The challenge
On August 27, individual cyclists and teams of three to six people will ride their bikes from Airolo along the old Tremola pass road to the Gotthard Pass as often as possible between 7 am and 7 pm. If you run out of breath, you can stop, take a breather or even push your bike a little - because this race is not about winning, but about taking part. Private individual cyclists pay an entry fee of 2,500 francs, private teams 5,000 francs. If you can't raise the entry fee yourself, you can be sponsored by friends, family, neighbors, your club, your employer or the Beck around the corner. For riders sponsored by companies, the entry fee for individuals is 5,000 francs and 10,000 francs for teams. These amounts will be donated without deductions to selected Swiss cancer projects and cancer research.

By the way: numerous celebrities will also be in the saddle for the race, including four Olympic gold medal winners. You should definitely be there too.

Excuses do not count
Don't have a bike or don't want to cycle? That's no excuse not to take part: you can also take part in the guided hike "On the road against cancer". The hike starts on August 27 at 10.30 a.m. and leads from Airolo along the old mule track to the Gotthard Pass. The path crosses the Tremola several times, so that hikers and cyclists meet again and again. Hikers do not pay an entry fee, but voluntary donations for the Cancer League are very welcome.

Register now and win
So, register now at www.raceagainstcancer.ch. The first three people to register themselves or their team under the keyword "Werbewoche" will receive a free annual subscription to Werbewoche plus four copies of the Media Trend Journal as a reward. Further information on the "Race against Cancer": http://bit.ly/mFVGkv (afh)
 

A new efficiency measurement tool for CP media was also presented. Together with TNS Emnid Medienforschung, the Forum Corporate Publishing FCP has developed an instrument that determines the use and communicative impact of CP media: The Content Performance Indicator CPI.

"Editorial content is the central strength of corporate publishing as an instrument of corporate communication," emphasized Dr. Andreas Siefke, Chairman of the Forum Corporate Publishing (FCP) at the ninth BCP Congress in Hamburg. Regardless of the medium, content is the nucleus for marketing, branding and commerce. According to Siefke, the tasks of corporate publishing are becoming increasingly complex: content must be controlled by media and the technical requirements must also be mastered. "Corporate publishers are therefore becoming cross-media planners who fill all channels, whether print, mobile or online, with life in line with the communication strategy," Siefke continues. Corporate publishing therefore stands for cross-media, consulting and, above all, content, because only content matters.

Winners of the BCP Awards
Following the congress, the n BCP Awards were presented in front of 600 guests under the patronage of Federal Minister of Economics Rösler. From over 630 publications submitted for the BCP 2011, 32 gold award winners were selected. The BCP jury was impressed by the many new ideas and the innovative potential of the media submitted. More than ten percent of all submissions were digital CP media such as e-magazines, videos or applications. The cross-media linking of the media plays a central role here.

In addition to the awards in the main categories of business-to-business and business-to-consumer, awards were also presented for employee media and annual reports, for example. Steinbeis Papier, the main sponsor of the BCP, also presented the special award for Green Publishing. Laserline also donated the special prize for "Print & Innovation". The communication service provider Lingua Kraft Language Services in cooperation with Transatlantic Translations awarded the special prize for "International Communication" to international communication concepts. For the second time
Corbis honors the best photo on a corporate publishing medium with the "Cover of the Year" image award.

At this year's award ceremony, three more publications were honored with induction into the Hall of Fame, the third time they have won the Gold Award. In future, they will be permanently listed under Bcp-award.com as an example of continuous quality in corporate publishing.

Photos of the congress and the award ceremony are available here.
 

At the press conference on Wednesday evening, Mark Zuckerberg made it clear that Facebook's main concern over the past five years had been to get as many users as possible, and that now it would be more about what to do with such a mass of people. Now the "launching season", the innovation season, begins, Zuckerberg said according to Spiegel. de.

The first "innovation" is now the already expected Skype integration. This is less of an innovation than simply closing a gap, and the answer to Google's Plus service. The Internet giant had launched its Facebook competitor Google+ a week ago, which also offers video telephony.
 

This was stated by the son of media mogul Rupert Murdoch, James Murdoch, on Thursday. The paper is said to have intercepted the phone calls not only of celebrities, but also of relatives of killed British soldiers, among others. It was recently revealed that journalists from the newspaper are also alleged to have tapped victims of the 2005 London terror attacks. Journalists from the newspaper are also alleged to have cracked the cell phone of a missing girl in 2002 in order to listen to her voicemail.

British Prime Minister David Cameron called for an investigation after the allegations came to light. In 2007, a journalist and a private investigator at the newspaper were already convicted of tapping the phones of celebrities and members of the royal family.

Ford has the ideal vehicle models for families who like to be on the road. Wunderman developed the free iPhone app "Ford Family Fun" with this target group in mind, which solves the problems of many parents: What should they do with their children in their free time? How can they offer the little ones a varied program? The app conjures up an exciting suggestion for families that is precisely tailored to their needs. Thanks to sophisticated criteria, everyone can find what they are looking for. More than 1500 excursion tips are waiting to be discovered by families and other adventurous people. With Ford Family Fun, you can spontaneously find attractive options for stopovers. Quick search buttons can be used to display all excursion options in the vicinity, selected destinations that can be reached within an hour's drive, or your own favorites. Ford Family Fun was advertised using online banners and teasers in print advertisements throughout Switzerland. pan

In 1955, Sepp Herberger, the head of the German national (men's) football team, thought that women and football were a no-go. That year, the German Football Association banned its affiliated clubs from setting up women's sections and providing sports facilities for women. The reason: "In the battle for the ball, female grace disappears, body and soul inevitably suffer damage and the display of the body violates propriety and decency." I see. And yet British women had already started playing football 92 years earlier. On March 23, 1895, more than 10,000 spectators watched the first match of the first British women's football team "British Ladies". The players wore hats and skirts over knickerbockers. Quite distinctive, actually.

The women's footballers are no longer on the sidelines. The Swiss women's national football team was founded in 1972, and there has been a Women's World Cup since 1991. The ladies have also emancipated themselves and enjoy watching their female counterparts kick the ball around. Whereas just a few years ago (weeks) ago they were ridiculed or declared to be fighting lances, it is now suddenly considered good form to watch women's football.

Quota kick by senior citizens

However, it is neither the footballers nor their spectators who are causing any surprises in connection with the Women's World Cup. Sooner or later, women have always gotten what they wanted, no matter how much resistance men put up: wear pants, smoke, cut their hair short, go to work, drink beer, don't have children. And also play football.

This time, the men of creation are astonishing: an analysis by Media Control shows that more than half of those watching the Women's World Cup are men. For the match between the German women and the Canadians, the figure was 8.2 million. Men. Older men aged 65 and over were particularly taken with the female footballers: the market share in this viewer group was over 79%. Wow! Have the old-timers misplaced their TV glasses and not even noticed that it's people with two X chromosomes who are playing here? Are they sitting in front of the box thinking: "Oh, that could be my Erika!"? Or do they appreciate watching a football match without the players spitting on the pitch? It's probably the fascination with the strange that comes through here. A bit like 1895: "Ladies playing football? I have to see that!" After all, women also watch when the television shows a report about men shopping.

Young kicks well

However, younger men are also succumbing to the magic of female footballers, although by virtue of their later birth they should already be used to a lot from the ladies' world. According to well-informed sources, there are even guys who post the results of the Women's World Cup in the coffee kitchens of large companies full of engineers. And not secretly before starting work, but during the coffee rush hour, signed with their name. To be honest, men like that give me the creeps.

Perhaps the appeal of the Women's World Cup comes from the players' outfits. True to the motto: "If you look sharp, you shoot sharper." Nike is currently using this slogan not only to promote its sportswear, but also the female footballers. As the campaign's testimonial, German international footballer Fatmire Bajramaj looks into the camera, grim-faced and with red-painted claws. Grrrrrrrrrrrrrrrrrrrrrrrrrrr. The beauty becomes a beast. Men love that, of course.

Ballaballa? No, because women's soccer works. Firstly, from a footballing point of view: because the ladies don't kick so badly. Although the female kick on the ball is less booming than the men's, female footballers still win more games. Maybe the Swiss national team could take a look ... ouch, I didn't say anything. Secondly, in terms of advertising: the sponsors of the Women's World Cup can be happy. Because 40 percent of World Cup viewers remember the supporters of the footballers. An impressive rate.

My thesis: The magic of the ball eleven(s) simply has to do with the fact that men like to see women in action - preferably from the sofa with a beer in their hand: cleaning, cooking or playing football.

The six people are: Beat Schlatter, Karina Berger, Ruedi Widmer, Maja Brunner, Noëmi Nadelmann and Kurt Aeschbacher. They filled out an unconventional questionnaire for the agency.

Responsible at the ZVV: Beatrice Henes, Thomas Kellenberger, Ursula Hess (Information/Communication). Responsible at Gremlich Fatzer Partner: Fabiola Rogers (concept/consulting), Michael Bader (concept/AD).
 

How does corporate responsibility influence communication and what opportunities does this present? What impact do iPad, social media and co. have on the CP world? How can the efficiency of CP media be measured? Europe's largest CP congress, which took place in Hamburg on July 6, sought to answer these questions. A competition is associated with the industry get-together. The BCP (Best of Corporate Publishing) is regarded as the showcase for innovations in the corporate publishing market. The award has been jointly organized by the leading industry magazines Acquisa, Horizont, w&v and Werbewoche since 2003. "The quality of submissions is increasing. Innovations and cross-media ideas are on the rise," said the jury. 28 categories were evaluated. Entries in the digital categories increased by more than 10 percent. This involves e-magazines, videos and apps. "There are hardly any corporate media presences that rely exclusively on a print magazine anymore. References and content links to microsites, Facebook pages, blogs and apps are already standard," says Michael Höflich, Managing Director of Forum Corporate Publishing. There was also growth in the Best Cross Media Solution category. The annual reports received 23 percent more submissions than in 2010. In addition to the BCP trophies, four special prizes were awarded. The results are currently available at www.bcp-award.com. As a member of the jury, Werbewoche can already present the Swiss winners here. In 2011, the competition jury was made up of around 105 experts from journalism, art direction, marketing and corporate communications, divided into jury groups.

> To the Swiss works (PDF)
 

From a purely legal point of view, employment contracts can be terminated quickly and easily. Swiss employment contract law is based on the principle of freedom of termination. With a few exceptions (blocking periods in the event of incapacity for work, military service, maternity), contracts can be terminated at any time - even without a valid reason. The law does not prescribe a specific form. Notice can be given verbally, in writing or by text message. However, it does not speak for your corporate culture if you give your employees notice with a few words just before the end of the working day or - even worse - simply send them a pink slip home without warning. It is in your own interest to handle separation processes fairly and decently. In most cases, this can prevent further problems, such as months of sick leave for the dismissed person, disputes and perhaps even lawsuits. Also bear in mind that employees who believe they have been wronged will talk badly about your company and possibly reveal internal information. Employees are also increasingly making comments about their (former) employers on internet forums and blogs. This (positive or negative) publicity should not be underestimated. Treat employees who have to leave with respect. They should be able to maintain their dignity during the separation phase. Please note the following tips:

- It is advisable to hold two termination interviews: a first one to discuss the facts and a second one to discuss detailed issues. This gives the terminated employee time to digest the shock and think about unanswered questions.

- Don't give notice on a Friday evening or before the vacations, and certainly not just before Christmas. Allow enough time for the interview.

- Get to the point without digressions and small talk. Don't raise false hopes.

- Give reasons for the termination - ideally with reference to previous discussions. The termination meeting is not the time for a general reckoning or for petty hacking at weaknesses and mistakes.

- Give the employee time to react. Show understanding without becoming defensive.

- If the employee is not at fault, you should consider ways of accommodating him or her (extension of the notice period, career counseling, leave of absence, severance pay, early retirement).

- Do not pressure him to sign any resignation agreement. Give them time to think about it. If the employee is to be given the opportunity to resign themselves, they must also be able to consider this at their leisure.

- Arrange a follow-up meeting. Make a note of any unanswered questions.

- Determine how the departure is to be communicated internally and externally.

Important: Terminations usually have a history. If there are signs of major conflicts with an employee, you should seek a discussion at an early stage. Important points of criticism, warnings, objectives, etc. should be recorded in writing. If you can document problems with an employee in black and white, including attempts to resolve them, you will have no trouble justifying your decision to part company objectively. You will also be in a better position in the event of a legal dispute with the employee over the reference or alleged misconduct.

The brand world remains "characterized by patriotism". The tendency observed last year among Swiss consumers to prefer domestic products over foreign ones continues. According to the Y&R Group's annual Brand Asset Valuator study, 15 of the 20 strongest brands are domestic. Migros is represented three times in this top group - with M-Budget and M-Cumulus in addition to the umbrella brand. Coop, although now the largest retailer in Switzerland, did not make it into the top 20. Nespresso is newly missing from the charts. This could be a consequence of the capsule war. Sugus and Sinalco have also "disappeared" from the consciousness of the Swiss, despite the current advertising offensive. Rivella, on the other hand, is stubbornly holding its own in the list. As Urs Krucker, marketing expert at Y&R, notes, innovative communication on the Internet is playing an increasingly important role for brands. However, Facebook as a brand has not yet made it into the top list. It is still dominated by food brands. Of these, 12 are among the strongest. The values are collected by Y&R from 1100 different brands. pan

WW: How well have you slept in the last few days?
Peter Felser: Very good, but not for very long. The days were intense, the nights short. Our change of management has been carefully prepared. We have known all the key people for years and have worked together successfully. We have been associated with Leo Burnett for almost 10 years, and Andy Stäheli and Peter Brönnimann have made a significant contribution to the agency's success together with us. The new management team has been highly committed to the agency for years and is well established. There is no reason to sleep uneasily.

Martin Spillmann: We have a challenging time behind us, in which, in addition to our day-to-day work, we also pushed ahead with the targeted development of our successors. And we did this without the environment taking any notice. We can sleep well insofar as the history of Spillmann Felser Leo Burnett is a beautiful one. Together with our partners and employees, we have built up one of the largest and creatively most successful agencies in Switzerland within nine years and can now hand it over to our successors. Successors who will certainly lead the agency into a new era of success according to the motto that has contributed to its success: "Making great advertising for clients who want it and having fun together".

To what extent did personal motivations play a role in the sale?
Martin Spillmann: After more than 25 years, now is the ideal time for me to step back a little and take a step back from agency life. Perhaps just to free myself from the routine that often prevents me from seeing things from a completely new perspective. Perhaps the distance will make the desire to create even stronger than it always has been.

Peter Felser: Of course, the personal phase of life also plays a role. The operational business is already intensive. As CEO, it's hardly possible to "scale back a little". The job requires 100 percent commitment. However, the joy of communication is unbroken. We are in one of the most fascinating industries of all. Brand management is and remains my passion. Nothing has changed in that respect. I will remain connected to the agency and the industry. But I'm really looking forward to being able to set my own personal agenda more and less hectic.

Where did the initial impetus for such a change come from?
Peter FelserWe evaluated the suitable international partner very seriously before founding Spillmann Felser Leo Burnett. The decisive factor was our shared ambitions with regard to the creative product. At the time, it was already an option for Leo Burnett to become more involved once the local agency had been set up and established.

Martin Spillmann: Exit and successful succession planning have been an important issue for us since the agency was founded. This was to protect ourselves from the possibility that one day, in our old age, our employees would suggest that we finally make way for a younger crew and we would realize that we had missed the boat.

What could the "new interpretation of the role of board members" that you have communicated mean in concrete terms?
Peter Felser: We will ensure continuity in the quality and direction of the agency and help shape the agency's attitude and culture. However, our withdrawal from day-to-day operations will also give us enough time to focus more intensively on some strategic and conceptual brand projects for individual client mandates in the future.
Martin Spillmann: Detached from day-to-day business, it's easier to deal with innovations and bring them into the company.

Are you not afraid that the clients you no longer look after personally will lose touch with the agency's previous aura?
Peter Felser: No. The "new generation" has stood somewhat in our shadow in the past, but has already made a significant contribution to our success. Andy Stäheli and Peter Brönnimann are ideally equipped for this task and enjoy a high level of acceptance among both employees and customers. Three founding partners, Peter Brönnimann, Rolf Zimmermann and Michael Waeber, are on the management board. They know and live the SFLB philosophy. In addition, the management team is completed with Michael Gassler as the second Managing Director. This team is at the perfect age to lead an agency. We are convinced that this generational change will have a positive impact on the practical work and that the agency will continue to shape the market with efficient and creative campaigns in the future.

Martin Spillmann: The agency has often been described by outsiders as a close-knit community. They are right in the sense that everyone at SFLB has been pulling in the same direction from the very beginning and pursuing the same goals - making good advertising and having fun at the same time. The latter shouldn't actually be that difficult, because good advertising should also be fun. Not only for the creators, but also for the consumers. I am sure that this agency goal will continue to be pursued by the new management and implemented by all the committed employees.

Has there been any time at all in the last two years for operational intervention in day-to-day business - in addition to managing a 75-strong company with gross operating income of 18.9 million francs?
Martin Spillmann: We were both also operationally active at all times. To a large extent, operations cannot be separated from strategy. Creative people, including my partner Peter Felser, are constantly looking for ideas that lead to solutions. This process starts with the initial discussions with clients about the future of their brand and continues right through to the final advertising implementation.

Peter Felser: Fortunately, you get faster with experience. I enjoyed doing both. I never lost my passion for dealing with the content of the brand and the core messages. A good strategic foundation also helps the agency's efficiency. A focused strategic platform also increases internal efficiency and makes it easier to manage the agency.

How does Leo Burnett's increased involvement benefit a Swiss agency?
Peter Felser: Leo Burnett expects SFLB to make a significant contribution to the creative output of the agency as a whole. It is important for a global agency to have so-called "centers of excellence" in all key regions. Zurich is such a center of excellence for Leo Burnett. This is a huge opportunity for us in Zurich. We also benefit from the global Humankind philosophy. Behind Humankind is a whole package of valuable tools for developing effective campaigns. The exchange of experience with top international creatives and top strategists is very enriching. The exchange takes place not only with selected international clients, but also at the level of new media, further education and creativity in general.

Martin Spillmann: Leo Burnett is strongly committed to the creative product. Four times a year, all significant campaigns created in the individual branches are analyzed and evaluated. The 7+ rating system is considered to be one of the best in the industry and was created years ago by Michael Conrad, the global CD at the time.

What will you do with the resources you have freed up in the future?
Martin Spillmann: In my life, I have never been in a situation where I got bored. Thanks to my innate curiosity, I'm more afraid of getting involved in too many new projects too quickly. What I'm looking forward to with the time I've gained is finally reading the many books I've started or are still in their original packaging and watching the many unseen movies. But I'm also particularly looking forward to implementing one or two projects with my wife Rita that we've been planning for the last few years but have put on the back burner.

Peter Felser: The intensity of the last 10 years has made it impossible to make precise plans. One thing is clear: time and quality are to be given greater priority again in future, and the volume is to be reduced. The work as a member of the Board of Directors, the management of individual SFLB client mandates, the chairmanship of bsw leading swiss agencies, a few engagements as a guest lecturer at universities - that's quite a lot. The rest should not be planned, it should belong to my family and me.

Will you be keeping your own office on Aemtlerstrasse?
Peter Felser: Both. We will leave our offices to our successors, so we will make our withdrawal physically visible. However, we will be moving into another, smaller office in the agency.

Martin Spillmann: In future, we will share an office, something we have never done before, but which will certainly help us to work together efficiently.

Interview: Andreas Panzeri

> Spillmann/Felser/Leo Burnett: Generation change in management

The previous founder, co-owner and CEO of Prime, Markus Stadler, is leaving the agency at the same time. He will be taking on new challenges in the field of corporate and brand communication. The separation is by mutual agreement, the agency said in a statement. Claudio Rotter has worked in various communications agencies, most recently as founder and managing director of the agency Paroli from 2004 to 2010.