Column The boss sits in his office in full view of his staff. But instead of getting out of his chair, he prefers to write dozens of e-mails to his employees every day.the editor-in-chief (here is an example from Zurich) is on the road a lot by virtue of her position. She also works in a different part of the building to her team. The crew mainly get to see her at magazine review meetings. According to staff, she stands out because she doesn't look at people when she speaks. And: she is much more conciliatory in direct conversation than her "tone" in her emails would suggest, they say. Overall, a picture emerges of (quote): "Aloof, overwhelmed, takes herself and the product far too seriously". The woman, a warm-hearted person in normal life, doesn't understand the world because of this perception. Instead of getting to the bottom of the matter, she entrenches herself even more in the office and sometimes only communicates with her people by email for days on end. The effect on the working atmosphere: the members of the editorial team have moved closer together, sometimes defending each other from the boss and increasingly distancing themselves from this leader. Team spirit is out of the question - a total exception, you think? Not at all! Email enables fast and cost-effective communication. But leading a team cannot be done by e-mail. It's about style, personality and respect for other people. Clear boundaries must be drawn. Content such as meeting minutes, draft contracts, offers, applications and other personal data are sent by email. But personnel management cannot be done by e-mail.
 
Internal e-mail communication has a direct influence on corporate communication, the working atmosphere and the corporate philosophy. Many managers do not seem to be aware of this. As a result, e-mails in general and the consequences of e-mail communication are greatly underestimated. More and more managers are now leading at a distance. Anyone who has ever worked in a management position knows that nothing is as time-consuming as "nurturing" employees. Email correspondence provides a supposedly optimal solution for dealing with employees. But what is perceived as a valuable time and energy saver by the manager is perceived by the employee as isolation, non-communication and in any case in a negative form. Need another example?
The CEO of a rapidly expanding start-up company is about as present as "Q" in the latest James Bond movie. He exists, oh yes. Suddenly the PC chirps "You've
got mail", and he is already writing from Asia or the USA about his plans for the next few days in Switzerland in terms of meetings. The staff are informed: "The boss will be here next week." Meetings are organized. On the eve of the marathon meeting, the message is "You've got mail": cancel all meetings. The boss flies to Paris without further ado. And the employees? They virtually manage themselves and seek relaxation after this short hectic period.
 
Internal communication is internal public relations. Internal communication means conveying culture, flying the flag, creating a sense of unity. Those who master internal communication have a significant influence on the satisfaction of their employees in the workplace and thus turn them into opinion multipliers. Leadership means taking responsibility. Every boss can only achieve success together with a team that is motivated and willing to perform. E-mail correspondence must therefore never replace direct internal communication.
Finally, this one: Shortly before the end of the year, everyone wants their pay rise. Boss X, known for his open door, has been turning everyone away for a few days now. Too much social contact? Overkill by employees? Apparently not. Then an email to everyone: "Due to the shortage of time this year, I would ask you to refrain from having salary discussions with me. Please email me your ideas instead." No joke!
If you lead by email, you fail as a leader. With this in mind: Happy holidays.
Karin Müller,
formerly a journalist, now runs her own communications office in Zurich.

Winter and Christmas have always been an unbeatable combination when it comes to putting on a few extra pounds. Among those to blame are companies like Nestlé, whose chocolate our grandmas and loved ones slip to us with a wink, especially during the Christmas season. It wasn’t just after the Cailler packaging fiasco that the food giant recognized its corporate responsibility; it has been working for quite some time on taking the necessary steps toward becoming a «wellness» and «health» company. They were looking for a strong partner facing the same challenge—and they found one: Coca-Cola. In the coming months, a new soft drink will undergo its trial run on the U.S. market under the slogan «Be positive. Drink negative,» a new soft drink will undergo its trial run on the U.S. market. What’s revolutionary about the product isn’t its name—«Enviga»—which sounds like a new Microsoft operating system, but its effect. Enviga is supposed to burn more calories than it contains. The formula: green tea and a hell of a lot of caffeine. The silver-green cans are already on the shelves in test stores, and starting in January, Enviga will be available throughout the U.S. By the end of 2007, Enviga is expected to conquer the European market.
But anyone who thinks they’ll be able to simply chug a can of soft drink after Christmas feasting to keep their weight in check is likely to be disappointed by Enviga. That’s because a healthy person loses a mere 20–30 calories when drinking one can of the beverage. By comparison, a slice of bread has about 200 calories. Let’s drink ten cans of this “miracle cure”—and we’ve already consumed the equivalent of one more slice of bread. Great. You’d probably burn far more calories by repeatedly lifting the can with one arm.
Of course, Enviga is a marketing gimmick of the highest order. Moreover, one shouldn’t place too much stock in the research results—since they rest on a statistically flimsy foundation. A mere 32 participants took part in Nestlé’s clinical trial. And even Enviga’s sales-boosting claim, «The Calorie Burner,» won’t change the fact that the only truly efficient way for people to shed those extra pounds is by sweating and working out. But perhaps that’s exactly where Enviga can help—since it contains nearly three times as much caffeine as Coca-Cola and about as much as Red Bull.

Just in time for the Advent season, strange wish slips flutter through the pages. Decorated for Christmas, TBWA Zurich puts the most secret and heartfelt wishes of young and old children on the page. The protagonists wish for PlayStations and hard-hitting games. The ads appear regularly in the daily press until Christmas.

Discussions about professional ethics are increasingly becoming part of everyday media life. This is the observation of Peter Studer, President of the Swiss Press Council, as can be seen in an interview on Journalisten.ch. In contrast to 50 years ago, the number of complaints has increased from a handful a year to around a hundred. Studer suspects that this increase is due to competitive pressure between the media. In his opinion, quality newspapers should rely heavily on the capital of credibility, which in turn requires quality craftsmanship and an ethical basis. The 71-year-old Studer can look back on a journalistic career spanning more than fifty years. He has been President of the Press Council since 2001. As can be seen from the interview, he is planning to step down at the end of 2007. Studer is convinced that the Press Council should not be made up solely of media professionals and representatives of the public. He would also like to see representatives of the SRG as well as publishers and hopes that the negotiations between the Press Council and publishers will come to a good end in 2007.

The youth station 105 is expanding its digital offering with a rock radio station. This new program was made possible in part by a partnership with the company Heineken, which is taking on the role of presentation partner and is also firmly integrated into the station layout. The new station plays rock, indie and alternative music and is aimed at 18-34-year-olds, as 105 announced on Wednesday.   

Jean Etienne Aebi: The concept behind the ADC’s radical change of course—opening its doors to all market partners—is Jean Etienne Aebi’s most significant achievement this year, as he serves as ADC president for the second time. This also includes his initiative to further enhance the impact of advertising through creativity. Thanks to successful self-organization, Aebi has been able to turn the ADC presidency into a full two-day-a-week job. As a result, 27 associate members from other disciplines, 16 companies as supporting members, and 15 sponsors—including general sponsor PubliGroupe—have already made the ADC’s cause their own. 
An independent communications advisor and creative consultant for companies and their agencies, he has over 30 years of experience as a creative professional (art director, copywriter, TV producer, creative director) as well as a consultant, strategist, and managing director.
Aebi, one of the most award-winning creatives, is also responsible for all three of his most recent Gold Effies (ZVV, Die Mobiliar, Migros Expo.02). He has served on virtually every major advertising jury (including the Cannes Film Jury) as well as on the boards of the ADC of Europe and BSW. His book *«Einfall oder Abfall – Was Werbung warum erfolgreicher macht»* has become a bestseller.

Tabak Sulzer, Sutter say goodbye to the losers at the movies after the new Parisienne design is chosen. The pack designs that didn't win are shot to the moon, flushed down the gutter, or simply run under the wheels. Parisienne bids them farewell in short commercials. And to a nostalgic French chanson. Anyone mourning the packs that didn't win can order a cover of their favorite design via www.parisienne.ch. In addition to the three losing spots and the winning spot, there are posters, advertisements and a farewell DM toolkit for each.

Werner Bosshard retires at 62 and looks back on 41 years at Advico Young & RubicamCall today, take the job the day after tomorrow. That's how the world of work still worked when Werner Bosshard received his diploma from business school in 1965. As he hadn't given any thought to what he might become during his time at school, his first job came about unexpectedly. He became an invoicing clerk at a tropical fruit importer. Soon, however, he "couldn't see the bananas anymore". What next? A former German teacher, who happened to have an acquaintance at Advico, knew what to do. Why not advertising? After a job interview - call today, work the day after tomorrow - Bosshard moved to Gockhausen. "It was a key experience to feel the creative spirit in an agency. Here I no longer experienced work as a duty, but as something creative: designing and having fun at the same time." 41 years in Gockhausen began with this enthusiasm.
 The advertising agency Advico was founded in 1947 by Victor Cohen and moved to Gockhausen in 1958. When Bosshard joined the company in 1965, it was already one of the largest in Switzerland, with offices in Wiesbaden and Milan. Bosshard started out as an advertising assistant in Gockhausen, caught up on his training "on the express train" - and was able to pass his exams at the newly founded Sawi in 1969. This was followed in 1973 by a diploma in advertising management, also on the first course of its kind in Biel.
Provins, Galactina and Biomalt, General Motors, Novelectric household appliances, Riri zippers and Bic ballpoint pens - with the now famous commercial in which a ballpoint pen scribbles the logo - were Advico clients at the time. Bosshard's most important budget eventually became the banking company. "For 25 years, I invested 80 percent of my time for this client," says Bosshard proudly. He helped shape all the changes at SBG as well as the development of Swiss banking advertising.
Bank advertising was still in its infancy at the time. At most, "small inserts" were tolerated. In the 1960s, Advico became a pioneer with the first TV commercial. Later, bank advertising on TV was banned. "A political story, to protect the smaller institutions that couldn't afford it." So Advico and the banking company switched to the movies.
Bosshard remembers a commercial with Ueli Beck, who was still young at the time. While bowling, a film dialog ended with the sentence: "But I wanted to say one more thing: I've always had good experiences with Union Bank of Switzerland." "Es Bankkonto sött me ha" became a catchy tune in a TV campaign for the Bankers Association. That was the time when payday was still handed out in cash in your wallet.
Bosshard also became a pioneer for his client with the first Swiss bank advertising abroad. Full-page advertisements in Time magazine, "many older bank managers no longer understood the world" - is that what the bank needs?
When Bosshard started with bank advertising, there was only one advertising manager and one assistant at the bank. In the end, it was a marketing department with several dozen specialists.
Advico has been in charge of advertising with the bankers for all these 25 years and was also responsible for the corporate design, for example when the logo with the red bordered cross was changed - SBG horizontally, UBS vertically - or later the horizontal U. This was introduced without a great deal of designer fuss, as was customary at the time. SBG President Robert Holzach simply said: "I want this!" - and the U became the logo.
During his time at AY&R, headhunters also contacted him several times. However, the work at Advico was so varied that there was enough variety for Bosshard even without a change. The later CEO and co-owner Bruno Widmer "is also largely responsible" for Bosshard staying at the agency for so long. "He kept my back free so that I could work creatively. The atmosphere and the human collaboration were ideal."
Advico merged with Young & Rubicam in 1989. For Bosshard, it was "one of the few successful mergers where two cultures came together and were able to merge within a very short time". Advico stood for a large and financially sound agency with strengths in consulting, for which Werner Bosshard was responsible. Young & Rubicam tended to attract young people. "The average age fell by ten years during the merger," says Bosshard. In return, the new people brought a correspondingly young spirit, coupled with "a bit more chaos".
During this phase, Bosshard and his team also acquired other major clients such as the telecom services division of Swiss Post. Over the next four years, the work for this client ultimately became the focal point of Bosshard's classic advertising consultancy. At first, the senior consultant "didn't even want to realize" how more and more budgets were being allocated to new teams. But then the veteran advertiser found a completely new twist.
It was at the beginning of the 90s when the whole desktop area became more and more of an issue. It was the transition from gluing and drawing to working with computers. We didn't yet know how this technology would develop. But Bosshard already had the visionary idea that all these new jobs could be rationally bundled in a "factory".
For 15 years, he built up this spin-off within the agency into a functioning service. Four people became eight desktop operators and three production operators. "What used to be outsourced was now handled at the Factory for typesetting, retouching and repro." Bosshard also managed his own orders for annual reports, corporate design and smaller budgets in his factory. His last task was the design and realization of many printed materials for the aid organizations Bread for All and Fastenopfer.
Such creative work has enabled him to "retain many highly qualified people at the company who would otherwise have left for boring routine computer jobs".
With such reflections on his personnel management, Bosshard wants to look back on his time at Advico with pride. Not only he, but also many of his employees have stayed a lot longer than average in this good climate.
And now?
Before he had to retire, Bosshard wanted to find a meaningful environment for his talents. For the next three years, he will work 50 percent of the time as school president in Meilen. "The changes in the school, the demands on teachers and young people in today's world - there are many tasks ahead," he says.
And an unrealized dream? Werner Bosshard has that too. He has long been interested in Far Eastern religions such as Buddhism and Hinduism. He has already flown to India several times for a short trip. At some point in the next two years, the early retiree "definitely" wants to travel to India for more than three weeks for the first time.
 
Andreas Panzeri

The Kiwanis Switzerland-Lichtenstein club organization has launched a donation website in collaboration with the Zurich agency Futurecom Interactive to save children in Ghana from going blind. According to a press release, the aim of the campaign is to encourage children and young people in Switzerland to raise money. Those who donate will in return purchase one of the approximately 7000 pixel fields on the website, thereby revealing the stored image piece by piece. Right on the homepage of Es-werde-licht.ch, visitors are greeted by an impressive demonstration: A countdown counts down to zero every ten seconds - and slowly fades out the image at the same time. This makes people aware in real time of how often a person goes blind in poverty and what it feels like: black.
The donation process works according to a simple principle: young donors use the club search to find the Kiwanis Club in their area. Each of the 193 clubs has its own page with 36 pixel fields, whereby a pixel field can be purchased for 50 francs. Once payment has been received, the reserved pixel field - and thus a piece of the picture - is revealed. Donation by donation, the pictures with subjects from Ghana grow. The "donated light" is thus visualized simply but effectively.

Print finishing Steinemann Technology recently presented its print finishing machines at an open house.creativity and design are one way to stand out in the competitive advertising media market - high-quality production paired with special effects is another approach. The combination would probably be ideal if creative people were to make better use of the opportunities associated with high-quality production. This is at least the view of finishing specialist Steinemann Technology AG (Steinemann). This is probably one of the reasons why the St. Gallen-based mechanical engineering company has decided to draw the attention of advertising agencies and industry - for example in the cosmetics and pharmaceutical sectors - to the opportunities offered by print finishing, in addition to finishing companies and print shops. Oliver Jentschke, Sales Manager for the DACH region (Germany, Austria, Switzerland) at Steinemann, explained in the run-up to an open house event that agencies are not sufficiently aware of the possibilities in the area of finishing. In many places, there is a lack of knowledge about the many possibilities, which means that the many advantages of print finishing often go unused. 
Reacting to trendsChristof Stürm, CEO of Steinemann Technology AG, believes that print shops should differentiate themselves more from the competition through finishing techniques: "The ability to finish printed matter is becoming a strategic competitive factor for print shops." According to him, this includes unique effects that invite you to feel, smell and/or take a closer look or that protect the surface of the printed product.
Overall, there are actually many reasons for enhancing print products. Increasingly fierce competition, coupled with the fact that products are being sold more and more via their label and the brand or design behind it, means that advertising or the corresponding packaging needs to be a touch more creative and of a higher quality than that of a no-label competitor, for example.  
Laminating with the SyriusThe company has apparently also noticed a shortcoming in terms of attracting attention, at least in the DACH region. Although Steinemann Technology can be described as an innovative and globally successful company, the machine manufacturer from Eastern Switzerland has been rather quiet so far. The company now wants to change this with marketing activities.
At the Open House event at its headquarters in St. Gallen, Steinemann presented an innovation in the form of the new Syrius laminating machine. With its production speed of up to 100 m/minute or 10,000 sheets/hour, according to Reto Stibi, Head of Technology at Steinemann's Graphic Division, it sets new standards in the industry.
A new standard in productivity. The Syrius laminates sheet formats from 280 mm ¥ 310 mm to a maximum of 1060 mm ¥ 1450 mm and grammages from 100 g/m2 to 600 g/m2. The machine is also particularly flexible in terms of the laminating films that can be used. The most common film types (OPP, PET, PVC, thermo and acetate) can be processed in thicknesses from 10 µm to 100 µm. These laminating films can be glossy, matt, coloured, transparent or metallized and can even contain holograms. The new generation of Syrius machines will be available from the end of the year.
Coating with the HibisIn addition to the presentation of the Syrius, the greatest interest at the Open House was shown in the Hibis 104 coating machine - probably also because coating effects are more fascinating than laminating, where the focus is on protecting the printed product.
The Hibis enables finishing or effect coating in screen printing. The rotary coating process achieves speeds of up to 7300 sheets/hour and thus offers two to three times the performance of conventional screen printing machines - both for full-surface coating and spot coating. Thanks to the particularly stable mesh used in the cylinder mould, coatings up to a thickness of 125 g/m2 can be applied with register accuracy, allowing maximum gloss effects or special effects to be achieved.
At the end of 2005, Steinemann also introduced a new, optional flexo unit with chambered doctor blade for the Hibis 104. This allows the press to be converted from a screen to a flexo press in a very short time. This flexo printing unit is particularly recommended when cost aspects are a priority. However, the coating application quantity is significantly limited here - it is only just
4 to 7 g/m2 and is therefore significantly lower than the application quantities in the screen printing process. A new feature is that partial coatings can also be realized in the flexo unit by using a photopolymer plate. "With these innovative additional options, we have once again significantly strengthened the market-leading position of our high-end rotary screen printing machine Hibis 104. In our research and development department, we are working on numerous other innovations with which we want to overcome the previous limitations of print product finishing and make even better use of the possibilities of offline finishing of print products," promises Stibi.
Initial successes in the DACH regionThe installation at Ruesch Druck in Rorschach proves that systems such as Hibis also pay off for customers. The print shop, which is not far from Steinemann, uses Hibis consistently and is also a model company for Steinemann, explained Christof Stürm. This is also because the company has opted for offline finishing as a traditional print shop and not as a finishing company.
The potential for machine installations remains high. In addition to a German packaging company and Ruesch Druck, Steinemann is currently only in negotiations with other companies in the DACH region. Apparently, the market for high-quality finishing technology still needs to be developed. In other countries, above all Spain and Mexico, the picture is much more positive.          
 
Jürgen Franck

Uwe Schlupp, Creative Director at KSB/SJ, began his career in the most wonderful industry in the world at renowned agencies in his hometown of Düsseldorf. Eleven years ago, he moved to Switzerland to work as an Art Director and Creative Director at the Zurich-based agencies Publicis and Weber Hodel Schmid. In April 2004, Uwe Schlupp founded the two-person agency Krieg Schlupp Springer & Jacoby together with Daniel Krieg. Thanks to rapid budget gains and creative highlights for clients such as Maurice Lacroix, Malik Management Zentrum, Siemens Mobile, Bilanz, and Viva, the agency grew quickly. Winning the Coop pitch helped Krieg Schlupp Bürge / Springer & Jacoby—which had since been bolstered by the addition of Christoph Bürge—achieve its definitive breakthrough. In the 2006 Advertising Yearbook, KSB/SJ was celebrated as «Newcomer Agency of the Year.» For Krieg, Schlupp, and Bürge, the most significant success of the past year was undoubtedly the «For Me and You» campaign for Coop, as well as winning the VW account in Switzerland. Schlupp commented:
«Advertising can make a big difference.»

Markus GutEr is proud, and it’s «a great feeling» that he was able to lead Publicis back to the top of the rankings—and also win international awards this year for his clients UBS and Zurich Financial Services.
But the best award Gut has ever received is a gold medal at a trade fair in Ticino for his Grappa al Mulinetto. He distills it from Americana grapes—or, as they’re called in German, «Katzenseicherli»—at his own winery in the south.
In his professional capacity as CCO of the Publicis Group Switzerland, Markus Gut successfully brought together all the creative staff from the advertising agency Publicis, the direct marketing agency Fisch Meier, and Publicis Factory at the new offices in Stadelhofen last year.
 
His most important campaigns at the moment include «You & us» for UBS, with the Swiss adaptation «Sie & …,» which won three Eurobest awards for UBS for the first time. For the campaign for the street magazine Surprise, the vendors were dressed in stylish suits for photographer Alberto Venzago, which also earned several international awards.