg at an average of around 15,000 unique users per month. However, Freiburg Media will "remain ad-free for quite some time". This is because developing the product is more important than earning money, which is only possible because everyone involved works on a voluntary basis in their free time. However, Jenny is realistic: "Of course it won't work in the long term." The projects in Basel, Bern, Fribourg and central Switzerland are the latest wave of such projects that want to get off to a flying start with local information on the Internet. The Basel journalist Peter Knechtli with onlinereports.ch, which has long since made a name for itself as a journalistic supplement to the dominant Basel newspaper, can be regarded as the real bedrock of local online services. He started in 1997 and after five years was able to switch from a part-time commitment to a full-time job. In the middle of the last decade, two other local pioneers got started who have since given up their projects. At the time, Werner Jud employed an editor-in-chief for linth24.ch along with a deputy and freelancers. In 2009, he pulled the plug and has since been offering a complete solution for online local newspapers, with which licensees for linth24.ch, glarus24.ch, fricktal24.ch, reuss24.ch, aare24.ch and vilan24.ch are on the move in the Bündner Herrschaft. In 2006, Stefan Millius and Marcel Baumgartner from the St. Gallen communications agency Wortwerk Medien Gmbh launched the appenzell24.ch site with the same naming concept, which was soon followed by stadt24.ch (with a focus on St. Gallen), thurgau24. ch and the nationwide platform polizeinews. ch followed. In the meantime, these sites have been sold several times and taken over by various new operators with different intentions. In addition, there are other locally oriented sites up and down the country, some of which are quite outdated and run by different groups, often from the business world. Established publishers have also made their first attempts in this area, such as the Aargauer Zeitung with its local search portal a-z.ch or 20 Minuten online with the local portal launched in 2009 and hardly developed any further since then.

It would be astonishing if the latest edition of local online projects in Switzerland could survive on the market on its own (i.e. without patrons). A look abroad shows that no viable business model has yet become widely accepted. This is despite the fact that for years there have been repeated attempts to profitably tap into the local advertising market, which is still largely untapped. It is remarkable that even in the USA, where many small local newspapers have gone out of business in recent years, there are no convincing and widespread flagship models. Take the Patch network, for example, which the Internet company AOL took over in 2009 and has since expanded to 840 hyperlocal blogs and employed a correspondingly large number of journalists. However, the flow of visitors (with 10 million unique users per month) is comparatively meagre and the advertising revenue is correspondingly meagre - and the investors are dissatisfied. This is because there are numerous obstacles to success in the media market on the doorstep, to which local founders must also find an answer:

Content, community and technology
Contents: Media consumers are primarily interested in the big issues, even online. News about the renovation of the sewage pipes in the neighboring district, reports about the senior citizens' outing and the opening of an exhibition by local artists of lesser means are hardly in demand as must-reads. What's more, fundamentally new distribution mechanisms for news are particularly well suited to the local area: Readers no longer go to the news (to the newspaper), but the news comes to the readers. This is done via social networks, where more and more people are informally sharing the latest facts and rumors from their immediate circle of life and interests. Anyone who plays in the local football club, for example, is well informed about what is happening in the regional league, even if only a few colleagues regularly report the latest stories and link to reports.

Community: Only the head is not enough, the heart is needed: only if you succeed in involving the audience and connecting them to a community on the web will success on the local web be within reach. There is a simple test for this: if articles trigger a lively exchange of ideas in the comments, the local website has arrived in the community and been accepted as a useful vehicle. However, this requires a fundamentally different understanding of the profession than that of many journalists and editors who are influenced by media that still see themselves primarily as one-way channels of communication. For example, the Basel-based Tageswoche has integrated contemporary dialog features into its online presence and it will be interesting to see whether and how the creators can use this to successfully build a community.

Technology: But even those who put their heart and soul into their work and can also appeal to an audience emotionally and bind them to a local website must offer a product that is up to date. And this is increasingly demanding: not only text is needed, but also images and videos. Data must be prepared as graphics or on interactive maps and news from all kinds of sources must be aggregated automatically. There needs to be a member area where users can network with each other. And, of course, a local website must not only be easily accessible via mobile devices, but also offer location-based services that are particularly interesting for advertising.

Performance models of the advertising networks
Advertising: In the future, the traditional online advertising business will also be characterized by user profiles in the local area, which allow for increasingly narrow geographical targeting. These profiles are collected in advance by industry heavyweights such as Google and Facebook, which are also under pressure from a number of start-ups, which in turn network with each other (see Werbewoche, September 23, 2011, p. 22 ff). If, for example, a car brand wants to invite people to test drives, it will not promote its contract garage owners with advertisements in the local media, but will book the corresponding reach via user profiles, which are then displayed on the connected sites depending on the situation. If a local website has joined such networks, it can benefit from such traffic, but is in competition with a large number of other sites through which its local audience can be reached more accurately. Anyone hoping to finance local websites one day with advertising revenue from local businesses will therefore have to fundamentally reorient themselves. Local businesses have hardly tapped into the web and online advertising yet, but the performance models of the advertising networks should make sense for the thrifty baker and the petty butcher, as they only have to pay for successful advertising and not for wastage. However, once businesses start to establish themselves online, they will unite their customers in social networks and address them directly there. Especially in the local area, such advertising messages are also information with news content.

This is why the baker and the butcher, just like the garage owner and the builder, should be integrated into the community of a news site as news suppliers. It is clear that there will continue to be initiatives in the local online business that are driven on the one hand by dissatisfaction with local reporting in the existing media or, on the other hand, are attracted by the advertising money of local businesses that is still lying idle for the online business. A breakthrough can only be expected when usage habits have fundamentally changed on a broad basis, for example when commuter newspapers have been replaced by tablets and a new, internet-savvy generation has taken the helm in traditional businesses. In the coming years, it will be exciting to see how such solutions form and establish themselves at home and abroad and how they will learn from each other and diverge. Because the options are broad: In terms of sponsorship and funding (many small patrons or a few potent investors), technical infrastructure (proprietary or open source), content production (professional editors or volunteer curators) and ad sales (profiles or self-sales) anyway.

Christoph J. Walther

Attractive local online news sites have long offered more than just text:
A classic is chicagocrime.org from the year 2005, where the data
of the police were displayed on interactive maps.
 

Young people still like to pick up paper. This was the result of an IPSOS study commissioned by the paper and printing industry. Print is still far more popular than online, especially in German-speaking countries and Northern Europe, Print Power Austria spokesperson Patrick Mader told Pressetext. The survey included 500 people of all age groups per country. It comes to the conclusion that 18 to 24-year-olds prefer to read on paper rather than on a screen. This was stated by 83 percent of this age group. The same statement only applies to 80 percent if all age groups are taken into account. In addition, 78 percent of the young participants were of the opinion that printed paper feels better than other information carriers. Including all age groups, only 74 percent of respondents shared this view. Young people also seem to have a strong trust in paper as a medium. For example, 63% of 18 to 24-year-olds keep important documents in paper form. Among all respondents, only 58 percent do so.

However, it is doubtful whether these statements are statistically reliable. This is because the sample sizes for the age groups in question are very small,
 

The shortlist for the "Digital Marketer of the Year" includes illustrious companies such as Admazing, AXA Winterthur, Dein Deal, Media Markt, Post Finance and SBB. Swiss Federal Railways finally made the running. The jury's reasoning: "In no other country in the world is rail travel more frequent than in Switzerland. 951,000 people use SBB every day. In order to be able to further develop its services in line with customer needs, it is dependent on permanent dialog with its customers. Both off- and online. Particularly in the entire online segment, SBB plays all disciplines off against each other in an outstanding manner."

Samy Liechti has been honored with a Digital Lifetime Award. He invented the "sockscription" in 1999. For e-commerce pioneer Blacksocks, 2010 was the best-selling year ever. Although Switzerland remains the most important market, more and more men on the North American continent are subscribing to Blacksocks for their socks. The success overseas is impressive: In Q4 2010 alone, sales doubled compared to the same quarter last year. The increasing mobility of customers is also increasingly reflected in orders placed via mobile devices such as smartphones. The more than 50'000 customers in over 75 countries receive three pairs of socks by mail several times a year.

Roger Baur started marketing online media 15 years ago. Now he has been named "Digital Pioneer of the Year.

WW: Roger Baur has been named Digital Pioneer of the Year. When did the pioneer first come into contact with the Internet?
Roger Baur: My first contact with the Internet was in 1994, when I wanted to make a website for a company in which I was managing director and partner. We then decided to build a simple site that showed the most important information like opening hours or telephone. The respective start-up of the computer and then the browser (Mosaic) was accompanied by the "hissing and scratching" of the Internet access, unthinkable today ... But we were very proud to have an Internet presence: www.vitatop.ch.

What were the important stations and jobs in Roger Baur's career that led him to become the specialist he is today?
In 1996, I was responsible for selling advertisements at the then Sport. One day, someone came to a meeting with the idea of selling banners. He was looking for a victim to do it first and foremost. My colleagues turned aside. But I didn't, instead I held up my hand: I want to do this. Two weeks later, I sold the first banner (which was not clickable) to Swisscom. A cool experience and also a motivation to sell more of them. After that I did the same for Weltwoche and went to Qualiclick in 2000. Soon I was also responsible for marketing and sales there. That was one of the coolest Internet times I've experienced. Everything was possible and we were growing by 10-20 percent every month. Until, unfortunately, this so-called dot.com bubble "burst." This forced us to forget about going public, reduce our staff from 120 to 20, and fight every day for the next one. Suddenly, online wasn't so cool anymore ... But no matter. I kept going. We were acquired by Adlink (two friends of mine and I) and then made that company even more successful with our "speed ". After that I had a detour to the adscreens and soon I was again infected by the online market. This time, however, as an independent consultant for publishers, websites, advertising and media agencies that needed help with their digital strategy. I still do that every day with a lot of fun and commitment.

What are Netprofit's core competencies?
In a nutshell, I am a specialist for media sales strategies, of course with a focus on digital. I specialize in analyzing the value creation for my clients and then defining the necessary measures to establish a successful sales strategy. What is special about my service is that I accompany my clients in the implementation and thus also ensure that it is really done. It is important to me that my clients are really successful with my advice. This also allows corrections to be implemented quickly.

What were the biggest sticking points in setting up marketing for online media in Switzerland?
Difficult to say. The biggest sticking points are not building or expanding digital media marketing. The sticking point is the people. Those who want the marketing on the one hand, and those who are supposed to implement it on the other. Not everyone is aware that the whole thing has to be done "top-down" and takes the necessary time. Even in the new media, it takes time to get the whole thing up and running. I'm fortunate in that I always discuss this with my clients right from the start and keep the ball low so as to dampen exaggerated expectations. Not every website you find on the web can be successfully marketed. For that, you have to know the market very well and also understand it.

What do you think tipped the scales in favor of Roger Baur as the winner? What achievement is he particularly proud of?
Yes, I ask myself that too. I think I've just always been very committed over the last few years and, through my large network, I've always brought the right people together to make something happen in the market. I am an entrepreneur and it bothers me when something is not going well in the market. Especially when I see that it could be done if people would tackle it. So then I just get the "right" people around the table and motivate them to pull together! I pride myself on never giving up and being persistent.

What is Roger Baur looking forward to in future developments?
I look forward to everything that comes along, I always take time to look at what developments there are, and then I also try to understand them and recognize their potential for our market. In the meantime, I am always in contact with exciting people abroad as well. When I discovered a "super idea" a few years ago, I had to call the founders of this company immediately and arrange to meet them. At the first meeting we already talked about a possible cooperation and an expansion to Switzerland. That's actually what drives me: to keep discovering new things and meeting people who are like me. People who want to make a difference, who want to change something. I'm very grateful that I know so many great people and that together we can make a difference in the digital world. Interview Andreas Panzeri

 

WW: At the Swiss Photo Award, very few images from traditional advertising campaigns are submitted in the «Advertising» category. Why is there this hesitation?
Lukas Frei: In traditional print campaigns, the focus is usually on the concept—which needs to be presented in the best possible light—rather than on the quality of the photography itself. In addition, the images are often heavily digitally retouched. Theoretically, however, this would not be a barrier to entry. Another consideration, of course, is that any work created in collaboration with foreign photographers who do not live in Switzerland is not eligible for the Swiss Photo Award.

The ADC has established criteria for its "Cube" jury. What standards are used to evaluate the quality of an advertising photograph?
The Swiss Photo Award is, as the name suggests, an awards show that honors outstanding photography. This also applies to the «Advertising» category. Unlike the ADC, the advertising concept takes a back seat here. What counts first and foremost is the execution—that is, the quality of the photography. Otherwise, the award would be given to the agency’s work rather than the photographer’s. This is especially true for the classic campaigns mentioned earlier. However, many entries submitted to the Swiss Photo Award are works by photographers who produced them directly for the client—that is, without an agency. City plus suburbs equals success. Where do you see a difference between advertising photography and art?
Advertising photography always serves a commercial purpose. This is not necessarily the case with art. Nevertheless, the lines between the two are blurred. There is certainly advertising photography that has artistic value.

Digital photography is changing the nature of the photographer's profession. Today, people take a lot of mediocre photos themselves. In such an environment, how can the profession of advertising photographers still develop professionally?
Digital photography isn’t any easier than analog. The only difference is that you see the results immediately on the screen and don’t have to wait for the film to be developed. The images are usually selected right after—or even during—the shoot. That shortens the process. Mediocre photography has always existed. I don’t think digital photography has suddenly led to a surge in amateur photographers. What I do find regrettable, however, is that with the advent of digital photography, many good photo labs and print specialists now have hardly any work left. Still, I don’t believe analog photography will ever disappear completely. Just as vinyl records never completely disappeared from the music world. Both for good reason.

Does your agency often get approached by advertising photographers who want to showcase their portfolios, or is it rather difficult to find motivated photographers for advertising?
We often have photographers visiting our office to show their portfolios to our art buying team. There will always be great, talented photographers who work on campaigns. That doesn’t mean they can’t also produce their own, less commercial work on the side. Almost all famous photographers also make their money through advertising; fortunately, there’s hardly any stigma attached to that.

What are the benefits of working with a photo agency?
Photo agencies sell existing images. So there's no production involved.

How important is it to incorporate this kind of stock material when creating a campaign?
When creating a campaign, existing imagery rarely plays a role for us. We actually only use stock images for campaigns when we lack the time or budget for a production. In certain cases—such as historical footage or photos of celebrities—there are no alternatives to stock images.

What advice would you give a photographer who wants to submit an entry to the EWZ Selection?
That he should do that.

Interview: Andreas Panzeri

Luke Frei has been Creative Director at Jung von Matt/Limmat since 2007. In recent years, he has created campaigns for clients such as SBB, Panasonic, Tages-Anzeiger, Bucherer, Health Promotion Switzerland, Swisscom, and Vögele Shoes, among others. After graduating from high school and attending the School of Design in Basel, he began his creative career in Zurich as a graphic designer. He later worked as an art director at Dubach, Bozell Leutenegger Krüll, and McCann Erickson before joining Jung von Matt/Limmat in 2001. Lukas Frei has been an ADC member since 2004. Many of his works have won awards at national and international creative competitions.