The restructuring of Zug's second paper is delayedFour of 14 employees of Zuger Presse (ZP), including Editor-in-Chief Lukas Nussbaumer, have resigned. The reason for their resignations is disagreement with majority shareholder Daniel Brunner. "This was certainly not a masterpiece of my management," Brunner told WerbeWoche self-critically. He had apparently led too little. At the beginning of last week, Brunner also informed the ZP Board of Directors, which includes Matthias Luchsinger, Managing Director of Cinecom & Media.Brunner had expected a brisker pace in the initiated restructuring of ZP. He wanted to present ZP with a new layout in the fall. In addition, it was to be reduced from three to two issues per week, but at the same time Brunner wanted to expand the Internet offering and update it daily (WW 13/00).
However, the project progressed more slowly and will be further delayed by the layoffs. "The layoffs come at an inopportune time," Brunner says bluntly. But the project is not in jeopardy, he says. He now wants to launch the new ZP at the beginning of January 2001. With the new look, he hopes to get the paper into the black in three years. Last year, the newspaper posted a deficit of 1.3 million francs, which Brunner expects to be similar again this year.
At least Brunner has now found a new publishing director. He does not want to mention her name yet, but she will take up her post on September 1. The position had been vacant since December 1999.
ZP was founded in 1996 as an alternative to the Neue Zuger Zeitung, a head paper of the Neue Luzerner Zeitung. Currently, the paper, which is linked to the Tages-Anzeiger via a subscription combo, has over 5500 subscribers. But TA-Media has cancelled the combi at the end of the year. Whether it will be continued under different conditions is still open. Markus Knöpfli

BTM shows a first zero number of the new Berner Bär and presents a sophisticated distribution programBy Markus Knöpfli The Berner Tagblatt Medien Group (BTM) is working flat out on the new Berner Bär, which is to be published twice a week from September 5, initially with a total circulation of 135564 copies.
A first zero number is already available, but according to publishing director Ruedi Lehmann, it is still undergoing a lot of fine-tuning.
The new Berner Bär wants both to move away from the image of the official gazette à la Tagblatt der Stadt Bern, which the BTM is discontinuing, and to sail in the haze of a free gazette like the previous Berner Bär. Thus, the editorial part, which will be worked on by a total of ten people, is to increase to about 50 percent. The new Berner Bär wants to focus on people and events and personalize the Bernese topics and news it picks up as much as possible.
The new Berner Bär will be launched on September 5 with the same circulation and in the same distribution area as before. On Tuesdays and Thursdays it will be distributed to city households (73219 copies), on Wednesdays and Fridays to households in the 14 surrounding municipalities (62345 copies).
Depending on when and how the commuter newspapers 20 Minuten and Metropol will appear in Bern, the circulation of the Berner Bär will be increased to a maximum of 200000 copies and additionally distributed by colporteurs in Burgdorf, Thun or Langenthal.
The advertising rate is also fixed: 1.50 francs (instead of the previous 1.34 francs) per column millimeter, whereby the rate can be split into city and country. However, existing Berner Bär customers will receive the previous rate until the end of the year.
Anzeiger von Bern: Contract not yet under roof

The future of the Anzeiger Region Bern (ARB) will not be clear until after the summer vacations. Although the contract between the federal government and the ARB has been negotiated, it has not yet been approved by the Bern City Council. The council will not meet again until mid-August. The Confederation had received the concession from the Berne Region Association to publish the official gazette (without editorial section) for the city of Berne and 14 surrounding municipalities from next year.

Many companies make insufficient use of the opportunity for cost-effective public relations on the WebThe latest press release to download or the e-mail address of the press spokesperson? A matter of course for every corporate website, journalists think. But the reality is often different. The "Journalists 2000" study, conducted by Online Relations Consulting together with ProfNet Service&Dienstleistungen GmbH, Dortmund, shows that there is a wide gap between what journalists expect from corporate websites and what is actually on offer. The Internet presences of the largest German industrial companies, banks, insurance companies, cities, associations and political parties were taken into account for the study.
All journalists surveyed expect a corporate website to include a navigation button for the press, the name of a contact person and their e-mail address. But only 56 percent of the companies and institutions surveyed provide a contact person for media inquiries, 43 percent their e-mail address; 55 percent provide a link to a press page.
Images could be downloaded from only 26 of the sites studied, press releases from only 17 percent; only 12 percent of the sites offered a search function. These points also show that most corporate websites hardly meet journalists' expectations: More than three quarters of respondents wanted an index-oriented search function and download options for images and press releases.
The experience of many journalists shows that not only the dinosaurs have a hard time communicating via the Internet. Many dot.coms provide neither a telephone number nor an address on their website and cannot be found in the telephone directory either. Often there is only a
e-mail address available. And inquiries to them simply go unanswered. With such companies, one must probably assume that they want to avoid contact with the media at all costs. Clemens Hörler

U.K.-based advertising holding company Cordiant acquires Chicago-headquartered communications and marketing group Lighthouse Global Network.Fax Cordiant buys its way up to No. 11 The $592 million acquisition in stock moves Cordiant up from No. 13 to No. 11 on the Ad Age list of largest advertising companies.
Wirz & Hafner promotes ferries Wirz & Hafner, German subsidiary of the Zurich-based Wirz Group, has won the Germany budget of shipping company P&O North Sea Ferries in a competitive presentation. P&O North's "cross ferries" connect Great Britain with Holland and Belgium. In addition to an advertising campaign, Wirz & Hafner is also developing direct mailing programs, an Internet presence and special measures for tour operators and travel agencies.
Another dotcom for WHS Berlin Weber Hodel Schmid, Berlin, is now surfing with Yoolia.com. The German information and e-commerce platform offers registered users surfing tips and e-commerce offers tailored to their profile; advertisers and partners receive precisely defined target groups thanks to anonymized user data. Yoolia.com has entrusted WHS with its multi-million mark budget. The agency on the Spree develops advertising off and online, sales promotions, PR measures and events, with support from the web agency RØSA.
Cartel Office allows merger of Pro 7 and Sat 1 The German Federal Cartel Office will not impede the planned merger of the two TV groups Sat 1 and Pro 7 Media AG. According to a joint announcement by Pro 7 and Sat 1, the authority said the merger would not require notification. Under antitrust law, the merger is merely an internal restructuring within the Kirch Group. Media-law approval, on the other hand, is reserved.

The Internet service provider wants to break new ground in e-commerce thanks to new web communitiesBy Clemens Hörler Zeitgeist, the Dättwil-based Internet service provider, is launching Pinkslip, a new umbrella brand for web communities. These are to be financed with new forms of advertising and value creation models.
For several weeks now, more and more cars have been driving on Swiss roads with a sticker with an envelope on the rear. Insiders know: The occupants of the cars in question belong to the web community www.autowahn.ch and could be using the
e-mail address Autonummer@ autowahn.ch (for example [email protected]) can be contacted.
Autowahn was launched by Internet service provider Zeitgeist on May 23, 2000, and now has around 700 members who exchange e-mails and take part in discussions. And the first Autowahn party will be held on July 28. A similar concept is also pursued by the dating channel Flirt24.ch of Total Entertainment AG in Zurich with its Autoflirt. Autoflirters are not recognizable by a mail symbol, but by a red heart in an @.
Fear of idea theft - users help determine development
According to Mischa Blank, CEO of Zeitgeist, Autowahn.ch is an experimental field for other communities that will be launched soon. Blank does not yet want to reveal exactly what kind of communities are involved: "We want to prevent our ideas from being stolen and implemented by others. In addition, the users will have a significant say in the development."
Something has already been decided: The planned communities are to be combined under the umbrella of Pinkslip. The name Pinkslip is primarily intended to arouse interest. And: "Pinkslip is what people project into it," says Beat Wegmann, Creative Director at Zeitgeist.
Zeitgeist was able to win online advertising pioneer Markus Rusterholz as head of Pinkslip. A trained chef, he helped implement the first major Swiss online campaign for CS Direct Net in 1996 at MMD (now Real Media) and was involved in setting standards for advertising banners.
For Pinkslip, Rusterholz wants to do development work again and develop new value creation models and forms of advertising. "The content and forms of advertising on the new platforms will be defined by user needs. That will automatically lead to unconventional forms of advertising."
To fund the platforms, Zeitgeist is looking to partner with e-commerce providers. "We expect that certain needs for products or services will emerge in the communities over time. As soon as this is the case, Zeitgeist would like to become active and cooperate with corresponding e-commerce providers.
Rusterholz goes on to explain that Pinkslip puts e-commerce in the consumer sector on a different footing, in that the platform operator does not create the needs itself, but responds specifically to the wishes expressed by the users. The community thus becomes the central marketing instrument. Although this approach is not entirely new, it is not practiced all that often on the Internet either.
Pinkslip relies primarily on word-of-mouth advertising
Rusterholz is not afraid that this way of eliciting the needs of the Internauts could also meet with rejection from the community. After all, the wishes of the community members were implemented.
For a community to be attractive to e-commerce partners, however, it is not only important to narrow down the target group, but also the number of members. Compared to the total number of drivers with Internet access, just under 700 members seems rather modest.
Nevertheless, Zeitgeist does not want to push Pinkslip and the individual communities with aggressive advertising campaigns, but continues to rely on word of mouth, the momentum of the communities, and steady growth. "In this way, we achieve qualitatively more valuable contacts," Wegmann is convinced.

TA-Media now also has a business title in its portfolioTA-Media, which has held a 30 percent stake in the publishing house Finanz und Wirtschaft AG for more than ten years, was able to take over 100 percent of the publishing house, which specializes in business publications, on January 1, 2000 thanks to a pre-emptive right. According to a joint communiqué, F&W publisher Gerhart Isler sold his publishing house as part of a succession plan. Isler himself declined to comment on the sale.F&W will remain independent in terms of publishing, management and organization. Thus, neither the composition of the management with Isler, editor-in-chief Peter Bohnenblust and his deputy Peter Schuppli, nor the board of directors (Isler and Bohnenblust) will change. In addition, publishing director Susanne Dubs will continue to head the publishing house, which in addition to F&W also publishes the trade magazines Invest and Aktienführer Schweiz as well as several books.
According to Dubs, the change of hands was only communicated now because they wanted to show that a complete takeover, coupled with almost complete independence, was indeed possible.
Neither publishing nor editorial synergies are to be exploited, not even in the Internet area. The publishing house Finanz und Wirtschaft AG is in good health, the report continues. In 1999, it generated annual sales of a good 32 million Swiss francs with 120 employees.
TA-Media, which had suffered in recent months from the dingy image of its TV station TV 3, is undoubtedly benefiting from the purchase of the respected business publisher. However, Michel Favre, Chairman of the TA-Media Management Board, tried to deny this. The interest in F&W is much older than the company's own TV involvement, he said. However, the acquisition of F&W and the launch of TV 3 had the same intention: to diversify the TA Media Group into a "multimedia content provider". Markus Knöpfli

In Switzerland - in contrast to Germany - the Pro 7/Sat 1 stations are still marketed separatelyBy Daniel Schifferle A single marketer for all Pro 7/Sat 1 Group stations and a clear competitive situation with the RTL Group is the goal in Germany. For the time being, however, everything remains the same for the Swiss advertising window marketers: IPM (Switzerland) gets to keep Pro 7 and Kabel 1, Cinecom doesn't get an additional channel.
It didn't take long for the situation to be clarified. Last week, the newly formed Pro 7/Sat 1 Group announced the modalities and timetable for the integration of its channels, and as early as Friday, Pro 7/Sat 1 CEO Urs Rohner and RTL CEO Gerhart Zeiler discussed the matter with Klaus Kappeler and Beat Curti from IPM (Switzerland). This time, the actually routine conference call had an explosive topic: What's next for the marketing of the
Pro 7/Sat 1 advertising windows? Are they also following the philosophy in Germany, according to which all stations will be consolidated with one marketer in the future?
Long-term contracts are honored
According to the result of last Friday's conference call, IPM can rest easy: "There is no acute need for action in Switzerland. The contracts with the advertising window partners are being honored," says Paul Riesen, responsible for marketing and communications at Medien Z Holding, quoting the essence of the conversation. Since these contracts are all long-term commitments with a term of five or more years, this decision sets the tone for the near future: IPM (Switzerland) can keep Pro 7 and Kabel 1 in its portfolio, alongside competing stations RTL and RTL2.
At the same time, Cinecom's hopes of soon having other Pro 7/Sat 1 Group stations on its books, in addition to the Sat 1 advertising window, have been dashed. And yet the Zurich marketing company, which has successfully diversified into TV marketing in recent years, now felt fit to take over additional stations. But Cinecom boss Matthias Luchsinger respects the decision from Germany. But he is convinced: "In the longer term, concentration on one marketer is the goal."
Concentration sharpens competitive situation
This opinion also dominates among media specialists in Switzerland. "Merging the Pro 7/Sat 1 stations with one marketer is actually logical," says Petra Kreussler, a member of the management team at Baier Media in Zurich, "you could put together better packages in this constellation, and the use of the planning programs also works better if the stations are unbundled." Kreussler would therefore welcome "if Cinecom were to get something more." She cites one reason in particular: "It's more interesting to talk about prices with Cinecom. They are much more agile than IPM."
Andy Lehmann, Managing Director Optimedia, is also convinced that a clear separation of the station groups would have "more advantages than disadvantages" in marketing as well. "You can form more precise target groups," adds Lehmann, "or, for example, avoid zappers more successfully by programming the commercial breaks at the same time." But this mutual coordination of advertising can only be realized if the stations are united at the same marketer.
But with the recent commitment of the station bosses to the status quo with the advertising window marketers, this is now off the table for the time being. And Paul Riesen from IPM (Switzerland) sees no reason why this could change in the longer term and why his company should possibly hand over Pro 7 or Kabel 1 or even both to Cinecom in the future. "It's like in the retail trade, where several products have to coexist in the same store," says Riesen, putting the mixing of competing channels at the same marketer into perspective.
Integrated transmitter and marketing

Pro 7 Media and Sat 1 are merging to form Germany's largest television company. As a result, the four stations Sat 1, Pro 7, Kabel 1 and N24, as well as all subsidiaries and holdings of the two partners, will in future operate under the umbrella of the new Pro 7/Sat 1 Media.
The joint holding company is headquartered in Unterföhring near Munich, the former location of Pro 7 and Kabel 1. The goal of the merger: to leverage synergies, better organize value chains and position the stations even more clearly as complementary offerings alongside one another.
But a key element of the merger is also marketing. The existing marketing companies Media-Gruppe München (Pro 7, Kabel 1) and Media 1 (Sat 1) are to be merged into a single joint company for all stations.
The Kirch Group holds a majority stake of 52.52 percent in the new company Pro 7/Sat 1 Media, while the publisher Axel Springer has an 11.48 percent stake. The remaining 36 percent free float will be listed on the stock exchange. No longer directly involved in the TV stations is the retail company Rewe, which had held 20 percent of Pro 7. This stake was exchanged for a 6 percent interest in Kirch Media Holding.

Many companies have a mascot, and most of them are soft, round and friendly.This rule does not apply to the web agency Bytix AG: There, in the middle of the office, four piranhas draw their circles. "The behavior of piranhas has many analogies to the market," says co-owner and CEO Pentti Aellig, explaining his preference for South American predatory fish. "It takes assertiveness and aggressiveness, hunting strategies and cooperation. You always have to stay awake. "Obviously, Aellig has learned his lesson from the pets: After one year in business, the agency counts companies such as the online broker Fimatex Switzerland, Freixenet Switzerland, the banking job exchange Mc Job, the McDust Group and other companies among its clientele.
Bytix is specialized in conception, design and realization of web-oriented frontends. The team currently consists of five permanent and two freelance employees. Aellig sees the ideal size in the longer term as ten to twenty employees. His growth strategy also includes opening an offshoot in Prague. "In Switzerland, web developers in particular are enormously difficult to find," explains the CEO, "and Czech computer scientists work at a very high level by European standards."
Despite the increase in staff, the piranhas will probably remain a foursome, because with them, says Pentti Aellig, reduction is required: "Piranhas are bought in groups, and then they decimate each other." Anyone who also wants to learn something about the friendly fish can study their behavior via webcam at www.bytix.com. (ba)

Promarca notes market share gains and sales increases for branded goodsBy Bruno Amstutz At its 71st Annual General Meeting, the Promarca branded goods association presented the Brand Strength 2000 study, which paints a positive overall picture of the situation of branded goods and gives hope for potential in the future.
For the past year, the market research institute IHA-GfM examined the shopping behavior of 2,250 households in German-speaking and French-speaking Switzerland. A shopping basket with 14 product groups from the areas of pre-packaged food and near-food products was registered. These include detergents and cleaning agents, personal care products, paper and hygiene products. Fresh products as well as sugar and flour were excluded from the shopping cart.
The aim of the study was to examine the position of branded goods in competition with retailers' own brands. On this battlefield, a battle of the giants is being fought on the front lines between Coop and Migros.
Migros and Coop pursue different strategies
The two major companies share 64 percent of the total purchasing pie worth CHF 6.5 billion. However, their brand structure is very different. While Migros
Whereas Coop has 96 percent of its own brands in its product range, the proportion at Coop is only 37 percent. Coop is therefore considered the most important partner of the branded goods industry: 35 percent of all branded goods registered in the study were sold in the stores of this major retailer.
Migros' own-brand policy means that the brand structure of the Swiss merchandise world looks considerably different than in other countries: Branded goods hold 55.5 percent of all goods sold. Of the 44.5 percent own-brand articles, Migros produces 30.5 percent. Only 14 percent are produced by other suppliers. Without competition from Migros, branded goods would dominate the market with 79.8 percent of total sales.
However, the development of sales within the last three years shows a positive trend in favor of branded goods. The value of the total basket of goods purchased rose by 5 percent from 1997 to 1999. In the process, the branded goods
8 percent, while private labels increased by only 2 percent. In addition, the share of branded products in the assortment of almost all store chains increased. The only exception was Spar. In 1997, for example, Volg still carried 93.7 percent branded articles; in 1999, the share was 94.9 percent. Waro increased from 90.8 percent to 91.3 percent. Even Migros offers more branded goods than it did two years ago: The share rose from 3.3 to 4 percent.
Innovation and loyalty are strengths of branded products
One bastion of branded products is in the personal care sector. There, the study found a high level of customer loyalty, including emotional loyalty, to branded products. Of the 15 product groups with the highest proportions of branded articles, the first eight ranks belonged to the personal care area.
Migros is also benefiting from sales increases due to the targeted introduction of brands such as Pepsi-Cola in its range. In the wake of branded products, sales of related private labels are also increasing.
For example, following the introduction of Wasa crispbread into the retail giant's product range, sales of crispbreads from its own production rose from 3.4 million Swiss francs to 5.1 million Swiss francs within a year.
Jean Bernard Bosset, director of Promarca, is pleased with the results of the study: "We were pleasantly surprised by the 8 percent growth in branded consumer goods," says Bosset, "and sales increases among Promarca members averaged 2 percent." There is no time to rest on one's laurels, however. For the director, the key strategic principle is clear: "Branded manufacturers must continue to innovate first and foremost."
For Bosset, the creation of new products and trends is the greatest strength of branded products, while private labels tend to swim along in the wake of familiar products. The market situation is also in favor of branded products: "The sales market for private labels in Switzerland is limited," says Bosset, "a private label strategy is primarily worthwhile for retail giants like Migros. Denner, for example, returned to branded products after two years of experimenting with private labels.

Fabian Scheffold and Istvan Vizner pursue photography as art with the highest standards of craftsmanshipBy Bruno Amstutz Combining two different points of view into a common perspective - this is the goal that young photographers Fabian Scheffold and Istvan Vizner pursued with the creation of the scheffold.vizner label. Three years ago, the creative team of photographers took up residence in a former engine winding plant on Zypressenstrasse in Zurich. Today, they operate worldwide from this base.
In the high, bright factory rooms, the two entrepreneurs have built up a state-of-the-art operation. Studio, hybrid photo lab, analog drum scanner, their own computer network and image archive enable Scheffold and Vizner to carry out all operations from camera release to digital post-production within their own four walls. "We're maniacs who get all the equipment ourselves and can also operate it," explains Fabian Scheffold.
The advantage of this attitude is a great deal of autonomy for the team. "We want to determine for ourselves at what point we relinquish control over an image," Scheffold emphasizes. This healthy paranoia has its origins in the young creatives' sense of quality: "As pixelmachos, we always try to get the last out of it, and give a hundred percent effort even for the last five percent of the work."
That this attitude is appreciated is shown by the commissions for campaigns from Swatch, Swissair, Swisscom, Smart, Tages-Anzeiger, Migros, Ascom and UBS. But living up to one's own high standards is difficult. "It's also exhausting," says Vizner, "because you're never completely satisfied."
The collaboration was born from a friendship
The scheffold.vizner project started in 1997. The collaboration had already been tested on various commissions; the duo had been friends for years. Cooperation and mutual complementation finally culminated in the joint company.
The 34-year-old Vizner can draw on his experience from the agency world: After the preliminary course at the School of Design, he completed an apprenticeship as a graphic designer. As a freelance AD, he managed campaigns for Lowe|GGK Zurich, Advico Young & Rubicam or Publicis. In between these jobs, Istvan Vizner always found time to travel long distances and take photographs along the way. Eight years before founding the company, he started his own business.
For 33-year-old Fabian Scheffold, the path to professional photography led via Steinerschule and Matura. He then concentrated on project management in the IT sector. Self-taught training as a press photographer and assistantships also led Scheffold to self-employment as a photographer in 1993.
As scheffold.vizner, the two talents try to optimally combine their experiences and qualities. The two personalities merge to form a corporate identity. "What comes from our house comes from scheffold.vizner," emphasizes Fabian Scheffold, "it is absolutely unimportant who did which part." The close collaboration has the advantage of mutual creative cross-fertilization, but it has also become a necessity. "We may sell ourselves as photographers," explains Istvan Vizner, "but it's actually a whole bunch of professions that we do."
Business know-how and cost control are just as important as conceptual and creative thinking. Finally, having your own computer network is a prerequisite for efficient digital postproduction.
Until the vision coincides with the result
For the photographer duo, postproduction is a natural tool for conveying their image ideas. "Digital editing must never become an end in itself," the two agree. "For us, it's not a service to the customer, but to ourselves." For this reason, Scheffold and Vizner also process exclusively their own image material.
Using digital means, they put the finishing touches on images until the photographic vision coincides with the final result. For scheffold.vizner, the quality of their work lies in this striving for perfection, even in the final details: "Good enough, anyone can do that. But good enough is not good enough for us."

Muse & Musse Jürg Brechbühl Which cultural event did you attend last and why this one in particular?
Jürg Brechbühl: An Aare bath between Schönausteg and Marzilibad. Because I meet most people here, and because a swim in the Aare in Bern is not only culture, but also cult.
What are you reading right now and why?
Brechbühl: "Schilten" by Hermann Burger. Because I am always fascinated and overwhelmed by the density and precision of his language.
Which CD do you currently prefer to listen to?
Brechbühl: The Violin Concerto in G minor by Max Bruch and the Violin Concerto in D major by Johannes Brahms. The best on the train between Bern and Zurich.
Which motion picture would you
most like to see again and why?
Brechbühl: "Manhattan" by Woody Allen on a rainy evening at the open-air cinema. Because I associate it with a very nice personal memory.
What TV show did you fall asleep during the other night?
Brechbühl: In the second half of the European Championship quarterfinal between Italy and Romania.
What is your latest discovery on the Internet?
Brechbühl: I only visit the Internet in extreme emergencies. For example, to check stock market prices.
Love is...?
Brechbühl: Beautiful!

The Neue Zürcher Zeitung will also be publishing a special newspaper during the Summer Olympics in Sydney from September 15 to October 1 - as it has done for previous Olympics.Fax NZZ in the afternoon from Olympic Sydney The Sydney News, which is distributed free of charge in the evening hours, enables up-to-date reporting from Australia despite the time difference. The special edition is published with a circulation of 75,000 copies. It is also offered - in an adapted layout - by St. Galler Tagblatt and Bund and appears on the Internet at www.nzz.ch/sydney.
Tele Ostschweiz takes over Tele Rheintal Tele Ostschweiz AG in St. Gallen takes over Tele Rheintal AG, Buchs, as of July 1. The two local broadcasters have already been working closely together in recent months. The shareholders of Tele Rheintal approved the sale on Tuesday. From next Saturday, the Tele Rheintal channel will already be broadcasting the Tele Ostschweiz program.
infoeek.ch instead of PC Guide
The Thalwil-based publishing house Compress is launching a new computer magazine on September 14. Infoweek.ch, which is published weekly in tabloid format, focuses on IT professionals and e-business. The publisher is discontinuing its previous magazine PC Guide; the more than 10,000 subscribers will be transferred to Infoweek.ch. The initial circulation is 18,000 copies. The editorial team will be headed by René Dubach, previously deputy editor-in-chief of the PC Guide. PC Guide editor-in-chief Urs Bertschy becomes managing director of Infoweek.ch.
Avid radio listeners The German-speaking Swiss are the second most avid radio listeners in Europe, with 198 minutes of listening time per day. The Irish are even more radio-friendly with 270 minutes. At the bottom are Greece (128 minutes), Italy (118) and Spain (94). However, the ranking published in the Smart Media Data Guide compares research results that were collected using different methods in the individual countries.