Football FC Seefeld in Zurich, the
among others such well-known footballers as the record-breaking international
Heinz Hermann is celebrating his 75th birthday. Not
quietly and quietly, but with various activities that take place throughout the year.
are spread over the year. The anniversary will be accompanied by all kinds of
Advertising measures, the focus of which is a campaign organized by Wirz Werbung
poster campaign has been designed.

Christian Gartmann, Managing Director of ProSieben Sat 1 Schweiz, on his move to the PubliGroupe.WW: Were you approached by P for the new Electronic Digital & Interactive Media division, or did you apply for the job?
Christian Gartmann: Neither
yet. When I spoke to PubliGroupe CEO Hans-Peter Rohner about his
strategic plans, we realized that the matter was a matter for both of us.
fascinated. That's why we started to study them from this side too.
view.

WW: What excites you about the new job?
Gartmann: With
web2com, Cinecom, Radiotele and a cross-media unit, four teams are to
are brought together to form a division. The four of them are
activity is different. My first task will be to make these strong
teams and bring them closer together.

WW: Already
rumors surfaced that you would be awarded the marketing contract for the
Pro-7 advertising windows to the P subsidiary Cinecom - away from the
today's Goldbach subsidiary IP Multimedia.
Gartmann: (laughs) Nonsense. No, of course that's not the case.

WW: Does the Pro 7 contract run for more than a year?
Gartmann: Yes.

WW: For a long time, you placed Sat 1 with Cinecom, but Kabel 1 and Pro 7 with the IP. Why is that?
Gartmann: The
comes from the time before the merger of ProSieben and Sat 1, which
both belonged to the Kirch conglomerate, but operated completely separately.
Sat 1 was with Cinecom from the beginning, whereas Pro 7 was with the IP, as was
Kabel 1, which also belonged to the former ProSieben Media AG.

WW: You
entrusted Kabel 1 to Cinecom in 2006. This suggests that
that you are no longer satisfied with the IP. In addition
It is foreseeable that Pro 7 will also switch to Cinecom - probably in the sense of a one-stop-shop strategy.
Gartmann: Both
you can't say that. At the regular end of the contract with IP, we have
the Kabel 1 marketing was put out to tender again. There were initially four
options, with Cinecom and IP coming out on top. The
Cinecom's offer was simply better. As for the Pro 7 contract
you are jumping to conclusions.

WW: Cable 1 sales are said to have already risen sharply under Cinecom.
Gartmann: You
have already risen sharply under the IP, but have now risen again.
massively. For three reasons: Kabel 1 is growing in the audience market,
it is now of a marketable size. It has also been rejuvenated
and has definitely shed its former image as a pure playback station.
And thirdly, Cinecom does a very good job.

WW: Why
offer the four strongest German private broadcasters in German-speaking Switzerland.
Sat 1, RTL, Pro 7 and Vox do not have a common and attractively priced
Combi to compete with SF 1 and SF 2?
Gartmann: The
is not obvious. There is the state-owned SRG, which accounts for 61 percent of
TV advertising market, as well as two private marketers.
There is no need for market agreements. It is healthy competition,
the two non-state marketers and the market forward.
brings.

WW: You
basically take over the role of Stefan Staub at P, the
Electronic Media Project Manager, who was in the radio scene last year
like a bull in a china store. How will you clean up the pieces?
kitten?
Gartmann: Whether
I don't know whether there were any broken pieces. I got to know Stefan Staub as
who is well-prepared and has a great deal of specialist knowledge
came to the meetings. However, he is a tough and skillful
Negotiator. As far as I'm concerned, after around ten years of radio
Z have a strong affinity for this exciting medium. I also know
some managing directors and some board members. That's why the
Establishing contact is easy.

WW: Yours
future employee Bruno Oetterli from Radiotele accuses the IP,
it binds media agencies to itself with agreements so that they can
make radio bookings exclusively via IP. You are a member of the Board of Directors
at IP. Do you know anything about this?
Gartmann: I can't comment on that.

WW: Is this the first time you've heard this accusation?
Gartmann: No.

WW: If a Swiss intermediary were to do this, how would you assess it?
Gartmann: The
is hypothetical and very general, for an assessment one would have to
but know the details. So I can't answer that.

WW: Yours
professional career was always somehow connected with Klaus
Kappeler, now CEO of Goldbach Media. At Radio Z you were his
employee, his employer at ProSieben Sat 1 - and now
You his competitor. A kind of emancipation process?
Gartmann: (laughs)
I don't think I will ever emancipate myself from Klaus Kappeler.
had to - just as he didn't have to get rid of me. He's already been my
supervisor quickly got used to the fact that I was at eye level with him.
was confronted with. Even back then, we were sometimes of the same opinion,
sometimes not. It's still like that today. My career has changed
but always oriented towards the professional tasks, not towards
individual people. To this day, I have always been able to say of myself that I
would have my dream job. And now I'm looking forward to the next one.

Markus Knöpfli

Seven months after their introduction, SBB's MMS tickets are rarely used. The electronic ticketing system has only 4300 registered customers for the service so far, as reported by Netzwoche. SBB now wants to support the MobileTicket idea with sales promotion measures. The previously chargeable telephone number for ordering MMS tickets at CHF 1.19/minute has been abolished and replaced with a free number. As a second sales promotion measure, the MobileTicket is now also available for all Click&Rail Switzerland offers, and MobileTickets can now also be ordered online via the "SBB Ticket Shop" on cell phones. This expansion of the offer and platform should help the project to be a success after all. "We are expecting high growth," SBB spokesman Christian Ginsig told Netzwoche. "We are convinced that MMS is a sales channel of the future."

In the Engadin, SRG idée suisse television channels can only be received digitally via antennas from November 13, when the analog service will be switched off. In the rest of Graubünden, the analog transmitters will remain in operation until October 2008. The digital transmitter network will cover the whole of Switzerland from next fall and ensure reception of SRG television channels via antenna in higher quality. After Ticino, the Engadin is the second region in Switzerland to definitively switch to digital terrestrial coverage (Werbewoche reported).
In the Lower Engadine, the first three digital transmitters were already put into operation five years ago for test purposes, as Hans Strassmann, Head of Technology and IT at SRG, said at a media orientation in Chur on Wednesday. For the past three years, the new technology has been used throughout the entire Graubünden high valley. Digital broadcasting improves coverage and enhances picture and sound quality, he said at the SRG idée suisse and Radio e Televisiun Rumantscha media event, according to the SDA news agency.
From July 18, in addition to SF 1 and SF zwei, the channels TSR 1 and TSI 1 as well as SF info with repeats of the Rhaeto-Romanic news magazine "Telesguard" can also be received digitally. Viewers who already receive the digital channels today will have to start a search run in order to detect the new frequencies.
If you want to receive digital signals via an antenna, you need an additional device, the so-called "set-top box", which must be connected between the receiver and the antenna.

The industry association Forum Corporate Publishing (FCP) founded the first European Institute for Corporate Publishing EICP at its general meeting on June 29, 2006. In addition to industry-specific training and further education as well as research, the institute focuses on consulting and marketing. The EICP's programs and projects are largely shaped by an independent, currently nine-member scientific board of trustees, which also includes Norbert Winistörfer from the University of Applied Sciences Northwestern Switzerland. According to a communiqué, the EICP will provide the still young corporate publishing industry with a structure for the first time to comprehensively examine the decisive core areas scientifically. What is already a matter of course in old communication disciplines is to be created with the institute. At the same time, the CP market is currently experiencing a considerable upheaval: with the increasing diversification of new target groups, there is a need to communicate via new media forms. In a further step, the association's international partners are to be integrated into the institute's work. Within the European Corporate Publishing Forum, the FCP maintains close contact with CP associations and lead agencies from ten European countries. The FCP brings together more than 60 CP providers from Germany, Austria and Switzerland. They offer services for all areas of corporate communication.

International At the Football World Cup, Puma
sponsored most of the teams. The brand was on the brink of ruin in 1993.
How Puma managed to regain brand popularity
Company spokesman Ulf Santjer in the "Practical Handbook International
Marketing". Against the backdrop of tougher and more global competition, the
Brand management is forced to react to the increasing qualitative
to respond to the interchangeability of products that consumers
the ability to differentiate is reduced. To improve the perception of
consumers, the implementation of a concept helps to win over consumers.
brand communication, which involves consistent investment in increasing
of brand desirability.
Four construction steps
The key requirements include: long-term
Brand strategy, creativity, innovative brand communication,
design orientation, selective distribution and clear
Brand messages.

In practice, the most important factors for creating
Brand desirability is closely linked to the overall development of the company.
connected. In the first phase, a comprehensive
Restructuring of all corporate divisions forms the basis for the
Building brand desirability. For the desired brand turnaround
the second step is to invest in the brand. In
In a third phase, the strategic goal must be pursued of
to further increase the brand's desirability and turn it into a profitable
growth. In a fourth, expansion-oriented
The first step is to invest in the brand with this in mind,
to tap into new sales potential. At the center of all
Development phases that are decisive for brand desirability,
always stands for distinctive and innovative brand communication.

A management process is required to create brand desirability.
which requires the planning, coordination and control of a large number of
of long-term marketing measures. Elements of this
strategic brand development are targeted brand development,
ongoing brand management and effective distribution of branded goods. The
The basis for successful brand positioning is a
strategy, which uses an innovative marketing mix to create an emotional
and thus strengthens the desirability of the brand in the long term.

Desirability of the brand
The desirability of a brand is in constant interplay with trends
and changes in the market and competitive environment. In order to
To meet these challenges, creative management with
unusual and innovative ideas. Because creativity is the
The key to innovation. A company must focus on the development of
and implementation of a brand strategy can rely on employees who
are up to these creative challenges. Prerequisite for this
is the creation of an appropriate environment in the company in which
creativity can unfold. This includes the promotion and
Further development of shared values that are in line with the
brand personality. Under these framework conditions
creativity functions as the engine of corporate culture.

Brand communication must support the brand strategy by
it gives the brand an unmistakable profile and with innovative
concepts to set new trends in the market. Marketing must 
take up unusual topics and concepts in order to
Brand desirability through brand-building measures and innovative
products. The public sector plays a central role here.
Relations, which are surprising and stimulating.
communication concepts in order to enhance the image of the brand.
strengthen. Innovative brand communication always opens up new perspectives.
the product, the desirability of the brand is strengthened.

A significant contribution to creating and strengthening the
Brand desirability is also ensured by the ongoing further development of
creative design, i.e. a design-oriented approach. In the
The focus must be on developing new products that succinctly reflect the
illustrate innovative brand aesthetics. All essential
Product concepts should consist of coordinated collections
the individual products are characterized by innovative materials and
technologies are optimized in their functionality. The
traditional view that functionality is at the center of every
product development is being replaced by the changed
Consumer behavior: Today's consumers expect not only the function
also innovative design. The purchasing decision is increasingly based on
Design or emotional perception of products.

In order to increase brand desirability, it is also possible to use a selective
distribution. This instrument allows different
products via selected distributors specifically to the respective
target group. To increase competitiveness and
Supporting the flow of goods and information along the
logistical process also includes the development and use of a
cross-company, web-based order management system. The
The degree of distribution derived from this serves as a key figure for the
brand desirability and to manage demand in retail.

The interchangeability of products constantly requires new
Communication measures whose efficiency is constantly reviewed
must. Against this backdrop, the communication of clear
brand messages are of crucial importance. Behind your own
products must have a brand with an unmistakable personality.
that reduces complexity with clear brand messages and
provides the consumer with orientation. The starting point for this is the
Development of an individual brand identity. To increase the
Desirability, the brand messages must above all reflect the positioning of the brand.
of the brand and reflect the positive assessment of the brand from
reflect the customer's perspective.
 
At the top of the list of factors is the visible brand identity with its
Presence in the public and the mediated product world. To the
invisible layers of the brand personality include specific
Values, ideas and characteristics that are based on the origin of the
Build a brand. In order to strengthen desirability, the existing
characteristics of the brand personality are supplemented by new elements that
to increase the brand presence and uniqueness of the
brand identity. The model (see below) shows that new
standards and values must be associated with the brand that are in line with
with the spirit of the times, which is decisive for brand popularity.

Restructuring (1993-1997)
In 1993, Jochen Zeitz takes over as Chairman of the Management Board. The
First phase of long-term corporate development at Puma
with the aim of consistent restructuring. The company concentrates
focus on the creation of a lean, effective and flexible
organizational structure as the basis for future growth and the
opportunity to later invest specifically in the brand and the development of
to be able to invest in brand desirability. The main
Measures introduced by management include, for example, the reduction of
of corporate hierarchies, the creation of profit centers and the
Closure of all remaining own production facilities by
Outsourcing. Through the creation of core categories such as football and
Running, the extremely diversified product lines are being streamlined,
to reduce the total number of individual products.

An indispensable component is the development of a
corporate culture that promotes entrepreneurial thinking, teamwork and
Promotes creativity. For the first time in the company's history
Puma is focusing on a globally integrated brand strategy by
marketing concepts are developed to enhance the image of the brand in the
core markets. In terms of communication, Puma focuses on
TV advertising and on the marketing of a newly compiled
portfolio of top athletes that fits the brand.

Strengthening communication (1998-2001)
During this phase of the brand turnaround, Puma concentrated on the
brand identity, the innovative Markom, on the products and on its
virtual structure.

Following the successful restructuring and strengthening of the
In the fourth quarter of 1997, Puma decided to increase its earnings position as part of its
second five-year plan to invest aggressively in the brand. The
The funds used are well above the industry average. Since then
Puma has continuously expanded its globally oriented brand strategy.
and further expanded its brand position. With high
Investments in communication, product design and development pursued
Puma's goal is to become "one of the most sought-after sports lifestyle brands in the world".
become. By enshrining brand desirability in the mission statement of the
company, their strategic importance is particularly emphasized.

According to its brand identity, Puma is the brand that combines the influences of
Sport, lifestyle and fashion successfully combined. Your sporty
Heritage gives the brand a high level of credibility for new ways in
Design, technology and communication. Concepts and products cover
all types of sport - from traditional to extreme sports.

However, since a brand is no longer only characterized by the quality of its products
is successful on its own, there must be a brand behind the products with a
unmistakable personality. Only in this way can it stand out from the
stand out from the competition. Puma wants to be one of these special brands, not
because of the size, but because Puma does things convincingly and
unmistakable approach.

In the innovative Markom, Puma concentrated on improving its image in the
key markets and increase the brand's presence.
Traditional sponsorship expenditure was cut in favor of more targeted
Investments shifted to product availability. These
Sales promotion measures included additional investments in the
Improvement of product presence in retail, for example through the
Expansion of in-store merchandising. Visual merchandising has the
brand to a concise brand presence at the POS. Decisive
for the smaller supplier in the concert of the leading sporting goods companies
For Puma, it is not only the right marketing mix and networking
the tools sales and sports promotion, PR, advertising and marketing
services in the core categories of football and running. The structure
of a new, globally oriented portfolio of promotional partners with
the top tennis player Serena Williams, the world-class track and field athlete
Wilson Kipketer or the Cameroonian national team, which is led by
their personality fit and fit the brand perfectly, have
made a decisive contribution to creating brand recognition.

The functionality and design of products play an outstanding role in the
importance. The development work takes place mainly in
Herzogenaurach, Boston and Taiwan. This enables the optimal
Utilization of the existing resources and competencies of the individual teams.
The product portfolio is expanded through external expertise via cooperations
has been decisively strengthened. A pioneering role for the industry
Puma when the company entered into a cooperation agreement with the
fashion label Jil Sander and thus the fusion of sport and fashion.
fashion as part of an innovative shoe collection.
This partnership opens up the possibility of creating fashionable
designs and thus give the brand access to new target groups.
to create a new audience. With the help of targeted product placement in print and
TV sector, Puma has set the tone and significantly increased its brand presence.
increased. Through the strategic alliance with its shareholder
Monarchy/Regency, one of the leading companies in the
Hollywood's entertainment industry in the areas of film, TV and music,
product placement is being further intensified. Puma products appear
regularly appear in Regency productions, and actors also wear
them more in their free time. With the help of Regency, a
Unique portfolio of international promotion partners
built up.

To support its global brand strategy, Puma has launched a
virtual organizational structure that differs from the conventional,
centralized structure. Linked to this is the
The challenge of making communication and processes faster and
more efficiently. The virtual company headquarters consists of
from decentralized competence centers located in Germany, the USA and Hong Kong.
are located. These are divided into the following corporate functions
Product, merchandise logistics, brand, growth, structure, enterprise value and
Culture. The individual functions are strategically located where
specialization and management know-how are optimally available and
can be used. Marketing was thus developed as part of the
The brand functional unit was relocated to the USA in order to
to take up. Distribution as part of goods logistics, on the other hand, is
Germany, where Puma laid the foundation stone for the virtual
company. Within the matrix structure, the company achieves a
geographical focus, thanks to which Puma is able to expand its subsidiaries, distributors and
licensees, but also dynamically adapt to regional and local conditions.
can react to changing circumstances.

Probably the most important contribution to the company's success is made by the
employees. During this phase, Puma developed a corporate culture
in which creativity can unfold, where processes can only be seen as
serve as a means to an end and traditional bureaucracy has no place.

Corporate development (2002-2005)
The brand strategy is supported with the help of a concise brand name,
that combines influences from the fields of sport, fashion and lifestyle.
The challenge is to communicate the innovative concept
"Sportlifestyle". Sportlifestyle is the emergence of a new
market against the backdrop that consumers are looking for sporty products and
styles that they can wear on the pitch and in their free time.
can carry. Brand communication reflects this modern
interpretation of the term "sport" by taking into account the concept of
Sportlifestyle thematically reloaded again and again and thus the image
of the brand in the target groups. On the one hand, this means
Consistent alignment of all PR instruments and measures with the sports enthusiast athlete in football, running and soccer.
from motor sports to extreme sports. On the other hand, it is
also fitness and wellness, the active professional or the
fashion-conscious consumers who want luxury in a sporty version
searches. Puma increases the brand value through the concise brand message
and the unmistakable voice in the Sportlifestyle segment. The result
convinced: According to an Interbrand study from 2004, the company is
Puma is one of the 14 most influential brands worldwide.

In Markom, football is one of the core segments that is given a high priority.
importance to the company. Equipment and marketing focuses on
on national teams (e.g. Italy or the Czech Republic),
Club teams (e.g. Lazio Rome, AS Monaco) and individual players (e.g.
Freddie Ljungberg/Arsenal London). Puma relies on the high
Product expertise and brand awareness, which have developed over the course of more than
55-year company history. Sport, lifestyle and
fashionable flair are mainly created by the Italian
national team. An expression of this partnership with the
Football Federation of Italy is the fact that not only the jersey,
but also its own fashion collection from renowned designer Neil
Barrett was developed.

In addition to football, running is one of Puma's core categories.
Through targeted merchandising, advertising and innovative products
Puma wants to inspire its customers and break new ground in running. In the
international area, the cooperation with the Jamaican
athletics team. This will not only improve the image
strengthened as one of the world's leading running brands, but also
the fun, joie de vivre and enthusiasm of the Jamaicans
transported. The company also accompanies a
development program for the next generation of athletes, which
Jamaica's pioneering role in the field of athletics.
Sporting goods and financial resources are not only used to promote sport in
the universities, but also the training of young talent and the
Junior competition program supported.

Puma further expanded its involvement in motorsport in 2005
and with the racing teams Scuderia Ferrari, BMW Williams, Mild Seven
Renault, Sauber Petronas and Minardi, there are now five Formula 1 teams in
its portfolio. Not only the new partnership with the Rallye
World Championship, but also the cooperation with Porsche and the
Involvement in the German Touring Car Championships rounds off the
spectrum and ensure a strong presence in the world of the
Motorsports. These partnerships give the company the
Possibility to equip riders and teams with shoes and clothing,
which meet the typical needs of motorsport both on and off the track.
reflect the race track. The first Puma racing shoes are already in
The first of these was worn by drivers and teams in the 1970s.

In this phase, Puma consistently implements its selective sales strategy.
and continuously reviews their implementation in order to ensure the desirability of
strengthen the brand. Products are initially marketed via selected,
limited distribution channels - such as the Puma stores, actual
showcase of the brand - introduced to the market. With corresponding
Acceptance on the part of customers and consumers is then decided,
to what extent and in what form these products are distributed.

By combining the brand personality with the high
design claim, Puma has achieved a unique positioning as a sought-after
Sportlifestyle brand within the sporting goods industry. Sport
continues to be of central importance, although today it is
much more modern. That's why the design of the products and the
design leadership in the sport lifestyle market segment is a
decisive role.

The mix of design-oriented, innovative products and the
consistent product lifecycle management strengthens the desirability of the
brand. Product management therefore works continuously with the
sales department to develop new products and styles that
rejuvenate the product range, expand existing concepts and enhance their
distribution.
 
Puma owes its success to the commitment of its more than 4000 employees worldwide.
employees. Their shared values promote the corporate culture,
are in line with the brand personality and can be combined with
can be summarized in four terms: Fascination, openness, self-confidence
and entrepreneurial action.

Company expansion (2006-2010)
The phase of corporate growth is usually accompanied by increased
investments in order to develop new markets and sales potential.
to open up new markets. Goals in the expansion phase can include increasing
of sales, increasing market share or possible acquisitions
be. This is usually also associated with an increase in the number of employees.

In the fourth phase of its strategic corporate development, i.e.
Puma is pursuing the long-term goal of contributing to the company's expansion.
most sought-after sports lifestyle company. The focus is on
strengthening and further development as a leading "multi
category" sports lifestyle brand. In order to achieve this goal, the
Puma consistently adheres to a number of cornerstones - the
However, brand recognition always comes first. Other cornerstones are
Sustainability, product life cycle management, corporate values,
organizational structure and value creation. The company wants to focus on
focus on three core areas: Expansion of product categories,
regional expansion and expansion via non-Puma brands.

The expansion of the product categories relates to both the
growth within the existing business as well as on the entry
into new product categories such as golf and motorcycle sports. The company
will accelerate the expansion of product categories on several levels,
by setting new, strong accents in the sports lifestyle segment - from sports to
fashion - and thus make Puma even more attractive to consumers.
becomes more relevant.

In addition to the expansion of the product portfolio in existing and new
categories, the company will continue its regional expansion in countries that
are already managed by subsidiaries, as well as
through selective joint ventures and license buybacks in the
core business. Initially, joint ventures with majority
Participation with current licensees in Japan, China/Hong Kong and
Taiwan and through 1001TP3 subsidiaries in India and Dubai
planned for the Middle East region, which will then take over the operational
business in the respective countries. In this phase, we are considering
the company for the first time also selectively through other brands.
expand. To this end, the brand desirability of the already
acquired second brand Tretorn. At the end of the phase
IV, secondary brands could account for up to ten percent of total business.
make up for this. According to management estimates, the long-term
potential of 3.5 billion euros, whereby in the course of the
phase IV, a large part of this is to be utilized.

Phase IV is intended to permanently establish Puma as one of the top three brands in the
sports equipment market and, in the long term, become the most sought-after
Sportlifestyle company. Phase IV starts in the year of
World Cup and sees significant investments in the areas of
marketing, sales (including our own retail business) and in the
product development and design.

Editing: Luca Aloisi

Football World Cup as a brand advocacy tool
For Puma, the World Cup 06 is a home game and an opportunity for the
brand communication at the same time. The goal: to maintain the position as one of the three
leading football brands worldwide. In addition
Puma is expanding its brand presence through the participation of twelve teams in the World Cup
and numerous individual players, through creative concepts and new
technologies and innovative designs. The basis for this is a
Coordinated internal and external communication. A first
Puma offered a taste of creativity with the one-pieces for
Cameroon's national team at the Africa Cup 04, which Fifa has not yet
during the tournament. With a highly regarded
campaign, Puma then supported African football and
Fifa has also shown its claws off the pitch.

The worldwide football campaign was launched in 2005 as part of a
international football conference in Berlin, where
football legend Pelé was presented as the new Puma World Cup ambassador.
Puma's other World Cup activities are not only focused on sport,
but also a corresponding lifestyle. (la)

Radio A German company is now offering Swiss radio stations dialect news reports.
Since the middle of June, Swiss
Private radio stations from the Munich-based company RadioDienst
Correspondent reports from all over the world, original sound bites or conversations with colleagues
for their own programs according to the pay-on-demand system.
"Parts of this service - specifically two of our news items on the
Soccer World Cup - we are also offering it in Swiss German on a trial basis,
says Johannes Boos, Market Manager Switzerland. In the first three weeks
he noted that original sound bites about the World Cup are very popular with Swiss broadcasters.
interest. The ready-made contributions in Swiss German were
less in demand. In the second half of July, Boos Feedbacks
and requests in order to possibly improve the Swiss German service.
expand.

What RadioDienst wants to set up for Switzerland exists and has existed
elsewhere already. SDA, for example, had to close its Swiss Radio News
2002 due to a lack of profitability. DPA, on the other hand, apparently found
Swiss customers for their radio service. The Association of Swiss
private radio stations (VSP) is also active, it has a
Exchange database. "We are well organized, but the potential is
are far from exhausted. That is why we have just started the expansion
of this collaboration," says VSP President Jürg
Bachmann. He also believes that RadioDienst in Switzerland is only
difficult to gain a foothold.

The German company is also hampered by a clash of names: because
at www.radiodienst.ch is already the
"Bundeshaus-Radio" by journalist Andreas Käsermann. It
supplies 15 radios with Federal Parliament news every day.

The Munich-based RadioDienst calls itself "the leading
full-service audio agency in Germany" and delivers audio content to
around 150 stations, telephone services and websites.   

Markus Knöpfli

Creativity aids "Final Fantasy" was the name
was the first feature film to rely entirely on virtual actors.
"Final Fantasy CD" is the name of a new computer program that can be used as a
first of its kind to rely entirely on virtual creativity. The operation
is simple. The result is visibly inspiring. You have to start with "Final
Fantasy CD" only the keywords of a briefing into the system
and the screen spits out a campaign ripe for gold.
Example: Type in "Audi" and add "haften" to the subject word.
stay", "amazing grip" and "highly developed" - and already
the computer shows a subject with the perfect visual realization
(see illustration). If you also type in the claim "Stays longer in the
memory", the program additionally displays a thoughtful
face over the display (only faintly in the illustration, but
thus psychologically doubly effective). Whether the top right
headline "Vorsprung durch Technik" (Advancement through Technology) automatically
cannot be assessed here.

Andreas Panzeri

Radio Giuseppe Scaglione, head of Radio
105, lists four reasons in an open letter why he would like the
measurement data from the Radiocontrol clock. "Is Radiocontrol cheating?" This question begins an open letter from Giuseppe Scagli-one, which the managing director of the youth station Radio 105 recently sent to advertising and media agencies. The question is not just rhetorical. Although Scaglione does not accuse anyone of cheating, he concludes that the RC data "is useless for the advertising market." Scaglione's skepticism towards RC is not new: he has long preferred to use the reach data from the Wemf's MA Strategy survey for his station marketing, in contrast to the usual practice in the industry, which is largely based on the measured RC reach of the SRG research service. In his letter, Scaglione explains in detail what his mistrust of RC is based on. The busy head of Radio 105 is, of course, arguing for his own company, but he raises some fundamental questions about the RC system that are of broader interest.Essentially, Scaglione criticizes the fact that RC does not measure radio consumption from the Internet. Secondly, he found that RC showed better values for his radio station during a one-hour transmission failure than during normal transmission. He also criticized the fact that RC is inherently unable to adequately reflect the use by young representatives of certain lifestyles. And fourthly, he has indications that the RC sample could be too small.It is known that RC does not measure radio consumption from the Internet, so-called streaming. The system is only able to correctly assign the radio programs listened to (see box) if the time difference between transmission and reception is a maximum of three seconds. However, since even live stream reception is usually delayed more than this - for technical reasons - it falls by the wayside with RC. For many private radio stations, this use may still be marginal, but for cable station 105, which relies heavily on additional distribution via the Internet, this use could already have a certain relevance today. For Scaglione, the evidence seems clear: according to RC, Radio 105 lost 40 percent of its listeners last year. During the same period, however, livestream downloads on www. 105.ch increased by 338 percent to over half a million hits per month (unique clients). It is therefore possible that 105 has not lost listeners at all, as RC suggests, but that they are now listening to the station via the Internet instead of cable - and therefore with a delay. A second observation could confirm this: According to MA Strategy 2005, Radio 105 is in 4th place of all private stations in terms of reach (narrower user group) among 15 to 24-year-olds, the station's core target group. RC, on the other hand, puts the station in 14th place. Scaglione also knows that two completely different studies produce different results. However, he is surprised that only his radio station is 10 places lower in the RC rankings than in the Wemf rankings, while the rankings of the other stations are roughly the same. "No one has yet been able to explain the outlier of 105," says Scaglione. He has his own thoughts: the MA Strategy surveys the general use of the stations, so the answers are likely to include streaming. "The Wemf study therefore presumably also reflects that part of usage that RC cannot measure technically. This brings it closer to reality," says Scaglione.Scaglione's second point of criticism goes back to a broadcast interruption on February 3, 2004. At that time, Radio 105's signal dropped out completely between 2 and 3 p.m. due to technical work. Only static could be heard on the frequency. Nevertheless, RC reported an hourly reach of 16,100 listeners for 105 during this time. In the hours before and after, however, RC measured zero listeners during normal Radio 105 transmission. He has not received a satisfactory explanation for this from Publica Data, says the 105 boss. "If a station has 16,000 listeners during a transmission failure, RC loses all legitimacy in the market. "The third point Scaglione criticizes is that Radiocontrol does not take into account young people who represent a certain lifestyle (for example hip-hoppers) in the population, or only does so one-sidedly. His thesis: a hip-hop fan would never wear an RC watch because he would find it completely uncool. As RC watch wearers are also recruited exclusively via landline phone, but young people often only own a cell phone, young RC panelists are probably more conservative. "This circumstance is particularly problematic for young broadcasters," says Scaglione, who questions the representativeness of the RC panel.another argument, again based on a specific incident, points in the same direction: In weeks 8 to 10 of this year, RC showed around five minutes of listening time per day for Radio 105 in the target group of 35 to 44-year-olds. In weeks 11 and 12, however, listening time amounted to 307 and 278 minutes respectively. After that, it fell again. Why? Scaglione himself is the culprit: "I came into possession of an RC watch by chance via a 41-year-old RC panelist, which I then let 'listen' to Radio 105 for seven days," he explains. Of course, the listening time in this target group increased. But Scaglione is still surprised: His station had an industry-wide record listening time of 160 minutes in the aforementioned target group not only at the time in question, but for the entire month of March - obviously caused by a single clock. Radio 24, otherwise the industry leader, "only" achieved 49 minutes. "The fact that one clock carries so much weight, even for a regional-language station like Radio 105, shows that the RC samples are too small, especially for special-interest stations, and that the RC panel is therefore not representative," comments Scaglione. And he adds: "RC urgently needs to solve this problem, because with digital radio there will also be more special-interest stations. "Werbewoche also asked the SRG Research Service to clarify the individual points of criticism made by 105 boss Giuseppe Scaglione. Due to time constraints, SRG Head of Research Manuel Dähler was unable to check all the information for a well-founded response by the editorial deadline. A corresponding statement will follow at a later date, Dähler promised.
 
 
>> Click here for the statement.
 

Fidel S. Stöhlker takes over together with
his father's PR agency with his brother Raoul, but before that he has a
founded his own company for web films under the name Jäggi.Stöhlker.Weibel
The radio man Marc Jäggi, the PR filius Fidel S. Stöhlker and the
video producer Philipp Weibel founded an agency in Zurich for
public relations films. "The idea came about because I
I have a lot to do with PR for SMEs in my job," explains Fidel S.
Stöhlker. For such small and medium-sized companies, advertising in the
Television nothing. The local market is not important enough to them. The
national broadcasters are too expensive. So the PR man has a solution
how it can nevertheless find new channels for its information content.
finds.

On the website of the cinematic start-up, the typical
The reference for such clips is the largest painting business in the canton of Zurich.
Schlagenhauf in Meilen has 300 employees and is very well established in the market
positioned. However, there is an inhibition threshold for private customers.
They think the leader in brushing is too big for them and therefore too
expensive. Jäggi.Stöhlker.Weibel has now solved this problem in a PR film
thematized. "With content like the company portraits in the past, but
now with more editorial content."

The painting business can post the film report on its own website.
or send them on as a link. Such clips are ideal until
for three minutes. The whole package is offered at fixed prices
including preliminary discussion, script, production, post-production and
DVD or link to the website.

For all three partners, the Internet films represent "an additional
Activity that we also enjoy," says Fidel S. Stöhlker. He wants to
this own company independently of his further involvement in the
See his father's PR agency. Fidel mainly writes the scripts.
Marc Jäggi helps him with these. The - still popular -
Presenter at Radio 24 acts together with his prominent Bernese
Voice of course also as speaker. The company is housed in the
Philipp Weibel's studio, where a complete technical
infrastructure is available. Weibel already managed the
training at an Internet company with ten employees before he
started his own business as a video producer for educational films.

Fidel Stöhlker began his career with a commercial apprenticeship in the
computers and then wanted to switch to the travel industry. Eight years
he worked here for Sales and Marketing. During this time he gathered
experiences all over the world, also as the leader of many study trips and
still made the marketing planner.

"No, for God's sake," he defended himself, however, when Father Klaus
his booming PR agency. The son was proud that he
on his own. So first his four-year-old
younger brother Raoul, who from Bilanz to Blick was the first
journalistic experience. When Fidel was
management consultancy but no longer liked the idea, "the father still
once put the pressure on".

Out of "pure curiosity", the son finally agreed - and soon realized:
"We both tick in a similar way and have a similar energy." Only in
When it comes to his love of public appearances, Filius has no intention of
similarities: "Otherwise I will become a copy, and that
I know how to prevent that. We have something to say, but we say it
not for everyone." 

In October 1999, Fidel was to move to Berlin for two years to work in the
the mechanisms of the German market in the foreign office founded in 1990.
to get to know him. Shortly afterwards, he took over the flourishing office and
anchored it in the burgeoning Berlin market. In the end, it became
three and a half years in the new German capital. Major mandates were
for the logistics and private equity sectors, for private banks
and SMEs. The CDU elections and German information tasks for the
Putin government made Berlin attractive for Fidel Stöhlker.

Fidel Stöhlker sees it as a great advantage that he was taught by his father.
was able to learn a lot at a young age. "We were brought up strictly
and sat down to dinner when illustrious clients were invited to dinner.
were." As a teenager, these conversations often killed him
bored. Today, Fidel knows that he has learned a lot of important things here
and "learned how these PR consulting mechanisms work". So
it was more of a formality that he later became a PR consultant in Berlin on the side.
studied. "My father is an intensive trainer and taught me a lot.
taught me. He is the best teacher."

The Berlin air: Fidel also fell in love during his time there.
caught. He returned to Zurich with Maria in 2004. The move away
from the metropolis was not easy for him. But Switzerland also has its
Advantages. "Germany is much more aggressive in its media relations, you
is really going after people in political communication. Therefore
people in Germany are also more open and spontaneous."

The office is currently managed by Brother Raoul - after a complete
quick and uncomplicated handover. But from September 1
both work in Zurich. Together they will officially become the
take over the management of the company, which now has 15 employees. Raoul will
personal mandates and, in the medium term, to continue the long-standing
Eva Lehner, head of administration at the agency. Fidel is pleased
focuses on life on the consulting front. The father concentrates
on key mandates.

Swiss PR agencies are facing tough competition from
English and American advisors. "I want to help ensure that we
Swiss remain competitive," says Fidel Stöhlker. "We are
are active today from Moscow to Madrid and can contribute efficiently,
that Swiss managers there understand
become."   

Andreas Panzeri

Print The latest issue of the
city magazines 7Sky and Forecast reads like a real
Advertising pillar. In almost every article, a black and yellow
question panel of the Yellow Pages and compromises in a funny way
the editorial content. Eye-catching and entertaining advertising for
most popular business directory in Switzerland, according to the
responsible advertising agency Publicis. She wrote the panels as follows
and placed in such a way that they give the contributions an ironic touch. CD
Jean Etienne Aebi and Ralf Kostgeld assess the combination of
their control room and are delighted about 30 additional successful
Display pages.

Last year, households in Switzerland spent an average of CHF 3140 on media (content, access and carrier) - this corresponds to a total of CHF 10.3 billion. This is 3.1% more than in the previous year. The most money - namely 75% of the media budget - was spent on computers, telecommunications and television. This area also recorded the highest growth of around 10%.
The media budget is broken down as follows:
Computers and telecommunications (31.3 percent) Television (22.7 percent)
Press (17.7 percent) Consumer electronics (14.2 percent) Books (7.2 percent) Radio (4.7 percent) Cinema (2.2 percent)
However, Switzerland is still a print country: in 2005, a good CHF 1.8 billion was spent on 2654 press titles in Switzerland, according to the association's press release. Hanspeter Lebrument, President of the Swiss Press Association, states: "Print can maintain a strong position in a highly competitive environment."
Newspapers and magazines are no longer only available on paper. They can also be used as ePapers in online versions. The circulation statistics already show 2401 ePapers. Südostschweiz is the leader in this area with 606 online subscribers. The Swiss prefer to get their reading material from their letterboxes. 62% of the print editions totaling 1.8 billion. A further 17% is spent on domestic titles at newsstands and 21% on foreign publications.

Note: The "medienbudget.ch" study published by the Swiss Press Association on Wednesday will be presented in more detail in the current issue of Advertising Week No. 26.