In her lawsuit, Chen Xiaomei argued that the cinema and film distributor had wasted her time and restricted her right to freedom of choice. She wants the admission price of four euros (35 yuan) back as well as compensation of the same amount. She is also demanding a further yuan for the emotional damage she believes she has suffered, according to an APA press release. Chen Xiaomei has also demanded a written apology. Her lawyer, on the other hand, is demanding that viewers be informed of the length of the advertisement before the film is shown. In future, the cinema should indicate the length of the advertisement on its website, in the entrance hall or via a customer telephone hotline. In addition, film distributors should limit advertising to a maximum of five minutes.
Our right to freedom of choice is also debatable. If you walk through the streets of Zurich, you can hardly speak of voluntary advertising consumption, but rather of an invasion of privacy. But what about the insight into our consumer behavior that we voluntarily grant to various agencies for just a few discount brands?

To make it possible to compare trends in total reach, the MTJ is publishing the Total Reach Index for the first time in this issue. The starting point is the total reach of all comparable titles (see the «Basic Information» box) in MACH Basic 2004. The values for the individual title groups and segments this year correspond to an index of 100. This makes the trends comparable.
It should be noted, however, that the trend in the total number of contacts does not tell the whole story. This is because it overlooks the fact that the population has grown significantly in recent years. This is, of course, primarily due to increased immigration. However, this expansion of the potential audience—which is attractive to the media in and of itself—has its pitfalls. To be included in the MACH population, newcomers must first be proficient in the language of the survey area. If this is the case (as is the case, for example, with Germans in German-speaking Switzerland), it remains unclear to what extent these new residents actually want to get their information from local media. It would certainly be interesting to also determine the origin of the assimilated population in the survey. This would help determine to what extent newcomers use the local press. Perhaps this is something that could be incorporated into the new MACH 3—for example, by asking in which country respondents completed their schooling.
6.8 percent more people
In any case, the MACH population has increased by 6.8 percent nationwide since 2004. At 6.1 percent, the German-speaking region lies below the average, while the French-speaking (+8.6%) and Italian-speaking (+8.9%) regions are above it. To even maintain its reach, a publication in German-speaking Switzerland would have had to increase its reach by 6.1 percent since 2004. To illustrate with an example: The NZZ am Sonntag has increased its reach by 13.7 percent since 2004. It has thus grown at an above-average rate. Conversely, Migros Magazin has increased its reach by 4.3 percent, representing below-average growth. Its French-language edition, on the other hand, currently has 6.5 percent less reach than it did in 2004. However, it now has 8,000 more contacts than it did back then.
Despite these reservations, the Total Contacts Index paints a clear picture of trends in the reader market, particularly in the area of publication groups and segments. For example, the chart «Contact Volume Index by Publication Group» very clearly shows the now-subsiding boom in free daily newspapers. It is also evident that the Sunday press is the only other group among the winners. And both groups owe this positive trend almost exclusively to newly launched publications. The three other title groups, by contrast, have experienced a negative trend, caused not least by title discontinuations. For about two years now, however, the index has been stable again at a lower level (just below 90).
Free Means More Reach
The chart «Trends in Free Distribution» illustrates the rapid growth in the daily press. The result is a share of free distribution that is nearly three times higher than in 2004. Here, too, the most noticeable dips in the curve are influenced by new launches and discontinuations. However, the specialty press continues to account for the highest share of free contacts. This group also includes the free publications of the two major distributors, Migros and Coop, which account for one-third of all contacts in the specialty press. In 2004, this figure was only 28 percent. This also explains part of the increase in the free-of-charge share of the specialized press, which rose from 43.5 to 46.2 percent. The free-of-charge share of the general-interest press has remained absolutely stable since 2007-1 at just over 29 percent. In the case of the Sunday press, the slight decline is solely attributable to the increased total population resulting from the new Sunday newspapers in German-speaking Switzerland.
In any case, it’s clear that the publications with the highest reach are distributed for free. To surpass them, you need combinations of paid publications. As the two «Reach Hunters» charts show, in French-speaking Switzerland, two combinations of paid titles manage to edge out the two cooperative titles, which lead the field by a wide margin in German-speaking Switzerland. The only paid single title in this category is Le Matin Dimanche in French-speaking Switzerland. It also clearly leads the list of the largest single titles shown in the «Top Paid Titles» chart. It is followed by two other titles from French-speaking Switzerland. This group also includes the two major titles from Konsumenteninfo and Beobachter. What they have in common is that they offer lifestyle advice (and thus, at times, cost savings) to their audience and, with their affordable subscriptions, find it easier to win over readers’ wallets.
Ueli Custer
> View the charts (PDF)
Key Points at a Glance
Changes in General
– The total number of contacts for all analyzed titles decreased by 1.5 percent compared to the previous year and by 0.5 percent compared to the spring.
– Compared to 2004, the total number of contacts decreased by 6.6 percent, but the population increased by 6.8 percent.
– Paid contacts decreased by 1.1 percent compared to the previous year, while free contacts increased by 2.4 percent.
– Compared to 2010-1 and/or 2009-2, there are once again more securities with significant losses than with gains.
Daily and Sunday newspapers
– Compared to the previous year, daily newspapers sold have lost only 1.9 percent of their readership, while those distributed for free have lost 19.4 percent.
– Compared to 2010-1, two titles saw a significant decline; compared to 2009-2, seven did.
– The share of free contacts in the daily press has fallen from 35.7 to 31.4 percent compared to 2009-2. It now stands at 30.0 percent in French-speaking Switzerland and 33.4 percent in German-speaking Switzerland.
– The biggest (and only) winner compared to 2010-1 and 2009-2 is *Blick am Abend*, which, with a reach of 11.4 percent in German-speaking Switzerland, now ranks third overall and even second in the 14-to-34-year-old target group.
– The new leader in the advertising market is the “power trio” of all three Blick titles, with a net reach of 35.1 percent.
– 20 minutes is a significant decrease—both compared to 2010-1 and to 2009-2.
– 20 Minutes has also seen a significant decline compared to 2010-1 and 2009-2. The paper did not benefit from the discontinuation of *Le Matin Bleu* and has once again fallen behind *Le Matin Dimanche*.
– For the first time, the orange Matin hasn't lost any range.
– Since 2004, paid daily newspapers in German-speaking Switzerland have lost 647,000 readers, while free newspapers have gained 1.5 million; In French-speaking Switzerland, 162,000 paid contacts were lost, while 335,000 free contacts were gained.
– Compared to 2004, half of the paid daily newspapers have seen a significant decline in circulation; only the free newspaper *20 Minuten* has seen an increase. Among Sunday newspapers, three have seen a decline, while one has seen an increase.
– Nationwide, Tamedia and Edipresse’s daily newspapers account for just over 44.5 percent of all readership; in German-speaking Switzerland, the figure is just under 40 percent, and in French-speaking Switzerland, 67.5 percent.
– The total number of contacts increased again on Sunday thanks to the inclusion of Central Switzerland in the Sunday report for the first time.
– The proportion of in-house publications has increased significantly in both the daily and Sunday press.
General Press
– Compared to 2009-2, the general-interest press lost 1.6 percent of its contacts.
– The total number of contacts across all title segments continues to decline, with the sharpest drop seen in the financial and business press.
– Nine stocks have fallen significantly compared to the previous year; only one has risen. Compared to 2010-1, four stocks have fallen significantly.
– Compared to 2004, the business press in German-speaking Switzerland is missing over half a million contacts due to discontinuations and methodological reasons. Excluding these factors, the result is balanced.
– Compared to 2004, 30 of the 41 titles have seen a significant decline; only one has increased.
– Edipresse’s various Puissance combinations can no longer be reported because the figures for Guide Loisirs (the successor to TV Guide) are no longer published.
Special press
– Compared to 2009-2, the trade press gained 156,000 contacts.
– Eleven titles saw a significant decline compared to 2009-2, while seven saw an increase.
– Compared to 2010-1, one title has gained significantly in value, while five have lost value.
– The «Food and Beverage» sector continues to grow.
– Compared to 2004, the group has lost more than 2.5 million contacts.
– Compared to 2004, 45 of 62 comparable stocks have declined significantly, while 12 have risen.
– All comparable titles published by Gesundheitspresse have seen a significant decline compared to 2004, though the trend has leveled off in the short term.
– With the exception of *Auto Illustrierte*, all automotive publications have seen a significant decline compared to 2004, though the trend has leveled off in the short term.
– Both Swiss German film titles are losing a significant amount of reach.

SVP National Councillor Adrian Amstutz submitted a motion in June of this year demanding that the entire amount be refunded to fee payers. The Federal Council has now requested that the motion be rejected. The annual reimbursement is far too expensive. Instead, the Federal Council wants to make the law more flexible so that between 3 and 5 percent of the fees can be distributed to private broadcasters in future. The Radio and TV Act (RTVA) stipulates that 4 percent of fee income must go to private broadcasters. However, up to now, OFCOM has never been able to distribute this amount of money, as a number of radio and TV stations do not achieve the legally required level of self-financing of 20 to 50 percent due to economic difficulties. As a result, the fees are being reduced.

On the Word Wide Web, the only constant is change. Nevertheless, Peter van der Touw (44) sees an opportunity to leave a lasting mark between zeros and ones. On Notch Interactive's banners are online branding, promotion and transaction. "We bring our client's brand into the online world and work out a concept of how they can act in this world, establish a dialogue with their customers and trigger transactions of money or data," van der Touw explains his services. Notch does not simply program a website and then leave its customers to their fate. The agency aims to capture the core of a brand and deploy precisely those online measures that position the brand one hundred percent. Van der Touw: "We know the online tools so well that we can help the client decide whether a measure makes sense or not. It's no good doing something just so you have it done, having a website or an app because everyone has one, being on Twitter or Facebook because everyone is on it. Every step has to make a discernible sense for the company and its target audience."
Van der Touw is not alone in his claim: Technical Director Tobias Fuhlroth, AD Marco Klein and COO Martin Pfeiffer are also part of the team. The four founding members know each other from their time at Maxomedia. Since the beginning of April, the quartet has already won a number of contracts, for example from the Auto Zürich new car show, from two companies in the Swiss Top 500, and from six SMEs. "The orders have come in much faster than we expected," says the company founder. "We were able to prevail in pitches against several established agencies." In short, the store is up and running. Van der Touw already employs the first new member of staff, and four more positions have been advertised. The online professional is also making concrete plans to expand to London in the next few years. because he wants to get closer to the European epicenter of the online market.
Where ideas are, notches remain
Peter A. van der Touw was born in Zurich in 1966 and grew up in Wädenswil on Lake Zurich. After a commercial apprenticeship, he worked for seven years in revenue management at Swissair. This job near the tarmac brings him very close to his childhood dream of becoming a flight usher. "The atmosphere at Swissair was unique," van der Touw enthuses. "All the employees were insanely proud to work at Swissair; we were like a family." In the mid-1990s, van der Touw's interest in the Internet awakened, and he trained to become a Web publisher. "I never intended to do any programming myself," he says. "But I wanted to understand the programmers and the Web publishers." Van der Touw then rounds out his profile with a postgraduate degree in e-business.
Van der Touw took his first steps in advertising in 2,000 at Targetgroup, a small dialog agency in Zurich. He is responsible in particular for dialog projects that run offline and online - the topic has been with him ever since. "Back then, online was still treated very stepmotherly in Switzerland," van der Touw recounts. "I often had to explain to my clients that the Internet basically had nothing to do with the dotcom bubble."
Van der Touw came into contact with classic advertising when Targetgroup was bought by McCann Erickson. He quickly succeeded and was appointed to the management of the agency, which was later renamed McCann Relationship Marketing Partners. At the time, McCann was working for major international clients such as Microsoft, Nestlé, General Motors and UPS. In many projects, McCann is responsible for the classic part, while van der Touw and his 15 employees from the former Targetgroup are responsible for online and dialog marketing.
"Working with such big clients was a great experience," says van der Touw. "But after five years, I felt I needed to do something different." He joins Euro RSCG, following in the footsteps of his work colleague Frank Bodin, then CD of McCann Geneva, who joins Euro RSCG as CEO and chairman of the board. Van der Touw takes over as head of the dialog unit at Euro RSCG and is responsible for SBB's regular customer marketing. "It was a super project," he recalls. "We had almost three million addressees - just under half the Swiss population - and quite a few different offers in four languages. And the whole thing in a highly political environment. SBB's regular customer marketing is so complex that I maintain that anyone who wants to understand dialog marketing must have done this job once." Van der Touw is working closely with Maxomedia on the project, which is handling the online portion. "Maxomedia at the time had positioned itself as a cross-media agency and was a leader in the online space. And they were in the process of setting up a branch in Zurich in addition to the one in Bern. I wanted to be part of that." No sooner said than done. After a flying visit to the Zurich sports publishing house, van der Touw joined Maxomedia in 2008 as Head of Consulting and Member of the Executive Board.
Power for new
Before that, however, he gathers new strength on a nine-month trip around the world through northern Thailand, Cambodia, Vietnam, Australia, New Zealand, the Cook Islands, Tahiti, Bora Bora, Hawaii and Canada. With Bali, he also visits part of the country where his parents grew up: Van der Touw is of Dutch-Indonesian descent. "I could have traveled longer," he recalls. "On the other hand, I was starting to get antsy and had a lot of new ideas."
In April 2008, van der Touw starts at Maxomedia. There, he worked on various large projects, for example for Belimo, Gravhaven and Interhome. But after two years, the commute to Bern became too much for him. As luck would have it, some of his colleagues also left the agency, including the three he now works with. Before the final decision to found Notch was made at the beginning of the year, the four men questioned their motivation. Van der Touw: "We were 70 people at the time. I had very little to do with operations, and it was always important to me to be close to the project and to serve customers myself. I missed that. In order to meet our quality standards, Notch should not grow larger than a maximum of 20 people per location."
Van der Touw only wants the best for Notch: AD Marco Klein has won numerous design and advertising industry awards and has been a member of the Best of Swiss Web jury since 2008. COO Martin Pfeiffer has won various prizes in the Best of Swiss Web as well as the Grand Prix Romande de la Création, and Technical Director Tobias Fuhlroth has also been involved in work that has won awards in the Best of Swiss Web. They can hold a candle to van der Touw, who himself has won several prizes in industry competitions such as Best of Swiss Web, ADC Switzerland, DM-Preis and Swiss-Effie. That's close to van der Touw's heart. "It was a huge advantage to start with people I know how they work, what their strengths and weaknesses are and how they work together," he says. "Especially in the online business, it's extremely difficult to figure out what someone can really do. For the online and mobile world, there are no degrees to go by yet. We're looking for communications professionals with a lot of experience and a high standard of quality." To make that clear from the very first meters, the agency is called Notch. "Notch" means "notch" in English - so this agency is obviously working with a lot of persistence on the lasting impression. The fact that "notch up" can also be translated as "record success" should be a good omen.
Quality is the best recipe
The four at Notch are very different, but their common denominator is quality. "We look for ideas that make sense and are convincing," says van der Touw. "Besides, we don't consider an online project done when we've delivered something. Online projects are never finished. That requires a different strategy and more sustainability than classic advertising. For example, we measure whether everything really works and constantly look at what we could still improve. That's where further projects come from."
Van der Touw believes in the online medium. Nevertheless, in his opinion, not everyone needs to be involved in the Internet. "For some small businesses, a site with an address and opening hours is worthwhile at most. In many other cases, however, a website is inevitable or synonymous with an offline presence." For example, a perfumery chain in Switzerland has around 100 stores. In parallel, the company operates an online store. Sales from off- and online sales are almost balanced. In the store, people test products and get advice; that's where they have the brand experience. Afterwards, they order the goods on the Internet. "You have to decide on a case-by-case basis whether an online presence is relevant," says van der Touw. "Sometimes less is more, especially with small companies that don't have anyone who can take care of updates and maintaining data. People often forget that the story goes on. Care also needs to be taken with social media: Those who get involved need to know that social networks are 'out of control'. The community determines how a brand comes across. 53 percent of the content and information about a brand does not come from the company itself. Notch explains to its customers what it means to enter this world."
Hurry up
For the agency owner and his comrades-in-arms, passion for their work means, among other things, fighting for something when they are convinced it is right. "If a client doesn't want to be advised, we'd rather give the job away," says van der Touw. At the same time, the expert knows very well that there are many roads to Rome and that there are always several solutions to an issue. "We try to find out from discussions with the customer what his communication concerns are. And then we transfer that to the online world."
A convincing solution, however, takes time: "Good ideas are the result of a process. If you want to achieve quality, you have to go through the entire process. Unfortunately, it's part of the zeitgeist that everything always has to happen immediately, preferably the day before yesterday." Nevertheless, Notch takes a lot of time for the concept of a project. After all, there's a lot to sort out: "Quickly programming an iPhone app for a company's ongoing billboard campaign can make sense. But an app can also have a completely different meaning than the classic campaign," stresses van der Touw. "It depends on what the company wants to achieve. It is important to look together at what really benefits the customer and the users - preferably with the decision-makers. A look at what the competition is doing is also central, because the best idea is no use if it's already there. Finally, a decision should be made before the project starts as to whether the focus of the measures will be offline or online. After that, a company should determine which agency will take the lead for the project." For effective dialog marketing and accurate online applications, specialists are needed, van der Touw is convinced of that. "People who understand classic advertising don't necessarily yet grasp what's going on in online channels. How do people who don't even have a profile on Twitter or Facebook themselves want to see through how a medium works that is highly complex and constantly changing? That's like a vegetarian trying to judge which bratwurst is the best. I'm surprised that Auftrag-
donors don't stumble over this contradiction."
When it comes to taking a stand, van der Touw has little of a Swiss. Rather, his two Dutch grandfathers come through. "I was raised Dutch," says the Wädenswil native. "My parents taught me to stand up for my opinions." He also apparently learned to give sound reasons for his statements. Van der Touw's non-conformism is matched by his musical tastes: as a teenager, he played drums in a punk band that made it as far as being the opening act for "Die Ärzte" at a concert in the Rote Fabrik in the 1980s.
Van der Touw is someone who likes to take life into his own hands. Especially the future. He has already achieved a lot. But Van der Touw is still a long way from reaching his goal. "I want to open a cultural center for young people one day," he reveals one of his dreams. "There I would like to provide rooms, musical instruments and artistic materials so that young people can live out their ideas and talents. Everything would be available free of charge, but the young people would not be left to their own devices, but would be supervised and specifically encouraged. Everyone has talent, but too little attention is paid to it. Instead, we look at grades and IQ already in school, and later at titles and degrees like MBA. This is completely one-sided and does not help people to find themselves. But you can only reach your goal if you know what you can do and what you want." And only those who like what they do are good.
Anne-Friederike Wilhelm

For the first time in its long history, a dedicated web TV captures the voices and impressions of the event. The first edition of Knabenschiessen TV is now online. The CA-Media team is producing three daily broadcasts from September 11 to 13. The 5-minute broadcasts document the event from the shooting competition to the Chilbi and bring shooters and visitors in front of the microphone.
At the beginning of August this year, CA-Media produced the official registration video for the Knabenschiessen 2010, featuring Janic Mikes, the king of the Knabenschiessen 2008. CA-Media distributed the clip via Twitter, Facebook, YouTube and the Swiss portal internetTV.
The organizers of the Knabenschiessen are also breaking new ground in the registration process itself. For the first time, boys and girls were only able to register online. "The number of registrations confirms that this decision was the right one," says Daniel Schwab, Head of Communications for the Zurich Boys' Shoot.

In addition to the already established German locations of Munich, Hamburg, Düsseldorf and Frankfurt am Main and, for the past year and a half, Vienna and Zurich, Quisma is continuing to drive forward the internationalization of its business. The focus in Eastern Europe is on Poland and the Czech Republic, and in Western Europe on the Netherlands, France, Spain and Italy. According to a press release from the agency, it is pushing for transparency in cooperation with performance-based billing models at all locations. As part of this internationalization, Quisma will be developed into an independent network within GroupM.
The general approach for the international agency network is based on the "hub and spoke" idea. The various services in the portfolio are not all offered locally, but are each coordinated centrally. The services offered locally are all clearly performance-based with display, search and affiliate marketing, whereby the focus is on performance display advertising with an emphasis on re-targeting.
The online business does not stop at national borders, explains Ronald Paul, CEO of Quisma. The company therefore wants to expand further with new locations in Eastern and Western Europe.

Moritz Mohr has also directed for Mercedes-Benz, Wii, MTV, xBox and made several short films.

This is because the diversity and quality of the media will continue to be restricted without economic pressure: The Tamedia Group continues to generate substantial profits and has ample reserves. Comedia and Impressum state this in a press release and call for a return to genuine social partnership. Although a social plan has been agreed upon, it will not entirely prevent cases of hardship.
Following the 2006 declaration of war—dubbed «Regional Splits»—against the long-established Zurich regional newspapers *Zürichsee-Zeitung*, *Zürcher Unterländer*, and *Zürcher Oberländer*, these publications were acquired by Tamedia. Tamedia is now integrating the “split” editorial teams into the editorial departments of the regional newspapers. At the same time, the two unions say, the company is once again planning to streamline operations, which will result in drastic job cuts across all editorial departments. Long-time media professionals at the regional newspapers face termination, as do the “Split” editors who worked with great dedication to build up the regional editorial departments of the *Tages-Anzeiger*, and, not least, the journalists who were poached from the regional newspapers when the “Splits” were founded. The editorial offices are still being kept in the dark about the exact number of layoffs.
The press release went on to state that those affected will receive a comparatively favorable severance package. However, the journalists’ association Impressum and the media union Comedia were excluded from the negotiations. By excluding them, Switzerland’s largest print media company is violating its employees’ constitutionally guaranteed freedom of association and demonstrating its indifference toward social partnership, Impressum and Comedia added in the statement, calling on Tamedia to improve its social partnership relations in order to jointly and constructively address the upcoming challenges facing the Swiss media landscape in the future.
At its mid-year media conference in early September, Tamedia reported a profit increase of over 400 percent to 48.8 million Swiss francs.

The analysis method developed by Zurich-based BildKom GmbH, described here, measures advertising effectiveness in both the narrow and broad senses, evaluates it, and thereby enables its management.
This approach differs fundamentally from the conventional method: Today, the standard practice is to first produce a commercial or an advertising campaign—and then try to determine whether the commercial or campaign is effective. Here, we turn the tables: We first identify the strategy with the most compelling rationale for its effectiveness and then ensure a high-quality execution. The question of effectiveness should be answered not by a pre-test, but by the bottom line.
In advertising effectiveness, the message is the cause of the effect, and the advertising objective is the effect itself. If the advertising objective is influenced by the message, we refer to this as advertising effectiveness.
Since we do not know the advertising objective of each of the analyzed ad campaigns, we deduce both the objective and the strategy from the ad itself. To make this approach easier to understand, we will focus the next six installments of this analysis on quality assurance—specifically, on the quality of the visuals.
In this first part, we examine how messages are perceived. This will be followed by the special issues «Understanding Messages» (Issue 17/2010), «Perception Context and Media Planning» (Issue 19/2010), «Different Target Audiences in Advertising Effectiveness Measurement» (Issue 21/2010), «Integrating Messages Across Media» (Issue 1/2011), and «Timely Measurement» (Issue 3/2011).
Each analysis briefly explains what the main topic is about and then applies the underlying concepts to a specific advertisement.
Part 1: Seeing Messages
If a message isn’t seen, it can’t be understood. This simple fact is part of quality assurance and is crucial to the effectiveness of advertising. We’re not talking about technical quality—which, of course, every agency guarantees—but rather semantic quality—or, to put it simply, how well the message is understood. As with any other work process, this quality must be monitored at regular intervals.
It’s important to understand that it’s not the advertising concept itself that has an impact. It merely conveys the message. What has an impact is the strategy—the reason behind the impact—which is communicated in the form of a message. This message provides the consumer with the reason why they do or don’t do something—that is, why they subscribe to a newspaper, choose a car, or order a beer. Under no circumstances should this reason be left to chance—rather, it should be carefully identified. This can be achieved by observing people’s behavior.
For a message to be seen, two conditions must be met: First, the information relevant to the message must be perceived within the available time. Second, the meaning of this information must be correctly interpreted. A person can take in and process about three units of information per second. The relationship between the amount of information and the available viewing time is a matter of perceptual psychology and can therefore be easily calculated and optimized. The question of message comprehension must be tested in a timely manner with unbiased test subjects and continuously adjusted. The goal of quality assurance is to convey the message to the recipient with as little wastage as possible.
> Results at a glance
> Detailed results
Contact
Dr. Patrik Zwahlen
Managing Director BildKom GmbH
Research Institute for Visual Communication
Phone: 044 380 78 88
www.bildkom.com

Journalist Mike Wise published a fictitious report about a suspension for NFL quarterback Ben Roethlisberger. This was promoted by a number of websites, including The Miami Herald and NBC's "Pro Football Talk". Hours after the post, Wise announced that the news was a hoax. Many sports bloggers were furious and felt that Wise and his newspaper were no longer a credible news source. The Washington Post suspended the sports journalist as a result. Wise apologized for the incident. With his action, however, he had succeeded in highlighting the importance of Twitter as an important information pipeline, according to the industry service Pressetext.

The festival trailer can be seen in movie theaters, on Swiss television, and online. It shows how cinema—and thus the ZFF as well—changes people’s lives. Zurich is in the grip of movie fever, and a touch of Hollywood is sweeping through the city: famous movie quotes appear in everyday Zurich situations. Swiss star director Reto Salimbeni was brought on board to direct the trailer.

In addition to the festival trailer, JWT+H+F is responsible for other communication initiatives that will support the Zurich Film Festival’s presence before and during the event. For example, there will be, among other things, on Zurichfilmfestival.org There will be an online contest in which movie enthusiasts can guess which films the quotes come from. Several VIP packages are up for grabs. In addition, a poster campaign was developed for sponsors. Here, too, the concept of movie quotes was carried forward, but placed in the context of the respective sponsors.

Representative for the Zurich Film Festival, Spoundation Motion Picture: Nadja Schildknecht (Managing Director), Barbara Furrer (Marketing & Sponsorship). Responsible at JWT+H+F: Remy Fabrikant (Overall Responsibility), Enrico Bachmann, Grischa Rubinick (Creative Direction), Grischa Rubinick (Art Direction), Mathias Bart (Copy), Vanessa Lehmann-Spalleck (Consulting), Rainer Bühler (Strategy). Responsible at Manifesto Films (production): Reto Salimbeni (Director), Shannon Mildon, Daniela Berther (Producers), Daniel Cherbuin (Editor), Philippe Kress (Director of Photography), Denny Spirig (Post-Production Supervisor), LeMob motion design AG (Visual Effects), Roman Camenzind, Hitmill (Music), JingleJungle (Sound Studio), Megarent (Equipment), Egli Film (Post-Production), Kodak (Film Stock), All Einheit (Casting).

According to a press release issued on Tuesday, with this promotional idea, Citroën is tailoring its offerings to today’s spirit of individuality and self-determination. The campaign’s concept: customers can choose between three different promotions—a lease, a bonus incentive, or a trade-in offer. The campaign focuses on giving consumers a choice. Citroën aims to use this approach to spark a dialogue between the brand and its customers in a simple way.

> Mypromo.citroen.ch

Contact at Citroën Suisse: Franck Budel (Marketing Director), Myriam Jakir (Advertising Manager). Responsible at Euro RSCG Genève: Renaud Cusenier (Art Direction), Clément Margnac (Copy), Vincent Eichenberger (Production), Nathalie Favre, Caroline Prince (Consultants).