The employees affected would have to be retrained and reassigned within the company. Syndicom is particularly critical of the outsourcing decision. By outsourcing ad production to Germany, the NZZ is relying on lower wages in the neighboring country. This is "very bad" for the otherwise so trandition-conscious Swiss media company. Especially because more and more areas of work are being automated as a result of advancing digitization, such as internal image processing in prepress now, companies have a special responsibility to their staff, he said. The companies would have to train and retrain those affected in good time and work out new career prospects with them. The NZZ, as a socio-politically responsible media company, has a particular obligation in this regard. The NZZ Group had announced on Thursday that it would close a site for image processing and outsource ad production to a third-party provider in Germany (Werbewoche.ch reported). A total of 15 employees will lose their jobs. (SDA)

The pressure is good for the other media and the cable networks: For a long time, they were too passive or fixated on the small war against SRG or Swisscom. But at least when it comes to data, a door is now opening for them - thanks to the new data hub from WEMF and Mediapulse. Will the industry seize the opportunity this time?

With their advertising alliance, the four CEOs are one step ahead of the rest of the media industry: Marc Walder ( Ringier ), Urs Schaeppi ( Swisscom ), Ralph Büchi ( Axel Springer Schweiz ) and Roger De Weck ( SRG ) ( from left to right ).

This article appeared in Werbewoche 11/2016 of June 17, 2016. To the subscriptions.

"Planned joint venture between SRG, Swisscom and Ringier: Association of Swiss Media calls for a halt to march and examination of alternative models". That was the title of a press release sent out by the Swiss Media Association on January 25, 2016. A few days later, Roger Schawinski also called on the media industry and Federal Councilor Doris Leuthard to take a deep breath on persoenlich.com.

"Stop marching", "take a breath" - this suggests that for publishers and other media players ( including radio pioneers ! ) the pace is too fast on the hike into the media future. Digitization is trudging ahead in leaps and bounds, the media are lagging behind - with Swisscom, SRG and Ringier in the lead. With their "advertising alliance" project, they are now increasing their lead over publishers, UPC and Sunrise and making them even more breathless. Not with the idea itself, but with the fact that for the first time, three (media) partners have come together who are also trusted to implement the project - the establishment of a national marketing platform.

One idea and seven years slept away

In fact, the idea is not new, as Mirko Marr, Head of Research at Goldbach Group and critic of the new alliance, also admitted in the NZZ of 22 January 2016. After all, former PubliGroupe CEO Hanspeter Rohner already said in Werbewoche 10 /2009: "We are developing a new digital processing platform with the aim of making the handling and processing of advertisements and advertising messages faster, more efficient and more customer-friendly. In the future, print, online, TV, radio, AdScreen and cinema will be able to be booked via this platform. Whenever possible, it should be a solution for the entire industry, i.e. open to all customers and as many media partners as possible. The coming months will show whether we can reach the necessary agreements.

Everyone in the industry knows: An agreement was never reached. This was due on the one hand to the arrogant and authoritarian behavior of PubliGroupe, and on the other hand to the obstructionist attitude of publishers, Goldbach and others. The PubliGroupe initiative was met with scorn, according to the motto: They won't manage it anyway. There was no trace of real interest, let alone willingness to cooperate. But the vision was there, it "only" needed to be taken up and implemented together.

Swisscom obtained know-how

Instead, everyone preferred to tend their own little garden and try to stay afloat. The tighter the economic situation became, the more they looked to the SRG's honey pots (fees and advertising). The more vehemently the SRG was confronted, the more the other Swiss media would profit from the weakening of the SRG.

Meanwhile, Publigroupe went into a tailspin. In 2014, Publicitas was sold to Aurelius and the rest of Publigroupe was acquired by Swisscom. Once again, the industry accepted this rather gloatingly and almost with relief. And because at the time it was primarily the bidding between Tamedia and Swisscom for the address portal local.ch that was causing excitement, hardly anyone noticed that the entire know-how about the platform that had been started, including the developer companies Spree7 and Improve Digital, was also transferred to Swiss-com. Publigroupe CEO Arndt Groth, together with his crew, experience and network, was engaged by Swisscom for a year. It is only logical that the telco is now using this acquired knowledge to build up the new marketing and industry platform.

So that's how the Admeira partners got their head start, and why the others are so nervous. Because in many places - with the exception of online offerings and to some extent TV - they have hardly adapted to digitalized advertising marketing and processing.

Tamedia, NZZ and Goldbach: first steps

In this respect - outside the Admeira circle - NZZ, Tamedia and Goldbach are the most advanced:

- NZZ and Tamedia already opened up their digital advertising inventory to programmatic buying in 2014, and each has had a marketing organization for its targeting offers since this spring. Tamedia also centralized its print, digital and cross-media marketing, making it more efficient. But when it comes to the digitalized marketing of commercial print ads, the NZZ is probably the furthest along: it has recently launched a deal platform on which it publishes "continuously attractive ad placements" for some of its print titles at last-minute conditions.

- Goldbach Group started thinking about Big Data or Programmatic Buying two years ago. Last October, however, the company acquired a stake in Jaduda, a company specializing in mobile advertising. In radio and TV, on the other hand, it barely got beyond concepts. Goldbach has, however, provided expertise at the personnel level: In April, Arndt Groth was brought onto the Board of Directors - a clever move, because the marketer can now also use the knowledge that Groth gained during the platform development at PubliGroupe and Swisscom.
 

And Goldbach upgraded in one more respect: It succeeded in winning over the web TV providers Wilmaa, Teleboy and Zattoo for joint marketing. Together, the three have 1.235 million unique users per month or 21 percent reach, well double that of SwisscomTV Air (544'000 users, 9.4 percent). Goldbach thus has the opportunity to now offer target group-specific advertising on all three WebTVs - earlier than Admeira and with greater reach. Admeira will not offer this form of advertising on SwisscomTV until a year from now, and for the time being only on the S1, TF1, NT1 and TMC stations.
 

Target-group-specific advertising for linear television is not yet an option: In general, the data required for this is lacking. In addition, Swiss private TVs - if they have a license like SRG - would not even be allowed to offer this form of advertising. In other words, target-group-specific TV advertising is currently possible only in niches, if at all.

 

Two things are necessary
 

If they were to be expanded, two things in particular would be necessary in addition to adjustments to the licensing law: First, this would require uniformly processed data - not only that of Swiss-com, but also that of other distributors (cable networks, WebTVs, Sunrise). Second, the more than 200 cable networks in the SuisseDigital association would have to come to terms with target-group-specific advertising. So far, this has "not been a big issue" there, as association spokesman Matthias Lüscher admits. And UPC and Sunrise, which offer competing products to SwisscomTV in the form of Horizon and SunriseTV, were not very forthcoming when asked directly about the status of their technology. The statement from Alexander Duphorn, CEO of Goldbach Media, is therefore more informative: When asked whether he could offer something comparable to Admeira, he told the German industry journal Horizont: "With UPC Cablecom and Sunrise, there are well-positioned networks. But they are not technically ready yet."

 

One door opens for all

At least with regard to the necessary data, however, there is now some hope - thanks to the Swiss Media Data Hub ( SMDH ), which WEMF and Mediapulse jointly announced in May. Because what the two are planning as of 2017 and are pre-financing with around CHF 10 million is not only a groundbreaking media research project, but also has the potential to defuse the conflict over Admeira by paving a third way in good time for all the players who turned away from PubliGroupe at the time and are also distancing themselves from Admeira now. If they are technically up to date!
 

In any case, the aim of the Hub project is to bring together data from various sources and process it for the industry ( see also WW 9 / 16 ). To this end, the existing radio, TV, print and online research by Mediapulse, NET-Metrix and WEMF is to be supplemented with an online measurement panel that will measure the surfing and streaming behavior of around 10,000 panelists. In parallel, IPTV providers such as Swisscom or Sunrise, cable network operators such as UPC or Quickline, operators of web radios and web TVs, and portals with videos are to be persuaded to feed their data into the new SMDH. This last point is crucial: because the SMDH would create a neutral organization that collects and processes the data, and WEMF and Mediapulse could then make it, along with panel data, available to all market participants as a currency on equal terms. So that would be exactly what publishers, Goldbach and others had called for in connection with the call for a "marching halt".

 

Swisscom shows itself open ...
 

The hub project was received with corresponding euphoria by experts in the media and marketers, as could be seen at a Mediapulse customer event in mid-May. Officially, however, people are cautious - because it is still open whether the project will succeed and whether the distributors will join in.
 

But a survey by Werbewoche shows that on the distribution side, i.e. at Swisscom, SuisseDigital, UPC and Web TVs, the hub project is "noted with interest" and there are hopes for "a uniform moving image currency for TV and online. The web TV Teleboy even "supports the efforts" by already supplying data for initial tests. Swisscom, SuisseDigital and UPC are more reserved, but at least open to talks, Sunrise is showing a wait-and-see attitude. There have also been various doubts as to whether WEMF and Mediapulse are neutral enough as hub operators.
 

On the other hand, the project is welcomed by the media, advertising clients, Goldbach and the Federal Media Commission. It is hoped that this will result in intermedia research that provides uniform and also meaningful data on small target groups and areas.

 

... Publishers remain skeptical
 

There are differing views on the question of whether the hub will be able to resolve the conflict with Admeira. "The SMDH offers a viable answer for all the concerns of the private media companies excluded from Admeira, provided that Swisscom ( and of course other important external data suppliers ) cooperate in this project," wrote Matthias Hagemann, owner of Radio Basilisk and member of the foundation board at Mediapulse. AZ Medien, Goldbach and Verband Schweizer Privatradios also see it as a "promising approach" or a "step in the right direction." But "level playing field" would only be possible if all the data Admeira receives from Swisscom flowed into this uniform currency, specified Michi Frank from Goldbach. However, this is exactly what the Swiss Media Association doubts: If Swisscom were to provide Admeira partners with additional and exclusive data, "the threatened market distortion would still occur," emphasized Managing Director Andreas Häuptli. Roland Ehrler, Director of the Swiss Association of Advertisers, was more optimistic. "As a neutral organization, the hub offers the chance that third parties like Swisscom might be more willing to make their measurement data available for media research."

 

A counter alliance would be possible
 

If the hub project and the online measurement panel succeed, data will be available to the market in the future, giving individual players the freedom to choose whether to join Admeira, continue to go it alone, or form a second alliance.
 

However, the counter-alliance of Tamedia, Goldbach, UPC and Sunrise, which is suspected and hoped for in many places, would have a hard time holding a candle to Admeira - if only in terms of technical reach. This is shown by the table below. UPC and Sunrise have a comparable number of subscribers to Swisscom only in the digital TV sector, and SuisseDigital as a whole would even be ahead. But for how long? Sunrise, UPC and SuisseDigital are currently losing digital TV subscriptions to Swisscom.
 

And in WebTV, Goldbach's lead (see above) may only be temporary, as the new app "SwisscomTV Air free" could soon outstrip its competitors Teleboy, Wilmaa and Zattoo.
 

This is probably why Tamedia has so far expressed little desire for such a going together. His company is positioned in such a way "that we are not dependent on the advertising alliance," said Chairman of the Board Pietro Supino on various occasions. Until now, one had the impression that this statement also ruled out the establishment of a counter-alliance, because for Supino it generally "makes no sense to unite all media under one cheese cover." That would be too complex and not conducive to innovation.
 

However, a Goldbach seminar on the topic of "Data Driven Marketing" will be held on June 29. Sylvia Epaillard, Head of Tamedia's Digital Advertising Services, will be one of the speakers. Is something brewing after all?

Markus Knöpfli

 

Following the international relaunch of the Generali Group's corporate identity in 2015, the local country organization commissioned Evoq to redevelop the sales documents and adapt them to the new CD.

Together with the project team on the client side, the branding agency identified internal and external needs, sales channels and management options. It completely restructured the entire sales documentation and illustrated the benefits and core services of the products with appealing and simply designed infographics. This resulted in customer-friendly and modular documents that are extremely efficient to use and manage.

At the same time, Evoq developed its own visual world for the Swiss market that focuses on people, their individual needs, life situation, goals and dreams. Snapshots show everyday situations right in the middle of life: active, genuine and authentic.

Evoq produced all sales documents in four languages, including the consultant and company presentation as a customizable, interactive PDF with quick links and embedded multimedia content.

Responsible at Generali: Eva Fischer, Aleksandra Luzna (Marketing Communications Management), Lara Emma Russi (Graphic & Design Management). Responsible at Evoq: Christian Sutter (mandate management), Susanne Pfäffli (concept, consulting), Sara Streule (art direction), Sandra Spielmann, Stephanie Personnaz (graphic design).
 

The NZZ archive dates back to 1780, when the first issue of what was then the Zürcher Zeitung appeared. Today, in addition to the NZZ newspaper volumes since 1780 and all other NZZ journalistic titles such as the NZZ am Sonntag or the NZZ Folio, it also includes microfilms, photo negatives, special volumes and the extensive NZZ company archive. Until now, the archive was stored at the Schlieren printing center. After selling the printing center last year, the NZZ Media Group is now transferring its holdings to the Central Library (ZB) in Zurich. The archive remains the property of the NZZ, but will be deposited at the ZB as a perpetual deposit.

As a first step, the ZB will record the holdings stored in countless boxes and corpuses and then make them accessible to the public while complying with the respective legal retention periods. "The ZB is thus taking another important step towards preserving Zurich's cultural assets," explains Urs Fischer, Head of Special Collections at Zurich Central Library.

Photo: Zb.uzh.ch

Because more first dates than necessary go wrong due to a head-on seating position. Mazda Speed Dating ensures that a shared experience is created by sitting side by side on a car ride, with conversation topics provided right away to help you get to know each other better. This is how Mazda makes dating better.

On a first date, the focus is usually on the frontal sitting position - to look each other in the eye, to talk, but also to be able to examine each other. But this is precisely where the problem lies: frontal communication with an unknown counterpart can provoke unwanted defense mechanisms, regardless of the sympathy factor. As a result, more first dates fail than is actually necessary.

To make getting to know each other better, Mazda is therefore calling on people to leave the well-trodden paths of dating. Away from anonymous online dating, Mazda Speed Dating offers singles the chance to get to know their dream prince or princess under ideal conditions. Because the juxtaposition during a car ride has a positive effect on the shared experience. All the more so, since the relaxed drive in the nippy two-seater provides conversation material away from boring questions about careers, hobbies and vacation destinations. "Experiential marketing is a strategic pillar of our marketing mix. We want to give people an experience with the brand that goes further than simple advertising. We do this by deviating from the established, from the conventional, in the context of the Mazda brand, creating positive and lasting recall," says Matthias Walker, Marketing Director at Mazda.

From July to September 2016, singles - regardless of their sexual orientation - can take part in a total of 70 speed dating drives in Basel, Bern, Geneva, Lausanne, Lugano, Lucerne and Zurich. Every Thursday, Friday, Saturday and Sunday, 20 people will have the opportunity to find a new love in 10 new Mazda MX-5s on a four-hour adventure drive along a predefined route. The cars will be changed every 15 minutes, so that each person will have ten chances to find great happiness.

The campaign is launched with a TV spot, a comprehensive social media campaign and results in a three-month roadshow. The central element of the campaign is the website Mazda-speed-dating.ch. Here, interested parties can register, indicate their preferences regarding riders and date/time.

Responsible at Mazda: Matthias Walker (Marketing Director), Anne Thorens (Manager Communication & Events), Giuseppe Loffredo (PR Director), Valentine Volery (Communication & Motor Shows Specialist), Nathalie Gantner (Communication Coordinator). Responsible at JWT/Fabrikant: Remy Fabrikant (CEO), Rainer Bühler (Strategic Planning), Jochen Hennecke (Client Service Director), Fery Elghol (Sen. Account Director), Britta Hartleb, Pascal Kuptz (Digital Director), Sebastian Krayer, Marietta Albinus, Rahel Nemitz, Martin Bettler, Cagdas Cakmaktas (Art Direction), Peter Brönnimann, Beat Egger (Concept/Text), Bernhard Vögele (Desktop Publishing), Daniela Berther (FFF Producer). Music production: Sonic Supertonic. Film production: Onfilm, Boutiq, Hintenlinks, FableFX (Postproduction). Image Production: FluxIf. Media: Mindshare. Web: Dotpulse. PR: Open-Up. Promotion/Roadshow: Premotion. Translation/Editing: CB Service.
 

The important thing was to draw the attention of the defined target group to the offer in an appealing way through a mix of creative online and offline measures and to motivate them to actively participate in the competition on Radio BeO.

For this purpose, Admire created, among other things, theme worlds for the website, sales promotion banners and a competition. In addition, the Admire crew managed the Outlet King Facebook page during this time. The campaign figures speak a clear language. Impressions increased by 850 percent. Interaction increased by 684 percent and, last but not least, there were 480 percent more likes to date. Voting for the competition ended on Wednesday. In an exciting head-to-head final, the lucky winner was determined based on the number of likes.

Responsible at Outlet King: Thomas Rüegsegger (CEO); Marc Müller (Project Manager E- Commerce); Amanda and Toni Kurz (Product & Sales Manager). Responsible at Admire: Oliver Hofer (project management, concept, text) / Melanie Veloso and Aileen Fillies (design).
 

Technological innovation plus social acceptance equals disruption. This applies to technologies in all industries - including the media world. The Media Disruption Map of the Gottlieb Duttweiler Institute GDI shows which media technologies have what it takes to disrupt.

Digitization is turning the media world upside down. New technologies are leading to new media formats, different user behavior and competitive conditions. Media companies must face up to the changes. This requires a forward-looking view of the changes in the media world. The Media Disruption Map provides such a view: It shows which media technologies will play a role in the future.

According to the GDI, a media technology must master two challenges in order to develop its innovative potential: First, it must be invented and implemented (technological feasibility), and second, it must be accepted and used (social acceptance). Both hurdles are not suddenly overcome by surprising upheavals or quantum leaps. They are subject to continuous processes, which are depicted in the Media Disruption Map as seven stages of increasing feasibility and acceptance.

Examples from the Media Disruption Map illustrate the processual changes in the media world:

- Internet TV is technologically very mature and already so widely accepted that many consider the technology part of everyday life.

- Memory enhancement: Implanting memory chips into the brain is the subject of controversial public debate and is technically at the experimental stage.

- Babelfish: The desire to master all languages with the help of intelligent translation programs is highly desirable socially. However, the Media Disruption Map shows that their development is still in its infancy.

See the whole Media Disruption Map an.

The media concepts listed in the Media Disruption Map are taken from the GDI study "Public 4.0" commissioned by SRG and Gartner's "Hype Cycle for Media and Entertainment" (2014). The concept of the Disruption Map emerged in 2014 from a collaboration between the GDI Gottlieb Duttweiler Institute and Cisco. The positioning of the individual concepts on the axes of technological progress and social acceptance is based on the collective assessments of GDI and SRG. (pd)

Various measures were implemented, such as megaposters, F12 posters and advertisements. The advertising materials were supplemented by a shelf brochure, which is used at Coop, and menu cards. These are individually designed for restaurants and bars, provided Fever-Tree is included in the range.

In order to emphasize Fever-Tree's origins in the communication, the client and Four. decided to design the campaign largely with English texts, which, like the layout, are based on the international campaign.

Responsible at Paul Ullrich: Urs Ullrich (Managing Director), Ugo Grassi (Head of Marketing). Responsible at Four: Björn Brinkmann (CD text/concept); Philipp Sträuli (CD art); Christian Hansen (consulting); Daniel Gerber (consulting).

 

The summer vacations are just around the corner. People relax, seek shade, enjoy cool drinks and cool water. But for health insurer Sanagate, one thing is certain: sweet idleness shouldn't be the only summer activity. The "SummerFit" pedometer competition motivates Sanagate policyholders to stay fit in summer and count their steps. As an incentive, the chance to win a week of sun, beach and sea awaits after 250,000 steps have been taken.

"SummerFit" is already the second customer loyalty campaign and health prevention measure that Ogilvy One has implemented for Sanagate. The competition will be advertised via newsletter and on the mySanagate customer portal. It will also be supplemented with a personalized CRM campaign on Facebook with ads and posts that are specially tailored to Sanagate customers. The centerpiece is the landing page Summerfit.ch.

Responsible at Sanagate: Antonia Lepore (Head of Marketing & Services), Désirée Seuret (Marketing & Communication Specialist). Responsible at Ogilvy One: Benjamin Franken (CD), Frank Engelhaupt (Text), Christoph Perner (Art Director), Petra Weber (Consulting), Nadine Wolf (Social Media).

 

The ranking is led by the BMW automotive group and the video «Eyes on Gigi Hadid,» in which viewers follow supermodel Gigi Hadid on a high-speed race (Werbewoche.ch reported). Second place goes to McDonald’s« entertaining restaurant experience, »Angry Birds 360 Takeover,” closely followed by Oreo’s 360-degree journey through a cookie.

The top performers were determined based on total reach (organic and paid), watch time, and viewer engagement. The award-winning videos have collectively garnered more than 20 million views.

Here are the top 10 360-degree YouTube videos from brands:

1. The BMW M2 – Eyes on Gigi Hadid (360° Video)

Brand: BMW
Creative Agency: KBS
Media Agency: Universal McCann

2. McDonald's: Angry Birds 360 Takeover

Brand: McDonald's
Creative Agency: DDB Chicago
Media Agency: OMD

3. Discover the 360° world that inspired Filled Cupcake-Flavored Oreo Cookies

Brand: Oreo
Creative Agency: 360i
Media Agency: Carat

4. [IONIQ] IONIQ 360 VR Video

Brand: Hyundai
Creative Agency: Innocean Worldwide
Media Agency: Innocean Worldwide

5. The 2016 Honda Civic – 360-Degree Music Video Featuring Moses Sumney

Brand: Honda
Creative Agency: RPA
Media Agency: MediaVest

6. A Walk in Their Shoes | 360 VR Film | AT&T | TOMS

Brand: AT&T / TOMS
Creative Agency: BBDO New York
Media Agency: Media Edge CIA (MEC)

7. Nike Football Sunar: Halftime Speech 360

Brand: Nike
Creative Agency: Wieden + Kennedy Amsterdam
Media Agency: Mindshare

8. Samsung 360° Snowboard & Freeski Experience

Brand: Samsung
Creative Agency: Millhaus GmbH

9. XFINITY | 360° NASCAR Virtual Reality Experience

Brand: Comcast XFINITY
Creative Agency: Office of Baby
Media Agency: Mediavest

10. Jumeirah Inside – 360° YouTube Video

Brand: Jumeirah
Creative Agency: Media Monks
Media Agency: OMD

With 360-degree technology, YouTube videos become a virtual experience. Users determine the viewing angle themselves by moving the camera using their smartphone or cursor. Advertisers can use 360-degree videos to give their customers realistic impressions of their brands and products.

 

The new company will commence operations on November 1, 2016. It pools the marketing budgets of the tourism organization and the mountain railway company.

The management position was filled by Andreas Wandfluh following a multi-stage selection process. The 28-year-old will start work in Gstaad on July 1, 2016 and will be appointed Managing Director of the new marketing company from November 1, 2016. According to the press release, he intends to use the time until the company's operational launch to align the personnel and content of the newly founded company with the destination strategy together with the various stakeholder groups. "My aim is to further develop the internationally renowned Gstaad brand and thus support the sustainable success of the tourism destination and its service providers," says Andreas Wandfluh.

The parties at the conclusion of the contract (Photos: Facebook.com)

Experience in industry and professional football

Andreas Wandfluh, who grew up in Frutigen, graduated from high school in Thun and went on to complete a Master's degree in business administration with a focus on marketing at the University of Bern. He joined the industrial company Fischer in Herzogenbuchsee as assistant to the managing director and later took over as head of marketing. He then became a member of the management board of FC Thun, where he was in charge of marketing. Andreas Wandfluh is a member of the Board of Directors of the Wandfluh company in Frutigen.

Andreas Wandfluh

Alignment with the destination strategy

"We have set a milestone," agree GST Director Martin Bachofner and BDG Managing Director Matthias In-Albon. "This alliance sends a strong signal that destination interest is now moving to the fore in the long term," Martin Bachofner is convinced. Matthias In-Albon is also very positive: "One goal, one brand, one team, one company, one joint strategy - we are looking forward to the consistent and efficient implementation." The destination strategy, which will serve Gstaad Marketing as a guideline for its operational activities, is expected to be finalized in August in collaboration with all stakeholders in the region. The new company will be formed from the marketing teams of GST and BDG AG. Andreas Wandfluh's first major project is the implementation of the 2016/17 winter campaign for the destination.
 

The technology was developed by Nasa and now sells cars. In the highest-resolution car photo of all time, it can be zoomed right up to the seat embroidery - even though the car 700 meters away is not visible at first glance in the launch perspective. The resolution of the photo is almost 4500 times higher than the average smartphone picture. Since there is no camera that can shoot in this incredible mode, the image was digitally assembled from 700 individual photos taken from the same point (!). And at the end, you can even look around the Bentley - which is still on the bridge - in three dimensions. Very nice... convincing! Now just a quick trip to the bank to withdraw the necessary change. (hae)

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