Seven questions for Eleonore Droux
Why did you—along with other Swiss investors—purchase the Swiss subsidiary of Springer Business Media? Almost ten years ago, I joined Bertelsmann Springer, also known as Medien&Medizin Verlag—which at the time included four medical journals. I built up this publishing house, added five more journals, and transformed it from an insignificant “nice-to-have” publisher into a key pillar of continuing medical education.
Why did you - together with other Swiss investors - buy the Swiss branch of Springer Business Media?
Almost ten years ago, I joined Bertelsmann Springer alias Medien&Medizin Verlag - four medical journals were part of it at that time. I built up this publishing house and added another five specialist journals, turning it from an insignificant nice-to-have publishing house into an important pillar for continuing medical education. Today, we rank among the top three publishers in the field of medicine in Switzerland. When the publishing house was bought by Cinven and Candover four years ago, the fair-weather period was over - tough profit calculations were in the foreground. In the good times, this was still bearable - but as market conditions became more difficult and the merger with Media Daten Verlag was imminent, thoughts of a spin-off became increasingly acute. Since there was already speculation in early summer that Springer Business Media was to be sold again, the idea of a merger seemed obvious. The fact that we succeeded in winning over various partners is due not least to my perseverance - when I'm convinced of something, I'm tireless.
What will be the name of the new company?
We will be called Medien&Medizin Verlag again. We have now only operated under the name Springer Business Media for two years - the change to the original name, which moreover suits us even better today, does not take much getting used to.
What do you hope to gain from the new situation?
Above all, more flexibility and fewer group-dependent decisions. I think that if you can devote the main part of your energy to the market and not to more or less helpful central offices, you have good chances.
What are your goals?
To position the medical magazines and Werbewoche as need-to-have magazines that are practical, up-to-date and tailored to their target groups. And to do so in both the reader and advertising markets.
Where do you see new opportunities?
Gaining even more acceptance as a Swiss publisher - especially in the medical sector
What will you change?
Nothing, actually. With the changes I made a ¾ year ago - changing the frequency of Werbewoche to fortnightly, integrating the Media Trend pages into Werbewoche and reducing the frequency of the Media Trend Journal, and last but not least selling the Media Data Book - we have focused on the core of our business. I am now confident that we have set the right course.
What do you want to maintain?
Everything. Of course, you always have to keep an economic eye on things, but otherwise you have to tackle and execute tasks and situations mainly with common sense and a "down-to-earth approach".
Almost ten years ago, I joined Bertelsmann Springer alias Medien&Medizin Verlag - four medical journals were part of it at that time. I built up this publishing house and added another five specialist journals, turning it from an insignificant nice-to-have publishing house into an important pillar for continuing medical education. Today, we rank among the top three publishers in the field of medicine in Switzerland. When the publishing house was bought by Cinven and Candover four years ago, the fair-weather period was over - tough profit calculations were in the foreground. In the good times, this was still bearable - but as market conditions became more difficult and the merger with Media Daten Verlag was imminent, thoughts of a spin-off became increasingly acute. Since there was already speculation in early summer that Springer Business Media was to be sold again, the idea of a merger seemed obvious. The fact that we succeeded in winning over various partners is due not least to my perseverance - when I'm convinced of something, I'm tireless.
What will be the name of the new company?
We will be called Medien&Medizin Verlag again. We have now only operated under the name Springer Business Media for two years - the change to the original name, which moreover suits us even better today, does not take much getting used to.
What do you hope to gain from the new situation?
Above all, more flexibility and fewer group-dependent decisions. I think that if you can devote the main part of your energy to the market and not to more or less helpful central offices, you have good chances.
What are your goals?
To position the medical magazines and Werbewoche as need-to-have magazines that are practical, up-to-date and tailored to their target groups. And to do so in both the reader and advertising markets.
Where do you see new opportunities?
Gaining even more acceptance as a Swiss publisher - especially in the medical sector
What will you change?
Nothing, actually. With the changes I made a ¾ year ago - changing the frequency of Werbewoche to fortnightly, integrating the Media Trend pages into Werbewoche and reducing the frequency of the Media Trend Journal, and last but not least selling the Media Data Book - we have focused on the core of our business. I am now confident that we have set the right course.
What do you want to maintain?
Everything. Of course, you always have to keep an economic eye on things, but otherwise you have to tackle and execute tasks and situations mainly with common sense and a "down-to-earth approach".
Pierre C. Meier, Editor-in-Chief
Eleonore E. Droux, Publisher.
