Event: Due to the great success of the «Creativity in Printing» event, an additional workshop has been scheduled. Demand was so high that MAN Roland and the Professional Association of Media Producers (f:mp.) are offering the workshop again on April 24. In cooperation with other partners, this course will demonstrate the potential of print finishing for corporate communications. Experts with hands-on experience will demonstrate to participants the creative use of print finishing for eye-catching brand communication: Jessica Oehlenberg, a member of the Marketing, Purchasing, and Production team at BSH Bosch and Siemens Home Appliances GmbH, will explain the ways in which commercial printing can be used to differentiate a brand.
Jürgen Kleinhans, Head of Media Production, demonstrates how a product can stand out positively at the point of sale. Michael Stickel, Managing Director of Young & Rubicam, offers a glimpse into the finishing options available for bringing creative ideas to life.
Klaus Valet, Technical Director at Druckhaus Hammesfahr, highlights the added value that can be generated through innovative printing applications.
The technical presentations will be rounded out by a hands-on workshop at the MAN Roland Graphic Center. There, participants will see live demonstrations of various finishing processes on three MAN Roland printing presses. The experts are looking forward to the event and, beyond that, to an in-depth exchange of ideas following the event. MAN Roland and the Professional Association of Media Producers (f:mp.) invite you to attend.
Registration by Email The event will take place on
April 24, 2008, from 9:30 a.m. to 5:00 p.m.
at MAN Roland Druckmaschinen AG.
MAN Roland Printing Presses AG
Senefelder House, Senefelder Avenue,
D-63165 Mühlheim am Main
Germany
There are no participation fees. To register, please visit:
or

 
Peter Küng, Head of Communications at Migros Basel, is leaving the company at the end of June. The new head of PR + Culture at the regional Migros cooperative will be Dieter Wullschleger, a Basel-based advertising and communications specialist. The management complies with Küng's wish for early retirement to allow him to be independent professionally, Migros Basel announced Wednesday, according to SDA. Küng plans to work in the future with his company KMU Küng Medien Unternehmung as a media consultant for companies and in the event and sponsorship sector. The 60-year-old has headed the PR + Culture department of Migros Basel since 1990. Previously, he worked as a journalist for Solothurn cable television KRS, Blick and local radio stations Basilisk and Raurach, among others.
Dieter Wullschleger will take over from Küng at the beginning of August. Among other things, Wullschleger had built up an advertising and communications agency and was temporarily managing director of the Basel free newspapers Vogel Gryff and Baslerstab.

 
TV Swiss television is optimistic and is relying on familiar formats. 2008 is all about the European Football Championships. 
"We are satisfied with a market share of 33.5 percent," said SF Director Ingrid Deltenre recently at the annual media conference of Swiss Television in Zurich Leutschenbach. Although there are always slight fluctuations - SF lost one percent in 2007 compared to the previous year - it is still at a very high level and 0.1 percentage points above 2005. The station did lose around 3 percent of viewers in February compared to the same month last year.  
Deltenre cites the absence of the highly acclaimed talent show Music Star, which had achieved an impressive 46% market share in the previous year, the lack of the World Ski Championships and the weather situation, which is always proportional to TV usage, as reasons. "But we can't fully explain the strong fluctuations," said Deltenre. Especially because no reliable market data is available from audience research. "We are still waiting for explanations from Mediapulse," she said to the media research company, which emerged from the SRG research service in 2006.
 
According to Deltenre, one plausible reason could be the switch to DVBT. The fact that SF can no longer be received in analog form as before means that many viewers have probably purchased a satellite dish and are spending their time zapping through the huge offering for the time being. This trend was also observed in Austria during the switchover. However, the fluctuations would level out again over time, said the TV director calmly.
What is causing TV producers more and more headaches is the fact that audiences are increasingly using their TV sets not only for traditional programming, but also for TV on demand, games and watching DVDs. Since 2005, this share has doubled - albeit at a very low level - while traditional television has seen a slight but steady decline.
The biggest competitor to SF in Switzerland is the RTL Group with a market share of 16.3%. For around four years, there has also been an increase in the number of other receivable channels, including a large number of micro and special interest channels, which together account for a market share of 13%. The Swiss private channels are at the bottom with a market share of 4.4%.
In terms of programming, those responsible expanded the business and knowledge sections in 2007 in favor of more quality and depth with the programs "Eco", "Start up", "Einstein" (instead of "MTW - Menschen, Technik, Wissenschaft") and "SF-Wissen" at www.sf.tv. More "Dok", "Reporter" and specials on current events were produced, including on the NRLA and the Blocher election. In the culture segment, the aim was to be more topical, for example with Mozart's "Magic Flute" in two-channel sound or with a total of seven premieres of Swiss films (including "Herbstzeitlosen").
To strengthen viewer loyalty, SF launched a series of entertainment programs such as "SF bi de Lüt", "Heimspiel" and "Landfrauen". In the past financial year, SF also made more emotional sports programs a priority and expanded its offering for children and young people. "However, we are not yet satisfied with the children's program," said Deltenre. Although a separate SF children's channel is currently on hold, the issue will continue to occupy those responsible in the current year.
The third survey of around 1,000 people revealed that the public generally has a positive attitude towards SF. It was better in all areas than in the previous year. In the areas of information, sport, entertainment, culture and series, SF is the channel of choice. It came in second place for feature films.

The current year at SF will be dominated by Euro 08, with comprehensive coverage and live broadcasts as well as a 17-hour special program in June. Another focus will be the presidential election in the USA. In addition, "Arena" will become livelier and more interactive from August. The health magazine "Puls" will also undergo a relaunch. In the summer, the documentary series with criminal cases will be continued, this time under the title "When women kill". A new quiz "1 against 100" will replace the canceled show "Zart oder Bart". The cultural highlight will probably be the performance of Verdi's "Traviata" at Zurich's main railway station.
René Worni

 
Press TV Lesch+Frei Zurich brings television to the press.
Since 1995, the national private television channel of the publishers (NZZ, Ringier, Basler Zeitung, Axel Springer Schweiz and dctp) has been broadcasting a varied program every Saturday and Sunday evening on SF2 with Cash TV, Motorshow and Konsum TV. The information and discussion programs are a Swiss alternative to the predominantly entertainment-oriented programs on other private channels. In order to increase viewer numbers for the individual formats and, above all, to raise awareness of Presse TV in general throughout German-speaking Switzerland, the publishers' national television model is launching a broad-based print campaign in national and supra-regional newspapers and magazines in the coming weeks.
The campaign was designed by Lesch+Frei Zurich. With a simple and quick idea designed to reach the station's target group at a glance. At the same time, the agency created a new corporate identity for Presse TV and developed various below-the-line measures.
Andreas Panzeri

 Ringier is integrating the magazine FdH, which was launched almost a year ago, into the fortnightly magazine Gesundheit Sprechstunde from April. Previously, FdH was included in the title once a month. Fdh was launched in April 2007 and focused on healthy eating, exercise and well-being. Even though the supplement is now disappearing as an independent magazine, Ringier wants to continue to emphasize these topics: they will be dealt with directly in the main magazine Gesundheit Sprechstunde, as a supplement to the usual medical articles. However, the original motto "Eat half" is being abandoned in favor of the motto "Feel happy", as the publishing house announced on Wednesday.
Gesundheit Sprechstunde is published with a circulation of 87,656 copies and is part of the Health Unit health platform within the publishing house.

 
Hygiene Signal has stood for reliable caries protection in this country for over 40 years. The Hesskiss creatives have developed a special Easter motif as part of Signal's current image campaign, which surprisingly implements the additional functions of the various toothpastes: Namely, a chocolate Easter bunny advertising the anti-caries. Like all the foods used in the campaign, it is bitten in two places so that, in addition to the general protection against tooth decay, these two bites can also be used to communicate the respective additional function in a surprising way. The ad will appear in the SonntagsBlick magazine on Easter Sunday.

Publigroupe presented its annual figures on Wednesday, while the "new" Publicitas unveiled its announced new image on the same day. The business unit, now positioned as an all-media marketer, will in future present itself with the lower-case word mark "publicitas" and a "P" made up of 27 dots of different sizes. This is intended to symbolize the emergence of the Swiss print marketer, founded almost 120 years ago, as an international all-media sales organization, according to a press release. The logo is displayed in three colors - red, green and blue. According to Publicitas, the three logo variants will be randomly mixed across all means and media. The new image was realized by the Zurich brand agency Scholtysik Niederberger Kraft (SNK). Their partner Carsten Scholtysik says: "The dots of the "P" refer associatively to the most diverse aspects of the media world; pixels, diodes, print grids or points of light." The lower-case spelling of the brand name is intended to
Conveying "approachability": "At Publicitas, people talk to people on an equal footing, personally and directly."
A new image of this magnitude goes far beyond the mere design of the logo, word mark and fonts, says
Christian Gartmann, Director Media Partner Relations & Marketing at Publicitas and responsible for the rebranding. It was also implemented in just three and a half months: In an assessment, the desired brand attributes were developed from the current strengths and weaknesses of Publicitas as well as from the positioning and corporate designs of global competitors and partners, among other things, and only then did the graphic work begin. As had already been announced, "Publicitas" is now to function as an umbrella brand. For the teams of around three dozen companies in 23 countries, the reorganization will not only result in a new logo; most of them will also receive a new company name. As part of the rebranding, the name "Publicitas" will become the sole brand for Publigroupe's media marketing activities. For Publimedia, Publimag, Publiconnect, Mosse, Cinecom, Radiotele and Web2com, this means that the "Publicitas" brand will be placed in front of the existing company names from mid-April. After around two years, the original brands will then be merged into the Publicitas brand. From September, the international companies in 23 countries will also receive the new corporate design with the uniform "Publicitas" brand.
Responsible at Publicitas:
Christian Gartmann, Director Media Partner Relations & Marketing (overall responsibility), Sabine Tschopp, Project Manager Rebranding (management), Michael Schaefer, Head of Marketing Services (Communications / Internet project), Mario Ramò (collaboration project management). Responsible at Scholtysik Niederberger Kraft: Armin Niederberger (mandate management), Oscar Todeschini (brand strategy), Carsten Scholtysik (brand design). Animated logo that changes color:

Logos of the individual companies:

 
Television: The reallocation of licenses is also causing turmoil for cable network operators. A conversation on this topic with Claudia Bolla-Vincenz, CEO of Swisscable. 
Twenty-one providers are competing for one of 13 TV licenses. But what if an existing broadcaster comes away empty-handed? Does it still have a chance of being broadcast via cable even without a license? How limited are network capacities, really? Werbewoche asked Claudia Bolla-Vincenz, managing director of Swisscable, the association of Swiss cable network operators. WW: A year ago, the cable network operator Cablecom switched the TV channel Rai Uno from analog to digital, prompting protests from thousands of Italians. Even the Italian Embassy got involved. As a result, Cablecom backtracked and is now expanding the previously limited capacity of its analog network at a cost of 100 million francs. What has Swisscable learned from this incident? Claudia Bolla-Vincenz: First, that today’s analog offerings in the cable TV sector are a high priority for customers, and that their willingness to switch to digital TV is not yet high enough to simply move the channels from the analog to the digital platform right now. Second, the cable network industry realized that it must offer both analog and digital services in parallel—in other words, contrary to what it originally assumed, it cannot simply replace the analog offering with the digital one. However, this requires additional investments in network capacity.
And are all Swisscable members participating in this? There are about 250 cable network companies in Switzerland, and they are free to make their own decisions. Furthermore, the standards for network expansion vary widely. That’s why, while each company must assess this for itself, not all of them are in the same situation.
Just how different are the capacities of the individual networks? That depends on the network infrastructure. Another factor is whether a network offers additional services such as telephone and Internet. On average, the analog spectrum is occupied by 40 to 50 TV channels and about 50 radio channels. While digitization does enable more efficient distribution, it always comes at the expense of analog channels: for every analog channel, ten digital channels can be broadcast. Until now, we thought this was also in the customers’ best interest. But we’ve now realized that the analog offering is still satisfactory for customers and that the transition is proceeding more slowly.
Are there any cable networks that still have free analog channels? No, because any unassigned channels are now being used to introduce digital services.
Back to the Cablecom story: Consumers, too, have learned something—namely, that even in the analog realm, the supposedly limited network capacity can be expanded, and that there is certainly money available to do so. You just have to make enough noise about it. Our view is different: The transition from analog to digital TV is already in full swing. Bluewin TV will never operate in the analog sector, and neither will satellite TV in the future. And the SRG has also converted all of its TV channels to digital format. It all went smoothly. Based on that, we didn’t expect there to be massive resistance in the analog sector. That’s why cable network operators are now trying to pursue both paths and expand one without sacrificing the other.
What does this mean for next summer? That’s when the DETEC will decide which of the 21 applicants will receive one of the 13 TV licenses. Licensees must be connected to the cable networks. But what if, in a given region, a new provider—rather than the existing one—is granted a license? In that case, the local network operators must add this additional channel, even if it exceeds their capacity. How will they do that? As mentioned, each individual network must assess whether it can expand its infrastructure, replace equipment, or even take a channel off the air.
Logically, they would have to shut down the channel that no longer holds a license. But will they be willing to do that? Even the smallest of today’s regional TV stations reaches a daily net audience of 20,000 viewers.Customer needs are the deciding factor for the cable network operator. The operator will carefully assess what is in demand in its region. In fact, many customers are very interested in regional programming. If the program is central to the region, the cable network operator will not simply shut it down without further consideration.
However, the DETEC could not only grant a license to a new broadcaster but also issue a carriage order for the unlicensed one. In that case, Swisscable members would no longer be free to take either of them off the air. Given the current capacity bottleneck, this amounts to a worst-case scenario.In principle, cable network operators never view a diverse range of programming as a worst-case scenario. However, according to the RTVG Ordinance, the Federal Council may define a maximum of 25 so-called “must-carry” channels. This limit has not yet been reached.
My conclusion based on what has been said so far: Existing TV stations have no reason to fear being taken off the air. First, because they meet a customer need. Second, because the analog network is now being expanded after all. And third, because the “must-carry” quota has not yet been exhausted. That’s not quite right. Whether a channel meets a broad customer need must be assessed on a case-by-case basis by the cable network operator. The network expansion is taking place on a case-by-case basis, not nationwide. Before a channel is subject to the “must-carry” rule, it must meet the legal requirements. Therefore, various factors must be taken into account.
Has Swisscable trained its members for this specific summer scenario—in terms of communication, legal matters, or marketing? First, we’ll have to wait and see how the decisions turn out. After all, it doesn’t affect all regions equally, but primarily large metropolitan areas. This isn’t the first time this problem has arisen in the summer, either. Situations like this are part of the day-to-day business of cable network companies.
Last year, Swisscable commissioned three studies: a PR analysis of the Cablecom case, a study «on the future of digital TV, taking into account consumer needs and the social context,» and a «customer preference analysis.» A certain degree of concern regarding the summer is already evident. Certainly not regarding the coming summer. Some of these studies have been ongoing for years. Our focus is entirely on the transition from analog to digital TV. That is the challenge facing the industry. After all, the problem we’ll face this summer will be significantly smaller if we can complete the transition to digital. That’s because capacity will increase tenfold.
But am I correct in assuming that all three studies come to roughly the same conclusion? Namely: A good image is priceless. That’s why it’s better to invest in the analog sector than to upset customers. That’s right; that’s the conclusion drawn from both the studies and our own experience.
And isn't it also true that the complaints from cable network operators about allegedly limited capacity are primarily part of their marketing strategy for the digital network? No, it's not marketing—it's a fact that network capacity is maxed out…
But they can obviously be expanded. Yes, but that would require very large investments. At some point, those investments will no longer be justifiable. Right now, cable network operators are simply required to maintain their analog offerings and continue expanding their digital services. But demand for digital services is already growing today. That’s the future. And as mentioned: Our competitors—BluewinTV and satellite TV—operate exclusively in the digital sector. Cable network operators must prepare for this as well. This has nothing to do with the decisions made this summer.
Interview: Markus Knöpfli
Cablecom is backing down. What strategy is Cablecom actually pursuing?
In light of the DETEC decisions this summer? How limited is the Cablecom network? The industry leader among Swiss cable network operators is keeping a low profile. «Basically, Cablecom’s network is operating at full capacity throughout Switzerland and offers a standardized service. However, there are regional exceptions such as Basel, Bern, and Biel, where a special service is broadcast,» said media spokesperson Hugo Wyler. What sounds like concrete information is, however, a diversionary tactic: By naming Basel, Bern, and Biel, Wyler cited three metropolitan areas where only one provider is vying for the TV license in each case. Therefore, the DETEC decision will certainly not result in a capacity problem there. (mk)

 
Radio Roger Schawinski also relies consistently on news in its advertising.  
As usual, Roger Schawinski is stirring the pot with a big ladle. Be it for setting up the radio studios, be it for publicizing his new station. Radio is currently showing its new face not only on the airwaves, but also on billboards, on television and in the newspapers. Just what a young brand like Radio 1 needs in order to be noticed by the public. The advertising agency TBWA is responsible for the visual appearance of the station. Information instead of imageThe agency has been working at full speed for three months on the appearance of the new radio brand. After the logo was presented at the end of November, the agency set about designing a total of 20 communication materials: From corporate design to communication in all media to the order pad or the invoice or fax form automatically generated by the computer. "An agency only gets a chance like this to develop a brand from scratch once every two years at most," says Andy Hostettler. The TBWA boss is proud of his team's achievement: "This was also an important lesson for the newly formed TBWA."
Looking back, developing a launch campaign for the start of broadcasting was no easy task, says Hostettler. The big sticking point was the question of what Radio 1 really needed in terms of communication. Hostettler: "We learned that unconventionality, as we demand from our strategists and creatives, is not only to be found at the advertising level. If a brand like Radio 1 already has an inherently disruptive approach, it doesn't need unconventional advertising on top of that." This is why the visual language of the current campaign is neither outlandish nor overloaded. The campaign subjects are limited to the logo, the claim "Only for adults" and the communication of the frequency "93.0". The agency deliberately did not dig too deep into the creative bag of tricks. "The campaign has to fulfill an informational task. We have to position the radio formally, because the program itself is Radio 1's image tool," says Hostettler. In Hostettler's opinion, placing Roger Schawinski at the center of an advertising campaign would have been the wrong approach, although the agency had toyed with the idea. Ultimately, it was clear to everyone that Roger Schawinski could obtain the necessary presence for free. In fact, there is hardly a Swiss medium that does not report on the polarizing radio pioneer.
In order to reach as many potential listeners as possible, the media plan focuses on outdoor advertising. Schawinski's station is trying to get the population in the greater Zurich area excited about its new radio project. The poster sites were booked by hand. The team used a route where Radio 1 can be received on the 93.0 frequency as a template. The sites were selected along this route and increasingly in the city area. In terms of advertising impact, Hostettler calculates that 60 percent are reached via the posters, including the streetcar advertising. 30 percent via TV and 10 percent via the Sunday and daily press. The choice of media was not a question of socio-demographic characteristics. "The topic of adulthood is a question of action. Every listener is welcome," says Hostettler.
Christian Lüscher
This is what Swiss media write about the launch of Radio 1 "Roger Schawinski has promised us a radio for adults time and again. But what the new station Radio 1 brought us on its first morning is hardly distinguishable from the other local radio stations in Zurich. The music is the usual mainstream drone, made up only of older hits. The news is short. A little more news from abroad, a little less petty crime and accidents than on Radio 24 and Radio Energy. As expected, Radio 1 can't keep up with the overpowering DRS newsrooms."
Tages-Anzeiger-Online, short review
"Professional, well-groomed, unagitated, but also a little boring."
Tages-Anzeiger
"There is no doubt that Roger Schawinski and his renowned team, which consists mainly of experienced radio professionals, are still masters of their craft. But yesterday it was not yet completely clear to what extent Radio 1 really differs from the other local radio stations."
Aargauer newspaper
"Fortunately, no gray areas were discernible on Radio 1 during the listening test, as can be seen elsewhere. In other words, Radio 1 did not broadcast any obscure contributions that left it unclear whether the messages were of an advertising or journalistic nature."
New Zurich Newspaper

 
The Swiss company Telecontrol AG, which manufactures measuring devices for electronic market research, closed the year 2007 with a turnover of around 38 million Swiss francs, a good double that of 2006. The company also reported a similar growth rate in profits. "It was our most successful year ever," said founder and CEO Matthias Steinmann on request. Telecontrol AG has 38 employees and is now wholly owned by the German GfK Group. The Chairman of the Telecontrol Group is Peter Hofer, CEO of IHA-GfK in Hergiswil, and the company was able to gain a foothold in several countries in 2007. In Pakistan and Georgia, a TV panel with 500 households each was set up with TC VIII, the latest Telecontrol generation. The situation is similar in Romania, where 1,200 households are being measured. In Armenia, a panel with 125 households is in operation. A doubling to 1,500 households is planned in Ukraine. Another panel has been set up in Bulgaria. The first test deliveries of a completely new system, the so-called TC Score, have also been sent to Germany. Mediawatch, which can measure the use of radio, TV, print, cinema, AdScreen and posters, is also being used abroad, for example in Cyprus.
In 2008, Steinmann wants to concentrate more on Switzerland again and maintain contact with Mediapulse, the Swiss foundation for TV and radio research. "With all the work abroad, I personally lost sight of our customers here," says Steinmann self-critically. Mediapulse previously purchased TC devices, Radiocontrol clocks and now also the Mediawatch from Telecontrol AG.
 
Markus Knöpfli

 
SRG presents its annual report for the past year. SR DRS achieved a market share of 64.5 percent, a new record according to the SRG press release. Swiss television, on the other hand, achieved a market share of 33.5 percent, one percentage point less than in 2006.SR DRS's operating income amounted to 183.6 million Swiss francs, with expenses at 185.9 million Swiss francs. This resulted in a loss of CHF 2.3 million. Swiss Television ended the financial year with an operating income of CHF 512.5 million and expenses of CHF 510.9 million, a plus of CHF 2.8 million. The financial result amounted to CHF 1.2 million. SRG is satisfied with the past year.
For SR-DRS Director Walter Rüegg, digital broadcasting is a major issue. He still considers the controversial DAB network to have a promising future and points to the expansion of new distribution channels such as the Internet, podcasting and SMS. Last year, the relaunch of SR DRS's Internet offering was a key factor.

 
Advertisements The first balance sheet after the end of Cash and Facts: Which titles did their advertising customers switch to and which not? 
Facts and Cash were published for the last time at the end of June 2007. It is well known that Axel Springer Switzerland took over the Cash subscription base, as well as that the Handelszeitung and, to a lesser extent, Bilanz and Stocks were able to gain new subscribers as a result. But what about advertising? Which titles were able to "inherit" the advertising volume of Facts and Cash? This amounted to a total of 713 pages in the first half of 2007.  
A look at the VSW advertising statistics reveals interesting trends - relating to the first seven months (July 2007 to January 2008) after the end of Cash and Facts. In its analysis, Werbewoche assumed that it would be primarily related publications, i.e. seven competing titles from the news or business press sector, that would benefit. Other titles were not examined.
First of all, it is interesting to note that neither the end of Cash and Facts nor the economic situation had a noticeable effect on the total advertising volume of the Swiss-German news and business press: In the first half of 2007, a total of 4,351 advertising pages were placed in the titles in question (still with Cash and Facts), in the second half of the year (without Cash and Facts) the figure was 4,329 pages. In short: the advertising pie remained the same size, it was just distributed differently.
The main beneficiary is undoubtedly Cash daily. Between July and December 2007, it was able to take over the Cash volume of the first half of the year (296 pages), maintain its own (322 pages) and even gain 231 pages. This shows that Cash daily was also able to capture around 50 percent of the previous Facts volume. The volume per Cash daily issue thus increased by 157.9 percent to 6.7 pages.
The other titles were only able to divide up the remaining 186 Facts pages among themselves - and in doing so, they also took something away from Stocks. The first to benefit was Bilanz (+108 pages), followed by Weltwoche (+62) and finally Magazin (+32). Handelszeitung and Finanz und Wirtschaft remained relatively stable. However, the fact that the Handelszeitung was suddenly 41 percent higher in January 2008 than a year ago could indicate that advertising customers are now also placing their trust in the subscription profit.
The massive growth of Cash daily in the second half of 2007 is undoubtedly also a consequence of the Ringier offer, according to which Cash customers were able to rebook already booked advertisements to Cash daily - there at a regular insertion rate that is half as high as with Cash. Ringier nevertheless made a profit: Calculated in Swiss francs, Cash daily generated around CHF 55,000 more gross per week in the second half of the year than in Alliance with the parent paper - and at half the cost. However, it is questionable whether the paper will be able to maintain this level in 2008.
level.
Markus Knöpfli
CorrigendumIn the 10/08 issue of Werbewoche
we made a mistake in the article "Moderately loyal ex-Cash subscribers". It stated that the Handelszeitung reported 18,210 paid and Wemf-certified subscriptions on July 1, 2007. It was not mentioned that the HandelsZeitung also reported 9,775 compulsory subscriptions, which are obtained at preferential conditions but are nevertheless paid for. The Handelszeitung therefore has a total of 27,985 paid and Wemf-certified subscriptions. Thanks to the remaining ex-cash subscribers, it should therefore have a paid and Wemf-certified subscription circulation of over 40,000 on July 1, 2008 (mk).