What is it about here: In the thick post I found the new ADC yearbook, as it came along last year, unimaginative, but it does the job of conveying to the reader the award-winning work and those involved. But then the thick mail includes a second identically thick picture puzzle book. Dear ADC, I think this is too thick mail. Unknown to me, Linus Bill & Adrien Horni have "defaced" an additional book. The title is "Turbo Magazine La deuxième chance". I wouldn't have even given this duo a first chance.

My thesis: The ADC board seems to have a problem with publishing the award-winning works of a year in a book. This is the second time that some kind of contrived second book has had to be included. There are enough voices claiming that the ADC is adulating itself. If the board is now also in doubt and thinks that this pseudo art supplement is an added value, then we should now call it a day after 34 book years. I am speaking here not only as a mottler, but also as a founder and co-responsible person in the early days of ADC. Of course, the latter initially imposed a different and more open concept on itself. Members included not only advertisers, but architects, journalists, booth builders, even consultants. After many ups and downs and a change of generations, ADC is now debt-free and in good shape without any major criticism. Why this additional fart idea now? I don't know if anyone has ever looked at this closely. Ideas repeat themselves, the photocopy style is so "dated", more "dateder " is not possible. It is humorless and put on up to gruusig.

To everyone's annoyance, I have to drag this absurdity onto the street with the waste paper. The last supplementary book with the members' photos, from whose eyes fingers come, was for me already on the border of sucklattism, also went into the waste paper. At the last judging, I got to know a few of the younger ADC members better. They are all intelligent, critical people with good taste. Why didn't you deny the ADC bookmaker art direction team this additional idea? U.A.w.g.

My hang-up is that finally this ugly sculpture by Roger Müller in front of the Kunsthaus has disappeared. The square looks much more attractive. Here, too, the thesis proves true: less is more.

With the online offerings of the Tagesspiegel Group and other online titles such as Perlentaucher and Motorfm, Urban Media, which belongs to the DvH Medien group of publisher Dieter von Holtzbrinck, is already targeting urban opinion leaders and multipliers. Cicero.de and Monopol-Magazin.de add two premium platforms to the Urban Media portfolio that reach a sophisticated, opinion-forming target group, according to an Urban Media release.
 

The mailing to the teachers consisted of an oversized, knitted scarf. The aim was not only to pick up on the knitting trend, but also to draw attention to how easy it is to get entangled in the jungle of numerous options. The answer card was incorporated into the sewn-on label.

Responsible at TVS Swiss Textile Federation, St. Gallen: Corinne Egli (Head of Education & Promotion of Young Talent), Selina Giordari, (Education & Promotion of Young Talent). Responsible at Agentur am Flughafen, Altenrhein: René Eugstair (Creative Direction), Dominique Rutishauser (Art Direction), Valeria Hörler (Graphics), Patrick Linder (Text).
 

Russ had managed to seal off his small federal state against any media competition. He did this once with an excellently made product, the Vorarlberger Nachrichten, a newspaper that put its own readers at the center and was already interactive when all interactivity in the media was still a rarity. In addition, Russ operated with discounts of all kinds for subscribers. There was cheap electricity, the company had its own accident insurance, and subscribers could make low-cost phone calls with their own telephone company. These side businesses were primarily intended to strengthen reader loyalty. But Russ also made money with them. A few Swiss publishers were enthusiastic about the new ideas, but many were skeptical. Especially when it came to the side businesses, editorial independence was seen to be at risk. Asked by Werbewoche why Swiss publishers never warmed to ancillary businesses on a large scale, Russ said, "Maybe the economic situation is not so pressing that you have to think too much about such business models."

Things look different today: Interactivity and participation of the readership is normal at Current, and ancillary business has also become respectable. The furthest along in this respect is certainly Ringier, which relies on transaction-based online models and sees itself as a multinational integrated media company. But integrated doesn't just mean print, TV, radio, online and mobile. It also wants to be a strong player in the entertainment and Internet business.

The range of participations is broad. It ranges from Betty Bossy with its well-known kitchen helpers to Geschenkidee.ch, where you can get more or less everything from LED champagne glasses for CHF 14.90 to a weekend with an Audi R8 for CHF 3,300, to the new travel portal Etrips.ch, a joint venture between Ringier and Tui Switzerland. But Ringier also has interests in show business: It starts with Ticketcorner and then moves on to concert promoters like Good News or The Classical Company. Another mainstay is sports and artist management companies such as Infront or Pool Position, where Stefan Gubser, Sabina Schneebeli and Katja Stauber are marketed alongside Lara Gut and Xenia Tchoumitcheva.
 

Even on the web, "advertising seen - product bought" is not the rule, as consumers use different advertising channels and advertising media to make their decisions. Multi-channel tracking uncovers typical channel chains, for example:

Step 1: Banner noticed, but not clicked.
Step 2: Googled the product, clicked on AdWords, visited the website.
Step 3: Googled review, clicked on organic search result, viewed review.
Step 4: Website accessed, product purchased.

If these channel chains are not taken into account when assessing the efficiency of advertising media, the consequences can be fatal.

Holistic assessment of the advertising media

The efficiency of online advertising is still all too often judged according to the principle of "advertising seen - product bought". If, for example, banner advertising is not used due to the low click rate and high cost per order, the decision can have fatal consequences. As banner advertising is the starting point of the decision-making process that ends in a conversion via AdWords and organic search results, important traffic streams can dry up if banner advertising is not used. Which in turn leads to lower conversion values. The use of multi-channel tracking prevents such misinterpretations.

The benefits of multi-channel tracking

Multi-channel tracking helps to use the online marketing budget in a more targeted and profitable way, as it provides answers to the following important questions:

Which online channels and advertising media correlate successfully and therefore achieve the highest ROI?
Which online marketing tools generate initial contacts and which create conversions?
Which advertising media, which channel chains (sequence of advertising media used until conversion) achieve the highest efficiency?

How many contacts are necessary for a conversion?
In the tough competitive environment on the web, tools are needed that enable efficient and cost-optimized action. Multi-channel tracking is one such tool that has only recently become available as a Google Analytics feature and should be used by every professional online marketer.

Imre Sinka
www.dotpulse.ch

Further information: http://blog.dotpulse.ch/web-analytics/multi-channel-trichter-in-google-analytics/

Multi-channel tracking for Google Analytics
In the new version, Google Analytics users can access multi-channel tracking via the "My Conversion" tab. You can see the typical conversion paths, how long it takes to convert and how long the channel chains are
 

On October 25, top-tier speakers will present the latest developments in the world of digital marketing at the World Trade Center in Zurich. The focus will be on social media, email marketing, mobile branding, neomarketing, e-commerce, and multichannel analytics. Tickets are only 169 CHF. Space is limited.

As a rule, information on the shareholding structure is sufficient to assess who controls a public limited company. This is what the Press Council writes in its decision published on Tuesday. However, the disclosure of the legal ownership structure is not sufficient if there are clear indications that the legal ownership may not correspond to the actual economic circumstances. Suter holds all the shares in National Zeitung and Basler Nachrichten, according to a BaZ press release. Basler Zeitung Medien and Basler Zeitung as well as all other companies are combined under its umbrella. With this information, BaZ has disclosed its ownership structure within the framework of what other Swiss media companies also disclose. No other media company is required to disclose financing agreements. Such a demand would massively interfere with the freedom of the media and economic freedom in Switzerland.

Now it is also to be introduced at company level, said Michael Wirz from the Zurich city police on Thursday at the 9th Congress on Urban Security in Zurich, according to SDA. Even the police cannot avoid social media today. It is therefore not a question of whether they want to use it, but how they use it.

Wirz conducted a survey of users as part of a scientific study on the subject. He met with a positive response to the idea of police use of social media. The respondents considered the use of this new and very fast means of communication to be quite suitable for many occasions, namely for severe weather warnings, traffic reports, manhunt calls or search reports.

In addition to the speed, Wirz sees the advantages in transparency, direct contact with the population and the possibility of addressing target groups that are otherwise difficult to reach. However, the dangers must also be considered, according to SDA. Twitter, Facebook and the like are also new platforms for criticism. In addition, publications on these platforms cannot be controlled. The confidentiality of information is also at risk, for example due to police tactical considerations or official secrecy and data protection. A well thought-out strategy, clear instructions and good training and leadership are therefore necessary. An actual social media competence center is to be set up at the Zurich city police.
 

In future, Kögel will hold more than 99.9 percent of Radio Basel shares. He wants to lead the station into a new future. The transition submitted to DETEC for approval should make it possible to seek cooperative marketing solutions for the future that will strengthen Radio Basel economically. Since the implementation of the ambitious new concept two years ago, Radio Basel has steadily increased its reach, the statement continues. The independent Radio Basel Group, which has no shareholdings in other stations, has so far operated without any association with other broadcasters. The company has no obligations to banks or third parties. The station had been supported exclusively by the two previous partners. Heeb did not wish to comment further on his departure when asked by SDA, but after five years working for this station, he said it was time for a break - although he did not want to talk about retirement.

It was a turbulent year, but in retrospect a good one. When the long-standing CEO of OMD Switzerland moved to the competition and Manfred Strobl took his place in Zurich in July 2010, this was "naturally a great challenge" for him. On the one hand, a lot had previously been built up over years together with a proven team. "And the higher you go, the more difficult it becomes to maintain the level or even expand it." New business wins is one thing, but keeping customers "loyal for years and getting them excited about the agency's services again and again is something else," Manfred Strobl reflects on his first months at OMD Switzerland.

In the international Group structure, the network has lost Honda. In Switzerland, the departure of Suva hurt in 2010. In addition, a few employees from key positions followed their old boss or otherwise developed personally. "What was really difficult this year was the issue of personnel. It's not easy to find new top people; you always have to poach the good people or develop them from your own ranks in the medium and long term." In addition, the industry is currently dealing with "a digital revolution." Developments are increasingly moving online. Finding specialists who not only have a solid education in traditional media, but who also have a high level of expertise in search engine marketing, are Google-certified, play a role in community management in the area of social media, can create concepts and not only book displays, and are also strategically active, "you can look for them like a needle in a haystack," says Strobl. In the meantime, however, his team is largely complete again and set up in such a way "that we can score at the very top.

OMD Switzerland is at the top of the Swiss media agencies in the current RECMA ranking 2011 "by Agency Brand" with 440 million euros gross billings, 23.1 percent market share and over 90 employees. "Since the beginning of these surveys, OMD Switzerland has shown steady organic growth, generally far above the market average," Manfred Strobl and Gerda Schröck, his responsible for New Business & Marketing, can be pleased.

Internationally, Omnicom is ranked second behind Starcom MediaVest in the RECMA "by Global Networks" ranking. With a total of eight awards, once gold, twice silver and five times bronze, OMD was the most awarded media agency network in the "Media Lions" category in Cannes this year. In the prestigious "Gunn Report for Media", OMD has been voted the most creative media network every time from 2004 to the most recent assessment. M&M Magazine named OMD "Best Digitally Integrated Network" in 2010.

And what are Manfred Strobl's goals? "In the future, we want to be a communications consulting agency and no longer just a media agency," he says, explaining his ambitious plans. OMD Switzerland also wants to provide its customers with even more holistic support than before. "We plan campaigns, arrange media buying, negotiate on behalf of our clients, but we'd also like to advise on what else the client can do to market their products." The offer ranges from measures to increase awareness and involvement for brands to media activities around the point of sales and aftersales strategies, but also comprehensive market research and interfaces to customers' own IT solutions. Another goal is that the new CEO at OMD wants to make the transitions between creative agency and media agency more fluid. "When we get advertising materials for online display, we often see that these banners are not yet as click-affine as they could be." OMD certainly doesn't want to compete with the creative agencies, but is happy to help in the final design of the banners so that performance is more optimal.

"In the true sense of the word, it has to click more often with the user." In order to become "even more intelligent" in the online sector, Strobl wants to further improve the qualitative planning performance there, allow little overlap and strive for perfect positioning of the advertising media. In OMD's international network, a lot of research and development has already been done in the area of tracking. With these success measurements in digital, "we can usually show what advertising can really do." OMD's media specialists can also offer clients sales modeling. In this multivariate analysis method, several factors can be shown in their impact context: What do individual media achieve in the marketing mix? When and where are costly TV campaigns worthwhile? What has what effect?

Around all these offerings, the ultimate goal is to improve data management - from reporting to post control. "We like to justify our work in terms of return on investment. "

With all these services, it is very important to Manfred Strobl that his agency is "at the table as early as possible" for creative media planning. If the creative team has already created everything, the task of questioning that if necessary is very difficult. "Nobody usually wants to throw away an expensive spot just because the format no longer fits the media concept." So instead of just planners, Strobl wants to be able to bring creative minds into the processes. People who think laterally and have also questioned things. "The battle for ratings is a battle for ideas based on intelligent data," is a philosophy at OMD in Zurich.

Manfred Strobl has been able to prove that he himself is a lateral thinker and fighter several times in his career in a wide variety of industries and situations.

Manfred Strobl spent the first 30 years of his life "very down to earth" in Munich. He studied business administration and took his first professional steps as a market researcher at Roland Berger. After four years, he wanted to get to know this discipline from a different angle and moved to Philip Morris. "At the time, that was the top address for marketing in Germany." At this hotspot, Strobl was able to gain valuable experience with qualitative and, above all, quantitative research around all sales channels, customer behavior and tracked advertising. For the group, he was able to organize various workshops and international meetings, also for the management. As a co-author, he also incorporated his findings from this time into a non-fiction book. In 1993, the time was ripe for a move away from Munich. Together with Detlev Braun, then head of marketing at Marlboro, Strobl moved to Wiesbaden. The Lancaster Group offered the opportunity to turn the company, which had previously been run by the owner in a "fairly patriarchal" manner, into a major branded goods company. The company traded in selective cosmetics from Davidoff, Jil Sander and Joop, for example.

Together with Braun, Strobl introduced professional marketing for these designer brands for the first time. In addition to the market research required for this, he also set up the media department there and organized promotions, from decorations to events. This work also caught the attention of the Milchstrasse publishing group. Strobl was poached to Hamburg, where he took care of marketing titles such as TV Spielfilm, Fit for Fun, Amica and the real estate magazine Bellevue. "A dynamic time in a very interesting publishing house," Strobl recalls. In 1998, he also set up the publishing office in Frankfurt for Milchstrasse, but later "fell out a bit" with the managing director. Today, he says, everything is fine again. But the dispute wasn't so bad back then.

Manfred Strobl suddenly had some free time ahead of him and, thanks to the successes of recent years, for the first time also the means to realize his old dream of studying abroad. In Holland, he earned his Master of Business Administration and Business Informatics at the Rotterdam School of Management. Strobl's grades placed him second among 120 students from 40 nations. This honor earned him a semester abroad in Texas at the University of Austin and an internship at the pharmaceutical company Eli Lilly and Company in Indianapolis.

After completing his post-graduate studies, Strobl founded an Internet start-up in Paris together with an international group of like-minded people. They developed the idea of "trading of digital assets" in a loft. How could digital products such as music or art be sold over the Internet? But the founders were "partly too late and partly too early. The dotcom bubble had already overheated. Strobl had correctly assessed the impending flop in good time and left for overseas again after a few months.

Back in Austin, he was able to join Dell Computer Corporation as a project manager for a year. There he had the chance to develop Internet products with a team and created one of the first digital audio receivers for the home. But he also sold "beyond-the-box solutions" or "custom computers" on the phone in the run-up to Christmas. It was amusing to see how many Americans believed that they were listening to a joke call from Arnold Schwarzenegger on the phone to the salesman from Bavaria ...

The next door opened at Lilly. At the pharmaceutical company in Indianapolis, where he had already completed his internship, a new drug had reached market maturity. Strobl first accompanied the development in the USA and was later responsible for the complete brand launch in Germany in a collaboration between Lilly and Boehringer. This commitment lasted five years until 2005, when Manfred Strobl came to the conclusion: "That can't be it!" He wanted to be more "on the front lines with the customers" again. He also felt held back by the rigid structures of the globally active company. "The whole thing was great, but already very political."

The redemption was an offer as Executive Managing Director at Optimedia. Manfred Strobl headed the agency in Frankfurt for five years. With over 40 employees, he managed the budgets of major clients such as Nestlé, HP and Richemont. It was a bit of "wanderlust" that made Strobl look for a new challenge in 2010. However, this should not be further than a maximum of two hours by plane from Munich. "My relatives are slowly getting to an age where I would also like to visit them spontaneously without much trouble." Manfred Strobl finally landed in Zurich. He has been working here as the new CEO of OMD Switzerland since July 2010. To keep fit for his job, Manfred Strobl has been going jogging and to Kieser at least twice a week for over ten years, and often enjoys an early morning swim in Lake Zurich or an indoor pool in winter. Some of his weekends are a bit un-Swiss: he often travels to Munich, Vienna or Rome - for the sake of family and love. Andreas Panzeri

In an elaborate video production, Goldbach Interactive filmed the band Loco Slickers individually in front of a green screen and trimmed them to rich media formats in postproduction. The special feature: If the user clicks the Banner on, the singer of the Loco Slickers jumps out of the advertising material and continues performing on the website.

Goldbach Interactive was responsible for concept, design, text and programming, Goldbach Audience for media planning. The media planning focuses on websites that young people between 16 and 25 use frequently, such as Tilllate.ch, Ron Orp, Out Now, Partyguide, Usgang.ch.

Goldbach Interactive realized the videos with the production company Imaculix.

Vigier is one of the leading suppliers of cement, sand, gravel and concrete products. Robert Vigier founded Switzerland's first cement plant almost 140 years ago. Today, his name refers to a group of five divisions with over 1000 employees. Vigier includes Vigier Ciment, Vigier Beton, Vigier Rail, Creabeton and Altola. The decentralized company structure was transformed into a holding company. Following a pitch presentation, the Biel-based agency Erdmannpeisker was therefore commissioned to develop a uniform image for all companies in the Vigier Group. The team led by Creative Director Gabriel Peisker then developed a special key visual that communicates Vigier's customer friendliness in a spectacular way: a handshake between two giant concrete hands, each held by a crane. The agency team also created a separate USP for each Vigier sub-brand - and its own striking visual.

In addition to the resulting holistic image campaign, a new website, brochures, a trade fair concept and business stationery were also developed. pan