One recipe for a magazine's guaranteed success in the US has so far been coverage of the usual celebrity suspects such as Angelina Jolie, Brad Pitt or Brittney Spears. Publishers prefer to place magazines such as People, In Touch or US Weekly at supermarket checkouts, where those waiting can no longer resist their curiosity, and in this way also keep the publishers' tills ringing.
But although it is to be expected that the tendency to flee into entertainment is even greater than before in economically gloomy times, American celebrity magazines have also suffered major sales losses in recent months. "Some of these magazines have become significantly more expensive and people are naturally considering whether they should buy two or three of these magazines and are now only reaching for one," says Jim Harrington from the magazine consulting firm Harrington Associates.
Bauer Verlag in the USA was hit the hardest, with its publications In Touch and Life & Style recording circulation losses of 30 percent. US magazine publishers earn most of their money not from subscriptions, which are usually sold for a few dollars a year, but from advertisements and sales at the newsstand or in supermarkets, so-called single copy sales, and these fell by eleven percent in all categories in the second half of 2008 compared to the previous year.
These figures represent the general crisis affecting the magazine business. Among the categories hardest hit are news magazines, men's and women's lifestyle magazines, home and interior design magazines, luxury, travel and various sports magazines. Some titles were discontinued altogether, including, not surprisingly, titles such as Trader Monthly and Dealmaker, which were dedicated to the banker's lifestyle and whose publisher, Doubledown Media, went bankrupt. Only magazines dedicated to a healthy and conscious lifestyle, such as cooking and gardening publications or body-mind magazines for women, recorded growth.
Samir Husni, professor of journalism at the University of Missouri, denies that these figures mean the decline of the entire industry. He points out that over 700 new magazines were launched last year and the total number of magazine readers increased by five percent. "More and more niche magazines are being launched and publishers are turning away from the mass market," says Husni.
One of the niches that has struggled the most in recent years are the weekly news magazines, which are struggling with competition from the Internet all over the world and have to come up with a new philosophy in order to survive. The smallest US publication of this type is US News & World Report, whose circulation fell by 22 percent year-on-year to 1.6 million in the second half of 2008. To prevent a further drop in circulation, the magazine switched to a monthly publication schedule.
While Time Magazine remained stable with a circulation of 3.3 million, Newsweek also suffered a sharp loss of 13 percent to 2.7 million. For this reason, the entire philosophy of the weekly paper is to be changed: Instead of rehashing the week's events, from May onwards it will be almost exclusively analysis, by renowned authors such as Christopher Hitchens or Fareed Zakaria. "If we don't have anything original to say, we won't say anything at all about a current topic," says Jon Meacham, editor-in-chief of Newsweek. "The drill of chasing the week's news just to provide a few new details is no longer worth it." Instead of presenting a mass audience to advertisers, the readership is to be drawn more from the educated and affluent sections of the population. In this way, the aim is to free itself from its dependence on existing advertising customers such as the automotive, finance and technology sectors and attract a new advertising clientele. The annual subscription price is also to be raised from 25 to 50 dollars.
Gerti Schön

Gloomy: The future of numerous US magazines is at risk, even though new titles are constantly being launched on the market.

The western Swiss media group Edipresse is buying Tamedia's internet dating platform Partnerwinner.ch. The two parties have agreed not to disclose details of the takeover.
At the same time, Tamedia is acquiring a 20 percent stake in Edipresse's Comfriends SA, as the two publishing houses announced on Wednesday. Comfriends operates the dating platform Swissfriends.ch.
With 90,000 active members per month and over 20 million page views, Swissfriends.ch is the number one dating platform in Switzerland, according to Tamedia. It was founded in 1999.

The seat belt campaign "A belt for life" is a joint initiative of the Swiss Council for Accident Prevention, the TCS and the Road Safety Council. Over the past three years, the campaign has brought about a measurable change in behavior and led to a continuous increase in seat belt use. However, the figures still fall short of the targets. On short journeys in particular, only 69 percent of drivers in French-speaking Switzerland and only 62 percent in Italian-speaking Switzerland wear their seat belts. The topicality of the "A belt for life" campaign therefore remains unbroken.
The agency Saatchi & Saatchi has now developed a new advertising series that includes radio spots and advertisements, sponsorship of traffic radio and the broadcasting of the TV film "Milk".
Another original campaign with the support of the Swiss Association of Master Bakers and Confectioners now aims to make even more people aware of how important it is to wear a seatbelt even on short journeys. Since mid-February, almost 1.2 million bags of bread rolls have been distributed free of charge across the country.
distributed to bakers in French-speaking and Italian-speaking Switzerland. They are printed in the respective language with the words "Who do you want - your bread or you?" or "How would you like your croissant - with your coffee or in hospital?"
The aim of the campaign is to raise awareness of the fact that seat belts can save lives, even on short everyday journeys such as the trip to the bakery.
Other events complement the project. On March 5 at the Flon site in Lausanne, for example, the public will be able to take a seat in various crash test simulators to see for themselves the necessity of wearing a seat belt. (pan)

Subject of the campaign to date.

At the start of the year, companies and organizations once again cut back on advertising and placed fewer advertisements in Swiss print media. Advertising revenues in the press fell by 17.7 percent compared to January 2008 and still amounted to CHF 123.1 million, according to statistics from Wemf für Werbemedienforschung. In terms of media type, business and financial titles suffered the most: Advertising revenues slumped by 54.4 percent to CHF 2.8 million. According to Wemf, the slightly lower number of issues (58 instead of 62) would only account for a drop of a few percent. The rest is probably due to the financial crisis. At CHF 79 million, the daily press recorded 16.8 percent lower revenues and the Sunday press suffered a 28.8 percent drop in net advertising revenues to CHF 10.7 million. The specialist media were down by 8.2 percent and the general press by 5.5 percent.

Nowadays, almost every product manager or communications manager is telling their agency that the next campaign should be a cross-media campaign. It almost seems as if the prevailing opinion is that a cross-media concept alone guarantees the desired success. But is this really the case?
Of course, we have long known that our target groups are increasingly using several information channels at the same time. And although this does not always happen, it is increasingly happening not only offline, but also online. The conclusion from this therefore seems logical at first glance: cross-media campaigns that optimally combine the offline and online worlds lead to more synergies and therefore more success. Provided that the core target group actually uses the various information channels, this statement is true, at least in theory. But only in theory, because there are more important success factors for a campaign than the fact that it is cross-media per se. These reasons can be divided into three phases:
Phase 1 - Finding ideas. Or - Without a strong idea, cross-media is just media.
The most important reason for a successful campaign has not changed even in the multimedia age and is still the same as it was 50 or 20 years ago: The key is and remains a basic idea that is relevant to the target group and differentiates itself from the market. In the billion-dollar concert of today's advertising, one can sometimes get the feeling that many a mediocre message is spiced up cross-media in order to appear better. Anyone who does this without a real idea is ultimately doing nothing more than throwing their money out of several windows, even with different information channels. In other words: Yes, as a client you should demand cross-media thinking from your agency - but above all you should demand a strong campaign idea that - if it makes sense for the target groups - can be implemented on a wide variety of channels. Today, a really strong idea must function as a creative platform that can be played on and multiplied. Which brings us to the second point.
Phase 2 - Interpretation. Or - cross-media does not mean repetition of an idea.
Another phenomenon that can be seen time and again in advertising: many ideas are convincing in one medium ("the funny poster"), but they run out of steam in a flash when they change channels ("the boring banner"). This is generally due to a misunderstanding of cross-media. It is not simply a matter of repeating an idea across all media, but of interpreting it in a media-appropriate way in all communication channels. A banner - animated and interactive - works quite differently from a poster, just as a website should not be designed like a newspaper page. It is crucial to consider the strengths and weaknesses of the different channels. The online sector has made the possibilities much more differentiated and exciting. Therefore: Entertain your target audience, play with them. Encourage them to take part, provoke their reaction. Or make it part of your campaign, keyword UGC, i.e. "user-generated content". In some successful cross-media campaigns, the actual protagonists can be found in the target group itself.
Phase 3 - Orchestrating. Or - cross-media without a conductor makes noise instead of music.
Imagine an orchestra in which every instrument has the same notes and plays them at the same time. How boring. Unfortunately, this is exactly how many cross-media campaigns are orchestrated. The clever alternative to the parallel synchronization of all channels is called "channel planning". Derived from the idea, it is defined when which communication tools should bring this idea to life. Perhaps an event that generates media coverage and thus specifically addresses a topic is suitable as a prelude to the campaign launch. Then traditional advertising ensures a broad brand-building effect. And online activities multiply or deepen the contacts and the sales-promoting effect of the entire campaign.
Either way, assign different roles to the communication tools and media, coordinate them with each other and let everyone play their part according to a clearly defined deployment plan. Not all at the same time and equally loud. Be the conductor of your cross-media orchestra!
To conclude: the online world opens up numerous additional communication opportunities. And clever combinations of the offline, online and mobile worlds multiply these possibilities many times over. How boring it must have been when we could only choose between television, advertisements and posters! But target groups are not enthusiastic about campaigns because of their cross-media nature. They want to be entertained with relevant content. Therefore, don't judge campaign proposals so much by the degree of cross-media implementation, but be particularly critical of the core idea and the originality of its interpretation in the individual media. Ultimately, the devil is in the detail or, in the case of cross-media, in the implementation of the campaign. This is very complex and requires close professional cooperation between client and agency. Appoint a central office to coordinate and monitor all processes.
Petra Dreyfus, Wirz Advertising

In principle, the same criteria apply to cross-media campaigns as to mono-media communication. However, there are important additional conditions:
Requirements for the campaign platform
The core idea must be a viable platform for a wide range of communication tools. A good control question is: Can the idea be told separately from an advertising medium?
Requirements for interpretation
Not as many media as possible, but only those that are relevant to the target group
(e.g. event combined with PR and poster or TV, POS and Internet). The core idea must be interpreted in a media-specific way.
Requirements for the dramaturgy
Cross-media campaigns need a coordinated dramaturgy (in terms of timing and content). The media performance per channel must be above the perception threshold.

The popular claims sketches that Mobiliar has been successfully using to promote its insurance policies on advertisements and posters for over ten years are being expanded: they are becoming colorful and lively. The development is more than just a question of design. In addition to household and vehicle insurance, the insurance cooperative now also offers life insurance as a new addition to its portfolio. "The right pension solution for every situation in life" is the claim of Wirz, which also manages the new Mobiliar products.
CD Matthias Freuler and his team were faced with the task of continuing to communicate the now more serious topic of life insurance in the familiar style of funny claims sketches. "We wanted to stay in the same world and thus benefit from the brand value we have built up over the years," explains Freuler.
The creative team finally found the solution by combining damage sketches and photos from real life. The subjects illustrate a kind of "golden parachute" in a symbolic yet real way. This provides insured persons with at least financial support after a stroke of fate.
Andreas Panzeri

People First. That's Mediacom's motto. A hackneyed concept? After all, people - and therefore customers, consumers and employees - are not the focus of a media agency! But Philipp Augenstein can prove us wrong and present an individual person behind the slogan in various respects.
A few hours before our interview, an annually recurring ritual took place at Mediacom. "The project is called "If I ran the company. In all 111 Mediacom offices in 87 countries, a contest is held at exactly the same time: "What would I do if I could run Mediacom myself?" Each employee has two minutes to present his or her ideas. The management awards a prize to the best suggestion. Sensible ideas are implemented wherever possible. In addition, the winners from all over the world also take part in the international final. There, the best suggestion will definitely be put into practice. And rewarded with an appropriate prize.
Purchasing power - and innovation
Today, having ideas is the sought-after competence at Mediacom. The recipe for success is strategy. The foundation for this continues to be concentrated purchasing power. In Switzerland, Europe's leading TV buyer has been able to secure the best conditions for its customers such as Procter & Gamble, IKEA, BAT, Mars, Coca-Cola, Bayer Healthcare, Nokia and Mediamarkt.
guarantee.
That was also one of the reasons why Mediacom came to Zurich around twenty years ago. At the time, its major customer Procter & Gamble wanted to have more influence on media purchasing directly on site. As more international customers arrived, they soon also wanted to know: "Do the Swiss tick differently than Germans?"
So slowly the strategy has been established. The office has grown. Initially, however, Mediacom's only policy in Zurich was to be able to serve primarily international network customers directly on site here. In the meantime, the business model has changed. Mediacom is also aggressively pitching for national customers in Switzerland.
The first players have already been acquired with Amag and Bongrain. Externally, the growth is reflected in the move from small premises on Bellerivestrasse to a trendy loft near Hardbrücke. Here Mediacom has invested a lot of resources and manpower. The number of employees has grown to 45. Most of them are no longer buyers, but strategists. "What's the point if you're great at buying, but ultimately haven't understood the customer's goal?" says Augenstein. In TV, for example, Mediacom has pushed hard for the introduction of PIN data, or "person-specific usage data," in the Swiss market and plays a supporting role in the selection process. The special unit Interaction is also dependent on more data as a basis for planning. For this reason, Augenstein is helping to establish the IAB (Internet Advertising Bureau) in the research department, among other things. There, he will soon orchestrate a major research campaign designed to provide arguments and insights for advertising on the Swiss Internet.
Channel planning in digital media
"People First" - behind the slogan, we can increasingly see a human being defined as precisely as possible on the customer side as well, instead of simply an anonymous mass. "In strict compliance with all data protection regulations, of course," adds Augenstein. The best opportunities for such targeted advertising within a cross-media strategy are offered more and more every day in digital media. Since 2007, Mediacom has been building up these competencies in Zurich with its own department. Philipp Augenstein has been Head of Interaction from the very beginning. In just over a year, his department has grown to four people. The company is already on the lookout for further specialists.
Augenstein sees a great need for his consulting services because the potential for online advertising in Switzerland is still being exploited much less than would actually correspond to the high level of technical development and dissemination. He cites dynamic in-game advertising as just one example. In Germany, Mediacom used this new medium for Coca-Cola as early as 2005. In Switzerland, Augenstein only followed suit in 2007 - but still as a Swiss premiere - and together with Goldbach also delivered the first quality research. Since then, other clients such as Nokia, Mars and Universal Pictures have already occupied virtual advertising space in top games such as Need for Speed, FIFA Soccer or Tony Hawk's Skateboarding.
Channel planning within digital media: For the Head of Interaction at Mediacom, this is a decisive advantage over many competitors. How do you reach a manager like a 16-year-old teen? "One person's Blackberry is another person's Wii." Says Augenstein.
What has long been cultivated in print down to the finest detail with completely different publications, is still simply called Internet and banner advertising for many superficial media planners in digital media. Contact management is a foreign word for many. Augenstein wants to change that. So, for example, does payment for advertising on the Internet. Hybrid models should be on offer, as they are already established in England and Germany. In concrete terms, a certain package of ads is agreed with a marketer, but above a certain limit, only the sales actually generated via the Internet are paid for. Anyone who thinks and acts in this way must obviously have a creative as well as a commercial soul in addition to their technical skills.
Early interest in IT
Philipp Augenstein took his first steps in advertising as a child. He practically grew up in an advertising agency. His father owned a full-service agency with 20 employees near Karlsruhe. His mother, a trained goldsmith and design graduate, was responsible for graphics in the "family business.
"Even though we didn't work for the world's leading brands, but for the local master painter: The basic mechanisms were the same," Philipp recalls of his early impressions of the industry. During non-school hours, his favorite toy was the agency's first computer. At 13, he could already "help the adults operate the thing." Following his grandfather's advice, he later studied business informatics. When he started his career at IBM, he was able to learn purchasing at the highest level in the Hardware Sourcing department. "Negotiating appeals to me a lot and is now also one of my core competencies."
In the era of Schröder's "Agenda 2010", he was allowed to work for IBM on the project "Location marketing in the area of e-business". What can a municipality offer here? What tools and online platforms should a municipality make available? At that time, IBM was able to "profit with many orders from the public sector" during the Internet hype. When the bubble burst, Augenstein's department was dissolved.
An opportunity to further contribute his knowledge finally presented itself at Mediacom. "I now do similar work - but now for companies instead of municipalities." Augenstein was assigned to the Coke team at Mediacom Düsseldorf as a media planner for interaction. For the future, however, he was already destined to spend a year here training for his current job in Switzerland.
Andreas Panzeri

Augenstein realized in-game advertising for Coca-Cola as a Swiss premiere.

To introduce and publicize the new Future Line kitchen appliance range from V-Zug, Publicis has created a campaign for television and print. The TV commercial is underpinned by the company's slogan: "Think ahead". It presents the Combi-Steam steamer as a chef for healthy food. The key visual from the TV commercial was used for the advertising motif.
The TV ad runs on all Swiss television channels, on local TV stations and in the Swiss advertising windows of German private broadcasters. The full-page advertisement appears in all major daily newspapers, magazines and trade journals. The campaign runs from February to May and from September to the end of the year.
Responsible at V-ZUG: Philipp Hofmann (Head of Marketing). Responsible at Publicis: Martin Denecke (CCO), Peter Rettinghausen (CD), Lori Fischer (AD), Valentin Cheli (graphics), Derya Derdiok (FFF), Vera Schmid (art buying) Christian Siegrist and Beat Hürlimann (consulting), Fabian Hämmerle, Fabian Rauber (Optimedia), Esther Herzog (photo), Jacobus B. Steyn (director).
To the spot

When "the economy" goes down the drain, we find it regrettable - but tend to assume that the downturn won't affect us. True to the motto: "The crisis is coming. But not to me." Then comes the shock: the crisis is here, on our doorstep. Quickly slam it shut and lock it tight, we won't let it in! We duck down, crawl into our shell and mumble prophecies of doom. In the end, we are caught cold, with our eyes wide open. Recession is followed by depression is followed by recession.
Why do we behave like this? Why don't we open our eyes when everything falls apart and say: "Okay, we're not doing great", laugh about it grudgingly and tackle the future? Laughter never goes away by itself. We allow it to fade away. But gallows humor can be healing. What's more, things pick up again more quickly when the corners of your mouth are already up. Gloom and anxious resignation are not suitable luggage for a hike through the bottom of a valley. It's serious. Then we don't have to be too.
Crisis is cool
Some advertisers have now also come up with this idea. German creatives, in particular, are using the global crisis for funny and even biting campaigns: "Dear bankers, have fun on the downhill slide", wishes Sixt Germany, for example, and offers the crashed financiers a fat SUV at a special price. Bad, but good. Despite the thin air, Germanwings is in the mood for puns and offers those suffering from wanderlust the chance to "beat the crisis with a bargain". The Praktiker DIY store has put together an "economic stimulus package" for DIY enthusiasts in the form of an insert, while the fast food chain Burgerking is handing out "consumption vouchers" and offering an emergency savings plan on its website that hungry mouths can use to put together vouchers for burgers at a special rate. It's enough to make your mouth water!
Sorrow as a laughing stock
Or not: anyone who can laugh about disasters, who doesn't lose their sense of humor despite tight finances and abundant problems, is already on the way up again. The rule is: laugh at yourself, not at others. Schadenfreude is not appropriate, because we all get caught out. The online game "Save the Sacked" from the Hamburg-based career network Xing has therefore rightly provoked outrage. In the game, fired employees jump out of skyscraper windows and can only be saved with the help of Xing parachutes. The fact that people put an end to their suffering by jumping out of a window is not funny. Not even as a game. Xing has since removed its faux-pas from the website.
Such mishaps show that creatives who want to use the mood of crisis as a hook for their advertising measures need a lot of sensitivity as well as bite and black humor. So much bite that the result doesn't come across as dull and lacking in energy like Axa Bank's "Isn't it time to save again?" or PWC Switzerland's "Successfully through the crisis". And so much sensitivity that laughter does not turn into malicious gloating. Sixt is close to the limit with its downturn offer - but not yet over it. Admittedly, this assessment also depends on the dose of blackness that everyone can tolerate.
UBS is also advertising the crisis, but not so much with the crisis as against it. Against their own personal crisis. And of course without using the bad word with a K on the paper. The result is peculiarly old-fashioned statements from peculiarly old-fashioned UBS clients who affirm that they continue to trust their bank. After all the details that come to light every day about the big bank's failures and crooked dealings, the testimonials are probably beginning to feel embarrassed about their involvement in the campaign. And it is uncertain whether the statements from customers will do the bank's image any good. So crisis advertising is not always a good thing. How much did the UBS campaign cost?
Nothing is impossible
Whoever manages to keep the balance between caustic and hurtful will have the laughs and therefore sympathizers on their side. It takes a little courage to come up with new ideas now. But that's exactly what the crisis needs: Courage and rebellion. If that's not quite enough, at least calm and a little comfort would be nice. For example, Günther Schild, financial expert at the German Federal Securities Administration, professes his passion for the "simple things in life on posters and on the internet. Eat, sleep, earn money". Sounds boring. Except that the expert who pays homage to basic needs is a wrinkled turtle with nickel glasses. It shows a great deal of self-irony that the financial advisors from the Confederation have elevated a daisy-chewing turtle to their ranks. It's not just silly: the armored money expert makes a clever, solid and trustworthy impression - and thus fits in perfectly with the (desired) image of the Federal Securities Administration.
This campaign would have been impossible in times of rapidly rising stock market prices and high yields. The Federal Securities Administration was desperate to get rid of its dusty image. Now, the tongue-in-cheek, down-to-earth nature of the advertised investment is exactly the right thing - and a good image polish for both the securities and their administration. There is a time for everything. Even when things are (badly) stuck: life is beautiful. And crises make you creative.
Anne-Friederike Wilhelm

According to the Goldbach Media Index, the Internet continued its increase in advertising pressure in January with 7 index points.
Despite the adverse economic environment, the Gemi showed uninterrupted growth of 7 index points to 376 (369) for the Internet medium in January. As Goldbach Media writes in its press release on Wednesday, when assessing the index it should be noted that the 13 previous months are seasonally smoothed in the short-term view.
Overall, e-media started the year 2 index points down at 429 (431), while all media covered lost one index point in advertising pressure at 192 points. TV is down 3 index points at 447 (450), radio remains at 246 points and teletext is up 6 index points at 161 (155).
The index initiated by Goldbach Media for advertising pressure in the overall market and the electronic media is based on the Media Focus data collected and published monthly. The GEMI provides information on the indexed development of the various electronic media in comparison to the market as a whole.

Microsoft is gearing itself up for a continuation of bad times. The software company has also made renewed advances to search engine operator Yahoo. The companies should join forces to attack the internet giant Google, says Microsoft CEO Steve Ballmer.
The current economic crisis is likely to affect Microsoft for years to come. Microsoft CEO Steve Ballmer said this to financial analysts in New York on Wednesday. However, he added that no one could make any serious predictions at present. At the same time, he expects increasing competition from Apple and Google in the PC business, including netbooks - small laptops - with Google's Android operating system. In the loss-making Internet business, Ballmer continues to seek talks with Yahoo.
Microsoft Online Services, including the web search engine, generated a net loss of 950 million dollars in the first half of the financial year alone. Ballmer announced important innovations for this spring. He reiterated his offer to Yahoo management to jointly create more competition for Google. However, he ruled out another attempt to take over Yahoo. Nevertheless, Yahoo shares reacted to the statement with strong price gains of more than five percent in early Wall Street trading.
Microsoft has also developed a new browser designed to make surfing safer. The browser, called Gazelle, is designed to increase security by calling up and running each website individually. According to Pcwelt.de, however, this is a prototype that is not yet ready for the market. However, Gazelle already displays 19 out of 20 websites correctly, according to Infoweek.ch.
Microsoft had already had to admit at the end of January with the presentation of its figures for the second quarter that the PC and software business is currently extremely difficult. Instead of over 17 billion dollars as previously forecast, turnover landed at 16.6 billion dollars. Ballmer announced his intention to reduce operating costs by 1.5 billion dollars per year and cut around 5,000 jobs. This is the first significant wave of redundancies in Microsoft's history, writes Handelsblatt.com.

Maxomedia has launched a national cross-media campaign for SBB around the new SBB Mobile Ticket Shop. The service makes it possible to book tickets directly via cell phone while on the move. The campaign slogan "SBB MobileTicket Shop - your ticket counter on the move" sums up this option. The campaign's key visual, an SBB ticket counter employee in a cell phone display, also makes it clear that SBB customers always have their personal ticket counter with them.
Not just cardboard
Maxomedia created rail posters, advertisements, a newsletter, website content and online teasers for the campaign. At railroad stations, oversized cardboard counter panels, which turn the ticket counter into a cell phone and the counter employee into a display image, draw attention to the possibility of booking tickets via cell phone. The new service is also being advertised with editorial articles in commuter newspapers and with a promotion.
Maxomedia, which specializes in cross-media communication, has already handled previous communication measures for SBB Mobile World. Maxomedia realized the current campaign in collaboration with Mediabox, Ambient Partner, Spool and Outbox.
Anne-Friederike Wilhelm

The switch as a cell phone - the cell phone as a switch.

Advertisement with key visual: The friendly ticket counter employee fulfills every ticket request.

Sandwich men advertise the service.