Question to Radio Yerevan: What is the difference between an editor-in-chief and a nuclear reactor? Answer: In principle, there is no difference! The problem of final disposal has not been solved for either.
For former editors-in-chief, "life afterwards" - for whatever reason they may have become "former" - is difficult. The role of editor-in-chief clearly carries too much social prestige to let it go and swap it for a journalistic job without management responsibility. Anyone who was once editor-in-chief and no longer is or no longer wants to be, for reasons other than age, needs an explanation. The position is not only given too much weight by those affected, but also by the environment.
What does an editor-in-chief actually do? Only romantic journalists still believe that they wield the noblest of pens and are therefore busy with content from morning to night. (And only the romantics among publishers therefore choose the person who can write most beautifully as editor-in-chief). Editors-in-chief are managers with an intellectual background. They have four core competencies: Firstly, they exercise budgetary authority: They decide on the allocation of resources to the individual departments and functions. Secondly, they are personnel managers, i.e. they fill the positions in the editorial department, take care of personnel development, training and further education, junior staff and sometimes also the morale of the fighting troops. Leadership and social skills are therefore essential. And they take care of the content - which is closely related to point two, human resources - and therefore decide what goes into the paper - not so much as daily active paper makers, but rather arbitrarily, namely as mediators in conflict situations. Above all, however, it is about implementing editorial values in everyday life and defining content guidelines. And it's true: editors-in-chief do write, and some of them do it well and with pleasure. But the way things are today (and the way meetings tend to last), they mainly do it in their free time or when normal people are asleep.
No, the editor-in-chief is in no way a "normal person" or a "normal manager". He draws on the entire alphabet of the professional world. He is a stimulator, motivator, ambassador, budget specialist, coach, dealmaker, tamer, lecturer, hand-holder, commentator, marketing man, mediator, personnel manager, psychologist, strategist, tactician - and because of this wealth of tasks and with increasing disillusionment, he is increasingly in danger of ending up as a cynic. In times of austerity and saturated markets, acrobatic skills are also required, as the balancing act between willingness and ability is becoming increasingly difficult. In other words, what is needed once again is the egg-laying wool-milk sow, capable of flying, self-feeding and dioxin-resistant ...
Seen in this light, the decision of the Tamedia Board of Directors last week regarding the appointment of the head of the Tages-Anzeiger is entirely understandable, although it can also be seen as a tactical calculation (divide et impera). It raises concerns that dual leadership has only rarely proved successful in the journalism market, which is full of strong but easily offended egos.
Fortunately, the two colleagues who have been affected are so different that they have a fair chance of working well together, especially when it comes to reinventing the Tages-Anzeiger to some extent as a more compact newspaper that is cheaper to produce. Res Strehle is the best editor I have ever experienced: a stimulator, promoter and mover who draws on a huge pool of knowledge and expertise and who has the gift of accompanying a production or a team without appearing to be an overseer or know-it-all. Markus Eisenhut has the reputation of being an organized, assertive editorial manager, a robust, pragmatic kind of pusher and, like Strehle, also equipped with economic expertise. If the two don't get into each other's hair, they can achieve some of their goals.
They are wished luck. You may need it.

Changeover at the Springer women's titles: As the publisher announced at the request of Werben und Verkaufen, the Bild der Frau editorial team will also produce the Frau von Heute title from May. In future, the content of Bild der Frau and Frau von Heute will be produced by a new Bild der Frau/Frau von Heute editorial team, explains the publishing house.
The positioning and independent character of both titles will be retained, explained a company spokesperson. The editorial office of Frau von Heute will be closed as part of the realignment. This will also lead to "minor adjustments in the personnel area". The publisher did not provide any figures. It is assumed within the publishing house that around a dozen jobs will be lost.
Springer launched Frau von Heute in 2003 as a defensive title against Burda's Frau im Trend, which in turn attacked market leader Bild der Frau. Later, Bauer also launched an attacker with Alles für die Frau. Increased competitive pressure and the economic downturn are now making themselves felt.

The jury has nominated 18 out of 465 works for the four categories Advertising, Editorial Photography, Fine Arts and Free. The winners will be announced on May 8, 2009 at the opening night in Zurich. The evening will be hosted by Jeroen van Roojien. The main prize of CHF 15,000, the EWZ.selection Award, will be presented for the eleventh time. The category prizes are endowed with CHF 5,000: the vfg vereinigung fotografischer gestalterInnen photo prize in the Advertising category, the SonntagsZeitung photo prize in the Editorial Photography category, the photo prize in the Fine Arts category and the photo prize in the Free category. The Swiss Photo Award exhibition at the EWZ Selnau substation in Zurich will showcase the 18 best works from May 9 to 17. The international jury consists of William A. Ewing, Directeur du Musée de l'Élysée, Lausanne, Valérie Fougeirol, Director of the Magnum Gallery, Paris, Andrea Gothe, Director of photography Stern, Hamburg, Hans Hansen, photographer, Hamburg, Jitka Hanzlová, photo artist, Essen, and Walter Keller, curator and publicist, Zurich.

The media group Tamedia earned less in 2008 due to expansion costs and high tax and sales effects. Profit fell by 29.8 percent to 105.8 million Swiss francs. Sales, on the other hand, climbed by 20.8 percent to 897.5 million Swiss francs. The increase was mainly due to the inclusion of the Bern-based Espace Media Groupe for the first time for a full year, Tamedia announced on Wednesday at the annual media conference.
The commuter newspapers 20 Minuten, L'essentiel and News as well as the online platforms Homegate and Newsnetz also contributed to the growth. The takeover of Espace Media Groupe has progressed rapidly, it is also reported. There was no news on the future of the Bernese newspaper Der Bund or the announced cost-cutting measures at the Zurich Tages-Anzeiger. The only thing that was said was that work was being done on the further development of the regional daily newspapers in Berne and Zurich as part of various projects.
Slump in advertising revenue
The negative economic trend was reflected in declining advertising sales, particularly in the second half of 2008. Homegate and Espace Media Groupe were responsible for write-downs of CHF 34.5 million. As a result, operating profit (EBIT) fell by 10.6 percent to CHF 119.4 million. Tamedia intends to reduce the dividend from 4 to 3 francs per share.
Tamedia is not very optimistic for 2009: the Group does not yet expect an economic recovery. The expected decline in advertising investments will drive structural change in the media industry. Tamedia had already cut costs at the end of 2008 and will continue to review those media that have not reached their targets.
Expansion strategy continues
The Tamedia Group is continuing its expansion strategy despite the cost-cutting measures. After the Espace Media Groupe, the Zurich-based company wants to buy the leading publisher in French-speaking Switzerland, Edipresse. The takeover still has to be approved by the Competition Commission.

Two years ago, SonntagsBlick had 1.005 million readers, now it has 871,000. The decline in readership was particularly pronounced from fall 2007. In the articles on Mach Basic 2009-1, the commentators were therefore unanimous: the big loser in the Sunday market is the SoBli, which had to cede readers to the newcomer Sonntag.
However, Ringier launched an antithesis in a communiqué. According to this, SoBli is in a better position than it has been for a long time, with 1.045 million readers. The reason: for a year now, it has had its magazine, launched in May 2007, surveyed separately - and this reaches 500,000 people. According to Ringier, 174,000 of these people read the magazine exclusively, i.e. do not look at the SoBli title. Together with the SoBli readers, this results in 1.045 million readers without any overlap; with those in Ticino and French-speaking Switzerland, the figure is as high as 1.070 million. Thomas Passen, Head of the Blick Group, explained to Persoenlich.com that the separate type of survey is "sharper" because it measures national usage - i.e. SoBli (news and sport) on the one hand and the magazine on the other. He went on to explain to Werbewoche that the more recent SoBli figures are no longer comparable with those in the 2008-1 study and earlier because of the change. But how does he explain the sudden jump in reach back to the 2002 level (!), despite falling circulation? The new SoBli magazine is simply more popular than its predecessors and generates more readers within the family, for example. This is further boosted by early delivery. "And the Sunday market has also grown in general," adds Passen.
However, two things are perplexing: Wemf itself never limited the comparability of the SoBli ranges. On the contrary: it even explicitly points out the significant SoBli loss compared to 2008-1. It also contradicts Passen. "As part of the current Mach Basic, there is currently no offer to collect so-called 'federal reach' data," writes Viviane Zimmermann, Mach Basic project manager. From Wemf's point of view, the SoBli magazine is a so-called title supplement and is treated as a separate title in the survey. "Mach Basic is therefore unable to make any statements about how many people have only used a specific bundle of a title."
Conclusion: To speak of a federal usage study is imprecise, to say the least. In addition, anyone who suddenly has an existing supplement surveyed separately must expect cannibalization, especially with declining circulation. However, it is possible that the SoBli lost its (apparently) lost readers less to Sonntag than to its own magazine (which apparently benefits it again via the overall reach).
Sunday number salad on the Central Plateau
The MittellandZeitung (MZ) is also struggling with the Wemf figures. Sonntag editor-in-chief Patrik Müller was not happy that his paper reached 355,000 readers one year after its launch. In an interview in his own paper, he claimed that the Sonntag reach was actually higher. What's more: "Everything points to a measurement error, because many Sonntag readers refer to our newspaper as a 'Sonntagszeitung' in the Wemf survey," said Müller. Accordingly, the reach of Tamedia's SonntagsZeitung (SoZ) is "overstated". Patrik Müller cites two arguments for this: Firstly, he is repeatedly addressed as "Editor-in-Chief Sonntagszeitung" in letters from readers. Secondly, it seems contradictory to him that Tamedia's SoZ "should have gained readers in the Mittelland of all places, while it has lost readers slightly in the rest of Switzerland."
Müller receives support from an independent source. Indirectly. Publicist Ueli Custer mentions another possible confusion in the Media Trend Journal - one between Müller's Sonntag and the Catholic weekly Sonntag. He writes: "Incidentally, the new Sonntagsblatt (note: the MZ-Sonntag) also seems to be helping the Catholic magazine of the same name to soar, as this title, which has been stable for years, has suddenly made significant gains after hitting a low point a year ago."
What do we make of this? The fact is: In the eight economic regions (WG) in which the Sonntag newspaper is present, the SoZ has a positive readership balance of +23,000 people in total, whereas in the rest of Switzerland the balance is negative (-5,000 in total). The situation is similar for the Sonntag magazine (see table). However, NZZ am Sonntag also increased more significantly in the WGs with MZ-Sonntag than in the rest of Switzerland. This puts the confusion theories into perspective and allows the counter-thesis of SoZ publishing director Diego Quintarelli. He explains the strong growth in the Mittelland by the fact that the MZ partners "helped the name 'Sonntag' to achieve an above-average level of recognition" and supported the "curiosity effect". Another possible reason: the expansion of early Sunday delivery in the Mittelland also offered SoZ and NZZaS new marketing opportunities. Two years ago, SoZ and Solothurner Tagblatt launched a dumping combined subscription for CHF 100 in WG 32, which according to Quintarelli was "quite successful". But why couldn't the SonntagsBlick benefit? This question is superfluous, at least if Ringier's theory about gaining readers via the SoBli magazine proves to be correct.
Jump in reach for Sunday
The leap in reach of Sonntag magazine is still open. For Fabian Egger, Managing Director of the CAT Medien publishing house, this did not come as a surprise and was even "foreseeable" due to the development of subscriptions. Sonntag benefits from the fact "that topics such as morals and ethics are discussed more frequently, especially in times of crisis", says Egger. In addition, the Mittelland region belongs to a diocese headed by Kurt Koch, "a much-discussed bishop". "That's why we deliberately focused our advertising efforts on this region." Egger does not believe that the title has been confused: "The theory that the Sonntag magazine, which has been around for almost 90 years, has been mistaken for the newly launched Sonntag edition could just as easily be interpreted in the other direction," he says.
Wemf also shares this opinion. Viviane Zimmermann also points out that Wemf has built in several safeguards into the interviews to minimize the risk of confusion. For example, the titles are queried according to title groups, the order of the titles changes within the group and title additions are also used. For example, the magazine Sonntag is explicitly referred to as a magazine in the interview, and it also belongs to a different title group than the newspaper Sonntag.
Markus Knöpfli
Sunday reader gains and losses

In the struggle for radio and TV licenses in Switzerland, the Withdrawal of Tele Tell A total of eight complaints are still pending. As far as radios are concerned, the most prominent case at the moment is probably the empty Zurich Radio Energy. The broadcaster, which belongs to the Ringier media group, submitted a petition with 100,000 signatures to the Federal Council a few weeks ago.
Also still pending is the appeal by the Media for adults AG (MFE), which opposed the award of the concessions to Radio Basilisk and Basel One
for the Basel region. The legal battle between the initiators of Radio Southeast against the granting of the license to Radio Grischa, including Roger Schawinski.
Two appeals pending with the television companies
In the Aargau region, too, Schawinski is resisting the idea that his Radio AG with its planned headquarters in Baden was defeated by Radio Argovia. In French-speaking Switzerland, the appeal by the Geneva local station One FM pending. However, these proceedings have been suspended because Buzz FM wants to transfer its license to One FM. The appeal by Première LuNe The Federal Administrative Court will probably have to decide against this.
Not everything is yet clear when it comes to television licenses either: the appeal by Tele Säntis against the award of the concession to Tele Ostschweiz and that of Arc TV to Canal Alpha Plus. Last year, the federal government awarded a total of 41 radio and 13 TV licenses, of which there were more applicants than licenses for 14 radio and 7 TV areas.

"Too many publishing managers behave as if they were editors-in-chief. And too many editors-in-chief act as if they were publishing managers." Some "young publishing managers and management consultants who are currently cavorting in publishing houses" make him "gag". Among them are "too many cultural illiterates who have long since stopped reading newspapers but want to explain to us how to make a newspaper". When Handelsblatt was looking for consultants, the "intellectual dullness, economic superficiality and moral impertinence" of many of the presentations from companies applying for the job could no longer be surpassed. There is a "strange mixture of bullshitting and masochism" in print media. Bullshitting is "selling every cost-cutting measure for one's own brands as a major publishing act" instead of calling them what they are: cost-cutting measures. The masochism was expressed, for example, in an article in Wirtschaftsjournalist, which stated that there is no industry that is as conservative and hostile to innovation as the media industry.

Burda is discontinuing the women's magazine Amica with immediate effect. The publisher informed employees in an e-mail that the title was no longer economically viable. 40 employees are losing their jobs.
The mail, written on behalf of Burda board member Philipp Welte, went on to say that the title no longer had a chance of success. At the same time, Welte announced the merger of the Burda People Group and the Arabellastrasse publishing house to form the Burda Style Group. Welte's internal mail is entitled "Stronger through integration". In this economic crisis, it was necessary to act promptly and decisively. The Burda Style Group now comprises the titles Bunte, Elle, Instyle, Freundin and Burda Mode Magazin.
In the fourth quarter of 2008, 161,785 copies of Amica were sold, of which only around 85,000 were sold via subscriptions and individual sales. A smaller format at a price of 1 euro provided a small boost to circulation. Welte only announced the discontinuation of the Young and Tomorrow titles at the beginning of February.

Although LZ Medien generated record sales of CHF 157.3 million (+5.5 percent) in the 2008 financial year, it only posted a small consolidated profit of CHF 0.6 million due to a sharp drop in the financial result. This can be put into perspective insofar as it is currently not an actual financial loss, but rather a balance sheet depreciation. And the 2008 operating profit (EBITDA) of 21.8 million Swiss francs was still good. Nevertheless, the 96 percent drop in profits is annoying, as it represents the only "blot" in the copybook of CEO Erwin Bachmann, who has managed the Lucerne media company for over 20 years, but will largely withdraw from day-to-day business at the end of May. The 63-year-old has been proposed as Hans Kaufmann's successor as Chairman of the Board of Directors of LZ Medien Holding.
Bachmann, who joined the former Vaterland as a director in 1987, has an impressive track record. Group sales grew from 30 million francs to almost 160 million francs today, and group profit reached a record 14.9 million francs in 2007. During the same period, there were two newspaper mergers in Central Switzerland (1991 and 1996) in which Bachmann was involved. But in commercial printing, too, the task was to gradually build up what is now the largest commercial printing company in Central Switzerland, Multicolor Print AG in Baar, from six companies.
Diversification has paid off
During the economic downturn at the beginning of the new millennium, LZ Medien was one of the few Swiss publishing houses not to suffer any damage. The reason: Bachmann diversified early on and turned the traditional publishing house with small holdings in electronic media into a multimedia group with a daily newspaper including a Sunday edition, a stake in the Anzeiger, a specialist magazine publisher, Radio Pilatus, the online platform Zisch, picture calendar producer Calendaria and the Internet printing company Maxiprint.ch. Today, the Group generates a good third of its turnover from non-newspaper activities. The fact that he has now also been able to buy the Central Swiss TV station Tele Tell from Peter Wanner and thus complete the multimedia portfolio of LZ Medien shortly before his departure fills the rather reserved Bachmann with satisfaction - this is evident in his conversation.
The change in shareholders from Ringier to NZZ also took place during Bachmann's time, with the important difference that Ringier held a 49 percent stake in the LZ subsidiary and cash cow Neue Luzerner Zeitung AG, while NZZ acquired a stake in LZ Medien Holding, in which it now owns 63 percent. If the shareholders of LZ Medien approve the proposed dividend of CHF 60, NZZ will receive almost CHF 3 million from Lucerne.
Bachmann still considers it "absolutely right" that LZ launched Zentralschweiz am Sonntag (ZaS) last fall - at the beginning of the crisis - because, in his view, Sunday is definitely an advertising and readership market. In addition, a Sunday edition should always be seen as a long-term investment. He is pleased that there were hardly any shifts in advertising from the weekday to the Sunday edition. "On the contrary, the ZaS brought us back customers that we hadn't had during the week for some time," he says. These include ads for cars and other campaigns that are typically placed in the Sunday press. In total, ZaS generated around CHF 2.1 million in additional income between its launch in September and the end of 2008.

Last autumn, Bachmann initiated an investment of CHF 15 million in the printing sector, which will make Multicolor Print's commercial printing plant and Calendaria the most modern production facilities of their kind in Switzerland. In addition, an acquisition was made last year in the specialist publishing sector (ttmedia in Zurich), which means that the Lucerne-based company now has sites in a total of nine cantons. "However, we are now also considering consolidating the specialist publishing business in the Multicolor building in Baar," says Erwin Bachmann.
Markus Knöpfli

Hanspeter Lebrument, President of the Swiss Press, has always been a clear advocate of indirect press subsidies. He would like to go back to the 100 million Swiss francs with which the federal government subsidized the delivery of newspapers and magazines until 2001. From 2002, this amount was then cut to 80 million. Since last year, only small publishers and those in peripheral regions have received subsidies totaling 30 million francs. It is not only understandable, but also correct, that Lebrument is once again putting more emphasis on these demands in times of crisis such as the present. It's hard to see why countless sectors of the economy should benefit from state aid, but not the media industry.
The upheavals in the media industry and the current crisis have long worried politicians. The takeover of Edipresse by Tamedia and the uncertain future of the Berner Bund have now intensified this unease. Exponents of the left, but also of the right, are deeply concerned. They are concerned about the democratic opinion-forming process and fear the alleged decline in diversity of opinion that accompanies media concentration.
This is absolute nonsense for two reasons. First of all, no media company will be so stupid as to prescribe a uniform opinion to its media. Quite apart from the fact that this would not even be possible in practice. Secondly, only financially healthy media are also strong media. Media that can afford to expose grievances and sometimes report and comment against the mainstream. Without fear of any attempts to exert pressure - whether from business or politics.
The state policy committees of the National Council and the Council of States want to deal with the topic of media concentration and press subsidies at the beginning of May. We can already look forward to countless speeches by concerned politicians who will devote long and detailed debates to the topic. Just as they did during the endless debates on the RTVG. The result is a law that wants to regulate everything, from broadcasting to so-called quality. This is done under the pretext of public service.
The same danger now threatens with the press subsidy debate. Whoever politics promotes, it also wants to control. The threat of the media being controlled by direct press subsidies is therefore not a pipe dream, but a real danger. Direct press subsidies that go beyond the reduction of postal charges must therefore be strictly rejected.
Pierre C. Meier, Editor-in-Chief
[email protected]

According to the SonntagsZeitung, the NZZ Board of Directors is to negotiate with shareholders who are dissatisfied with the current management and are demanding representation on the top board. Two asset managers are behind the proposal, including Erhard Lee, who holds around one hundred non-voting NZZ shares through his AMG Analysen & Anlagen AG. "We have agreed to maintain confidentiality with the representatives of the shareholder group in question," NZZ President Conrad Meyer told the SonntagsZeitung. However, the shareholders will be informed in good time whether the agenda item for an election to the Board of Directors is "relevant or not" for the Annual General Meeting on April 18. Finanz und Wirtschaft had made the tug-of-war behind the scenes public. According to the SonntagsZeitung, there is a plausible reason for the displeasure among shareholders. Their shares are now only worth 36,000 francs, compared to almost 300,000 francs a few years ago. This means that the entire NZZ Group is now only worth 144 million francs. However, their main concern is that the "sustainable profitability of the company is in question".

No one knows what will happen in the coming years. Almost all plans for the future are extrapolations of the past. That means economically: not financeable, and ecologically: not sustainable. But we see communication as a fun contribution to shaping the future. The task of communication will lie much more in awakening energies and providing inspiration - and that's exactly what we want." This is the credo to which the modern Musqueteers have committed themselves for their current campaign.
Showing the world of their customers in an understandable and attractive way, making new findings and connections visible and plausible in language and design - this is not only the goal of information design as it is created by the Musqueteers, it is also the task of branding or corporate identity, the basic competence of the Musqueteers. In addition to the design-based disciplines, the list of services includes verbal communication with strategy and concept development and implementation, as well as classic PR tasks such as media relations, crisis communication and copywriting. "We shape relationships," is their slogan. Its most important clients currently include British Airways and Hitachi Data Systems, as well as an architectural firm, a second-hand dealer and a continuing education project for the canton of Zurich. In order to solve such a wide range of communication tasks, the Musqueteers can also build on a correspondingly versatile past.
Michael Egloff studied sinology, philosophy and ethnology in Zurich. It almost turned out differently. "When I was 16, I wanted to do an exchange year in the U.S., but that didn't work out." So instead of a journey into the wide world, an inner journey into the world of literature followed. Egloff discovered a fascination with East Asian cultures, began reading Zen, and eventually felt quite at home in 300 B.C. China. The everyday reality in modern China, however, was then sobering. And because he didn't want to get involved in the fast-moving business surrounding the booming economic power of China, Egloff returned to Zurich to the university, where he worked for five years as an assistant at the Institute of Sinology.
But because he was "not enough of a researcher type," Egloff sought a job outside of academia. "I'm always most productive when someone comes and says, 'I have a problem.'" And then one day, when someone from the CI industry came in and wanted to know how to write BMW in Chinese, he found his true calling. He applied at Zintzmeyer & Lux, and was found "interesting" there because of his Far Eastern aura. Egloff learned a great deal about the practice of corporate identity in a short time "in the flow heater of the top agency". He worked on the creation of Deutsche Telekom, wrote design manuals for BMW, assisted in corporate culture workshops and was increasingly gripped by the task: How can values and attitudes be made visible and tangible?
This led to the founding of Egloff Identity in 1994 with freelance mandates and freelance employees. The mandate for the then import organization for fair trade OS3, now Claro, became an important independent assignment. In 2000, Egloff met the lecturer Stefan Vogler at a course for young entrepreneurs at the ETH. In 2001, the two founded a real agency under the umbrella of Grey, of which Vogler was head until 2005, with the promising name Musqueteers AG. According to the legend of the three musketeers, these heroes "fight lustily for a good cause." That was the common value base. After Grey was bought by WPP and the corset in the network became tighter and tighter, Egloff broke away from the mothership in 2006 and founded the new Musqueteers as a GmbH (limited liability company) with two comrades-in-arms in a wonderful headquarters in Binz.
Partner and Head of PR in this new form was Irene M. Wrabel from the beginning. The Munich native studied political science, economics and communications. Wrabel financed her training as a journalist and copywriter herself. While still a student, she wrote about technology for one of the first computer magazines and about culture for local daily newspapers. She also took an additional course in management and finally landed in television via an internship at a casting company. The versatile editor gained experience in political talk shows and entertainment programs such as "Herzblatt", until she finally landed in the field of infotainment, where she realized and produced reports and documentaries for Pro7. She also worked for Bayerischer Rundfunk, Südwestfunk and Sat.1, but when the tabloids became increasingly broad here as well, Wrabel retired to marketing and media consulting.
One of these jobs brought her to Switzerland. She quickly felt at home in Zurich, and in 2001 she was hired by a headhunter. Not for a job in the media, however, but straight in-house for three years as a research associate in this executive search company. "That gave me a good insight into Swiss business life," says Wrabel, analyzing this detour before she found her way back into communications at Musqueteers.
Today, the two share management and supervisory responsibilities: Egloff is Creative Director and responsible for all CI, branding and design projects. Wrabel heads the communications department and is responsible for linguistic communication. And what does the future hold? "We ask ourselves the question: what role does communication play in an inevitably post-material society? On the surface, much will remain the same, but attitudes and intentions will change radically. In two years, we want to be the company for sustainable communication, without using that term. And that's why we're continuing, step by step, in that direction." If you want to keep up with the development of the Musqueteers, consult the blog www.zukunftgestalten.ch.
Andreas Panzeri