Two weeks before the National Council elections, Migros is advertising large-scale for Migros panties, in which possible future representatives of the people are tucked. Forty-one candidates for the National Council wanted to take part in the unusual advertising campaign, and seven can now be seen on posters all over Switzerland, according to a statement from SFLB. The idea, implemented by Spillmann/Felser/Leo Burnett, follows on from a series of Migros campaigns that rely on Tom, Dick and Harry instead of top models; last fall, for example, local councillors from Switzerland were seen in men's and women's underwear, and ski instructors in their underwear. Party affiliation is not mentioned on any of the posters. "We were primarily looking for candidates who come across naturally and cut a good figure in underwear. After all, it is underwear advertising," says Peter Brönnimann, CD at Spillmann/Felser/Leo Burnett. The posters only mention the surname, first name and place of residence ¬- and that the candidate is a candidate for the National Council. They were photographed by the globally active Swiss photographer Frederic Auerbach. The campaign already became known on September 12 through a report by 10vor10; regarding her motivation, for example, the young CVP candidate Mirjam Arnold said she hoped to become known to people because she could not invest much money in the election campaign. The campaign is one more reason why the 2007 election campaign could go down in history.

Responsible at Migros: Beat Mühlemann (Head of Marketing Communication), Claudia Haueter (Head of Advertising Super/Consumer Market), Bettina Huwyler (Project Manager Advertising Super/Consumer Market), Daniela Suter (Head of Category Management Underwear & Hosiery), Petra Renggli (Category Manager Men's Underwear), Beatrix Kessler (Category Manager Women's Underwear).
Responsible at SFLB: Tabea Guhl (AD), Peter Brönnimann (text) Martin Spillmann, Peter Brönnimann (CD), Martina Glaser, Rebecca Krausse, Sarah Laukemann (consulting), Sebahat Derdiyok (art buying). Photos: Frederic Auerbach. Photo production: René Hauser. Styling: Barbara Wernle. The Migros posters:

 
The Huber Printpack works committee, the Comedia and Syna trade unions and Huber & Co. have agreed on a social plan for the employees affected by the job cuts at Huber Printpack. The employees of Huber Printpack approved the social plan on Friday. The social plan is intended to mitigate the economic consequences of the job cuts and support the professional reorientation of the affected employees. The reduction of 39 full-time positions at the Huber Group is a consequence of the partial sale of the commercial and packaging printing business of Huber Printpack announced on September 17, 2007 (See:
). Druckerei Flawil, a printing and publishing house in Eastern Switzerland, takes over the commercial printing division of Huber Printpack and the magazine publishing division of Huber & Co. as of November 1, 2007. Also in November, the St. Gallen-based family business K+D takes over the packaging printing division. The takeover by the two long-established companies is intended to secure around 80 full-time jobs in the long term.

 
Sunrise Switzerland has just launched its new communication campaign, which seeks to strengthen the brand's personality and simplify the product landscape with the basic idea of simplicity. The campaign was conceived and realized by the Geneva agency Rive Gauche, which Sunrise had already entrusted with the entire communication strategy and advertising creation in August 2007. According to the press release, Sunrise's new attitude paved the way for Rive Gauche to create a more attractive, empathetic, clearer and, above all, simpler brand personality in the eyes of consumers.

Similar to the automotive industry, the telecommunications industry is often perceived as complicated and opaque. Sunrise therefore scrutinized its products and tariffs in order to simplify them and make them more attractive and easier to understand for the average consumer. The basic strategic and creative idea was therefore to demonstrate the simplicity of Sunrise's new positioning through strong, original, universal, playful imagery that everyone can understand. "The telephone of our childhood - two tin cans connected by a string - is anchored in our memories as a universal symbol for telephoning and simplicity," the press release continues.
According to Alphonse Garcia, CEO and CCO of Rive Gauche, this campaign breaks with the usual codes and conventions in the telecommunications world. It therefore gives Sunrise the status of a leader and a positioning that clearly sets it apart from the competition by clearly communicating simplicity and customer proximity. Rive Gauche developed and realized this concept for the traditional advertising media of posters, TV and print as well as for below-the-line, Internet, SMS and POP. Studio Production in Geneva, under the direction of Thierry Bourdeille, was commissioned to produce the photo and film shoots. The TV commercial was directed by Sébastien Dhrey, who has already directed international commercials for companies such as Nissan and Hollywood.

Responsible at Sunrise: Alexandra Reich (COO Residential Customers), Elisabeth Baumgartner (Director Marketing & Communication), Daniela Schönholzer (Teamleader Atl Communication). Responsible at Rive Gauche: Alphonse Garcia & Yves Portenier (Creative Direction), Vincent Freccia (Art Direction), Christian Olsen (Graphics), Sébastien Fabbi (Consulting). Production: Thierry Bourdeille (Le studio production), Sébastien Dhrey (TV spot director), Olaf Wipperfüth (photography).subjects images:

TV spot:

In June, Daniel Brüngger, the former CEO of Lowe Direct and Tequila, founded his own dialog agency. Now the former Fisch.Meier.Direkt CD Remo Bachmann joins him. The agency has already been renamed Brüngger Bachmann Dialog AG. In an interview, the two provide information about the start-up phase, dealing with declining acceptance for dialog marketing and the disadvantages of agency networks. Werbewoche: Remo Bachmann, you are a new partner of Brüngger Dialog. The agency is therefore being renamed Brüngger Bachmann Dialog AG. But the company was already founded in June - haven't you now missed the most important months? Remo Bachmann: No, it was clear from the beginning that I would join. Now is the earliest possible date after my resignation from Fisch.Meier.Direkt. Of course, I would have liked to start at the new location the day after my resignation, but that was not possible. I'm now responsible for the creative side in our new agency, and the creative side often comes into its own in a second step on a job anyway. We have to be able to build on foundations. I am very grateful to Daniel Brüngger for this preliminary work. Daniel Brüngger: Remo and I have been in contact at least every other day over the past few months. In this sense, he is already well informed about what is happening. I by no means wanted to put on a "one-man show" as an agency. After all, I wasn't alone from the start; I started out with a team of four people. Now we complement each other well: Remo Bachmann as a creative, me as a consultant. When I first set up my own business years ago, we were two consultants - a less favorable constellation. Aren't you afraid that the market will react with uncertainty if you change the name of the agency after only a few months?Brüngger: No, we have a manageable client base, to whom we communicated from the beginning that Remo Bachmann would be joining us in October. If one or the other advertiser is upset about the name change, I can live with that. The advertising industry thrives on change. Mr. Bachmann, why did you leave your post as CD at Fisch.Meier to start all over again?Bachmann: I wanted to get back to the front and feel the customers. It appeals to me to be less busy with administration, but to work directly on the mandates. Mr. Brüngger, in June you said that you were in negotiations with a third partner. What happened?Brüngger: The negotiations turned out to be very unsatisfactory. We then broke off the exercise. Do we really need another dialog agency?Brüngger: Yes! The existing ones are not very sexy in my eyes. At one competitor, the CEO and CD are leaving the agency, and a formerly really attractive specialist agency is no longer just on the upswing. There needs to be a counterweight here. We want to be an agency that has a good groove. And our goal is to get to the top in a short time. The agency has been in existence since the end of June - how is it going so far?Brüngger: Sensational so far. We've won three or four nice mandates that we didn't expect to get. The latest Growth Value Opportunities account came to us like the virgin to the child. We were able to win a total of seven clients. A big story for us is the positioning of a new product in the cosmetics-related sector, which a Swiss company will be launching in spring 2008 - also in Germany.How many pitches did you take part in? Brüngger: Only two, at the moment we hope to get into a third one. The pre-selection is currently underway, and next week we will know whether we are on the shortlist. Do you have expansion plans?Brüngger: Yes, we will hire more people in the medium term. But first we have to win more customers. We also work with freelancers. But we don't want just anyone, we want the best. For one of our orders, the starting task was a new corporate design, for which we brought in a former "senior" from Interbrand Zintzmeyer & Lux. But we certainly won't hide our freelancers. There are agencies that work with many freelancers, but pretend to the outside world that they are a one-man show. That's not how it works for us. At present, everyone in the advertising industry is talking about interdisciplinary work - with a dialog agency, you're doing just the opposite and focusing on a single field.Bachmann: We view the idea of a single field with skepticism. In my eyes, dialog is not a discipline, but an attitude. Dialog will probably be the advertising of the future, but it is not limited to sending letters - dialog can also take place via a poster. We will also use and develop new dialog media.Brüngger: We are certainly not a mailing factory. We distinguish between business-to-business and business-to-consumer. In B2B, we want to offer everything; in B2C, we want to be seen as the agency that is able to offer a customer relationship management system or a card club - dialog-oriented offers, that is. The response to dialog marketing is declining: the number of stop stickers on mailboxes is growing, there are efforts to limit telemarketing. How do you counter this? Brüngger: By engaging in creative dialog. There are indeed enough black sheep, and I also hate it when someone calls me at home at 7:30 in the evening to sell a product and then I have to justify why I simply don't feel like it. I don't have a stop sticker on my mailbox for professional reasons, but a lot of garbage is actually sent out. We want to achieve clever market impact using dialog, so this form also finds acceptance. Bachmann: Dialog advertising is no longer just about selling products. We communicate brand values. Today, dialog is a relevant and undisputed image factor. Don't you miss having a large network behind you?Bachmann: No. With network agencies, it's often the case that they do 80 percent network assignments and 20 percent local mandates. In dialog marketing, it's the other way around: you have to do business locally. In addition, network agencies often have little self-determination - there are so many regulations and agreements. In return, they get security. But especially for the creative side, which I represent, working in network agencies is often not satisfying - you simply implement international campaigns. Brüngger: I don't think dialog agencies gain much from network membership - except for fees. As an outsider, it seems to me that even the big DM agencies don't benefit much from the network. Mr. Brüngger, why did you leave Tequila after only a short time?Brüngger: Before that, I was with Lowe; their network closed about 50 agencies worldwide. I then moved to TBWA's Tequila agency, where CEO Markus Pekeler disappeared virtually overnight. We then got a new head of Europe - let's just say I wouldn't have gone on vacation with him. I felt the need to do something more clever than just holding out. That's why I decided to make a fresh start, even if it meant a different salary base for the first few years. My wife said at the time: "Dani, make sure you're happy again. Remo Bachmann and I, we both had to put up with a lot in our time in the advertising industry so far - now we want to do what we feel like doing, what we enjoy doing and what we believe is good for us. When you launched your agency, you said that you didn't want to offer everything, but only what you were good at. Does this motto get you to the top, where you apparently want to be?Bachmann: You can only reach the top with this motto! Everything else dilutes the positioning and distracts from the core service.picture above:
Left Daniel Brüngger , right Remo Bachmann
Picture below f.l.t.r.
Liv Bianchet, Manuela Eigenmann, Remo Bachmann, Daniel Brüngger, Noëmi Fretz
Interview: Carole Scheidegger

The Brüngger Dialog team (from left to right): Liv Bianchet, Manuela Eigenmann, Remo Bachmann, Daniel Brüngger and Noëmi Fretz.

 
Federal Councillor Moritz Leuenberger, who is actually known for his restraint and his commitment to concordance, does not appear to be entirely immune to the currently somewhat anarchic or even archaic political culture. On Friday, he surprised the public at an event that is normally devoid of any potential for scandal: his immortalization as a member of the Zurich cantonal government with a portrait in the ancestral gallery. He could understand Piero Esteriore's approach, said Leuenberger in front of a stunned crowd of spectators. On Thursday, Esteriore had crashed the front door of the Blick editorial office with his Mercedes because a nasty Blick article compared his birthday party to a mafia event. Leuenberger went even further: he understood what Esteriore had done, but he, Leuenberger, would not drive into the building himself, but would have a chauffeur do it, who was currently waiting outside. Leuenberger explained his understanding with the famous swimming trunks pictures that appeared in Blick in spring 2006, which showed him in blue swimming trunks on the beach in Oman. Leuenberger was already publicly annoyed by this display at the time. The hostility towards Blick does not yet seem to have faded.

The CEO of McCann Erickson, Curdin Janett, is leaving the agency after almost ten years. He will be taking on a new challenge at the beginning of 2008, as he told Werbewoche. According to the Chairman of the Board of Directors, three people will soon be sharing Janett's previous position. Curdin Janett was CEO at the McCann Erickson agency for a whole decade, but now he needs a change of scene. When asked whether he would continue to work in the same field, Janett only told Advertising Week: "I already have very concrete plans, but I don't want to comment on them yet. One thing is certain: I won't be breeding sheep." The agency's Chairman of the Board of Directors, Helmut Sendlmeier, does not know exactly what Janett has in mind either: "There is a lot of movement on the Swiss market. There are currently management changes at countless agencies. I don't want to speculate, I prefer to observe the whole thing from the outside."
The CEO's departure is an "amicable story", Helmut Sendlmeier assures Werbewoche. Curdin Janett had expressed the wish to give his professional career a new impetus and the friendly relationship meant that he was accommodated. "He is contractually bound until February, but he will leave at the end of the year so that he still has a little time to organize himself - you know how it is when you start something new." The departing CEO echoes a similar sentiment: "I can look back on a very interesting time. But after ten years at the same agency, I want to take on new challenges. When you take on a new job, you don't think so far into the future, it's time for something different."
McCann Erickson is to have a "newly accentuated" management structure, with an overall management team consisting of three people, according to Helmut Sendlmeier, Chairman of the Board of Directors. CFO Markus Peter and CCO Timo Kirez will have a special role to play. Peter is based at the Geneva office, while Kirez used to work in French-speaking Switzerland, but now works mainly in Zurich. Shared and geographically flexible management therefore seems important for the agency. Now the only question that remains is: Who will complete this triumvirate? According to Sendlmeier, details on the new management structure will be available in a few weeks.
 
Natalie Favre 

 The German TV group ProSiebenSat.1 is to pay a fine of EUR 120 million in the antitrust proceedings concerning the marketing of advertising time. The Federal Cartel Office has thus ended its proceedings, as ProSiebenSat.1 announced on Friday. The broadcasting group will make a corresponding provision for the 2007 financial year, as reported by SDA. The broadcasting group will now apply a different model for the marketing of advertising time, which complies with antitrust law. This means that the company's objectives can still be achieved.
According to RTL Group, the Cartel Office imposed a fine of 96 million euros on RTL in connection with the practices of marketer IP Deutschland.
The Federal Cartel Office had ProSiebenSat.1 and IP Deutschland searched in June. The reason given for this was the "suspicion of abuse of a dominant market position and agreements restricting competition in the marketing of television advertising" (see
).

 The public prosecutor's office in Ticino has dropped the investigation it had been conducting in recent weeks against the TeleTicino television station's internet portal. The case concerned banners of the foreign betting provider Interwetten (see ). TeleTicino was suspected of having violated the Federal Act on Commercial Betting. According to the applicable law, the public prosecutor's office was unable to establish any punishable facts, the broadcaster announced on Friday. The reason given by the public prosecutor's office for discontinuing the investigation was that the current law dating back to 1923 was outdated and needed to be adapted to modern times. The public prosecutor's office therefore recommends that legislators update the law in light of technical developments and today's multimedia possibilities.

The Trick Track project of Axa Winterthur - a kind of fitness course for cyclists designed to ensure safe cycling - is being managed by Scotti. The creative minds of the Zurich agency are responsible for the overall advertising presence of Trick Track, with Scotti advertising agency responsible for the name, logo, claim, appearance and advertising measures of Trick Track. According to the press release, the various target groups will be addressed with a comprehensive handbook, an information brochure, advertisements in organizer and trade journals and press work.
Trick Track is a mobile skill and practice course that allows you to learn how to ride a bike safely in a fun way. The tool was developed by the Axa Winterthur Insurance Foundation for Loss Prevention in collaboration with Swiss Cycling so that everyone can practise safe bike handling away from public roads.
Responsible at AxA Winterthur
Sibille Sigrist (Head of Sponsoring&Events); Responsible at Scotti: Nina Scotti (overall responsibility), Ivan Scotti/Michel Hitz (concept/design), Florian Schumacher (graphics)

The bi-monthly newspaper Der Schweizerische Hauseigentümer will have a new look from January 2008.
The new front page refers to the main sections "Property&Politics", "Advice&Law", "Building&Living" and "Leisure&Travel". This clear division into sections optimizes reader guidance, according to a press release. The classic page layout with calm typography, lots of pictures and numerous information boxes should make the newspaper more reader-friendly.
Advertisers will have new placement options for their advertisements and can make them more eye-catching. However, the clear separation of editorial content and advertising will remain in place, guaranteeing the advertisements a high level of attention.
The regional split pages will be retained. According to the press release, the split editions are particularly interesting for those advertisers who want to limit themselves to a specific region and only advertise in this area.
New content is also planned: Schweizerischer Hauseigentümer will now also cover topics such as cars, home electronics and pets. The readers' increasing need for information and advice will also be met with practical tips.
Schweizerischer Hauseigentümer is the newspaper of the Swiss Homeowners' Association. According to Wemf, the paper has a circulation of 289,400 copies and reaches 535,000 readers.

Zurich-based advertising agency Jung von Matt/Limmat has been awarded the contract to redesign the Saisonküche website. The first works will be on show at the 15th anniversary of the cooking magazine.Jung von Matt/Limmat won the competitive presentation for the communication budget of the Saisonküche brand. The agency convinced the publisher both strategically and creatively, according to the press release. In addition to traditional communication, various ambient activities as well as web and mobile marketing measures will play a central role in the future integrated presence. The first works will be on display in time for the magazine's 15th anniversary at the beginning of 2008.
The Swiss cooking magazine is published by Limmatdruck and reaches 642,000 readers every month.

The Swiss Nik Niethammer has been promoted to editor-in-chief at the German channel Sat.1. Previously, he was responsible for the channel's magazines. Now he is also responsible for Sat.1 News, as reported by the industry service Kress. Niethammer moved to the station in 2004, which was then under the management of Roger Schawinksi. Before that, Niethammer worked in the sports editorial department of Blick and as program director of Tele Züri.