Radiocontrol Radio Capital FM is gaining reach, but not at the expense of Radio BE1 The Bernese local radio station Capital FM, which has only been called Capital FM since the end of January 2006 when it was relaunched, gained ground on its competitor BE1 in the third quarter of 2006. However, most of the following changes are minor and remain within the confidence range. Capital FM is therefore still a long way from being the most important private radio station in the German capital, and in the first half of the year the newcomer still had a net daily reach of 36,500 listeners, 31,500 fewer than BE1. Between July and October, the gap has now narrowed to 23,000 listeners because BE1 lost 5600 listeners in the third quarter, while Capital FM gained 2900 listeners. It is interesting to note that Capital FM lost virtually no listeners to BE1, because in almost all target groups in which BE1 lost reach, Capital FM's reach also fell.
Two examples: BE1 lost the most listeners in the target group of 35 to 44-year-olds, with their share falling by 3600 to 15,100 people in the third quarter compared to the first half of 2006 (-19%). Capital FM did not benefit from this, but also lost 7% at a lower level. Conversely, Capital FM recorded its biggest growth among 15 to 24-year-olds, increasing by 52% to 7,000 listeners. However, this was not at the expense of BE1, which remained at exactly the same level as in the first half of the year in this target group. Capital FM was also able to expand relatively strongly among the over-60s. Here, the station gained 2000 new listeners (+40%). It is possible that Capital FM was able to eat over BE1's fence a little in this target group, but only 400 senior citizens jumped ship (-9%).
The question is whether Capital FM is poaching listeners from the DRS stations or whether more and more people are tuning in sometimes to BE1, sometimes to Capital FM (double listening). Additional figures would be needed to answer this question. However, as Publica Data does not usually publish quarterly figures, we have to make do with a brief commentary from Managing Director Rolf Müller. He emphasizes that the reach in Bern is "extremely stable". "However, it seems that there are slightly more double listeners of BE1 and Capital FM," says Müller, referring to his figures.
Markus Knöpfli

Software Microsoft has started delivering Windows Vista, Office 2007 and Exchange Server 2007 for business customers. For the time being, however, only companies that require "licenses in large quantities" will be served. This was announced by Microsoft at the end of November at an event in Zurich, where the products were officially presented. It was reported that some Swiss SMEs and institutions have already been able to gain experience with the new Microsoft products. From the end of January 2007, Vista and Office licenses can also be purchased by private customers. Microsoft promises added value for its customers through simplified collaboration, easier information searches, better information management and greater security coupled with lower IT costs.

Peter Felser’s campaigns in 2006 included the World Cup ad for Switzerland Tourism, Mammut’s campaign featuring Mary Woodbridge, the regional editions of the *Tages-Anzeiger*, Migros-Mode’s campaign with amateur models, Swiss Life, and the cantonal banks.The CEO and co-owner of the Zurich-based advertising agency Spillmann Felser Leo Burnett previously spent 16 years at Advico Young & Rubicam, most recently as CEO and Chairman of the Board of Directors. He studied economics and social sciences at the University of Fribourg and earned his doctorate in advertising research. He entered the advertising industry in 1986 as a marketing assistant. In 1991, he completed further training in London to become a strategic planner.

Today, Felser also teaches brand management and strategic planning at the BSW Intensive Seminar on Strategic Planning, the ADC/BSW School of Creativity, the University of St. Gallen, and the Universities of Applied Sciences of Northwestern Switzerland and Winterthur. He is a co-author of the 2001 Delphi study on communication.
Just under five years after the agency was founded, SFLB is now among the top 3 in the creative rankings and, in 2006, grew by 20 percent—adding 15 positions—to reach a total of 50 employees.

Radio marketing Swiss private radio stations have formed new pools. The scene in French-speaking Switzerland is in turmoil.
The radio scene in French-speaking Switzerland was relatively quiet for four years. At the time, the Romandie pool was created with Radiotele mediation, a model that included practically all radio stations in the region and even most stations broadcasting from abroad. The customer was free to book only the large agglomerations on the Léman arc or to add other areas of French-speaking Switzerland. Two stations that were not included at the time - Lausanne FM and One FM - found refuge in the cross-lingual Swiss Radio Pool (SRP), but the industry has fallen out, which is why the pieces have had to be put together these days to form a completely new pool mosaic. It is as follows: The radios Rouge FM and Lac as well as the French stations Nostalgie and NRJ, which together covered the Lake Geneva arc and formed the basic module of the previous pool, are splitting off and partly going their separate ways (see below). The two additional modules, which operate under the updated pool name Jura-Plateau-Alpes (JPA), remain behind and almost without a Lake Geneva connection. Their basic module is called JPA City and covers the areas of Fribourg, Neuchâtel and Sion with the stations Fribourg (f), RTN and Rhône. The JPA City plus module, consisting of the Chablais, Fréquence Jura and Jura Bernois stations, can also be booked to reach the Monthey/Montreux, La Chaux-de-Fonds/Porrentruy and Delémont/Bienne areas. All six stations together have a daily reach of around 300,000 people and cost CHF 38.80 gross per second in morning prime time (7 to 8 a.m.).
And the renegades? The station Rouge FM, which covers the entire Lake Geneva basin as far as Chasseron and Payerne, recently acquired a majority stake in Radio Lac and has thus gained some strength in Geneva and Lausanne. However, the two stations are isolated on the French-speaking Swiss scene. The foreign stations Nostalgie, NRJ and Europe 2, on the other hand, some of which broadcast far into French-speaking Switzerland, are now joining forces with SRP members One FM and Lausanne FM to form a pool that can be freely combined. The five stations together reach 310300 Swiss listeners, the price has yet to be announced.
The disagreement behind the new pool constellation in French-speaking Switzerland has political and tariff-related reasons. According to research by Werbewoche, Rouge FM is at the heart of the dispute. The Swiss station is in the hands of Frenchman Hugues De Montfalcon, who recently also acquired a 60 percent stake in Radio Lac. At the same time, Edipresse also increased its stake in Lac from 10 to 25 percent. These expansions have been met with a sour reception in some quarters, partly because Rouge FM does not have a reputation for being particularly fair.
Strange staffing changesThe barrel overflowed when Rouge FM took over half the sales team of Media One Contact a few weeks ago. Media One Contact is the radio management of the stations One FM and Lausanne FM, which have been owned by industry newcomer Antoine De Raemy for two years. It is still unclear whether and how actively Rouge FM has poached Raemy's staff. Montfalcon and also Christophe Rasch, Head of Electronic Media at Edipresse, denied to the Ringier newspaper 24 heures that they had a hand in it. The fact is, however, that all nine people are now active at Rouge FM.
In German-speaking Switzerland, the radio industry is currently less divided, although some stations will also have to reorient themselves in 2007. The biggest upheaval was brought about by the Swiss Radio Pool (SRP), which broke up the previous Pool 2000 this fall by integrating the radio stations BE1 and Basel 1 and now has the two largest stations in Basel and Bern in its portfolio. The SRP German-speaking Switzerland has thus become a pool consisting exclusively of publisher radio stations (see also page 16). The only offside publisher station is Radio Munot, which is not part of any pool.
It remains to be seen what effect this publishing power on the airwaves will have on the advertising income of the other, somewhat scattered radio stations. The Pool 2000 orphans Emme, Beo and Regenbogen are the most exposed. One thing is certain at the moment: Top, Energy Zürich, Sunshine, Central and Ri will continue to offer a 20 percent discount on their own rates if they are booked in addition to at least four other radios. BeO will introduce a similar offer in 2007, and the station will also be able to lean on its big neighbor BE1 and form a local pool with it.
Rottu and Munot are different: they operate independently and do not grant a discount. However, Rottu still belongs to two pools, the tourism pool with BeO, Central and Grischa and the Rhodanic, which connects the German and French-speaking Valais. The situation of Emme, which is apparently still hoping for one or two collaborations, is unclear.
Markus Knöpfli

Internet As usual, the Swiss magazine Anthrazit will be presenting its editorial selection of the 200 best websites in Switzerland in February 2007. For the first time, special recognition will be given to websites that can be accessed by cell phone. If you would like to make sure that the Anthrazit editorial team evaluates your website, simply register at www.anthrazit.org. The relevant form can be found on the site in the "interactive" section.

In November 2006, Swiss television achieved an average market share of 33.2 percent for the whole day. The evening before continues to develop positively, as SF writes in a press release. At 2.1 percentage points, it is clearly above the previous year's figure. The main evening is a negative factor. November 2005 benefited from high-profile sporting events, such as the two World Cup barrage matches between the Swiss national football team and Turkey and the Champions League matches of FC Thun. As a result, the average full-day market share in November 2006 was 1.7 percentage points below the same month in the previous year. Compared to the 2005 annual average, SF is still clearly up in the months of January to November. The year-on-year increase in the all-day average is 1.3 percentage points. While SF achieved a market share of 33.4 percent last year, the figure for January to November 2006 is 34.7 percent.

Weltwoche editor-in-chief and young publisher Roger Köppel is "Journalist of the Year" in Switzerland. Second place went to Iren Meier, Middle East correspondent for Swiss Radio DRS, ahead of Res Strehle, editor-in-chief of Magazin. In French-speaking Switzerland, Alain Campiotti, USA correspondent for Le Temps, won, while Aldo Bertagni, editor at La Regione, took first place in Italian-speaking Switzerland. The industry magazine Schweizer Journalist chose the winners in a two-stage process. First, suggestions were collected from readers, industry experts and jury members and then assessed by a jury. The decisive factor for the selection was exceptional journalistic achievements in the past year.
For the first time, an "Editorial Team of the Year" was also selected. NZZ am Sonntag won this award ahead of Schweizer Radio DRS and Weltwoche. Res Strehle (Das Magazin) was awarded the title of "Editor-in-Chief of the Year". Urs Paul Engeler (Weltwoche) was named "Political Journalist of the Year" and Charlotte Jacquemart (NZZ a.S.) "Business Journalist of the Year". The jury honored Peter Hartmann (NZZ, among others) as "Sports Journalist of the Year" and named André Marty (SF) "Reporter of the Year" and Katharina Blansjaar (Zürcher Unterländer, ex-NZZ a. S.) "Newcomer of the Year".

Internet At Focus-Online you can find a review of commercials from the last 50 years of TV advertising. From Coca Cola to Persil to Visa, many more classics are represented. Not forgetting some of the most beautiful testimonials in advertising history. Available on the Internet at http://www. focus.de/finanzen/news/werbung

Free press After six months, 20 minutes reaches slightly more readers than Le Matin Bleu after eight months. September 24, 2006: Wemf completes an interim study for each of the French-speaking Swiss commuter newspapers Le Matin Bleu and 20 minutes. The results are now available: 20 minutes reaches 223,000 Romands, Le Matin Bleu 247,000. The Edipresse title was ahead at the end of September, but only minimally, as the difference of 24,000 readers is still within the confidence range. It should also be borne in mind that the Wemf survey of
20 minutes began at the same time as the launch on March 4, 2006 and covers six months, while the study of Le Matin Bleu extends over nine months (from January 3, 2006). And since the Edipresse title was already launched on October 31, 2005, its reach can also build on a two-month "lead time" that was not surveyed.
It looks different when you compare the half-yearly reach of the two titles. Le Matin Bleu reached 218,000 people from January to June 2006, 5,000 fewer than 20 minutes. At first glance, the two newspapers appear to be in a neck-and-neck race. Nevertheless, the comparison is tantamount to a nose dive for Edipresse, as Le Matin Bleu had already been on the market for eight months when its half-year study was completed: despite being on the domestic market for two months longer, the Edipresse title reaches 5000 fewer readers than Tamedia's title, which means that the Zurich-based group is breaking new ground in French-speaking Switzerland.
The two titles are also surprisingly close to each other in other respects: according to the respective half-year study, 20 minutes has a reach of 27.7 percent in the canton of Vaud (WG 12), while Le Matin Bleu has 25.7 percent. The difference is slightly greater in Geneva, where the Edipresse title has 26.1 percent, ahead of its competitor, which only has 20.1 percent. In the rest of French-speaking Switzerland (WGs 13 to 16), however, 20 minutes is twice as well placed as Le Matin Bleu with a reach of 5.6 percent.
While Le Matin Bleu has a slight surplus of female readers, the proportion of female readers at 20 minutes is 45 percent. In contrast, the age groups are practically identical for both titles. For example, 14 to 34-year-olds make up 44 percent of readers at 20 minutes and 45 percent at Le Matin Bleu. Conversely, 20 minutes has a 35% share of 35 to 54-year-olds, 3 percentage points more than its competitor.
Markus Knöpfli
 
 
A look backEven though 20 minutes
Although 20 Minuten performs slightly better in French-speaking Switzerland than Le Matin Bleu, Tamedia cannot be entirely satisfied with the first results of 20 Minuten in Zurich six years ago: Back then, in September 2000, after even just four months in WG 43, 20 Minuten immediately achieved 55 percent among 14- to 34-year-olds, 10 percentage points more than now in French-speaking Switzerland. The overall reach, on the other hand, was similarly good: in Zurich (alongside its competitors Metropol and Zürich Express) it amounted to 16.4 percent, in French-speaking Switzerland currently 16.9 percent. (mk)
20 minutes with many advertisementsThe volume of advertisements
20 minutes has the edge. In its first eight months (from March to October), the newspaper has a total of 1625 pages, plus 189 separate pages in the Geneva edition. That makes an average of 226 pages per month. It is not clear from these figures how many of these are due to the combination with 20 Minuten Deutschschweiz. In contrast
Le Matin Bleu published 1378 pages in the first ten months of this year, plus 212 in November and December 2005 - i.e. just 132 pages per month. How many of these are due to the combination with the paid newspaper Le Matin semaine remains unclear, but one thing is certain:
Le Matin semaine lost a total of 14.1 percent of its volume in the first ten months of 2006 compared to the same period in the previous year. To be more precise: Le Matin semaine lost its volume (450 pages) from March 2006, i.e. from the launch of 20 minutes. It is possible that some customers switched from Le Matin semaine to 20 minutes - whether it was just a trial or not remains to be seen. (mk)

Cell phone Anyone on the move no longer has to do without Swisscom Directories: At http://mobile.directories.ch, users can easily access the entire phone book on their cell phone at any time. Contexta has launched a campaign to showcase this extremely practical service. The "classic" telephone directory becomes a key visual symbolizing the reliability and experience of Swisscom Directories. The new service is promoted with advertisements, publicity reports and streetcar posters.

Sheetfed printing In spring 2007, the Bern-based company Stämpfli will commission a Speedmaster SM 102-5-P+LX2 from Heidelberg, a latest-generation five-color press with perfecting, autoregister and additional coating unit. The press is integrated into Stämpfli's color workflow with products from Prinect Color Solutions to ensure maximum color reliability and the highest quality standards. With the additional special coating unit for professional inline finishing, Stämpfli will be able to use a wide range of effect coatings (such as gold/silver or iriodin coatings) as well as spot and protective coatings at the same time as printing. The new press is a replacement investment for an older model in the same format class, which was used to print over 100 million sheets in three and a half years.

Internet America's advertisers have discovered a new star in the web sky. Unlike YouTube, Brightcove.com works with professional tools. "This guy's company will one day be worth more than the 1.6 billion dollars that Google put down for YouTube," cheers the trade magazine Advertising Age. The person in question is Jeremy Allaire, founder of the internet content distribution platform Brightcove.com, which was launched at the end of October and on which hundreds of videos can be accessed free of charge. 
Brightcove may look like YouTube.com at first glance, but unlike the anarchic file-sharing service, which has since been bought by Google, Brightcove was built on strategic business thinking from the outset. Allaire, who previously co-headed the Flash software company Macromedia, integrated an advertising network, a distribution deal with AOL and sophisticated search functions into the platform. "Brightcove is the fuse of the Internet video explosion," believes Forrester Research analyst Josh Bernoff.
In addition, Allaire made sure that all copyright issues were clarified from the outset, which brought him cooperation with media companies such as Sony, BMG, Warner Brothers, Discovery, Reuters, Dow Jones, the New York Times and Newsweek. But why do these companies get involved with Brightcove when they can simply distribute the content via their own websites? "Content companies want to work with us because this new platform requires a huge infrastructure," explains Jim Ericson, Head of Marketing at competitor Move Networks. "Brightcove offers its customers an all-round solution, has a very professional design and Jeremy Allaire is an experienced professional. Brightcove therefore has a good chance of success."
With the help of the implemented advertising network, every content provider who uploads their products to Brightcove.com has the opportunity to earn money from advertising revenue right from the start. Whether this actually happens is, of course, a question of the quality of the content. "The success of these channels largely depends on what the media companies want to put online," says Brad Adgate, Research Director at the agency Horizon Media. "What looks like garbage on TV doesn't look any better online." Nevertheless, the ability to use the internet to target individual consumers is an invaluable opportunity. "These broadband channels offer brand companies endless possibilities."
Competition in the starting blocksAllaire is already dreaming of presenting each individual Brightcove user with a range of videos tailored to their individual tastes based on their user data. Advertisers should also be able to place their own channels on Brightcove. "Become the content provider of your own broadband channel," he urged visitors to the Creativity Conference, which took place in New York in November. However, such a channel is not necessarily the same as "branded entertainment", "because with us, customers really interact with the brands".
Whether Brightcove alone can revolutionize the content distribution model on the Internet remains to be seen. Competitors such as Roo and Maven Networks are already waiting in the wings, targeting the same clientele. But perhaps they can also coexist. "Anyone who believes in an open distribution model will come to the realization that there will be massive fragmentation in the media landscape, where there will be hundreds of thousands of channels," predicts Allaire. "The biggest obstacle at the moment is that media professionals are not yet ready to accept this."
 
Gerti Schön
 
 
 
YouTube faces further competitionIn the USA, media groups are planning to
to launch its own online video service in order to secure advertising money. According to Spiegel online, media groups such as Fox, Viacom, CBS and NBC Universal are involved. The parties involved want to publish video films themselves on a joint website and thus generate advertising revenue directly. 
Get to YouTube
In addition to privately produced films, fragments of television broadcasts are also frequently uploaded to the internet. The broadcasters were fiercely opposed because many of them had license agreements with YouTube. This was an important prerequisite for Google to buy the website for 1.65 billion dollars in shares. (rw) 
 
"Overly heavy-handed advertising backfires" Greg Verdino
Vice President for New Media at the digital marketing company Digitas, tells Werbewoche what he thinks of Brightcove.
 
WW: What distinguishes Brightcove from YouTube? Greg Verdino: They are two completely different business models. YouTube is aimed at everyone and works a lot with user-generated content, while Brightcove works with niche publications and medium-sized content producers. It's not about the NBCs and Disneys, but about specialized providers, such as a sailboat channel. Whether marketing companies can succeed on this platform depends on how much they can adapt to the environment. Overly heavy-handed advertising on YouTube will only backfire, as users will protest. On Brightcove, advertising looks more professional because it is labeled as such.
Do you think marketers will actually create entire content channels on Brightcove? it's almost assumed today that marketers think like content providers, because consumers can avoid advertising at any time, so they turn to forms like branded entertainment. It's almost as if we're going back to the early days of television when Procter & Gamble produced soap operas. That's what it comes down to, except today's consumers demand interactive options and don't just want to sit on the couch with a beer. The challenge for Brightcove.com is that the visual presentation looks the same for every content provider out there, so they need to be more customer-centric.
Will Brightcove be able to assert itself? Brightcove can be commercially successful. That depends on how robust its platform can prove to be. The company is already working with a number of well-known companies, but more and, above all, more lucrative orders need to come in.
Interview: Gerti Schön