Urs Schrepfer has headed the Jung von Matt/Limmat creative department as ExecutiveCD since July 1Head of the week Urs Schrepfer has headed the Jung von Matt/Limmat creative department as ExecutiveCD since July 1.
CD from the Jung von Matt/Limmat creative department
"There are few Swiss agencies with creative development potential"
Originally, Urs Schrepfer only wanted to get a taste of advertising for a year when he switched industries in 1986. "A bit of copywriting" was his goal. That one year has now turned into 16 years, during which the ex-teacher has helped shape the creative work at the agencies GGK Zurich and Advico Young & Rubicam (AY&R) after Seiler and Aebi Suter Gisler Studer.
He had remained loyal to the latter as a copywriter and CD since 1992 - until the day he was approached by Dominique von Matt. The fact that the Advico management was rumored to be stepping down a short time later is said not to have influenced Schrepfer's decision to join Jung von Matt/Limmat (JvM) as Executive CD.
"At the time, talks with Dominique were already well advanced," says the current head CD at Wolfbachstrasse 19. The prospect of developing an agency as creative director that had "a good base" was tempting. Even the offer from Gockhausen - as Martin Spillmann's successor - couldn't change that. "There are few agencies that have creative development potential. Jung von Matt is certainly one of them," says Schrepfer, explaining his move.
At first glance, the new role has brought him more work, as the agency is currently involved in a number of pitches. These include the final round for the prestigious Swiss Budget.
The creative benchmark for Urs Schrepfer is the international JvM network, above all the sister agencies in Hamburg and Munich, where there is a strong will to "make good advertising". A philosophy that he would also like to incorporate into the agency on the Limmat. Schrepfer has set himself the goal of making the Zurich branch "a creative store", a good agency within the JvM network.
It is important to him that employees feel comfortable in their working environment. The Executive CD envisions a close-knit team in which each individual is committed to good advertising. JvM/Limmat is not only open to ambitious employees, but also to "good customers". According to Schrepfer, such clients are characterized by their creative development potential and their relationship with the agency. He likes to think back to Advico productions for Hakle-Kimberly, Mazda and SR DRS. Schrepfer himself never worked for Swissair, which was one of Gockhausen's most important clients for several years. As creative director at JvM, this would certainly be one more reason for him to fly high creatively should the competition crash land in the pitch for the prestigious account. Simone Keller

The collection of sponsorship money has become more difficult for Ellen Ringier.
no refusals from the sponsors for Fritz and Fränzi. But on
The reason for the drop in advertising spending was also the spending mood of the
requested patrons on the ground, explains the editor of the
Parenting Magazine, Ellen Ringier.
WW: Are Fritz and Fränzi already out of the woods?Ellen Ringier: No,
no. Not for a long time yet. But Fritz and Fränzi has in the audience a high
found acceptance. Instead of 100000 copies, we distributed in the
last year, 180000 copies per issue. And also in the current
year, we still print 100000 copies each. The number of copies printed by the
The number of copies ordered by teachers is much higher than we originally expected.
had expected.
WW: However, there is a gap
a hole in the cash register - about one third of the expenditures are not
covered. How long do you plan to feed Fritz and Fränzi?Ringier: The
Foundation Parenthood, which is behind Fritz and Fränzi, becomes a
I am largely responsible for this myself. And as long as I stand behind it
and donate my money for this meaningful non-profit project
we can keep this up for decades. After all, it is
not about huge sums of money. If, for example, we were to increase the print run to 60,000
shut down, we could last forever.
WW: And by when could cost-covering operations be realistic?
We were actually hoping for break-even at the end of this year.
However, there is a gap in budgeted sponsorship income at the moment
still a hole of around 300000 francs. Everything now depends on whether we
find the sponsoring partners we need or not. At the moment lead
we are holding promising talks with possible sponsors.
WW: Is the advertising market crisis also dragging down the willingness to make donations?
goes hand in hand with the poor economic situation. Also
with patronage contributions, clients want to see a performance. However
the goodwill that a sponsorship commitment can generate in the population.
is not so easy to measure. That is why clients here set
first to apply the red pencil when they want to gloss over their budgets.
WW: Patronage contributions for
collecting all kinds of projects is a routine matter for you. How
do the requested companies react when you come around again and again?Ringier: Of course
I only ever go to those company representatives with whom a
personal relationship connects. But it has under it quite also
those who change the side of the road when they meet me - from
Fear that it might otherwise be expensive or unpleasant or both.
WW: For many years, you've had the reputation of being a charity lady. Is your power of persuasion diminishing or increasing?Ringier: The
I don't find the term charity lady very appropriate. I am Dr. iur. and
come from the advocacy. Already for 15 years I work
exclusively for nonprofit organizations. Of these, fundraising is
but only a part. Also very much consulting and activities related to
management are also involved. What my
persuasion concerns: when I was younger and more attractive, and I
not already knocked on the same door for the tenth time, it was still
easier. But the most important brake on the willingness to spend is in the
moment quite clearly the poor economic situation.
WW: How do you feel when you go begging as a very rich woman? Do the people who ask you never let you feel this circumstance?Ringier: I
have rarely heard any criticism in this regard. Unfortunately there are
not too many people who proportionately use so much of their
Giving away private assets for charitable projects, as I do.
The people I asked about this seem to be in the picture.
WW: Did the affair surrounding ex-ambassador Thomas Borer have a negative impact on the willingness to donate?Ringier: Originally
I had feared this, but it did not happen. Not a single
advertiser, and no potential sponsor told me he wanted to be a sponsor after the
Borer story no longer have anything to do with me.
WW: Where will Fritz and Fränzi be in three years?Ringier: If
the economy picks up again and we can meet the budgeted patronage
or sponsorship contributions, we will continue to
Increase circulation again to 180,000 copies. With these targets
it will then be possible to have 30,000 paying subscribers within three years.
achieve. The magazine would then certainly have reached breakeven.
achieved.

Interview: Daniel Schifferle

The German online advertising market Versum.de AG is to be dissolved.news The ten shareholders of the company have decided this, as a spokesperson confirmed to the industry service Kress. Versum.de was a merger of some of the largest German publishers, comparable to the Swiss platform Swissclick. However, several of the partners, including Axel Springer Verlag and M. DuMont Schauberg, wanted to handle the online classifieds business on their own again. According to Kress, Holtzbrinck, WAZ and Ippen had at times considered continuing Versum.de with fewer shareholders.
PWA Index falls again After two stable months, the Publimedia Web Advertising Index (PWA Index) fell more sharply again in July. The index lost 0.1 points in both May and June; in July it fell by 0.5 points to 101.1 points. Thanks to the sharp jump of 3.65 points in January, however, it is still above the level at the end of the year (100 points). The PWA Index is based on monthly surveys of investments in commercial advertising on national and international platforms.
Swiss on the web The Geneva-based web service provider Agence Virtuelle has been commissioned by the airline Swiss International Air Lines to optimize and position its website in Europe and the USA. The aim is to increase sales of flights via www.swiss.com in 14 countries. Agence Virtuelle ensures that the Swiss website appears in the top ranks of the major search engines when people search for airlines.
Aseantic expands to Zurich The Biel-based Internet agency Aseantic is opening a branch in Zurich at the beginning of September. It will start with four employees and is to be continuously expanded, as the specialist journal Netzwoche reports. The branch will be managed by Pascal Schmid, already a partner and member of the management board of Aseantic.

With its Thurgau split, the St.Galler Tagblatt also wants to conquer SteckbornBy Markus Knöpfli On September 28, the St.Galler Tagblatt will be changing a lot and introducing a lot of new things: it is getting a new look and will be published with only eight split editions instead of nine. At the same time, the newspaper's circulation area in the canton of Thurgau is expanding.
Previously, the St.Galler Tagblatt (SGT) had nine regional editions, which appeared under eight different titles in the four cantons (St.Gallen, Thurgau, both Appenzell). It will now be delivered to letterboxes with eight splits, two of which will change their names: In Thurgau, the Mittelthurgauer Tagblatt (MTT) with currently 1500 subscribers and the Bodensee Tagblatt (BT) with 13500 subscribers will merge into one edition and simply be called "Tagblatt" with the addition "Ausgabe für den Thurgau". And the Wiler Zeitung/Volksfreund will be renamed Wiler Zeitung, with Volksfreund now only appearing in the subtitle.
The bundle sequence is also new. The first fascicle with foreign, domestic and two pages of background information is followed by the Eastern Switzerland bundle, which was previously only inserted in fourth place. The Bund is divided into the cantonal pages of St.Gallen, Thurgau and Appenzell, the order of which can be aligned with the subscriber's canton of residence thanks to the new printing center that has just gone into operation. "We clearly see ourselves as a regional newspaper," says publishing director Daniel Ehrat.
Business and culture follow in the third, sport and service in the fourth fascicle. The fifth and sometimes the sixth fascicle will feature local reporting. With one exception: the Thurgau edition will be the only split with seven fascicles: The fifth covers Upper Thurgau (Arbon, Amriswil), followed by that for the Thur Valley (Bischofszell, Weinfelden, Frauenfeld) and finally the Lake Bund (Kreuzlingen, Untersee). The Steckborn district in particular is to be developed with this last bundle because, according to Ehrat, it is strongly oriented towards Kreuzlingen.
Matter & Partner is once again promoting the SGT
In this district, with around 7000 households, the Thurgauer Zeitung is the market leader with a reach of 50%, followed by the Boten vom Untersee (42%). However, the market will not be cultivated "very aggressively", but will start with the current circulation of 15,000 copies in Thurgau and will only increase this to around 22,000 copies for a week after the fall vacations - in order to briefly serve the households of Steckborn free of charge, explains Ehrat. "I don't expect us to shake up the market there enormously. If we gain 300 to 500 subscriptions in Steckborn in the medium term, that would be very good." This would at least more than compensate for the current slight decline in circulation in the existing BT area.
Ehrat is hoping for "massive growth" in Central Thurgau - primarily due to the three bundles of local coverage. This is also the USP that will be used to advertise on posters and with mailings in Thurgau parallel to the relaunch. In the rest of the Tagblatt distribution area, there will be an otherwise uniform campaign designed by the Zurich agency Matter & Partner.
More color displays will be possible in the future
The St.Galler Tagblatt has already worked with the advertising agency Matter & Partner in the past, but the agency was again chosen as the communications partner following a pitch. "We invited Matter & Partner and two others to give a presentation and then opted for the previous one again," says Ehrat.
Little else has changed in terms of the concept and the layout revised by Katja Hösli (Gais AR), says Ehrat. The Tagblatt now has a six-column layout without a wide column. In future, more color pictures and, above all, more color advertisements will be possible.
In terms of content, there will be more comments and a graphically modified opinion page. However, practically everything will remain the same in terms of personnel. Even the existing editorial offices in Thurgau (Arbon, Amriswil, Frauenfeld, Kreuzlingen and Weinfelden) will continue to be staffed, with only one part-time position in Bischofszell being cut. However, staff transfers from one location to another cannot be ruled out.
Cleverly building on tradition

By renaming its split in Thurgau "Tagblatt", the SGT is preventing other newspapers in Thurgau from using this word in their names in future. This is not insignificant in Thurgau, where until recently there was the traditional newspaper Thurgauer Tagblatt, which was called "sTagblatt" until the SGT entered Thurgau. One and a half years ago, however, this was merged with other papers into the Thurgauer Zeitung - die Neue (Huber & Co.). Now SGT is reviving the past, at least in its name, with its simple Tagblatt - and is even creating the image of a long-established newspaper.
The SGT had already tried something similar a year and a half ago, but without success. At that time, it wanted to launch what is now the Mittelthurgauer Tagblatt under the name Neues Thurgauer Tagblatt. This was provocative and was promptly prohibited by the courts.
Overall, radio consumption is constant

28/02: Media - A severe case of tinnitus
I would like to explain below why the radio audience figures have not fallen, as Mr. Knöpfli has interpreted.
The fact is that radio usage was above average on the afternoon of September 11, 2001, precisely because of the news coverage. This was ultimately also reflected in the average daily reach.
It should also be noted that the market share of private radio stations has generally increased. This is primarily due to listening time and not, as Mr. Knöpfli recognizes, to the number of listeners. Of course, the number of listeners is also an element that has an impact on market share. But this is negative, as the number has fallen. Nevertheless, the market share has increased.
If the listening time for radio stations increases and listeners stay with their program longer, the switching rate decreases. There are fewer radio zappers, and so double listeners disappear. If there are fewer double listeners, listeners are only recorded on one radio station instead of two or more, as was previously the case. As a result, the absolute number of listeners to a single radio station falls (incidentally, this is confirmed by the total number of listeners to all radio stations in the same broadcasting area, as it is higher than the number of inhabitants).
Radio consumption is actually constant, and radio remains the most widely used medium. The only impact it has had on advertising is that you can no longer count on so many listeners zapping an advertising campaign.
Christian Stärkle
Ex-CEO Belcom AG

At Ruf Lanz, a TV commercial degenerates into a fight over Wernli biscuitsBy Luca Aloisi In the ever-growing biscuit industry dominated by manufacturer brands, the Zurich advertising agency Ruf Lanz is dusting off the traditional Wernli brand. The aim is to increase its popularity and recognition among the younger target audience. The Zurich-based creative duo are not above fist bumps and kicks to achieve their advertising goal.
Swiss biscuit dough continues to rise well. This is confirmed by figures from Biscosuisse, the Swiss association of the bakery and confectionery industry. It looks back on a successful 2001 (plus 2.2% to 445 million francs turnover) and expects a significant improvement in exports due to "promising customer contacts".
The only fly in the ointment: according to ACNielsen, the manufacturer brands have once again lost ground to the retail brands in the domestic market (2001: 325 million francs), with the latter accounting for 53.5% of the market.
The fact that Biscosuisse nevertheless has little cause for concern is due to the lower average prices of the most important raw materials, the steady growth in the consumption of long-life bakery products and the declining share of imports (54.5%). In conjunction with the still favorable consumer sentiment last year, the average per capita consumption of bakery products rose by 0.8 kilos to 9.9 kilos. Such a high increase in both sweetened (7.9 kilos) and unsweetened bakery products has not been recorded for six years.
Niklaus Iten, research associate at Biscosuisse, believes that the Guetsli craze will continue to grow in the coming years, even if it is unlikely to ever reach British proportions. In the UK, an average of over 32 kilos of long-life baked goods were devoured. According to British Leatherhead Food Research, the 15 most important brands alone spent over 21 million francs on advertising in 2001.
Market and advertising leader Wernli refreshes its identity
The local advertising industry cannot share the joy of the growing Swiss appetite for snacks with the manufacturers. After a rapid increase in advertising expenditure in 2000 (up 37.5% to 13.2 million francs), spending fell slightly in 2001 and this year (first half of the year: 6.2 million francs or minus 23.5% compared to the previous year) is even threatening to fall below the 99 mark, according to Media Focus Managing Director Lukas Zihlmann.
Under the current circumstances, the Trimbach-based market leader Wernli - also the industry leader in 2001 with gross advertising expenditure of 3 million Swiss francs - has calculated a more efficient and sustainable repositioning. Wernli marketing manager Manuel Da Costa wants to make this effort because the brand is currently perceived as "rural and traditional".
The popular "Einfach gernli" campaign, which made Wernli the number one manufacturer, still weighs heavily and today "seems rather staid and old-fashioned", says Markus Ruf from Ruf Lanz. In contrast, Kambly is perceived as more contemporary and associated with somewhat lighter fillings than Wernli.
At Hug, the third among the biscuit top three, the more ecological "wholemeal image" is perceived, according to Ruf. Coop and Migros' own brands continue to benefit from a lower price, despite the improved quality of products and packaging. However, it is the profiling in relation to Kambly that is most difficult. In addition to the similar sound, there is the geographical proximity, the similar packaging and the same sales channels. The new campaign is intended to help Wernli tap into contemporary connoisseurs alongside its core audience: primarily urban women and men aged between 20 and 45.
In addition to the commercial, smaller print motifs will also be placed
Ruf Lanz, who won the advertising budget over six months ago in a multi-stage pitch, had to be patient, however. Prior to this, Futurebrand developed a new packaging design that is lighter and airier.
Only on August 25, after a teaser advertisement was placed in which a crumpled packet of butter hearts was announced as the main character of the new TV commercial, did the new advertising campaign start to support the new direction. The 30-second spot subverts viewer expectations and implements the Wernli brand values of indulgence and desirability in a surprising way.
Agency co-owner Danielle Lanz: "During the realization, we made sure that the first few seconds give the impression that this is a beautifully filmed, but very traditional coffee commercial. This makes the surprise all the greater when the ladies get so out of control because of Wernli."
The commercial shows a well-groomed group of ladies exchanging pleasantries. As the hostess carries a tray of Wernli biscuits into the living room, the ladies, who have just been so refined, pounce on the sweets. They step on each other's feet with pointed heels, poke each other in the ribs and don't shy away from boxing blows. After the break-up with the Wernli packshot, the ladies sit peacefully at the table again, but with their dresses and hairstyles out of place and the odd black eye.
The TV commercial is accompanied by a series of smaller advertisements that introduce the new packaging with headlines and unusual media ideas, such as the headline on the fourth cover of magazines: "We like to save the best for last." Markus Ruf and Danielle Lanz would like to thank Lilo Killer, who will be working more frequently as an agency producer in future, for overseeing the complex project.

Despite the difficult situation on the advertising market, Ringier Romandie's new magazine Type for the men of French-speaking Switzerland is being published just in time for them to plan their Christmas shopping.Despite the difficult situation on the advertising market, Ringier Romandie's new magazine Type for the men of French-speaking Switzerland is being published just in time for them to plan their Christmas shopping. It will be enclosed with the weekly magazine L'Hebdo and the women's magazine Edelweiss for the first time on November 28 and 29, 2002. Ringier Romandie is thus continuing its policy of firmly scheduled supplements in a special area. This has proved successful with Montres, the watch magazine for the watch fair, and Value, the business supplement. Ringier thus ensures the widest possible distribution. The 100-page Type magazine, which is published twice a year, reaches 80,000 readers in this way. It is also available at newsstands.
According to Gérard Geiger, Director of Ringier Romandie, the new magazine is aimed at well-off men who are interested in trends. Because fashion, wellness and lifestyle have long since ceased to be the exclusive preserve of women, Geiger believes that Type caters precisely to the interests of modern men. In addition, the presence of foreign, similar magazines on the French-speaking Swiss market is marginal, he adds. Switzerland is increasingly making a name for itself as an attractive platform for creativity and a high standard of living. This fact must be taken into account with appropriate media products. Anita Vaucher

Every second top advertising client cut back in the first half of 2002By Oliver Classen Retailers, branded companies and - a big surprise! - the telecoms companies are ensuring a sorry consistency in the advertising market. The financial and tobacco industries acted as the biggest brakes in the first half of the year.
Wishful thinking (rather than serious research) was obviously the father of thought when the NZZ am Sonntag counted banks and insurance companies "among the more stable advertising clients" in the economically weak Swiss market in its last issue. As the latest half-year figures from Media Focus show, the situation is exactly the opposite: the two big spenders UBS (minus 32.6%) and Credit Suisse (minus 47.5%) have cut their investments in traditional advertising so spectacularly that they have fallen 12 (UBS) and 35 (CS) places respectively in the top 50 ranking. Zürcher Kantonalbank, which was still in 47th place in the last semester comparison with around CHF 6 million, has even dropped out of the hit parade altogether.
No comment on sensitive competition data
But perhaps the colleagues from Falkenstrasse have also fallen victim to the increasingly restrictive communication policy of global players when it comes to their advertising francs. This was also the experience of WerbeWoche these days. Initially with inquiries to the consumer goods multinationals Procter & Gamble and Lever Fabergé, which increased their budgets to a whopping 22.1 (P&G) and 13.8 million francs respectively despite (or perhaps because of?) drastic redimensioning of their respective brand portfolios.
While the marketing managers in Geneva and Zug at least still ask for understanding for their categorical "No comment on such competition-sensitive information", the tobacco industry no longer even puts you through to the advertising manager or dismisses you with a rude "You just want to make us look bad" (Philip Morris).
Unfortunately, the question remains unanswered as to whether the cigarette manufacturers' collective spending cuts - from 17.9 percent (Philip Morris) to 9 percent (BAT) - will be further tightened or eased in the second half of this year. What can be said with certainty, however, is that the nerves of the companies, which are currently being hamstrung by ever more legislation, are on edge.
Despite Swisscom's offensive (up 41 percent!), the undisputed leading duo of Swiss advertising clients is far more relaxed and communicative. Head of Marketing Beat Mühlemann sees the almost six percent increase in Migros spending less as anti-cyclical and more as a "strategically sustainable investment" in the development of own brands, among other things. In the current semester
the second-placed orange giant "more or less maintained" this course.
Continuity is also the motto of the leader Coop, which is gradually coming under pressure, says its advertising manager Robert Joss.
The agency world certainly appreciates these signals of stability from the two most advertising-intensive Swiss companies today more than ever. Incidentally, according to Joss, the slight decline to date is "probably still within the tolerance range" of the surveys. In addition, the large-scale campaign to publicize the new Coop logo, which ended at the beginning of the year, certainly had an impact here.
Gross expenditure on commercial advertising by sector

Sector Total in CHF million -/+ (%)
(Jan.-June 02) (Jan.-June 01) 2002/2001
1. media* 259,936 268,121 - 3.1
2. traffic 249,830 244,335 2.2
3. food 171,067 185,315 - 7.7
4. IT/Office 142,122 149,809 - 5.1
5. finance/insurance 133,663 167,690 - 20.3
6. trade 133,553 131,430 1.6
7. cosmetics/body care 113,222 105,074 7.8
8. service 99,214 120,672 - 17.8
9. house/garden 96.375 108.509 - 11.2
10. investments/industry 86.007 72.814 18.1
11. beverages 84,392 68,226 23,7
12. leisure/tourism 79.034 81.440 - 3.0
13. clothing/personal needs 74,460 93,376 - 20,3
14. pharma/health 44,249 42,572 3.9
15. consumer electronics/photography 36.994 28.689 28.9
16. household, cleaning and care products 34,072 26,560 28,3
17. tobacco products 33,187 38,591 - 14.0
18. household goods and appliances 27,193 26,725 1.8
* incl. own advertisements and bartering Source: Media Focus
Top 50 advertising clients in Switzerland Companies Gross advertising expenditure in CHF million -/+ (%)

(Jan.-June 02) (Jan.-June 01) 2002/2001
1. Coop Switzerland, Basel 92.716 93.723 -1.1
2 Migros, Zurich 89,581 84,740 5,7
3. Swisscom, Berne 39.771 28.205 41.0
4. Procter + Gamble SA, Geneva 22.091 16.971 30.2
5. Nestlé Suisse SA, Vevey 18.777 21.951 -14.5
6. TDC Switzerland AG, Zurich (incl. Diax) 17.996 19.708 -8.7
7 Masterfoods AG, Zug 15.709 15.767 -0.4
8. Media Markt Vertriebs AG, Geroldswil 15,471 14,361 7,7
9. Orange Communications SA, Lausanne 15.338 11.985 28.0
10. Lever Fabergé AG, Zug 13.785 8.667 59.1
11. Philip Morris SA, Lausanne 13.196 16.075 -17.9
12. Opel (Suisse) SA, Biel 13.130 12.724 3.2
13th Manor, Basel 13.066 13.854 -5.7
14 Frimago AG, Volketswil 12.999 12.968 0.2
15th Renault, Urdorf 12.895 14.259 -9.6
16 Denner AG, Zurich 12,578 12,166 3,4
17. BMW (Switzerland) AG, Dielsdorf (incl. Mini) 12.374 5.723 116.2
18 L'Oréal Suisse SA, Geneva 12,352 11,243 9,9
19 UBS, Zurich 11.875 17.366 -31.6
20. Bluewin AG, Zurich 11,779 7,470 57,7
21 Fust AG Dipl. Ing., Oberbüren 11.572 15.093 -23.3
22 Peugeot (Suisse) SA, Berne 11.388 10.262 11.0
23rd Fiat Auto (Suisse) SA, Geneva 11,166 7,567 47,5
24 Ford Motor Company, Wallisellen 10,943 9,117 20,0
25 Beiersdorf AG, Münchenstein 10,940 10,199 7,3
26. BAT. SA, Les Acacias 10.910 11.986 -9.0
27 Henkel + Cie AG, Pratteln 10.352 10.615 -2.5
28th Amag/VW, Schinznach 10.224 11.010 -7.2
29 Swiss Post, Berne 10,215 6,516 56.8
30th Charles Vögele, Pfäffikon 9.550 10.876 -12.2
31 Citroën (Suisse) SA, Geneva 8.521 7.358 15.8
32nd Toyota AG, Safenwil 8.349 9.620 -13.2
33rd JT International AG, Dagmarsellen 8.118 9.077 -10.6
34th EPA/Unip, Zurich 7.867 9.791 -19.7
35th Daimler Chrysler/Mercedes, Schlieren 7.133 7.738 -7.8
36th United Distillers, Prilly 7,108 1,360 422.3
37 Coca-Cola Beverages AG, Brüttisellen 7.099 8.641 -17.8
38 Feldschlösschen, Rheinfelden 7,074 5,759 22.8
39th McDonald's Restaurants, Crissier 6,912 7,619 -9.3
40th Interdiscount, Jegenstorf 6.728 6.687 0.6
41st Rivella AG, Rothrist 6,657 3,391 96.3
42nd MMC Automobile AG, Winterthur 6.634 8.128 -18.4
43rd Nissan, Urdorf 6.555 4.936 32.8
44th Hyundai Auto Import AG, Winterthur 6.546 6.933 -5.6
45th Amag/Audi, Schinznach 6.505 7.851 -17.1
46. Hennes + Mauritz, Geneva 6,255 5,087 23,0
47 Credit Suisse, Zurich 6.199 11.806 -47.5
48th Volg, Winterthur 5.993 3.571 67.8
49 Novartis Consumer Health SA, Berne 5,879 5,082 15.7
50 TCS Assurances, Geneva 5,483 5,693 -3.7
without publishers
Source: Media Focus

Take note… Austin Powers« third adventure—»Goldmember«—hits theaters in October. Boy George’s new CD shows just how damaging this James Bond knockoff can be to one’s personality. George bears a striking resemblance to the movie’s villain, Dr. Evil. Or is it actually Mike Myers—aka Dr. Evil—who’s stepping into the pop star’s shoes to throw a wrench in his rival Austin’s plans? Marketing is no stranger to dear George, true to the motto: Better to sell a CD than have hair on your head. After all, »Goldmember« grossed $58 million in the U.S. in its first week. The new Austin Powers movie is the perfect appetizer for the twentieth Bond film, »Die Another Day,” which opens a month later. Groovy, baby. Chandra Kurt [email protected]
Business lunch

Three Kings Have a Queen in the Kitchen The beautiful city at the bend of the Rhine—which Zurich residents love to visit thanks to the pharmaceutical industry’s hefty advertising budgets—now boasts a new kingdom of cooking pots. The Three Kings have bowed before Françoise Wicki and entrusted her with the kitchen of the luxury hotel on the Rhine. This decision by the Western rulers was a very wise one, for in Basel, the hotel has since become an instant gastronomic must-visit.
Wicki, who had previously helped bring the Hotel Ammann in Davos to its peak of splendor and glory, continues on her path undeterred. Her creations remain breathtakingly simple and are absolutely delightful. Add to that the fact that at this hotel you can sit on one of the most beautiful terraces along the Rhine and, so to speak, listen to the river’s “Panta Rhei” murmur as a basso continuo.
Lunch—a three-course meal for 62 francs—began with a red mullet fillet cooked to perfection. However, the small fish was served on a bed of saffron-infused tabbouleh, which was also topped with slices of fine cheese that slowly melted away. For the main course, a langoustine was accompanied by a potato timbale flavored with olives and thyme. A few cherry tomatoes and fried Catalonga tips added a splash of color to the plate. My memory of the dessert was then overshadowed by a lively conversation with Zoë Jenny about her new novel—but I assure you, it was just as good as the two courses that came before it.
Admittedly, the terrace isn’t suitable for a business lunch—while the waitstaff are discreet and serve the dishes quickly and with ease, the tables are too close together. If you have confidential matters to discuss, you should retreat to one of the hotel rooms. The wine list also deserves a closer look: in addition to the usual suspects from Bordeaux, Burgundy, Piedmont, and Tuscany, the extensive and excellent selection of Crûs Classés from the Bordeaux region is particularly impressive, all of which cost around 100 francs or a little more. Thanks to Françoise Wicki’s culinary artistry and the excellent value for money, this makes for a lively and pleasant business lunch.
Carlo Bernasconi [email protected]
Hotel Drei Könige am Rhein, Blumenrain 8
4001 Basel
Tel. 061 260 50 50
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It's My Fault By Thomas Lüber
I'll admit it. Of course. I plead guilty. I mean, not that I planned these consequences—but yes, it was me. I planned the whole thing while in full possession of my mental faculties and, uh, carried it out.
Actually, I remember exactly how it all began. It was in the office of a copywriter who was sitting behind her desk, looking slightly incredulous—and who, by the way, is completely innocent. The art director was sitting diagonally to my right when I uttered those—well—fateful words.
Later? Yes, later I sat behind the AD and watched as his slightly trembling hand—along with the mouse—actually stretched the entire image to its full width. At my express command. What do you mean, Your Honor? Yes. Of course. By virtue of my office, I forced the whole thing on a conference room full of strategists, consultants, assistants, media people, and all the dogs that go with them, after my attempts at reasoned argument fell on deaf ears.
The client? Well, that turned out to be surprisingly easy, which might have something to do with the fact that everyone except the advertising director was on vacation, and the advertising director, well, you know how it is—a kind word here, a bouquet of flowers there—in any case—and you have the corpus delicti right in front of you, Your Honor—the double-page spread was published. But please take into account when determining the sentence that I really couldn’t have anticipated—could I?—that simply because we—as an exception and sort of as a tribute to the good old days — placed a double-page spread and thereby went slightly over budget at the last minute, the entire massive bank immediately had to issue a profit warning, its shares lost massive value, the stock market first faltered and then plummeted, and now the entire, once-so-beautiful global economy lies in ruins.
[email protected] Thomas Lüber is the Creative Director at Lesch+Frei Zurich.
Evaluation

Food …………………..5
Drinks ..................5
Operation ................4
Business Factor ……..3
5=top, 4=very good, 3=o.k., 2=naja, 1=flop

FRANK WODAY has been Managing Director Switzerland at media agency Universal McCann since the beginning of the yearHead of the week Frank Woday has been Managing Director Switzerland at media agency Universal McCann since the beginning of the year "Switzerland offers more opportunities"
Anyone who thinks the name Frank Woday has Anglo-Saxon origins is mistaken. The new Managing Director of Universal McCann grew up near the Danish border in Germany. His family roots can be traced back to Pomerania. The 37-year-old media specialist has been in charge of Universal McCann Switzerland since February 1, succeeding Ronny Schmid as head of the Zurich branch.
The new face in the Swiss media landscape began his career with plans outside the industry: "I was originally interested in architecture. But the training and career opportunities in my home town were limited." Woday used his spatial imagination in other ways, studied business administration and trained as a publishing manager.
The transition from the publishing to the advertising industry followed smoothly. Woday took on management roles in various advertising agencies such as TBWA in Frankfurt and Scholz & Friends in Hamburg. During the nineties, he was swept along by the maelstrom of independence and consolidation in the media business and headed for ZenithMedia in Hamburg. As his last stop before moving to Switzerland, Woday managed the business of InitiativeMedia in Hamburg.
The fact that Switzerland is not considered a dream destination in the communications industry does not bother Woday: "Firstly, the timing was right for me when I received the offer from Universal McCann. And secondly, Switzerland offers more opportunities than risks. It also has a big advantage in terms of working abroad. The language barrier is eliminated from the outset," says the Managing Director, explaining his choice, adding with a smile: "I get to work in a place that many of my fellow countrymen consider a dream holiday destination."
Woday is not afraid of communication problems, and he can rely on the strong management team at Universal McCann in Geneva to help him straddle the language border between Geneva and Zurich.
However, there are significant differences in day-to-day business: "The Swiss market works differently to the German market, for example in terms of planning cycles and the purchasing process. My first task was to familiarize myself with it and understand it". He already seems to have a good grasp of the rules of the Interessengemeinschaft elektronischer Medien (IGEM)
to have: At the beginning of June, Woday was newly elected to the Board as an agency representative.
While the new head of Universal McCann is optimistic about the future professionally, the married Woday spends his free time looking after a vintage car from the 1960s, which he also drives around the Nürburgring in races.
Bruno Amstutz

In a multi-stage competitive presentation, Publicis, Zurich, prevailed and will be the new lead agency for Möbel Pfister.Etat-News Publicis for media, furniture and lenses Previously, the furniture store was managed by Lowe, Zurich. According to a Publicis release, the new campaign includes classic advertising, but also other accompanying measures. Optimedia, which is also part of the Publicis group, continues to manage Möbel Pfister's media. Publisuisse is commissioning Publicis to manage the change from
from an intermediary of commercials to a customer-oriented marketer of electronic media to a broad marketing audience. The agency also won an international pitch for ICN Consumer Healthcare. It will be tasked with promoting ICN's contact lens care product Unicare in many European countries as a first.
Fünf Freunde advertises for PickPay Fünf Freunde Werbeagentur AG, Zurich, has won a new client in PickPay. In the future, the agency will work for the retailer in the area of promotional advertising for ads and newspaper inserts.

Valser Mineralquellen AG retains its brand image after the takeover by the Coca-Cola GroupBy Ernst WeberNo sooner had the Coca-Cola Group (CCG) swallowed up Valser Mineralquellen AG (VMAG) than the Vals Valley was given the takeover name Coca-Cola Valley. This is due to the fear that the takeover could lead to a "disfigurement" of the brand landscape. And this fear is not entirely unfounded, as the market for mineral water and freshwater beverages is in a state of flux.
The acquisition of VMAG by CCG can be completed as planned at the end of September. According to Patrik Ducrey, Communications Officer at the Swiss Competition Commission (ComCo), neither the EU Competition Commission nor the ComCo will raise any objections to the takeover.
However, the question of what goals the new owner is pursuing with Switzerland's youngest mineral water brand remains unanswered. Over four decades, it has developed into the market leader in terms of value. And because it is now under the wing of CCG, consumers are concerned that the brand could be on the verge of Americanization.
As understandable as the skepticism may be, it does not seem appropriate, at least for the moment. "We haven't taken over a run-down 'Chlütteribude', but an excellently designed, well-running business. It would be foolish to touch the good sides of Valser," says Fritz Bärlocher, General Manager of Coca-Cola Beverages AG, in response to such fears. He assures that both VMAG, which will be integrated into CCG as a profit center, and the Valser brand will continue to exist in their current form.
A success story that has made a name for itself
The first bottle of Valser water came onto the market in 1961. In 1962, the bottling volume was 578,000 liters. By the last financial year, production had increased to 122.5 million liters per year. Over the past five years, sales have risen by 35 percent in a market that is growing at an annual rate of 4 to 10 percent. The current estimated annual turnover is between 80 and 100 million Swiss francs. Valser water is the market leader in home consumption. In terms of total mineral water consumption, the brand is in second place behind Henniez. The export share is around 7 percent.
VMAG was founded in 1960 by Bernese entrepreneur Donald Hess, shortly after he had acquired the St. Peters spring at the foot of Piz Aul, from which the Valser water springs, which had been unused since 1956. The funds for this came from the proceeds of the sale of his small Steinhölzli brewery. Until the end of 2001, Donald Hess was Chairman of the Board of Directors of the Hess Group, which owned VMAG before the takeover.
Hess was aware of every step and supported the takeover negotiations, which began during his time in office. "We didn't sell the company to him," says his successor Max Lienhard, preventing any possible misconceptions.
The mineral water market is in international hands
Like most of the big players, the CCG has been pursuing an international strategy for around ten years to expand its core competence to the entire non-alcoholic beverage (NAB) sector. The soft drinks giant has already gained a foothold in four out of five sub-categories: iced tea (1992), fruit juices (2001) and mineral water (2002). And the remaining sub-segment, energy drinks, is also soon to be entered.
The expansion of expertise is justified by the fact that the global water business is developing much more dynamically than the freshwater beverage market. This is forcing the big players in the industry to buy up sources all over the world. Nestlé, for example, has swallowed up San Pellegrino, the Danone Group Evian and the Carlsberg Group Feldschlösschen with Passugger. "There is practically only one national mineral water left, namely Henniez, and it is not doing well," says Fritz Bärlocher.
The CCG dealt with the "water question" for eight long years. Various options, such as the purchase of a spring, were examined. The production of table water, in which ordinary drinking water is processed into mineral water, was also discussed. However, these options would have entailed the expense and uncertainty of building a brand.
That's why the takeover of VMAG was not an overnight operation. Before the purchase took place, the two companies had been working together for years. Since 1984, CCG has covered 99% of its mineral water requirements for the catering and system catering market segments - which account for 12% of the total sales volume - with water from the green Vals Valley.
A repositioning would drag the brand into the valley
The positioning of the product and image of Valser water developed over the years was not abandoned when the brand was rejuvenated in 1990. In order to appeal to a trendier audience, the Limelite sub-brand was introduced in a bottle designed by Luigi Colani. The Valser brand was to be rejuvenated in the wake of a brand transfer.
In order to showcase the brand values of elemental strength, health and origin that are associated with Valser today, it was bottled in green bottles. And thus implemented the brand image in an unusual way. At the time, white bottles were the norm. In addition to the corresponding images, two slogans seeped into consumers' consciousness in the advertising.
"S'isch guat, ds'Valser-Wasser" was launched in 1989 by the former Gisler & Gisler together with "Valsermann" Hans Jenny. "Everything is getting better - Valser stays good", a slogan that has been used since 1993, became the new old message in a time of change. It was devised by Contexta, Bern. The agency has been managing the brand since 1989 and the slogans are now household words.
It is not often that a brand identity is rooted in colloquial language. It is evidence of a strong emotional connection that consumers have to their values.
From the Hess Group's perspective, the sale of VMAG is "motivated by responsibility". In order to preserve the almost 100 jobs in the Graubünden village of Vals, it has bowed to the pressure of market developments.
The big players have the upper hand. Carlsberg, Heineken, Coca-Cola and Eichhof cover around 80 percent of distribution. The concentration in the gastronomy sector is particularly striking. Small and medium-sized businesses are finding it increasingly difficult to compete with this superiority.
According to Max Lienhard, if the Hess Group had not accepted the takeover offer, CCG would have simply acquired another water company. As a result, VMAG would probably have been removed from the distribution partnership with CCG in the catering sector. The other water would have taken its place. In other words: CCG would probably have blocked VMAG's catering sales channel. Its presence in 30,000 vending machines, fridges and open bar systems would have been lost. Bärlocher explains that this would have been a loss that could hardly be replaced, as the establishment of an equivalent distribution system would have required years of high investment that would have exceeded the resources of VMAG.
However, after the Carlsberg Group, one of VMAG's largest customers, had already started to push its own products, this would have been one loss too many. The success of Valser water would have slid downhill. "Not from one day to the next, but looking into the near future, we would have had to expect a drop in sales," says Max Lienhard.
On the one hand, the takeover has removed the obstacles that would have blocked the path to a successful future for the Valser-Wasser brand. But it also opens up another interesting growth prospect: "There are good opportunities to export Valser water to countries that are within a reasonable distance," believes Bärlocher. Although the General Manager does not expect the mineral water to become a mass product abroad, he does believe that it will be able to play a certain role in high-end gastronomy.

Alfredo Briccola launches part two of his awareness-raising campaign for Pro InfirmisBy Luca Aloisi They make a frontal stand to stop being discriminated against: fathers and mothers with their mentally or physically disabled children. Alfredo Briccola's follow-up campaign also confidently rejuvenates the image of the disability organization.
The media hype surrounding the Pro Infirmis image campaign launched in December 2000 was inevitable. At the time, the Erlenbach agency Metzger Lehner Briccola (now MetzgerLehner Worldwide) offended some viewers with a bold and courageous testimonial.
Aware of the conflicting goals, Pro Infirmis had the advertisers develop a pure image campaign rather than a fundraising campaign. For the first time, disability was not made visible through accessories and no one was shown in a wheelchair or with a cane.
Whereas previously pitiable, basket-weaving disabled children or helplessly house-keeping frail people were depicted, now it was self-confident disabled people. They did not want to arouse pity, but to present themselves to the public as personalities with a handicap. A player's agent, a student, an actor or a Down syndrome couple kissing put themselves on display in a relaxed manner. The claim made it clear in the tone of a battle cry: "We will not be hindered."
The sequel - not a sequel to the first campaign
This provocative slogan is the only component that has been seamlessly incorporated into the new campaign. Otherwise, freelance creative consultant Alfredo Briccola, who teamed up with his former business partner Marco Lehner for the new campaign, "didn't just want to produce a sequel to the first campaign with the self-confident people. I wanted to clearly expand the idea." And this despite the fact that Mark Zumbühl, Head of Communications and Fundraising at Pro Infirmis, was satisfied that the three main objectives had been achieved in the evaluation of the first campaign. The image of the serious and reliable organization was credibly supplemented with the attribute "modern". The significance of this development becomes clear when you realize that the importance of legacy and bequest business for aid organizations has risen sharply. Trust must therefore be won in the long term through transparency, image and continuity.
Thanks to the unusual first campaign, the Pro Infirmis Foundation experienced a marked increase in awareness and was thus able to defend its slice of the pie in the fiercely competitive fundraising market. This rose to a total of around one billion Swiss francs in 2001 and, according to experts, has thus exhausted its potential in Switzerland.
However, the number of organizations that want to share in this donation amount has grown considerably. However, Pro Infirmis also managed to collect around 26.5 million francs in donations last year, even though "our poster campaign was not a fundraising campaign".
Zumbühl's third important marketing objective is to "anchor new images of disabled people in people's minds". The seven new subjects, again taken free of charge by renowned fashion photographer Hannes Schmid, should also succeed in doing this. After all, in addition to the core business - social counseling for people with disabilities - the advertising budget of 200,000 francs is also intended to give the public an understanding of aspects such as independence and personal responsibility for the disabled. However, Zumbühl believes that the antiquated images of these people must first be thrown overboard. And that is exactly what he wants to achieve: by showing non-disabled people the "normality" of disability. Depending on the definition of disability, statistics also assume that one in eight people live with a disability.
The more provocative, the more credible the statements
Nevertheless, carefully casting and informing these people was back-breaking work - not because there was a lack of willingness, but "because we were looking for protagonists who could actually convey a message," says Zumbühl, alluding to the typical problem of non-profit organizations. Despite 1400 poster sites, Pro Infirmis relies on the multiplier effect of accompanying PR and media work to compensate for the modest budget.
As a result, the parents and young children appearing had to accept that they would become public figures to a certain extent. This is precisely where the new campaign differs from the old one, in which the adults depicted were able to protect their own integrity. In the new one, however, children are indirectly launching the awareness debate. Zumbühl: "It's not about showing off, but rather about pointedly showing instead of hiding." Although there was criticism in pre-tests that the subjects could be reminiscent of a hospital situation, Zumbühl is convinced that Schmid has succeeded in conveying the message clearly with his almost monochrome styling and reduction. "For me, the white clothing against a white background is associated with the hope that disabled people will be socially and civically equal in the near future," says Schmid.
Pro Infirmis did not avoid the question of whether disabled children resemble their parents. On the contrary, the pictures themselves want to provide an answer to this question and thus promote integration. In conjunction with the slogan - "We will not be hindered" - the campaign makes it clear that disability is not only manifested in the physical or mental handicaps of those affected, but also often in the minds of non-disabled people.