The result: The integration of moving image advertising in the context of editorial content is well received by Internet users. The study, which is not entirely independent, was conducted by national premium marketer OMS and Sticky Ads TV in collaboration with eResult.

According to the study, more than half of the respondents notice the in-text roll format when they first scroll the web page, but only recognize the video as advertising at second glance. The reason for this is the successful integration of the moving image advertising into the editorial content of the page. 80 percent of the users surveyed would find the video format predominantly neutral and not disturbing.

According to the marketer's study, the novelty and native character of the advertising medium, the possibility of determining the tone themselves and the independent closing of the ad were rated particularly positively. Compared to a conventional advertising medium, the users surveyed also perceived the in-text roll format as significantly more interesting.

About the investigation

The study on OMS's in-text roll video advertising format was conducted by eResult GmbH on behalf of the premium marketer from November 12 to 21, 2014. The explorative short study included an eye-tracking measurement and a subsequent survey as well as a qualitative focus group discussion.
 

Ovomaltine, Via/Radion brand detergent, Lindt chocolate, the Opel Kadett, Maggi golden beef soup, the Union Bank of Switzerland, Pepsi-Cola and Coop coffee: these eight products and companies were advertised in the first commercial break. The commercials in black and white showed sporty boys starched with ovomaltine, men dreaming of an Opel with plenty of storage space for their girlfriends, and a German businessman raving about the Bankgesellschaft while on vacation in Ticino. Advertising was much more expensive back then than it is today. Broadcasting a 30-second spot cost 3600 francs, which would be equivalent to 12,700 francs today. Today, a 30-second spot costs an average of just CHF 3,500.

Recently, for example, the London tabloid The Sun got carried away with a very flat advertising measure: It announced it would ban bare-breasted women from page three. Activists celebrated their victory over Page 3 tradition, while fans of the nude protested vehemently against the deletion. A few days later, breasts were once again swaying on Page 3. The cheap number generated a lot of attention and we all now know again that The Sun doesn't mince words. So, did circulation go up?

A little more imaginative was the announcement of a new novel by US American James Patterson. With over 300 million books sold, the author is one of the most successful authors in the world. Nevertheless, he promoted his new novel "Private Vegas" with a lot of effort: 1,000 fans were able to download the e-book for free - but the thriller destroyed itself within 24 hours. So quick reading was the order of the day. Those who didn't feel like stressing out could buy the novel in bookstores. Or not. And I can't shake off the feeling that the argument between Roger Köppel and Roger Schawinski in Insulted Princess style actually served to bring the quarrel, which had become uninspired, back into the conversation. Do you remember exactly what the scandal was about? Who was Andreas Thiel again? "Roger vs. Roger" is kind of over.

What does all this teach us? Anyone who is not loud today will sink. But those who make noise don't automatically stay afloat. We are inundated with so many offers and options, scribbled on by statements and opinions, that we no longer know where our heads are. Nothing is impossible and anything goes, I'm not a lion after all - and that's the problem. Sociologist Peter Gross speaks of the multi-option society that pays homage to the gospel of personal development: Ich-AG, selfie, self-determination, personal responsibility, everything revolves around ourselves. We no longer have children when all our feelings are right, but schedule the birth of our offspring when it suits us. And before that, we order the partner of our dreams on the Internet. We even organize our own demise, keyword exit. And yet we are completely without a plan.

The concentrated variety of choices has developed into concentrated disorientation. This also applies to advertising and the media. The adage "Test your mettle before you buy" has become impossible. Who can check out all the options today until something is really good? That's why we do something, as long as it's new, loud and "shary" - because we want everyone to know about it. Higher, faster, further? Maybe we should try smarter, slower, softer.

Anne-Friederike Heinrich, Editor-in-Chief
[email protected]

Content marketing is the buzzword of the moment. Just hype? Not at all. According to our research, there is a fundamental reorientation in marketing communication: the content turn. This refers to the shift of companies towards an increasingly content-driven communication approach that focuses on informative, advisory or even entertaining, but in any case journalistic content for the target groups.

Indications of the content turnaround

The latest FCP Barometer, which we conducted together with Forum Corporate Publishing, the association of service providers for CP and content marketing in Switzerland, Germany and Austria, provides indications of such a content turnaround. The in-depth survey of more than 50 marketing decision-makers from leading companies in the three countries makes it clear that more and more managers see journalistic, regular communication with consumers, business customers or employees as an important key to success. The vast majority are convinced that a brand is nothing without content: In the barometer, 96 percent of managers (fully) agree that you need to use stories to get people excited about your brand and to build loyalty. In fact, more and more companies seem to be turning to a content-driven strategy. For 2017, 81% of study participants expect their company to pursue a (more) content-driven communication approach. Only a small minority of 4% expect a (more) advertising-oriented communication strategy in the future.

The driving force behind this reorientation is the limitations of advertising. Consumers and other target groups often no longer perceive traditional advertising messages, are tired of them or only have limited trust in them. According to Nielsen's Global Survey of Trust in Advertising, only 62% of global consumers trust TV advertising and 61% trust newspaper advertising, while 57% of consumers trust outdoor and radio advertising respectively. Online video advertising and advertising on social media (48 % each) are trusted even less. In contrast, significantly more trust is placed in content-focused, company-owned media such as brand websites (69 %) and editorial content (67%). This trust bonus is significant; after all, various studies clearly show that the attitudes that target groups have towards the media are a decisive factor in the impact of communication.

Challenges of a content-driven strategy

But what are the challenges for companies that are committed to a content-driven communication approach? A key challenge is content creation, i.e. the creation of suitable target group-relevant content. In the barometer, 45% of marketing managers rate the creation of content as fairly challenging and a further 13% as very challenging (see Fig. 1). It is also clear that it is primarily about the quality and less about the quantity of content: 87% of study participants (fully) agree that creating and using really good content will be crucial to success in the future. The structured, target group-oriented distribution of this content via the appropriate media and channels was rated by 36% of decision-makers as fairly challenging and 6% as very challenging. From the point of view of marketing managers, a cross-media approach is important here, which includes print media such as customer magazines as well as brand websites, company blogs or content apps. In the barometer, 79% of respondents are convinced that stories need to be told across all media.

Defining a suitable content strategy, i.e. setting communication goals, planning content and stories, deciding on suitable journalistic formats and choosing the right channels, is seen as an even greater challenge than content creation and distribution. 53% of those responsible consider the development of a suitable content strategy to be quite challenging, 13% even consider it to be very challenging. It is therefore not surprising that there is a clear strategy gap in practice: According to the barometer, only 19 percent of companies currently have a clearly defined content strategy.

The greatest challenge, however, lies in the systematic, regular measurement of communication success and the subsequent optimization of activities. Seven out of ten respondents to the barometer consider this to be fairly (51 %) or very challenging (21 %). This assessment is also reflected in the fact that so far only a small proportion of companies regularly measure the success of content-driven communication measures. For example, only four out of ten of those companies that use their own magazines to communicate with their customers examine the impact of these magazines.

Support for content-driven communication

Anyone who wants to successfully master these challenges needs a broad portfolio of skills. Examples include precise knowledge of the media needs of the target groups, content expertise, profound journalistic skills and cross-media know-how. As a rule, additional skills and experience are also required, e.g. in editorial and web design, app and software development or in measuring the success of corporate media. Only a few companies can provide these special skills themselves. It is therefore usually a good idea to work with partners. Our research shows that nine out of ten companies that use customer or employee magazines and eight out of ten companies that use digital corporate media rely on the support of external partners. In order to find out which external service providers can best support companies, we asked the managers surveyed in the barometer for their assessment. According to the survey, specialized corporate publishing and content marketing agencies and publishers offer the best competence profile - they are seen by 83 percent of the survey participants as the ideal partners for the conception and implementation of a content-driven communication approach (see Fig. 2). A clear vote: other possible service providers such as PR (40 %), online (19 %) or advertising agencies (6 %) are considered to have significantly less expertise.

Clemens Koob

At the fourth CNN Davos Debrief, CNN anchor Richard Quest discussed the topics of the 2015 World Economic Forum with Benoît Battistelli (President of the European Patent Office), Harry Hohmeister (CEO of Swiss Air), and Ulrich Spiesshofer (CEO of ABB) at the Aura in Zurich. Also in attendance was Petra Malenicka, CNN International Senior Vice President of Advertising Sales for Europe and the Americas. *WerbeWoche* took the opportunity to speak with her about the globalization of advertising markets, digital platforms, and content, as well as their growing importance:

WW: Earlier this year, you were promoted to Senior Vice President of Advertising Sales for Europe and the Americas. What has been happening at CNN International in the Swiss market in recent years?
Petra Malenicka: I started at CNN International in 2004 as Account Director of Ad Sales for Central Europe and France. When I returned from maternity leave, I also took on responsibility for the Swiss business units. That decision in particular was fantastic, because that market was especially interesting for CNN. It was also a strategic decision, since Switzerland is not only an export-oriented country but also has a market for luxury goods and is a major financial center. As a result, CNN’s audience consists primarily of individuals who value individuality and business decision-makers. This means that many Swiss brands are specifically targeting the type of viewer typical of CNN. With my fantastic team, I’ve managed to make Switzerland one of the top three markets for CNN International worldwide. This means Switzerland represents a massive market that’s very important to CNN. Furthermore, the luxury goods industry has grown enormously, and with it, investment in CNN. Luxury is now CNN’s number one investment sector. What they’re looking for is content. This means CNN is seeking high-quality content for TV as well as for mobile and social media—the digital platforms alone aren’t particularly interesting; they only gain significance when combined with TV, online, and social media.

Are digital platforms alone not interesting enough?
What's more important is having excellent, solid content, a strong brand, the right audience, and delivering on the promises made to those brands. Then a media company has the right mix for its customers.

And yet, every customer is different.
I would say the same. But as a global organization, you see that they’re slowing down in some markets or not advertising at all, while other markets are taking over. It’s a constant balancing act among strong markets. The pattern changes every year. But as a global organization, we have the flexibility needed to operate across multiple markets and set priorities.

What are the fundamental differences between the markets in Europe, South America, and the United States?
Until the end of last year, I was responsible for the Western European markets; in 2014, I was offered the opportunity to take over the management of CNN’s advertising sales in Western Europe, with additional responsibility for North and Latin America. North America is very similar to the market in Western Europe. Latin America, on the other hand, is a growing market—very dynamic. So I’m dealing with a mix of countries with emerging markets. The main investment there will likely be in the travel and tourism market. The countries are being promoted as both travel and investment destinations. Luxury goods are also a key focus. So, the whole picture is a mix of mature and emerging markets with high growth potential.

This allows CNN to capitalize on synergies between these markets. What role does content play in this?
There’s a clear process for how we work with advertisers, both in Switzerland and in other markets: We offer customized solutions centered on content. Content is the key to everything we do. Take Omega, for example—a client we’ve worked with for years—and a project called «Leading Women.» It’s a TV program that features businesswomen and explores the balance between personal and professional life. Omega is associated with «Leading Women,» so the company is partnering with CNN to promote its women’s collection. Digitally, of course, we don’t just distribute the same content—we engage with digital platforms in different ways. Above all, we strive to bring these platforms to life through interactivity. As a result, the content not only reaches CNN’s audience but extends beyond that circle. This approach aligns very closely with what Omega aims to achieve: to be associated with content whose values align very closely with those of its female customers—while simultaneously reaching all markets and speaking with a single, consistent voice through that content. And then go viral and expand digitally—but always with interactivity—in both specific markets and global markets, depending on the project. This type of cross-platform activity accounts for about 90 percent of our daily work. In other words, we no longer speak differently on TV or digital platforms. We integrate TV, mobile, and social media in a way that makes sense for the client.

So the structure is built around the content—a universal approach. Don't the various advertising markets require different approaches?
The market is fundamentally structured more by content than by the platforms themselves. This approach has proven successful in Europe. The same method can be applied in other markets. There is really only one minor distinction to note: In growing markets, the main clients are often national governments, whereas in Europe the client is usually a private company. This means that the structure of the client portfolio is slightly different, but the approach is essentially the same.

So you're saying that, going forward, CNN is focusing on content quality?
I think quality is very important, especially for global brands that position themselves as sophisticated and with very specific values. That’s how you can set yourself apart from the competition. Content is the key—absolutely the key—and quality is crucial for establishing a strong brand for both customers and the brand itself. Brand value is very important. After all, investments must yield greater results, and this must be demonstrable. That’s why we’ve invested heavily in our research department. This is not only to measure the media performance of campaigns, but also the effectiveness of brand values in terms of brand positioning and purchase intent. Ultimately, this entire value chain is regularly measured in CNN’s campaigns—that’s part of the success.

What will be CNN's main focus going forward?
I think interactivity is really the key in the digital realm. If you get that right, you’ve already taken a big step forward. Digital platforms will continue to evolve, social media will continue to evolve, and mobile is currently the major player. Mobile usage has increased by over 140 percent in terms of page views on CNN.com. Social media has also become huge. For CNN, this means we need to keep engagement going and foster interaction with our viewers. CNN International is already heading in exactly the right direction: content is key, digital engagement is very important, and at the same time, we’re working on tailored solutions centered around content. That’s the future.

Interview: Ursina Maurer

Petra Malenicka is Senior Vice President of CNN International Advertising Sales for Europe and the Americas. In this role, she oversees CNN’s advertising sales in Western Europe, North America, and Latin America. Malenicka began her career at CNN International in 2004 as Account Director of Ad Sales for Central Europe and France, and in 2006 she also took on responsibility for the Swiss markets. In 2009, she was promoted to Sales Director for Germany, Austria, and Switzerland. In 2013, she became Vice President of Advertising Sales for Western Europe—the first time all markets were under a single leadership. Malenicka began her career in 1994 in program barter development for Time Warner and later headed the ad sales departments for the specialty channels in Central Europe. As a French-Swedish citizen, she speaks French, English, Swedish, Russian, and Czech. She holds a master’s degree in business administration from the University of Paris-Sorbonne.

It's not easy to get Andrea B. Roch on the phone. But in 2015, the Business4you founder emphasizes, she wants to be a little more inside the agency instead of outside with the customers. Personal cultivation of customer relationships is her passion. When it comes to administration, finances and HR, on the other hand, Roch relies on her co-owner Patricia Bianco. The two have had a clear division of roles since business4you was founded in 2003. Roch is the face, Bianco has her back. Bianco is the structured one, she takes care of the administrative processes. Networking is the playing field of Roch, the extroverted strategist. Marketing and sales are in the Biel native's blood, and her memories of her first steps go back a long way. As a 12-year-old, for example, she bought a mountain of cassettes in Bangkok for 3 francs apiece and sold them on to her Swiss classmates for 8 francs. One can well imagine that at 12, one would have wanted the cassettes Andrea B. Roch sells in the schoolyard. She has a winning assertiveness, a confident friendliness. The cassette import was supported by Roch's father, who advanced the start-up capital. In return, he demanded a 50 percent share of the profits, which he wisely set aside for the guarantee. Because the quality of some cassettes was so poor that the buyers demanded their money back. She learned to understand these relationships through play and made mistakes through play, Roch says. Her parents' trust was always there, she says. After school, Roch completed an apprenticeship at a travel agency in Bern. Early on, at the age of 21, she was able to take over responsibility for the business travel department by a lucky coincidence. This contributed significantly to her decision to study business administration as a second course of education. Roch joined the Swatch Group Travel Team in Biel, her home town, and at the same time began training as a business economist at the HWV. Then she was poached by Swisscom. Patricia Bianco, her current business partner, brought her into the team at the telecom provider. Roch comes from an SME family. Her father ran a medium-sized logistics company at Zurich Airport. He often talked about it at home, which influenced her. The fact that she became an entrepreneur herself, however, is due to a fortunate and unfortunate coincidence. At 28, Roch was unexpectedly let go by Swisscom. Originally, she was to have transferred the telecom giant's service technology into a franchising system. This had to do with marketing, a direction in which Roch wanted to develop. After three months, however, the project was halted and the freshly graduated business economist was pulled away into an internal reorganization project. "We had to crisscross Switzerland and release employees. We confirmed every prejudice against unsympathetic consultants. We made budget cuts indiscriminately. I missed being able to inspire people." At the time, Roch says, she had already recorded the idea of business4you. But she didn't know she'd have much time to flesh it out soon after.

Termination as an opportunity

Ultimately, the rationalization did not stop at Roch's own team. She belonged to the part that was no longer needed. Roch, used to things always going uphill since her apprenticeship, found herself with a bruised ego. "You don't immediately realize in those moments that they hold the greatest opportunities. Being laid off forced me to take stock of where I was and ask myself where I wanted to go." It took Roch about a month to do that. "I think quickly in terms of solutions."

Not a lone fighter

Patricia Bianco was released at the same time. In the summer of 2003, during their vacation together in Calabria at the home of Bianco's parents, Roch let her in on the plans for their own agency: Bianco was to be part of it. The girlfriend slept on it and promised her support the next day at breakfast. She wasn't at all surprised that Roch wanted to start her own company, Bianco says. "But I wouldn't have taken this step alone," Roch admits. She is not a lone fighter. Above all, administrative skills are not her strong point. But she has boundless energy. She is "always on the go," is how her apprentices describe the Business4you boss: "She is often out of the office, but when she is there, you notice it immediately. "Even as an apprentice and in school, I was like that," Roch says with a laugh: "I could never sit still. I always had a little more energy than the others. Sometimes so much that I run straight into a wall - and only see afterwards that there was a door next to it."

Web services from Vietnam

Business4you has grown continuously. The agency currently has 54 employees. From the very beginning, Roch and Bianco aimed for the necessary size to be able to offer everything from a single source. "We are clearly positioned as an SME agency, and an SME does not want to have several contact persons for the area of marketing communication. " For Roch, the only option for this was usually an in-house solution. For example, the company's own Communication Center came into being because it was noticed that the original marketing idea often did not reach the customer's sales team in a consistent manner, explains the Business4you owner. With the Communication Center under the roof of the agency office, she ensures the necessary proximity to the marketing team. Since the end of 2014, business4you has also been operating another Swiss location in Zurich. "We have a relatively large number of customers in Zurich. And you can't build trust with people if you always have a screen or a phone in between. The road was an obstacle in that regard." 2015 is now the year of deliberate stabilization for the agency. Challenge enough for Roch? "Yes. I have to learn to be the boss of a company of this size. I'm not at that point yet. On the one hand, I have to let go. On the other hand, I have to ensure our most important value - delighting customers - internally." In Asia - the region of the world to which she has "lost her heart" - Roch now sources web services rather than cassettes. Five years ago, the Biel native set up a second online marketing team with 10 employees in Ho Chi Minh City, Vietnam. She is regularly on site. "The cultural exchange is good for us. It pulsates differently than here." So it's a relationship that has stuck. Swisscom hasn't completely disappeared from Roch's life either. It is now one of Business4you's customers. After our conversation, Roch has a meeting at her former employer, she mentions in passing. Business4you, she says, was the only agency that could offer customer printing, communication center and web store development under one roof and thus meet the requirements. This should be a nice confirmation for Andrea B. Roch that she is on the right track with the strategic orientation of business4you.

Simone Isliker

But what price would this gain have ultimately come at? That same evening, there was a New Year’s reception hosted by a renowned private bank in Hamburg, and there, too—to put it mildly—there was great astonishment at the Swiss National Bank’s move. Five years ago, the euro was still worth 147 rappen; now it’s barely 100. Even the discussions over the following days shed little light on what the future actually holds for Switzerland. It doesn’t take a crystal ball to predict that the effects on tourism and the export sector will be «bleak.» And we, as cinema marketers, naturally ask ourselves: What impact will the franc’s decoupling have on Switzerland’s domestic market? Will the demand for advertising time in Swiss media—which had developed so clearly and positively for us in the cinema sector in 2014—now take a hit? Will there be shifts in customer segments? What about the traditionally very strong regional business in Switzerland? It’s clear that all media—not just in Switzerland—are facing a truly exciting 2015 as a result of the ongoing digital transformation. But we certainly hadn’t expected the Swiss National Bank to top things off in this way.

Blockbusters All at Once

«Great cinema,» one might say, to put it euphemistically… Which brings me to the actual topic—the one I want to discuss here: a truly eventful year for cinema in 2015, with a wealth of promising, major films the likes of which we haven’t seen in theaters for many years. A real blockbuster year. It all kicks off in just a few days: «Fifty Shades of Grey» opens in German-speaking Switzerland on February 12. We’ve heard from theater operators that advance ticket sales for the first few days of this film are eclipsing everything that’s been shown so far. Yet just under three years ago, I had simply forbidden my then-13-year-old daughter from reading the book—without, however, knowing exactly what it was I was so adamantly trying to ban. This led to lengthy family discussions, the outcome of which I won’t go into here. In any case, I had taken a clear stand against it. And now this: the first showings sold out just minutes after advance ticket sales opened, accompanied by slightly smirking comments from my daughter. I’ll only admit here, among fellow professionals, that our media outlet is also benefiting from this and that we do, in fact, expect this film to perform very well—and will combine that with some excellent advertising placements. Never at home. It’s much easier for me to make public references to the new *The Avengers* in April, or even more so to *Minions* in July, the new James Bond—*Spectre – 007*—in October, and *Star Wars: Episode 7* in December 2015. A better lineup is almost unimaginable, and we are therefore particularly optimistic that 2015 will be an exceptionally good year for cinema advertising. I also think that we and the movie theaters deserve this: Strong attendance figures promise high reach, and moviegoers« great anticipation for these films boosts interest and, with it, the impact of the films and their supporting programs. More attention is always good—that’s a proven fact.

It is difficult for us to verify whether the Swiss National Bank has actually taken this to heart in its actions. However, we know of a very effective medium through which necessary image adjustments can be made with good prospects of success—especially when it comes to compelling stories!

Florian Weischer, Managing Director of Werbeweischer
 

How can this be explained? «The ads are determined by an algorithm that takes into account paid and organic views, as well as viewer engagement,» says Google Switzerland spokesperson Samuel Leiser. The algorithm therefore primarily considers the number of views (and not social interactions such as comments, likes, etc.). This suggests that while the number of views propelled both ads into the top 10, a large portion of those views were not organic. It goes without saying that a YouTube video is more likely to go viral when social interaction is booming. (uma)

Nevertheless, here is the Top 10 YouTube Videos from Switzerland in 2014:

1) Nike Football: Winner Stays (feat. Ronaldo, Neymar Jr., Rooney, Ibrahimovic, Iniesta, and others)

2) Zurich Insurance: Zurich Home Contents Insurance – Bicycle Theft

3) Wren: First Kiss

4) Nike Football: The Last Game (featuring Ronaldo, Neymar Jr., Rooney, Ibrahimovic, Iniesta, and others)

5) Swisscom: Tina Turner's Love Story with Switzerland and iO

6) EvianBabies: evian Spider-Man – The Amazing Baby & Me 2

7) Axe: The New AXE – Take Control of Your Own Destiny!

8) Save the Children UK: "Most Shocking Second a Day" Video

9) EDEKA: Supergeil (feat. Friedrich Liechtenstein)

10) Clash of Clans: Clash of Clans Introduces: Clan Wars!

The ten winning videos and the results of the study are also available at Thinkwithgoogle.de on Google's new information platform for all online advertisers. The results of the study conducted by the market research firm Millward Brown are here ready for download.

 

All competitive categories saw significant year-over-year growth, according to a statement Wednesday. Given the developments among consumers and technology manufacturers, it's hardly surprising that mobile Internet is at the center of attention, it said. Fifty-seven entries are competing this year to pick up the prize for overall most successful mobile solution. That's 97 percent more than last year. Since the beginning of the Best of Swiss Web Awards, the "Creation" category has consistently had the most entries. With 83 registrations, this category is once again at the top this year. 

E-commerce, the overarching theme of this year's awards, briefly describes the mapping and handling of business processes on the Internet. In view of the fact that more and more Swiss people are using the Internet to make purchases and purchase decisions, this is a hot topic for web and IT players in Switzerland.

All submitted projects will be subjected to an online-based preliminary judging process from January 30 to February 5, before the expert jury can start fine-tuning on February 9/10. As a result of this process, a shortlist will be published on February 18, 2015. All winning projects will be presented with their prizes at the big awards night on March 26, 2015 at the Zurich Kongresshaus in front of over 700 guests.
 

Mike Zurbrügg (29) has been with Belcom for 3 years in various sales functions, most recently as Key Account Manager for TV24 and Tele Regio Combi (TRC). Under his leadership, TeleZüri's local sales activities will be merged and strengthened as of February, as announced in a statement on Wednesday.

Francesco Nesci (42), a long-standing and experienced sales professional at Belcom, will be responsible for Key Account Management as of February 01, 2015. This area is being newly created in Tele Züri's sales organization in order to respond even more specifically to the needs of key customers.

In their new roles, both Mike Zurbrügg and Francesco Nesci report directly to Daniel Schnüriger, Deputy Managing Director of Belcom. Tele Züri's national advertising sales will continue to be managed by Manuela Birghan and Dieter Schuller. 

Mike Zurbrügg

Francesco Nesci
 

Arthur Rutishauser will thus lead the editorial teams of both the Tages-Anzeiger and the Sonntagszeitung from 2016, as Tamedia confirmed in a statement on Wednesday. Rumors to this effect had already made the rounds in the morning. Several employees of the Tages-Anzeiger tweeted the information. 

The joint journalistic management of the two editorial teams is due not least to the increasing importance of digital distribution channels and responds to changing media usage habits, according to the statement. More and more readers want to be informed on one platform throughout the week and around the clock. The more digital the usage becomes, the closer Tages-Anzeiger and Sonntagszeitung will therefore move together on the net. The two editorial teams already share the society, culture, sports, knowledge and, in future, foreign affairs sections and work closely together on production. However, the core sections in the areas of Switzerland, business, research and Zurich will remain independent and represent the separate identities of the printed newspapers.

Arthur Rutishauser has proven himself as Editor-in-Chief of the Sonntagszeitung since October 2013 and was previously a member of the editorial team of the Tages-Anzeiger for three years. As business editor and later as head of department, Arthur Rutishauser shaped the business reporting of the Sonntagszeitung from 2000 and received the Zurich Journalism Prize in 2002 for his research into the Swissair case. In preparation for his new role, Rutishauser, who holds a doctorate in economics, will complete a three-month training course focusing on digital journalism at the Columbia Journalism School in New York in summer 2015.

Res Strehle took over the overall management of the convergent Tages-Anzeiger editorial team in November 2012, having already served as Co-Editor-in-Chief since 2009. Before joining the Tages-Anzeiger, he was Editor-in-Chief for six years from 2001 to 2007 and most recently also Managing Director of the magazine, having previously worked for Weltwoche, Bilanz, Facts and the weekly WoZ, among others. After handing over the editorship to Arthur Rutishauser, he will continue to work for Tages-Anzeiger as a publicist and mentor on a reduced basis.  

The agency, which is owner-managed by Philipp Wenzler and Arie Späth, specializes in tailor-made marketing and communication solutions for SMEs, associations and clubs. The new subsidiary Kompass PR is expanding its offering in the areas of public relations, political communication, news services and editorial work, as announced in a press release on Wednesday.

Anselm Schwyn has over ten years of professional experience in journalism, specializing in automotive and photography. shared business premises in Schwamendingen.