In this interview, Daniel Pillard, interim head of Ringier Switzerland, explains what he hopes to achieve with the new *Blick*, how he trains his team, and why a format change would be like dessert after the main course.  
WW: Last September, you said that *Blick* needed to improve radically. Daniel Pillard: I’m confident it will. Because *Blick* is becoming more dynamic. There’s now only one section, and that has many consequences. For example, we’ll take on a much more magazine-like format. Blick will be the first visual daily newspaper. Why did you decide on a single-section format? With two sections, we had two thin issues that could be conveniently divided into sports and news. But if you have only one issue, it has to be engaging from the first page to the last. Furthermore, we need to set ourselves apart from the free newspapers and offer visible added value. The issue must be substantial and interesting.
What is the biggest change compared to the previous layout? The visual style is much more striking. We’ll be featuring exclusive, larger images and using infographics to explain many things. We also have Igor Kravarik, one of the best illustrators, who creates caricatures and cartoons and who has also redrawn the famous beetle.
You've brought in some new people to the editorial staff. Yes. With Walter de Gregorio, for example, as the new sports editor, there have already been a lot of changes in the newsroom. Blick is and will remain Switzerland's sports newspaper.
But there's a little trick to this combined edition. On one hand, we have a front page for news and one for sports. That's the trick (turns the magazine over and shows the *Blick* front page). You can choose.
So what’s the difference from the “Zweibund” layout? Before, we just had News and Sports. Now we have new sections: News, People, and Service. The quality remains consistent. Sports comes at the back. It sometimes takes up more space, sometimes less. Depending on the volume of content, we can be flexible with it and don’t have to fill pages with uninteresting material like we used to. But if the publication is designed like a magazine, then everything changes. You have to see that added value on every page. This also has interesting implications for the editorial team during production. Both teams now have to work together.
How will this integration take place? The plan is for the editorial teams to work together in a single newsroom. We’ll be taking several steps. The goal, in about two years, will be an integrated newsroom. Bringing News and Sports together is the first step. Starting in March, the print and online teams will also work together in the same space. In the next step, we’ll consider how to distribute content across various channels and how to approach the “online first” strategy. In the medium term, Blick, SonntagsBlick, and heute will operate out of the same newsroom. That will take some time.
How will “online first” prove itself in practice at *Blick*? The idea that we should publish everything via the fastest channel can’t apply across the board to tabloid journalism. News and scoops, yes; in-depth reporting, no. But that’s a process that begins in March.
With the two-page spreads, the layout has already taken on a slightly more «magazine-like» feel. We’re already putting our tools to the test.
Have you received any feedback from readers and advertisers yet? We’ve already gotten a positive response from agencies regarding the pilot issue. They clearly feel that things are finally starting to move in the world of *Blick*. On the reader side, it will take more time for that to translate into subscriptions.
Right now, the discussion about journalistic quality is in full swing within the industry. How do you define quality for *Blick*? First and foremost, it concerns visual language. The images must be of the highest quality. We’ve hired Koni Nordmann, a photography specialist, to coach and train our staff. A good image conveys as much information as a good text—that’s a long-standing tradition at Ringier. Images are very important to *Blick*.
…as long as they aren't as blurry as that one of Djamila Rowe back then. (laughs) A blurry picture can also be interesting, as long as it's exclusive.
The articles should be longer. We want to publish a feature story at least three times a week—a requirement set by Editor-in-Chief Bernhard Weissberg. But even short articles must be well written.
Once again: What does “quality” mean for *Der Blick* in general? It has to be engaging and witty, with good writing—but not like the *NZZ*. Walter de Gregorio used to write columns for *Die Weltwoche*. Now he writes for us, and that doesn’t change his style. The product as a whole must be well-designed. By “quality,” I mean how we bring images and text together.
How important is investigative journalism? Quality, of course, also means research. With some stories, you have to be the leader. You have to break scoops. We employ 50 journalists in the sports section and about 80 in the first section. As you can see, we have the resources. And that has to come through in the paper.
The frequently voiced criticism that *Blick* is no longer the hard-hitting tabloid it once was is also based on the idea that the paper simply doesn’t have the people who can write tabloid stories. It would take a long discussion to define exactly what constitutes tabloid journalism and what doesn’t. I’m convinced that tabloid journalism is changing. We’ve gained a lot of experience at Ringier. In countries like Hungary or Romania, hard-hitting tabloid journalism still works. Big breasts, crime stories with lots of blood, and so on—that’s a thing of the past for us. Society has changed. That kind of tabloid journalism wouldn’t reach the audience here at all. You have to work with emotions, of course, but even a newspaper like Blick has to explain the world. What’s happening in Kosovo right now, for example. These are major issues—that’s where we have to be the best.
Other publications cover these topics as well. And the press has become tabloidized across the board. What is *Die Weltwoche* if not tabloid journalism for intellectuals? That’s true, but *Die Weltwoche* has different, political goals—a different editorial line. We’re more open.
If Sunday papers, free newspapers, and, to some extent, the regional press are already becoming tabloid-style, why do we still need *Der Blick*? Free newspapers don’t have our resources. Sunday newspapers feature longer articles, for example in the business section. We also cover business news, but in a simple and understandable way. We, too, have written about UBS and Liechtenstein in recent days.
How is the newspaper linked to its online presence? This connection is very important, and you can already see some evidence of it. There are links to the articles and a blog by Editor-in-Chief Bernhard Weissberg where people can respond. Those responses go online immediately, and by the next morning, they’re in the newspaper. We have user-generated content, reader photos, and reader opinions. Interactivity with readers is becoming increasingly important. That’s why we’re already working very closely with Blick Online. The audience reacts quickly and emotionally. But this still needs to develop further and grow into a community.
You recently launched Web TV, featuring a hosted news program. What other channels are in the works? Our Web TV isn’t perfect yet—it’s not enough to just air a program twice a day. But Web TV will quickly gain importance, just like mobile. Print, online, and mobile need to work together. With Cash Daily, we essentially have an in-house lab.
Starting in 2009, Adligenswil will have the printing capabilities to produce a more impressive tabloid format, like *Libération* or *El País*. Will that ever happen for *Blick*? Nothing has been decided yet, but that would be a great format. For me, though, it’s a bit like dessert after a good meal. Because first, we at Blick need to do our homework. From that perspective, I’m glad we don’t have to answer the format question right away.
You’ve started distributing the magazine through the postal service’s early-morning delivery. What’s the goal? We’ve already delivered 10,000 copies this way. But we also need to supply restaurants; I’m convinced we can get them back on board. That’s why we’re going to launch a major distribution and promotional campaign. Restaurants and early-morning delivery are our two main strategies.
We need to focus on the city. We’ve lost a lot of ground there. *Blick* is a popular newspaper, and we want it to stay that way. That’s why we need to have a presence in the city—though not necessarily in every neighborhood. The days of *Blick* being just a “regulars’ table” newspaper are over; we want it to appeal to young people, too. We’re doing quite well with them and with older readers, but we’re missing readers in the middle. We want to reach those people, too. In rural areas, things are okay for now, since we don’t have any competitors.
What are your circulation goals? We don’t have any specific circulation targets, because first we need to stabilize the downward trend that all newspapers are experiencing. Above all, single-copy sales need to pick up, since subscriptions are healthy and stable. But *Blick* is also a matter of image; it needs to become a must-have again, including in the advertising market. That’s the challenge. We could live with 700,000 readers, but we need to attract more advertisers with that readership. It’s possible. Media agencies are already sensing that something is suddenly happening at *Blick*.
Interview: René Worni
Here

Check out the new look.

 A temporary radio project will accompany Euro 08. Radio 11 will be on air live throughout the European Football Championships and will present a completely new concept. The station will be heard on various frequencies in Zurich, Bern, Basel and Geneva. The two initiators, Oliver Scotoni and Miguel Alvarez, commissioned the agency on Limmatstrasse to create the entire corporate design and to produce a TV commercial, various flyers and other communication solutions. The first works will soon be on display.

 
René Worni on elephants in a china store. 
In their traditional regions, the media enter into close relationships with the authorities and the civilian population. It is a balancing act between closeness and distance until the right tonality has settled in, until the boundaries have been defined. That can take time. The two sides never really warm to each other. That's in the nature of things. Newcomers feel this immediately. A journalist writing a political report for the first time in a region, broadcasting a program from the council or just reporting on a party event will almost inevitably step on someone's toes and feel more or less comfortable as a bull in a china store. This also explains why the Aargau cantonal council had such difficulty with its statement in the consultation on radio and television licenses. Initially, it spoke out against the new Radio AG because the members of the executive apparently considered Roger Schawinski's project to be too great a risk, which they were unable to assess conclusively. Translated, this means that the Executive Board is not really comfortable with the idea of getting involved with a new medium that could possibly behave like a bull in a china store. So the decision was made in favor of Radio Argovia, only to couple this decision with a hidden media scolding of the station, which has been well established for years. More quality standards are to be introduced for local broadcasters and these are to be reviewed on an ongoing basis. In the event of non-compliance, the government council is even threatening to withdraw the license. Strong stuff and, despite the government's blessing, a slap in the face for the makers of Argovia.
No wonder Argovia sees a need for clarification with the government. Just three days later, the government council goes even further and attacks the AZ media, to which Argovia belongs. The media concentration at Wanner posed a "certain risk" to the diversity of opinion in the canton. The attack by the Aargau government demonstrates the old game of proximity and distance between state power and the media. In reality, the government does not want to let on that it is still best off with the previous conditions and without elephants. It will be no different in most other cantons.
René Worni, Editor

 
Out-of-home advertising JCDecaux and Clear Channel generated a total turnover of around 11 billion Swiss francs in 2007 Clear Channel Communications (CCC), the world's largest out-of-home advertising company, reported a net profit of 938.5 million US dollars for 2007, almost a third more than in the previous year. Total sales increased by 6 percent to 6.82 billion dollars. CCC does not publish figures for individual countries. Beat Roeschlin, CEO of the Swiss subsidiary Clear Channel Outdoor Plakanda CCOP, said he was "very satisfied" with 2007. Sales growth of between 5 and 10 percent was achieved in all segments. CCOP also established itself "as the clear number 1 in the Swiss market" in the areas of petrol station advertising and POS. Roeschlin was also given responsibility for the Clear Channel airport business outside America in 2007. He has already concluded marketing contracts with two new airports - Oslo and Budapest, he reports. Affichage was also interested in the latter.
It is still unclear what will happen to the entire CCC Group. Last fall, the shareholders approved a sale to the investment companies Bain Capital and Thomas H. Lee Partners. However, they have not yet completed the deal and are considering pulling out. This would mean accepting a fine of 500 million dollars. They still have one month to make their decision. If the deal goes ahead as planned, CCC will probably be split up.
One company is keeping a close eye on this: JCDecaux, the world's second-largest out-of-home advertiser. It increased its sales in the 2007 financial year by 8.2 percent to 2.1 billion euros. The Group's organic sales growth was in the high single-digit or double-digit range in almost all geographical regions. JCDecaux, which holds a 30 percent stake in Affichage, does not publish any profit figures.
Markus Knöpfli

 On Tuesday, the news fluttered into the editorial office that Monika Stocker will be celebrating her 25th anniversary at BSW on March 1. Unlike her currently rather unfortunate namesake on Zurich City Council, the good soul of the BSW office has every reason to celebrate. Over the past quarter of a century, she has gotten to know the association of leading advertising and communications agencies inside out. Generations of advertisers have come and gone. More than a dozen presidents and many more board members, committee members and representatives of all BSW members and, above all, three managing directors could and can always rely on Monika Stocker, as the association writes. In the ever-changing Swiss advertising industry, such consistency stands out. In its press release, the BSW thanks Monika Stocker warmly for her commitment and loyalty. For all those who would like to raise a glass with the jubilarian, there will be a small aperitif on Monday, March 3, from 4.30 p.m. at the office at Konradsrasse 61 in Zurich. Werbewoche congratulates you on your anniversary!

 
Andrea Götz, the long-standing head of Südostschweiz Print, will join the management of Casanova Druck und Verlag in Chur on March 1, 2008. He will take over the Sales and Marketing department. In Götz, the sales organization is gaining a high-profile executive from the graphic arts industry with many years of experience and good customer relations, according to the press release issued on Tuesday. Andrea Götz joined the former Gasser AG Druck und Verlag in 1984. He trained in marketing and technology and quickly rose to become Vice Director and then Director of the printing company in 1996. He was a member of the planning group when Gasser was reorganized into the Südostschweiz Media Group. He is leaving the company after 24 years of successful work.

Since last December, a political debate on diversity of opinion has been taking place in the canton of Aargau, sparked by Roger Schawinski’s application for a radio license. Last week, the Aargau government addressed this issue and the publishing house AZ Medien in two separate letters. Its publisher, Peter Wanner, spoke to Werbewoche about diversity of opinion, monopolies, corporate journalism, and his competitor Roger Schawinski.Werbewoche: What is your response to the accusation that «diversity of opinion in Aargau has been in a poor state for years,» as stated in an interpellation by the cantonal parliament? Peter Wanner: That is the opinion of the SP parliamentary group, which submitted this interpellation and which the cantonal parliament declared urgent. The majority voted in favor of declaring it urgent, not because of the content of the interpellation. In my view, diversity of opinion in Aargau is certainly guaranteed: The Aargauer Zeitung (AZ) is a forum newspaper and publishes a wide range of opinions from politicians and columnists, from the left to the right; we also have a daily letters-to-the-editor page that is used very actively. Of course, I, too, look back fondly on the good old days when every party still published its own party newspaper, but those days are over throughout Switzerland. Instead, we now have local electronic media—and the internet. And in Aargau, we’re also exposed to media outlets based in Zurich.
WW: In its response to the interpellation, the cantonal government expressed the view that the diversity of opinion in cantonal and political reporting in Aargau is «currently still insufficient.» Your thoughts? Wanner: The government would prefer it if several newspapers covered and commented on its proposals. At the moment, there are two: the Aargauer Zeitung and the Zofinger Tagblatt. When something important is happening, national newspapers are immediately on the scene as well: the NZZ, the Tagi, and the Blick. Compared to other cantons, the diversity of opinion published in Aargau is certainly no worse—if anything, it’s better. WW: In the eyes of the cantonal government, local radio stations «report in depth on regional political issues only to a limited extent.» Therefore, they do not contribute to diversity of opinion. What is your view—with regard to Radio Argovia—on this statement? Wanner: In general, the statement is true because many local radio stations limit themselves to music and news. But it doesn’t apply to Radio Argovia in particular, because this station takes its mission to inform very seriously and reports on everything happening in Aargau, especially political issues. Radio Argovia is extremely popular and highly successful. Especially in our political coverage, we clearly stand out from other local radio stations. WW: The cantonal government does note that AZ Medien does not engage in corporate journalism. Nevertheless, it sees «certain risks» to diversity of opinion arising from a high degree of ownership concentration. For example, it fears homogenization of content through editorial collaborations and multiple uses of content, or the imposition of a media policy aligned with the corporate group’s interests. How does AZ Medien address these issues? Wanner: We strictly reject corporate journalism. The editors-in-chief of the individual media outlets are independent and free in their assessment and commentary on events. The publisher has no authority to issue directives to individual editors. We have established this policy, and I adhere to it. WW: In its response to the public consultation on media licenses, the cantonal government called for higher quality in local media and even wants the authority to impose fines or revoke licenses if this is not achieved. Even though the media outlets under your umbrella are not explicitly named, the statement is clearly aimed at them. What is your response to this criticism regarding quality? Wanner: If a licensed local media outlet fails to fulfill its public service mandate or is unable to maintain the promised quality, then it is up to OFCOM to take measures within the framework of the law and the ordinance. When it comes to quality, you’re preaching to the choir with me, because I’m known as a publisher who prioritizes quality. For purely advertising-funded media such as local radio and local television, however, quality depends on available resources. That’s why I’ve been at the forefront of advocating for the splitting of license fees. Only with license fees can you produce high-quality local television. WW: How do you respond to the accusation that the media outlets under your umbrella are not reporting in a balanced manner on the ongoing license renewal process? Wanner: As far as I can tell, we have fulfilled our duty to inform the public. Since we do not practice corporate journalism, each media outlet has handled this in its own way. Roger Schawinski would, of course, have liked to see his license application widely publicized by our media outlets in a sensationalist manner. WW: There’s a widespread view that some governments advocate for existing media outlets in the licensing process for reasons that aren’t entirely altruistic: With the existing broadcasters, they know where they stand and what kind of coverage to expect regarding government affairs. Do your media outlets treat the government with kid gloves? Wanner: No. They take a critical approach—there are plenty of examples of that—and that’s why the government has also taken a critical look at us. We’re known for not holding back when it comes to substantive issues, but we treat politicians fairly on a personal level and don’t deliberately tear them apart. WW: According to your competitor for the radio license in Aargau, Roger Schawinski, you refused to appear with him in a public debate. Why? Wanner: Radio Argovia has so far categorically refused to broadcast a debate between Roger Schawinski and me that goes beyond the obligation to provide information. That’s understandable: no one likes to give an additional platform to someone who wants to shut down the station. After all, 35 jobs are at stake. WW: Roger Schawinski believes that media monopolies must be broken up. Your response? Wanner: There’s nothing to break up because there is no «media monopoly» to begin with. While we are a strong market player, we do not have a monopoly—and certainly not a «monopoly on opinion,» as he accuses us of having. Let’s take the radio sector, where there is supposedly a «monopoly»: In addition to Radio Argovia, Aargau also has the non-commercial Kanal K, as well as the DRS Regionaljournal and all three DRS stations (1, 2, and 3); furthermore, all Zurich regional radio stations can be received without any problems in Aargau (Radio 24, Energy, Top, Zürisee—even Schawinski’s Radio 1!), in the Fricktal the two Basel radio stations, in the Freiamt and Zofingen districts the Central Swiss radio stations, and in the Aarau-Zofingen area Solothurn’s Radio 32 as well. Monopoly? WW: The Aargau government’s response to the consultation is just one of many factors the Federal Council considers when forming its opinion on licensing matters. What will happen to Radio Argovia if it doesn’t receive the license? Wanner: I can’t imagine that one of the most successful and popular local radio stations in Switzerland would be shut down just because a Zurich-based media entrepreneur and self-proclaimed «monopoly-breaker» thinks it’s great to operate a radio station in Zurich, Graubünden, and also in Aargau. The business idea of a «radio chain» is certainly plausible, but it comes at the expense of 40 employees and the shutdown of two independent radio stations that are very popular in their regions: Grischa and Argovia. WW: In an interview on Persönlich.com, Roger Schawinski accuses you of claiming that his partner, former Tele M1 editor-in-chief Heinz Lang, is «barred from working» in Aargau. Wanner: That’s not true. We parted ways «by mutual agreement.» When it came to quality, Lang was an advocate of «blood, cars, and cleavage TV.» I even tried to arrange for him to write for the AZ, but the editorial team politely declined. However, there are certainly other media outlets in Aargau, and besides, Zurich—a major media hub—is only 20 minutes away from Aarau. He doesn’t have to «emigrate,» as Schawinski polemically claims, because of this. Interview via email: Carole Scheidegger

 "This is the best result in the history of Affichage Holding and APG," said Affichage CEO Christian Kauter with obvious pride at his company's annual press conference on Tuesday. The figures are indeed impressive: sales revenue rose by 20.4 percent to 386.4 million francs, the operating result before acquisition-related amortization even exceeded sales growth and net profit almost doubled to 62 million francs. For his part, Affichage CFO Ulrich von Bassewitz summarized the top result as "continuity in Switzerland and new beginnings abroad". In fact, Affichage succeeded last year in renewing the Winterthur and Chur city contracts and also in retaining the outdoor advertising at SBB stations and railroad lines. However, sales revenue in Switzerland only increased by 1.3 percent; in 2006, Affichage reported a 10 percent increase in this country. In contrast, sales in south-eastern Europe rose by an incredible 224.1 percent.
According to von Bassewitz, however, these figures give an inaccurate picture. This is because various sales losses in the home market were foreseeable or even deliberately calculated, such as the loss of revenue from tobacco advertising or the decision to forego marketing mandates in the sports sector. Von Bassewitz therefore interpreted the seemingly low growth in the home market as a strong increase in sales revenue overall, as the expected loss of income was more than compensated for.
The growth rate abroad, on the other hand, was primarily due to the acquisitions made, von Bassewitz noted. Last year, Affichage acquired companies primarily in Greece and Romania and also dissolved the ten-year joint venture Europlakat International (EPI) with JCDecaux in the middle of the year, enabling it to fully consolidate various activities. Purely organic growth abroad, i.e. excluding these acquisitions and sales, nevertheless amounted to a respectable 11.8 percent.
The foreign share of total sales thus increased from 8.6 percent to 23.1 percent. "This brings us very close to the target we set ourselves two years ago," said Kauter happily. Affichage had set itself the target of increasing the proportion of sales generated abroad to 25 percent by the end of 2008 - in order to reduce its heavy dependence on the increasingly regulated domestic market.
Madeleine Linter, Head of the new Affichage International division since last October, emphasized that the primary task now is to integrate the activities in the countries of South-Eastern Europe. "We have eight markets there, now we have to master them," she said. Affichage wants to achieve this not only by gaining market share, but also through the quality of its product range and transparency in its dealings with customers.

Markus Knöpfli / elk
 

 
The campaign by Lausanne agency Trio for the launch of the new Mazda model Mazda6 is all about deep-sea diving. Spectacular underwater images are to characterize the entire communication surrounding the launch, as detailed in the press release on Tuesday. The agency commissioned with the creation and adaptation for the whole of Switzerland has, among other things, created a deep-sea concept for a mailing that includes free entry and a VIP ticket for the Geneva Motor Show and is linked to a website.

 SRG is examining whether its own management structures and ownership still meet today's requirements. An evaluation group is to carry out an assessment by summer 2008 and draw up proposals for improvement. The review was requested by the Federal Council on the occasion of its licensing decision at the end of November, SRG announced on Tuesday. Together with the Federal Office for the Environment, Transport, Energy and Communications (Uvek), SRG has now drawn up a timetable for the review. The SRG may take the lead in the reform project and thus effectively reform itself. The Federal Office of Communications (OFCOM) will be "highly represented" in the project, as the press release goes on to say.
SRG has brought in prominent reinforcement as experts for conceptual issues: Benedikt Weibel, former head of SBB and current Euro 08 delegate of the Federal Council, will moderate a contact and evaluation group and carry out an assessment by summer 2008. The results of this group will then be submitted to the regional boards of directors for their opinion.
Following approval by the Assembly of Delegates and the Uvek, the necessary amendments to the statutes and organizational regulations will be made in 2009. The SRG did not mention in its press release whether the structural reform is possibly aimed at merging Swiss Television and Radio DRS, as various press reports implied a few weeks ago.

 
As of March 1, 2008, 39-year-old Peter Brun will be the interim head of communications for the Kuoni Group as a whole. At the same time, he will remain responsible for communications for the Kuoni Switzerland sub-division, as the Group announced on Tuesday, according to SDA. Brun will remain until the Kuoni Group has found a new Head of Communications. Former Head of Communications Andrea Hemmi left the Group at the end of November 2007 (see: ). In the meantime, the position had not been filled. Brun has been head of communications at Kuoni Switzerland since mid-2005, having previously worked as a journalist for various Swiss media.

 This year's Oscars were a flop for US television: viewer ratings fell to a record low. 32 million Americans watched the live broadcast of the gala from Hollywood. According to the media research institute Nielsen Media Research, this represents a 25 percent drop compared to last year's 40 million viewers. Observers attribute the record low to the fact that most of the nominated films were not box office hits. In addition, the months-long strike by screenwriters in the run-up to the Oscars meant that there were fewer programs in which the drum could be beaten for the Oscars.
Nevertheless, the broadcaster responsible, ABC, made a good profit. According to the industry magazine Variety, each 30-second commercial brought in the equivalent of around 1.96 million francs.